2021-08-31-accounts

Ambitious ABO￿￿K• 30103Q022 COMPANIES HOUSE A25

111

d accoun -2020-21

Contents ()Jr vision, misson and values Standing with autistic children arKI young people Welcome from the Chair of Trustees and the Chief Executive Why We'￿ needed Our strategic plan Excellent education Employment and enterprise Family and relationships Health and wellbeing Active citizenship in the communty Our partners and supporters Our strategic partners Our approach to fundraising Our people . Disability Confident Equality. diversty and inclusion Looking to the fLrture. .13 -15 .24 27 31 .35 .45 .47 .49 51 .57 Financial review Legal structures and governance Our leadership team and advisers . The statement of trustees. responsibiltties. Indep8ndent auditor's report to the members of Ambttious about Autism .63 .69 .76 .82 References . 115

Our vision, mission and values Ambitious about Autism is the national chaity standing with autistic children and young people. We believe every autistic child and yourMJ person has the right to be themselves and realise th￿r ambitions. We started as one school and have become a movement for change. We champion lights. campaign for change arKI create opportunities. Our purpose We help autistic children and young people to be themselves. Our vision (kjr vision is for a future where every autistic child and young person can be themsefves and realise their ambitions. Our mission We stand with autistic children and young people, champion their rights and create opportunities. Our values Autistic children and young people are at the heart of everything that we do.

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Welcome from the Chief Executive and the Chair of Trustees This was another turbulent year for autistic children and young people and their families, as the coronavirus pandemic continued to disnjpt lives and create isolation and haKlship. None of these achievements would have been possible without our dedicated and Committed stsff rn￿bers. supporters and partners. In a rapidty changing siiuation. we ￿pOnded nimbly to ensure that we could target our supp3rt at the right time. Following the end of our Ambitious Futures 2020 strategy, we launched our new one-year strategy to focus our support during the coronavirus pand￿￿c. It places autistic children and young people firmty at the heart of all we do. At the beginning of 2021 we entwed a new national lockdown: yet another crushing upheaval for aLrtistic children and young people, who had already been so deepty affected by the coronavirus crisis. Through our TreeHouse School. The Rise School and AmbitM)us Col, directly provided specialist education and support for families throughout this challenging period and beyond. In addttion to buikjing on our expertise in education. employment and youth participation, our strategic plan responded to the increas8d need for support in health and wellbeing. families and relationships and local communities. particularly in these exceptsonal times. Nationally, we wovided vital online peer support to isolated young people across the UK and we continued to develop Employ Autism. a programme aimed at securing better employment opportunits for autistic candidates. We continued to deliver this support despite a challenging economic environment ar￿ the cancellalion of key fundraising events.

10 Ilve responded creatively and Iwked for innovative new ways to generate vital funds, which led to our hugely successful Be Ambitious fundraising campaign. Our mission is to stand with autistic children and young peop￿, champion their rights and create opportunities. We can do this only thanks to you." our wonderful children and young people, parents and carers, and generous partners. supporters and staff. Your ongoing support throughout this challenging time helps autistic children and young people be themselves and realise their ambitions. We were delighted to be selected as Marsh McLennan's UK strategic charity partner for 2021-23 and built innovative corporate partnerships with many organisations raising vital funds. as well as championing neurodiversty within the workplace. We know from our worl( and from research we commissioned that the impact of the pandemic will be deep and long lasting, affecting autistic clildren and yourKJ people's mental hea￿h, wellbeing and fLrtLxe aspirations for many years to come. Jolanta Lasota Chief Ex￿utiVe Neil Goulden Chair of Trustee5

11 ££ l just want to be my true self. gy Emily, 19

wth]y wo'n tn@@ded Autistic children and young people face enormous challenges in all areas of their lives. 70% of autistic people and their families didn't receive any support during lockdown., of autistic young people say their mental health is worse following the pandemic., of under-18s are waiting longer than the NHS 13-week deadline for an autism diagnosis. 000 Fewer than o I haof Just of parents have lost sleep worying about their child's school placement. of autistic children and young people say they are happy at school 5 of autistic people are in full or part-time employment, the lowest rate of all disabled groups.. istic young people fear discrimination if they E disclose to employers that they are autistic. 790/0 autistic people say they are socially isolated because of a lack of understanding. Raf8ran￿ on p115

13 ALlltllstoc chlllldtren and oung peopue are at the heart of allll tDrnat we do.

14 stmt@guc plla In 2019, we started developing our new strategy. We engaged with autistic young people, parents and carers, partners and our staff to help shape our plans. Following Ihe outbreak of the coronavirus pandemic. and in the face of a rapid changing sytuation, we reacted quickly and adapted our Strateg￿ plans. Ensuring autistic chifdren and young people are at the heart of all we do, we focused our work on five key objectives. This outlines our progress in achieving these five strategic objectives. We developed a responsive (￿e-year strategy for 202(k21 to target our support for aLrtistic children and young people during the pandemic. Our strategic objectNes Excellent education EMplO￿ent and enterprise Health and wellbeing chik1￿1 a￿1 young people at the heart Famity and Cttizenship in the community

15 ** Yh)e heallth and euutoellng of our Dlls, Uearners and staff was OLllr {•) priior

Excellent education This year the coronavinjs pandemic continued to disrupt the lives of autistic children and young people. but our education settings were resilient and agile, adapting to rn￿t the changing circumstances. The health and wellbeing of our pupils. leamers and staff was our key priority during these challenging times. From March 2021. in line with the govemment's four-step roadmap out of the lockdown. we welcomed more putils and learrers back to our settings arKI also set up staff testing centres. As hopeful reports about coronavirus vaccines were announced. we lobbied for autistic people wtth learning disabilities and those who support them to be included in the priorty group for vaccination. After thbs was confitTn￿J. we worked with families to support young people with leaming dtsabilities in our settings to receive vaCcinat￿ns. The new academic year began with face- to-face learning for pupils at TreeHouse School and The Rise School and leam*s * Ambitious College. Our staff worked tirelessly to prep￿ our settirrfJs for the safe retum of young people and staff. ensuring social distancing could be practised as much as possible. We also produced eas read uldes and visual stories about the coronavirus vaccines to offer further support to families across the UK. In January 2021, we once agan faced a national l¢xkdown and many of wr pupils and leamers retumed to virtual, homfrbased learning, except for the most vulnerable and those who We￿ children of key workers. Despite the cha]lenges, there have been Incredib￿ successes across our settings this year.

17 Talia's story TreeHouse School When Talia. joined Treehouse School, she found it challenging to communicate her wants and needs and to follow teachers, instruclions. In March 2021, TreeHouse School was shortlisted in two categories in the Music & Drama Education Awards 2021: our music departrnenl in the Outstanding School Music Department category. and our ukulde project, led by our Head of Perfomiing Arts, in the Excellence in SEND (Music & Drama) category. The trans-disciplinary team at T￿eHOuSe School worked with Talia and her parents to develop strategies to help her with her overall school experience. They began wtth a few simple steps, such as taking regular breaks, providing a varied and motivating timetable for Talia and giving her additional tasks to help support her to recognise and manage her emotions. to neffted from somè ons to school f funders xcitin site this ear. also new In February 2021. TreeHouse School secoThlary playground was renovated to include a sensory walkway with totem poles, bug hotels. an amphitheatre and multisensory surface. The primary play area was also enha￿ed with the addition of mud kitchen Talia spent time building rapport and trust with new teachers. as well as exploring fun and engaging activities and leaming through play and sensory experiences. With support from a speech and language therapist, Talia also learned to increase her use of Makaton, paired with verbal language and visuals. to develop her communication skills. Makaton is a language that uses signs, symbols and speech to help autistic people who are minimally verbal or experience difficulty in expressing themselves verbally. In August 2021. the two former training kttGhens in the secondary area were transfomied into eight hoh-spec life skills kitchens. TreeHouse School Talia now spends more time in class engaging in work-related learning activities for longer periods of time and with several different teachers. She has made good progress, particularly with her use of Makaton, arKI her vocabulary has also expanded. She continues to participate in a variety of fun and engaging activities within the pre-formal curriculum. "Name has been chang&Y

19 The Rise School Ambitious College The Rise School is a vibrant leaming community that equips young people with qualifications and communication. social. emotional and employability skills. In May 2021. Ambitious COll￿e won a [￿igiouS Natspec award for the second in a row. The award celebrated the innovatNe strategies that the college had put in place to support learnets, and their parents, while some learning was taking place at home. The team championed a combined approach using learning packs, online lessons and resource5, resulting in an increase in learners, ICT literacy. The judging panel ferna￿ed that Ambitious College had used the pandemic as an opportunity for innovatK)n and positivty, ensuring that no leamw would be left behind. Year 11 pupils at The Rise ScPrt)ol celebraled excellent exam results this year. thanks to the hard work of pupils and staff. Nine pupils gained five or more GCSES at grade 4 or above and one pupil achieved seven GCSES. One pupil also received the school's first ever GCSE computer sc1w￿e award. a hugely successful grade 8. Ambttious College SCHOOL AJ'S story AJ has been a pupil at The Rise School sirKe he was in year 7 and is now in year 10. Before his autism diagnosis. V￿￿t to a mainstream primary school where he encountered many challenges due to the teaching staff not urKjersL￿dlng his needs. The Rise School has made a huge d¢fference to both AJ'S education and wellbeing. His mum Sarah said: "He is much happier, and the environment has helped massively. He¥ not very affeclionate. but it feels like a dark cloud has be￿ lifted and he now gfves me a hug and tells mo that he loves me." Sarah feels reassured that AJ is being supported and likes Ihat the school undeTStands his needs. He loves learning about history, Japan and fcx)d technology. and even likes to cook food al home now for his family. He is also taking his GCSE in computer science. As a parent. Sarah ￿￿lY appreciates the comrnunicat¢on between the school staff and her. She said: "l am supported by the school and I'm rK)t afraid to ask for advice when I need it. AJ going to The Rise School has been completety Ibfe changing for him and the fambly. I cannot fault them."

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21 Arnbitious Approach National work The Ambitious Approach is our model of education practi￿, vthich fccuses on improving the qualty of lrfe of autistic your¥J people while they are in education and ensuring thal this qualty of lrfe continues inlo adulthood. We want to p￿pare children and young people for happy and fulfilling lives armd, while doing so. afford Ihem dI￿lty. respect and compassion. In De￿mber 2020. we hosted a panel comprising aLrtistic young researchers, parents and teachers to discuss the impact of the Children and Families Act 2014 on outcomes for SEND (special eduC*1¢￿al needs and disabilities) leamers aged 16 and over. This was based on research conducted by the Centre for Research in Autism Education at UCL. cO-prcrfJ￿ed with autistic youn9 people. In September 2020, we launc1￿ our Ambitious Approach model within our services and externaily. We f￿USed our attenti1￿ on ensuring that we have enabling environments across all our education settings. We met then children's minister at the time. Vicky Ford MP. in spring 2021 to discuss our concerns abwt the government's proFY)sed new use of language regarding exclusions. We were pleased that followirKJ our meeting and through our work with the Special Educational Consortium. the minister reconsidered the use of the outdated and punitive term 'expulsion' to describe school exclusions. We also identified extemal settings, a school and a specialist college, to pilot and evaluate cmjr Ambitious Approach. The pilot project began in September 2021 and will end in July 2022, when we will report on the project's impact. With the Auti mEdu not-for-profrt programme led by Ambitious about Autism and the National Autistic Society) we launched resources to promote aut1sm-i￿lusive attitudes in schools. Excellent induction, training and professional development are realty important to us and so we invested in Iraining on attachment and traurna for all staff. We also developed a rol￿St framework to ensure that staff have the necessary skills and confidence to support autistic children and young people. This year, our training and consultancy team engaged with 1,842 education and careers professionals, of whom 97 % reported increased knowledge and skills and 94 % reported increased confidence.

22 TreeHouse School IXIFI3CTrIOOI- IKEYI*FVRMAT Join our'college fow 102?. We reUau]nched the TreeHouse chooll an Amiblltllous Colllle websot@s in 2 21 to make them more accessllblle. (•}

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@tmplloymotrnt and otrnto[rp￿0s@ Transition to Employment toolkit Thanks to funding from the Autism Education Trust. in June 2021 we launched a new toolkit to support autistic youro people into ￿mployment. nsitlon Iklt has been developed to support Ihose working with autistic young people to understand their needs and hdp them on to ts job ladder. or into further training or education. ft includes resources f(K ernployers. ¢areefS professionals and autistic young people. 31 ugust 2021, just three months after tt was Uaunched, the toolkit had been downuoaded 2,892 tDmes. The toolkit includes ternplates to help Caree￿ professionals understand young people's skills. experience. career goals and ambitions. tips to help young peop prepare for job inteNiews: and infomiation to SUPF4)rt employers working with autistic young people. Al the resources, which may be edited and adapled. are free to download from Ambitious about Autism's website.

25 Employ Autism Employ Autism Higher Education Network Enabled by the genero&ty and vision of programme partners including Pears Foundation. Marsh McLennan. the Civil SeNice and others, Employ Autism has estsblished partnership networks between employers and educators across the nation. Over the last year, nearly 300 aLrtistic young people have undertaken paid intemships. improving their skills and confidence. Ambitious about Autism worked in partnership with Santander Universities UK to cmte an employability programme for autistic students and graduates. The Empty Autism Higher Education Network was launched in October 2020, with an endorsement from Justin Tomlinson MP, then minister for disabled people. health and work. Through the programme. autistic students at 17 universtties across the UK can access paid intemships and tailored careers support and advice. Professionals working with them receive training to understand their needs and help them identify roles that match their skills and career goals. Since the programme began. we have delivered training to more than 130 employers hostirYJ intemships as well as 500 higher education professionals. Through the partnership. autistic young people took part in 60 work experience placements with 54 employers in summer 21r21.

26 Civil Service partnership Emily's story We have a successful record in supporting autistic young people to access paid worf( experience through our award-winning Autism Exchange programme. Tr transilion from education to work was daunting as I didnl know what to expect or what I might be capable of. "l am Inte￿Sted in a career where I can make an impact on others, lives so when I leamed about the Civil SeThice Autism Exchange intemship programme. l thought it w0￿d be a weat opportunty to gain vaknable worf( experience in a supported Sitt￿lon. this proved true. Over the last six years, we have developed extensive experience in providing careers advice and work experience to young people, as well as training for employers. This year our bid for the Civil Senrfice autism internship programme was successful. resulting in a two-year Contract to deliver internships for 120 young people. Tr internship was a great first experience of the world of work ft was extremely enjoyable. a)d pn>ved invaluable in building my ¢onfiden¢e and resilience. I went from being neNous ab(Mrt arranging meetings to organising arKI conducting them myself and giving a wesentstion. In July 2021, 85 alrtist￿ young people- a record-breaking number- took part in three-week-long paid intemships in 20 government departments across the UK, including the Cabinet Office. the Department for Education and the Department of Health and Social Care. "I've reaty valued the opportunty to experien￿ the (*y-to&y lrfe of a cNil servant and to make a postlive contribution. The opportunity gave me an idea of what reasonable adjustments I can ask for, a (l￿tIon that l always found hanl to answer on job applications. Everybody l interacted with was extremely welcoming. accepting and accommodating. I'm so grateful that the Autism Exchange p￿￿rarnrne exists" We also worked with a host of other partners this year, including m/Six. BNP Paribas, Atos. Tech MahirKlra, Michael Page and Compass Grwp. to deliver pad internship opportunities. l{. / Emily sludied sociology at the University of Surrey and graduated in 2020. 4&

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tfamolly and nllatootrnsthops Support for autistic young people and their families reduced substantially during the pandemic, or stopped, leaving many f￿ling even more vulnerable and isolated than ever before. Inforniation and support Being connected to others is vital. and aLrtistic young people and t￿1r families hav8 told us they want uplifting but realistic infomalion tailored to them. This year we ¢realed free o su fa . including easy read guides and visual stories about receiving a coronavirus vaccine. We also published infomiation to support families as IoGkdown restrictions were lifted. During Children's Mental Health Week in February 2021, we published new resea investigating families. experiences during the pandemic. Our lindings were based on survey of over 2.000 autistic children and yourg people and their parents. (Ater the past year. our website had almost one million page views and over 3,500 peop￿ viewed our coronaviNs reSoUr￿s. Parents reported feeling 'oveThvhelmed' and 'alone' as support services were wsthdrawn. The research also highlighted the impact of the pandemic on autist￿ children and young people's mental health. Nearly tsvo-thirds (630h) said that their mental health was worse than before the outbreak of the pandemic. After visiting our website, 83% of parents and carers felt they had better knowledge and skills to support their autistic chikd or young person and 84% felt more confident supporting their autistic child or young person. Three-quarters of resp)ndents175%} said they felt more anxious since the pandem and over haff described feeling stressed {560h) and overwhelmed (54%) during the pandemic. We joined a coalition of charities supportiNJ the National Autistic Society's Left Stranded campaign, which called for a government action plan to help autistic children and young people and thar families recover fr￿n the pandemic. rhe Coron. vaccine e,. Coronavir Pkw JI SIO li,iPgers 4¥11 Èitrip Corer 3v.r

Learner and family support Our Learner and Family Support team helps the parents and carers of autistic children and young p￿pIe attending our educatK settings throughout their joumey with us. delivery of fty)d parcels to Ikqising with local aLrthoriti8s and facilitating ac£ess to urgent health care. This year the team provided tailored support to more than 50 parents arKI ¢arers in our educatKJn settings. They also hosted online transttion events f(￿ many parents and carers arKI bespoke training sessions fc￿ staff across our settirKJs. At the start of the pandemic, expanded our Servi￿ to offer direct support to families of autistic pupils and learners. The swi provided a vital source of support during the coronavirus pandemic. ranging from the

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31 2.-Y*4 And it's important to know that ou're not out there alone. Together wtith autostllc young peo Be we tacklle heallth llnequalDtDes. in those sessions of tal hèalth problom$

Health and wellbeing We work to make sure that autistic children and young people have timely access to support and care that will enable g￿d physical and mental health and wellbeing. Post-diagnosis resources Young people from our Ambitious y￿th Network embark&J on a project to tackle the lack of peer-led advice and support available for young people going through the autism diagnosis process. This year. we ran online webinars for professionals who w(yk with autistic yourKJ people to increase their urmjerstanding of aLrtism. mental health arKI wellbeing. In Augusl 2021, we published a series abcxrt what tt le￿ like to be diagnosed - some as Children. some as teenagers and others as young aduns. These webinars were co-produced aNI Co-delivered with youro people from our Ambitious Youth Network. During 202(F21, we engaged with 1.811 health and social care professionals, of whom 93% reFx)rted increased knowledge to support autbstic young people. Currenty. 70% of under-18s are waiting k)nger than the NHS 13-week target for a medical diagnosis for autism" the average waiting time is 352 days. The National Instrf(ute for Health and Care Excellence (Nice) guidelines on autism recommend a follow-up appointment within six weeks of a diagnosis. a personalised aLrtism plan and a key wother to support the individual. However. research undertaken by AmbitK)us aLK)Ut Autism revealed that this Is rK)t often the case: many autistic people are given onty very basic support, such as a leaflet or links to fLxther online reading. We also worked with NHS England to support decisions about autism trainirvJ programm&s for inpatient facilities. Tv autistic young people from the Ambttious Youth Network, who had experien of inpatient facilities, were invdved in decision-making for the Health Educati England tendering process in relation to an autism train-the-trairEr programrne for inpatient services. The Ambitious Youth Network's free resources gwe other autistic young people much-needed access to relatable advice from their peers.

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35 ActDV@ Gutuz@trdsthllP utro th@ COtfflttnoJtnDty Autistic child￿n aThJ young people are at the heart of all our work and this year, thrO￿h our co-production with them, we influenced policy and practice nationally. specifically for parents and carers of children with special ed￿ational needs and disabilities for their online safety hub. We ¢￿tir¥￿ed to work with young people lo co<reate content for our website, inclLKJing infomation aboLrt autism diagnosis for girls, eating disorders and coping with exam cancellations. Nine autistic young people met Justin T(Mnlins MP. minister for disabled people at the time. to discuss the Department for Work arKI Pensions. health and disability green paper and national strategy for disabled people. He was very engaged and spent 90 minules with the young people to hear their views. Feedback from 12 yOLrth patrons also infomied the new child￿n￿ commissioner for England's strategy development. Our growing Amb1￿US Youth Network provides a safe space for autistic young F*ople aged 16 to 25 to be themsdves arKI connect with other. We also worked with autistic young people and parents arKI carers on a project with the National Society for the Prevention of Ctuelty to Children INSPCC) and 02. We prod￿ed w online safe ti . advice and activities Netw rk membe atth their words of what it means to be autisti understand so more really difference outlook dreams for the future, determination things want to webinars Autism, rewarding. someone me on Ambitious Autism, can really on impact - several Ambitious incredibly network making friends meeting inspiring individuals on things. so significant, joining Ambitious events amazing. Before Network, as understand others me diagnosis. autism helped Connecting support so some shaped me confidence identity for myself. an Saffron Ambitious member Network.

36 People autism interesting people should celebrated. Saffron. Ambitious aboLrt Autism Youlh Council membèr Having Having am people; fairer people employment education system. autism autism jealous tragedy. neurotypical Josefina. Ambitious about ALrt"Ism Youth Council Member People should understand autism. should assume everything autistic people. Emity, Ambitious attht Aulism YoLrth Council member aut,ism awareness

Thlls ear we appointed autustllc llronman troathllete am Holness as our new ambassador. Doing sport has helped to reduce my anxiety, and improve my communication skills and health. In addition, being autistic has helped me to focus on my career as a triathlete. I like structure and I never give up. I'm proud to support Ambitious about Autism, which champions other autistic young people like me to reach their ambitions, whatever they might be.yy

39 Our partners and supporters Ambitious about ALrtism stands with autistic children and young people so they can be themselves and realise their ambitions. We create opportunities. run services and campaign for change. This was vital as ttE coronavirus pandemic continued to create upheaval and instability. leading to the postponement or cancellatbon of fundraising events. which are our largest source of unrestricted income. We offw our heartfett thanks to everyone who donated unrestricted fvrKls to us this year. from our regular individual supporters to our corporate partners and all of you who creativety and enthusiastically raised money for our Be Ambitious fundraising campaign. The life-changing worf< we cary out Nnning vital seNices and influencing national policy and practice simply wouldn't be possible without generous giving from our supporters. These donations support our organisational structures. including governance and leadership. people and culture, finance, fundraising. marketing arK comrnunicalions. research and evaluation, digital and IT and propty. These teams provide the core foundation that enables us to support autistic children and young people. providing them with outstanding education seNices and a range of exciting projects that champion th￿r voices and improve their lives. We are extremely fortunate to have the support of a committed group of supporters, many of whom have funded our mission to help autistic children and yourKJ people over a long perM)d. In a year in which our SUPF(Xters received many other calls for assistance. we are honoured and grateful to have re￿iVed unrestricted support to help fund our CO￿ work. We have recognised these supportws in this rep)rt. We wish to pay special thanks to four longstsnding partners: Pears Foundation. Rapha, TalkTalk, Marsh McLennan and Graham and Susan Tobbell. Maintaining these services requires continual investment. And we can do this only by having voluntarily donated income that we are free lo spend where we know that it's most needed. We are fortunate and very grateful to have received generous donat￿)nS this year. fr(Kn a host of supporters. This commitment to our core mlssion supwrts the lifeblood of our organisation. As the pandemic continued, the unrestricted income help￿1 stand with autistic children and young people and gave us much-needed financ￿￿ stabilty in uncertain times. Thank you.

Enhancing our TreeHouse School facilities With the Coronavin￿ pandemic continuing to impact our daily lives, we are grateful lo our key partners f¢y their sustaned commitment and generosty. helping us to continue beirKJ there for autistic children and yO￿g people throughout the year. Wrthout the help of OLK funding partners, we would not have been able to transfom our facilities. helping to enhance the multisens leaming experience. and the mental and physical wellbeing of pupils. We are delighted lo have raised over £420.000 duriro the lifetime of the project. We are grateful to our lead supporter f this project, the Constable Educational Trust. as well as all the major donors, trusts. found*￿nS and corporate partners who have contributed to the refurt)ishments. helping to make the new facilities a reality and enhancing the environment for autistic children and young people to thrive and realbse thebr potential. An uplifting example of pulling together to make positive changes for autistic chiklren and young people is the refurbishment of our facilities at TreeHouse School. We set OLrt to revamp our primary and secondary playgrounds, the fomier having been updated over 15 years ago. and in August were delighted to have completed the works on our life skills kitchen. Facilities like this play a critical role in an autistic young person's journey to adulthood. helping them to build independence, prepare and cook their ovm meals, and develop their confidence.

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Marsh McLennan This year Ambttious about Aulism was SeleCt￿j as the new UK charity partner of Marsh McLennan, the world's leading professional services firm in the areas of risk, strategy and people. ££ UK-based colleagues at Marsh McLennan businesses Marsh. Mercer. Guy Carpenter and Oliver Wyman voted ovethelmingly to choose Ambf(ious about Autism as the fimi's UK strategic charity partner for 2021-23. Through the partnership. Marsh M¢Lennan has ¢(￿nmitt￿ to b￿Ome a more aLrtism-confident employer and industry leader in promoting arKI championitvJ neurodiversity in the workplace. This partnership gives us the enormous opportunity to transform the lives of autistic young people across the UK by opening new Ca￿er paths. Since the partnership began in February 2021, Marsh McLennan has galvanised its UK workforce of 12,700 people to raise £110.Cm during the first six months of the partnership through colleague fvndratsing. whrch has di￿tlY supForted Ambitious about Autism's Employ Autism programme. By educating colleagues, creating career paths and engaging in fundraising and volunteering activities, our aim is to drive long-lasting social change. 91 More than 900 Marsh McLennan colleagues also volunteered 5,856 hours of their time. attending sessions such as autism awareness 'lunch and leams. to understand more ab(yJt diversty arm inclusivity in the workplace. Marsh McLennan is also providing pro bono support to Ambitious atM)Ut Autism on three projects: business continuity, disaster recovery and project management refinement. More than 100 Marsh McLennan colleagues with Ilved experience of aLrtism have playwj an active role in the partnership and hdped guide activities and desired outcomes. Chris Lay, Chief Executive of the UK and Ireland region of Marsh Marsh McLennan is now working hard to devetop and improve its own workplace environment. inclusive policies and recruitment practices. arKJ will be hosting five autistic interns in 2021-22. •• MarshMcLennan

Our strategic partners Pears Foundation Joseph Levy Foundation We are indebted to the Pears Foundation for its unwavering dedication, partnership and generosity towards our work. The foundation is a firm advocate of giving core funding - unrestricted grants or funding for essential costs such as staff posts- and we are delighted to be the recipients of thi5 special funding. As a seed funder for our Employ Autism programme. the foundation also gives us stability, through its renewed, multi-year commitment, and safeguards future work experience opportunities for autistic young people. Last year we continued developing our Ambitious Approach thanks to the support and encouragement of the Joseph Levy Foundation. At its heart. the Ambitious Approach focuses on the wellbeing, dignty and happiness of the individual and this has never been mre important as we suppcwt pupils and leamers in the face of the pandemic. We are thrilled to have been able to share the Ambitious Approach with othws over the past year and look fO￿ard to rolling this OLrt to other schools and colleges in the fuiure. Peofs Mariamarina Foundation The Clothworl(ers' Foundation A committed funder of Ambitious College for the last five years, Mariamarina Foundation has been instrumental in the expansion of the college and was its lead funder frorn 2019 to 2021. Mariamarina Foundation also made a generous donation in resFrf)nse to the coronavirus pandemic. helping us to support families of autistic children during this especialty challenging period. As a long-standing friend of Ambitious about Autism. the Clothworkers. Foundation has been involved in developing many strategic projects wtth us since 2CK)6 arKI transforming the lives of hundreds of auti*ic children and young people. A lead fiJnder in the construction of TreeHouse Schts)l. tt supported the school once again in 2021. helping fund our new lrfe skills kitchen and wider school renovations. mariamarina FOUNDATION THE CLOTHWORKERS. FOUNDATION

Marsh McLennan Santander Universities UK Marsh McLennan became our thry&gr strategic partner in Febtuary 2021 V￿th a goal to create brighter fvtures by empowering talent and unlocking opportunities. The partnership aims to raise £750.00) to support the vital growth arKI expansion of Employ Autism. Marsh McLennan continues to raise awareness aboLrt autism and inclusiwty in the workplace through autism awareness sessions and training. SantarKler un[ve￿tieS UK has cts)rdinated a £1m investrnent in our gr￿￿1breaking employabilty initiatNe, the Empby Autism Higlw EdLKion Ne￿¢￿￿. Just under half of t￿e funds SWFnt Ambitious about Autism s wc*l(, incl￿j1ng the provision of training, arKI the rest is LEed directly by universities to provKle pard {salaried) intemships for autistic stLvJents, Jor￿side wider support. A¥ Sontander Colleagues have also volunteered their time and expertise to support many aspects of Ambitious about Autism's work, including pro bono support for strategic projects. Marsh M¢Lennan is also working hard to bec(Kne an autism-confident employer through developing its own I￿luSive practices. policies and workplace environment with support from Ambitious about Autism nsuhanw team. Together, we can create brighter futures, and Marsh McLennan is certainly s￿Wing us tt's done. TalkTalk Since 2CKE. TalkTalk has raised £5m for Ambitious about Autism. As well as sponsoring the annual Night of Ambition gala event. T￿kTalk supports us with campaign development and broadband connectivty. In October 2020, colleagues at TalkTalk and a team of employees from Gamma took to the streets of Manchester and London f our inaugural fundraising challenge, lok Your Way. raising nearly £8.000. •• MarshMcLennan TalkTalk Rapha Thanks to the support of its chief executive and founder, Simon Mottram. Rapha Racing Ltd has raised more than £1.4m since its first cycling challenge in aid of Amlytrous about Autism in 2014. Through fantsstic innovation and support, Rapha continues to stand with autistic chIld￿n youro people through its fundraising efforts. Graham and Susan Tobbell We are delighted to have had Graham and Susan Tobbell as partner5 of Ambitious aboLrt Autism, since their first gift in 2016. More recently. Graham and Susan have made a signrficant, unrestricted donatTron to our work" gifts of this kind are critical to helping us adapt our worK such as we have done throughoLrt the pandemic, so that we can continue to be there for autistic chi5dren and young people.

Huge thanks to our proud partners and supporters Ambitious partners The Glothworkers. Foundation Joseph Levy Foundation Mariamarina Foundation Marsh McLennan Pears Foundation Rapha Racing Ltd Santander Universities UK TalkTalk Group plc Graham and Susan Tobbell Elizabeth Stanton Foyle Foundation Gavin Sumner H&ithrow Communty Trust Homsey Parwhial Charities Hospital Saturday Fund Jean Levenant Jefferies Joanna Healey John and Clare Coombe-Tennant J￿athan Andrews Ketchum Koral Anders( Laurie Edmans CBE Lesley Longstone Uoyds of London Lucy Nutt MISIX Magnus Schoeman Marf( NaLJghton Matyn Craddock Masonic Charitable Foundation Matt Davis and Elrza Mischon Matt HLrtnell Michael Clark Mind National Lottery Communty Fund Neil Goulden Nick Hornby Paul Disley-findell Ambitious supporters Aberdeen Asset Management Ali Maccallum Apply Recruitment Atos BBC Children in Need Beatrice Laing Trusl Carfyle Group Chapman Charitable Trust Charity Extra Charlotte Grobien OBE. Give It Away Charlotte Wamer and Bruno Paulson Chris Pond Collaboration Company Constable Education Trust Crédit Agricole CIB David Astor Department for Education Department of Health and SociJ Care

Peter Cruddas Foundation PF Charitable Trust Phil Haslam Philip Noblet Philippa Stobbs PIMCO Foundation Red Brick Road Ruth Kennedy Sarah Yamani and Prof Dr Mdik R Dahlan Simon Clements Simon Hillson Simon and Lucy Mottram Smurfit Kappa FourKlation Snowbilty Sue Adkins TalkTalk Tanrth Dodge The Annette Duvollet Trust Th8 Edward Gostling Foundation The Harebell Centenary Fund The Health Foundation {PPP) The Lawson Trust The Rayne Foundation The St James's Place Chaiitabfe Foundation The Story of Christmas The Thompson Family Charitable Trust The&Partnership rim Barber Lord Tim Clement-Jones CBE Tokio Marine Tristia Harrison Dr Virginia Bovell OBE National Lottery Community FurKI The National Lottery Community Fund's support enabled us to develop vital online content and resources for parents and carers, as well as online engagement and participation opportunities for autistic young people. COMMUNITY FUND

49 Our approach to fundraising Fundraising practices As a charity set UP lo prolect and champion vulnerable people. we consider it important that thw6e values are echoed in our fundraising. Through our close adherence to fundraising regulations, scrutiny by the executive leadership team arKI transparency with donors, vrfe ensure that we do not unreasonably intrude on a person's privacy: are not unr&￿)nabIY persistent: and do not place undue pressure on any person to give money or other property. Meeting the highest fundraising standards is essential to retaining the trust and support of our much-valued donors and partners. We pay the voluntary levy to regtster with the Fundraising Regulat￿. and we take care to ensure that our practices comply with the Code of Fundraising Practice and the Fundraising Promise. We are also a memb of the Chartered InstitLrte of Fundraising. We maintain up-to-date policies for our fundraising c¢Jde of conduct. compliments and complwnts: and whistleblowing and ensure that all team members understand and comply with these pOI￿leS. Our fundraising work Most of our fundraised income is generated through partnerships with individuals who have an interest in our cause. as well as trusts. foundations and corporate partners. We have also benefited fr(xn the generosity ol communty members and individuals participating in online and in-person events and challenges. Our Board of Trustees reviews these policies. alongside our compliance with fundrasing regulations. annually. Our privacy policy continues to comply with data protection legislation and regulation and is accessible to all on our websites. We also ensure that we are compliant with the UK General Data Protection Regulation (GDPR}. the EU GDPR, the Data Protection Act 2018 and Privacy and Electronic Communications Regulations (PECRI. We use third parties to support our fundraising when speGific digital platfomis are required for fundraising events. for example JustGiving and Charity Extra. We do not engage through face-to-face or telephone direct marketing. Our regular giving programme is conducted primarily with our close communty. We do not conduct street or public site collections. nor do we have any mass participati￿ activities in place, In the year under review. the prior year, and up until the dale of signing, there have been no instances of non-compliance with the requirements of the Code of Fundwsing Practice or formal complaints.

Ou]r p@opll@ The work we do to champion aulistic chlkfj￿n and young people would not be possible withoLrt our dedicated and resilient staff. INe are committed to b￿ng a diverse, inclusive arKJ supportive organisation that our staff are prO￿j to work for. The ycgramme has been created in collaboration with stsff from across Ambitious about Autism and has been aCc￿d[ted by the Institute of Leadership and ManageffEnt (InstLM). This means that all participants who SLrKEssfully ccffiplete programme will become A8sociale Members of the Institute of Leadership and Management. This year the coronaviws pandemic continued to impact our work and supporting our staff through these changes was a key priority. We also placed a locus on nurturing and developing talent within our organisalion. We supported some staff to work from home. in line with govemment guidance, vthich allowed us to operate better social distancrng for t￿se working in our schools atKI college educating autistic children arKI young people. Our People Team led an inspiring programme of events and activities for staff, covering themes such as menta. emolional. social, physical and financial weblbeing. This included a popular cross-organisational step challenge. called Big Team Challenge, vthich encouraged teams of staff to work together to stay active and mottvated. e are enormouslly gratefull for the dedDcation, hogh standards and care of everyone who works at mbDtDous about Autism. We also launched a new 'my benefrts. portal offering a range of advice to staff on ￿1 aspects of financial wellbeing, as well as infomation on benefits available to them as Ambitious aboLrt Autism employees. As part of our commitment to nurturirg and develop talent. we launched our new leaming and development programme, Ambitious Leaders, created to support people leaders across our organisation.

Due in part to the impact of the pandemic. we continue to develop our approaches to selection and interviewing. and we rolknj out training to recruiting managers. Vl8 were shortlisted for the Petsonnel Today Awards 2020 in the Innovation in Recruitment category and for the 2021 Recruitment Industry Disabilty Initiative {RIDD Awards in the Disabilty Specialist category. tJJring the coronavirus pandemic. we communicated with our staff regulariy to relay critical infomiation and to offer support. We Fxovided errenJency UFrtaates through line managers. emails and team meetings as approwiate. In our 2021 annual suniey, 91.6% of staff said they vme proud to be part ol Ambitious about Autism and 92.1 Oh said they enjoyed their job. Vthen asked about understanding devekjpments in the organisation, 86.4¥0 of staff said they felt informed. We are proud that. auoss the group, 96.2% of staff said that they understc4)d our vision. mtssion and values. Engagement with staff, beneficiaries and stakeholders Our stsff are fundamental to the success of Ambitious aboLrt ALrtism aThJ we are committed to mthng our organisation a great place to work. We have a staff council. wh￿h meets gularty to share the vievts of staff on decisions regardirKJ people. policies and praclices. The council also contributes to the continuing improvement of the organisation and our working environment. Our employees are consulted on issues through staff rneetings arKI kept informed on specrfic matters di￿tlY by managers. We have adopted a procedure of upward feedback for senior managers and the trustees. From ensuring that we remain a resFthsibbe employer. to considering pay and beneffts. and our health. safety and w(xkplace environment, our executive leadership team considers the impact of its decisions on employees, wherever possible. We regularly engage and communicate with staff, using a range of methods. including whole staff and team fac&to-face meetings and briefi￿Js. newsletters. senior management team cascades and management meetings. We've also established fair employment prnctices in the recruitment. selection. retention and training of all staff. We celebrate and recognise our successes as a whole staff team each year, and in 2021 we launched our first virtual Staff Awards ceremony. to include those working remotely. We encourage the involvement of staff across the organisation through a range of activities. including participating in fundraising events and sUpportir￿ activtties and events for our pupils and leamers. All staff joining Ambitious abwt Autism and the Ambitious al)OLrt Autism Schools Trust have a comprehensive induction covering our values. plans and policies. including for safeguarding, whistleblowing and data protection. We engage wrth and update staff on (yJr performance during the year.

54 Ollsajllllllty CotTh]f ndotrnt As a charity working to support people with disabilities, we are fully committed to being welcoming and supportive to all staff with disabilities or any other protected characteristic. This stsrts at lrKJ￿t1on and managed thrtsjgh supervisions and ongoing p￿f0mlanCe reviews. We have access to advice from occupational health support. an onsite physiotherapist and an employee assistance programme to enable us to support any member of staff, including those who become disabled during employment. We are proud to be mernbers of Purple. a disabled user-led organisation worf(ing to improve disabilty inclusion. to have its support and to have maintained our Level 3 Disability Confident Leader status following reaccreditation this year. As part of this scheme, we guarantee to interview candidates with a disabilty whose application meets the minimum criteria for the role as detailed in the person specification. Our recruiting managers arKI team are trained to ensure that applicants with disabilities are cOn￿dered fully and fairby. and that they are supported with relevant adjustments made during the recruitment process and in the W0￿p1ace. •Thyfi*AUp Vve make sure that all staff. including those with disabilities, can benefit from t appropriate training, career development and promotion opportunities. CJ disability OEI confident LEADER

65 Equality, diversity and inclusion Equalty. diversty and inclusion IEDD affect everybody. We se￿e and work with people from all backgrounds and we are motivated and energised by the opportunty to improve outcomes for everybody in our charity, education sectors and wider soaety. Inclusive workplace We want to create an environment that celebrates diver&ty: to understand more abcyjt the profile. needs and views of our people: arKI to ensure Ihat leadership and management is driven by the principles of inclusion. In May 2020, the murder of George Floyd and the Black Lives Matter movement caused us all to confront the injustice5 that continue to exist in our ￿lety. Like rnany organisations. we realised how much we still had to do oursdves. HIgh￿Uality and inclusive education and services We will ensure the curriculum and content wtthin our services refl￿t the diverse histories. interests and experiences of the communities we seNe. We are committed to achieving meaningful and lasting change arourKI EDI through the development of a comprehensive strategy, informed by p80pleb views and experie￿. embedded throughout our organisation and championed by our board, leadership teams and EDI committee. which has representatives from across the organisation. Influencing national work On a national scale, we will continue to stsnd with autistic children and young people from diverse comrnunities. researching and highlighting their views and experiences and investigating the barTiers they face. This year we appointed EW Group to cary out an independent audit of our organisation's EDI work, which included focus groups with staff. The aLKIrt and feedback we ￿CeIVed helped us to develop four priorities and overarching goals: The findings from the audit were used to develop our EDI strategy and action plan. published in October 2021. We also carried our further intemal activity this year to drive forward our EDI agenda: Courageous governance and leadership • Our chief executive becanie overall EDI champion for Ambitious about Autism. A key reflection from our audit was the need for courageous governance anLJ leadership that demonstrably and actively leads on EDI.

56 • We set up a new equalty, diversty and inclusion hub on our intemal staff network to share infomiation and support with staff groups. • We recruited new members to ￿r staff EDI committee to continue to devdop the ￿1& the group plays in our organisation. • We apFM)inted a new EDI business partner in the people team to develop our EDI work. trIs(4al visual story exi and racism • We rolled oul training for trustees. govemors, the senior [nanagern￿t tearn. staff and managers C￿ unconscious bias and inclusion. Inclusion resources Following the Black Lives Matter protests. we launched a new inclusion section of our external website, including les nd raci m. We also created accessible easy read guides and visual stories on race and racism for aulistic children and young p￿pIe and their families to understand the issues.

58

59 Our strategy at a glance The next three years will be critical in our work with aulistic children, young peop and their families to overcome the enonnous challenges they face as a result of the lack of unde￿andIng of their needs. Over the next three years. we will continue to build on our core expertise in education and employability while engaging more than ever befo￿ in the other areas that are essential for autist￿ children and young people to lead fulfilling lives. such as having supportive families and relationships, 9x)d heJth and wellbeiro and being active citizens in their communities. We will lake a person-centred approach. focused on individuals, quality of lrfe. which we call the Ambitious Approach. Excellent education Employment and ente￿rise Hea￿h and wellbeing young people Active citizenship in the community FarThly a￿1 InflUe￿ing policy aNI Ixactice natior￿llY

60 Excellent education Excellent education Our overarching aim is that all autistic children and young p80ple have an excellent and inclusive education that enables them to learn, thrive and achieve. Ultimately, this will support them to have a good qualty of lrfe. including the ￿aTrIStiC prospect ot living artd working as part of their communities. Health and wellbeing Health and wellbeing Employment entery)rise Good physical and mental health and wellbeing are essentk?I components of an autistic child or young person's abilty to thrive. Right from the start. timely diagnosis followed by post-diagnostic support lays the foundations for understanding autism and how to access the rMJht healthcare and suptM)rt. Alongside thts. autistic people need services that support good mental health by reducing isolation and early inteNention through signposting to specialist support. Employment and enterprise Our guiding principle is that we V4pnt every autistic young person to have good careers educalion al school and in further and higher education. including experience of W￿k. This will equip them to progress to employment and instil transferable life skills.

61 Family and relationships Influencing and practice nationally Family and relationships Influencing policy and practice nationally During the pandemic. the supwt that autistic young people and their families received reduced substantially or stopped. leaving many fe81ing even more vulnerable and isolated than ever before. Being connected to other3 is vital, and autist￿ young people and their families have told us that they want peer networks as well as uplifting but realistic information tailored to them. We are passionate about sLqnding with autistic children and young people. To achieve this. we'll work with autistic youro people and their families to influence policy and practice nationalty. to improve their access to excellent education. quality health support and fulfilling careers. Strong foundations Active citizenship in the community We will wntinue to develop our strong foundations (including governance and leadership, people and culture, fundraising and finances, marketing and ¢¢xnmuDications. research and evaluation. and digital ar￿ inforrnation technology} to support delivery of the strategy. Inclusion is a comwstone of our Ambilious Approach and is just as imwrtant in the community as it is in education or employment. Our Ambitious Youlh Networf will be further developed and exparKled nationally to emF)ower young people to connect with one another and to influence societal change. foundations citizenship in the community

62 Ti'me for Ambition exciting Ambitious Autism as we continue to forward progress for all autistic children and young people. It's an immense privilege to stand with the charity's incredible team as we deliver these ambitious goals.9Y Lesley Longstone Vice Chair of Ambitious about Autism and the Ambitious about Autism Schools Trust

64 Income Expenditure £1.9 tfflollllion £21.6 moUOllQ)n Income: How our money was spent: r] £20.2m E] £19.4m Charitable activities: education services Charitable activities: education services £0.1m £l￿rn Charitable activities: extemal affairs charitab￿ activities: extemal affairs 3m Gifts and donated service £0.7m Raising furKIs £0.2m Trading income E] £0.1m Investments and other income

65 Financial performance Investsnent policy Our overall excellent financi￿ perfomiance, with incoffe increased to £22.9m from £20.Om in 2020, is attributed to the growth in leamer and pupil numbers at Ambitious College. TreeHouse School and The Rise School, as well as the generosty of our partners and supporteTS. The coronavirus pandemic continued to fftate some financial uncertainty in the year. to which we responded with careful cost management. This measure allowed us to replenish our designated coronavirus recovery fund to £0.7m, vthich will help us manage the future financial uncertainties in relati￿ to the continuing impact of the pandemic. We also extended the repayment date of our ban from Rathbones to May 2026 to boost liquidity in these uncertain times. Our total expenditure for the year £21.6m. an increase of £2.4m {2020: £19.2m). The chwity's investment p)licy was approved by the Board of Tnjstees in July 2021. It aims to prodLre the best financial return at an acc8Ptable ￿Ve1 of risk. The risk profile is agreed with the investment manager and is regarded as medium. The policy is reviewed at least once a year. The trustees have set a tsrget return of infiation (CPI) +3%. over the long tem. which was achieved in the year. Cfver the W thr8e years. the investments have increased from £1.71 Ok to £1.868k which is a gan of9%. Investment risk management investment portfolio is diversrfied aCr￿3s a range of instruments to reduc8 the risk of overexposure to one type of asset. We hold the following instruments: fixed interest, direct UK and overseas equities, cash and propety and managed funds. Note 12 provides further analysis of these assets (see p101). In line with this posrtive financial perfomiance, our free reseNes for the year InC￿aSed to £2.4m12020: £1.9m). which is within our reserves range of £l.7[r￿£2.srn. During the year. the chaiity invested £0.1 m in freehold and leasehold improvements, £0.4m on fumiture and equipment. £0.1m on vehicles and £0.1 m on computer equipment as we equipped our staff. pupils and leamers to work and leam from home. The investments are managed by investment managers appointed by the chwity. currentty Rathbone Brothers Plc, which is a reputable FfsE 250 company with net income of £26.7rn in 2020. The risk profile is agreed with the investrnent manager and is regarded as medium risk. Ambitious aboLrt Autism is using an interest rate swap to manage its exposure to interest rate movements with the interest rate fixed at 4% for the Natwest Loan of £1.1 m. The value of the interest rate swap entered into in February 2011 relates to a loss of £136k. Risk management practices Members of the investment committee meet the investment manager twice a year to review performance and discuss market risks. The investment Committ￿ reports to the trnstees on the risk rxofile. selection of investment managers arKI ￿tUrnS achieved. ChJr investment portfolio performed in line with the target during tlE year and was valued at E1.9m as at 31 August 2021. laking into account an unrealised gan of £0.2m.

66 Reserves pollcy and going concern • Coronavirus fvnd - a fund established in 2020 to provide a contingency against future risks as a result of the coronavirus pandemic. including additional costs or losses in ira)me. The furmj had a balance of £0.7m as at 31 August 2021 . This will continue in the coming year12021-221 as we continue to operate arKJ manage during the pandemic. covering the additional costs of cleaning. PPE. additional venue hire to facilitste physical distancing, staff cover those who need to isolate, and suppcxtirKJ remote leaming and workiro. Free reseNes exclude restricted funds. designated funds and any parts of unrestricted funds not readily available. such as fixed assets. At Ambitious atojt Autism. we hold free reserves to mitigate against risks resulting Irom unexpected drops in fundraising income, a downtum in leamer numbers or unexpected short-tenn increases in expenditure. Our reserves Folicy is reviewed by the tnjstees annually and was last reviewed in December 2021. Based upon an evaluation of income and expenditure risks and working capital requirements, the Injstees have agreed thal free reseNes should be in the range of £1.7m-£2.5m. As at 31 August 2021. free resenies were £2.4m. The trustees will continue to monitor the reserves p￿tIOn closely throughout the year. • Transfonnation fund - a fund totslling £1.2m at 31 August 2021, which was established in 2020 to support our new strategy. The policy of the Ambitious about Autbsm Schools Trust is lo hold sufficient rese￿eS to provide a working balance to mitigate the impact of uneven cash flows" provide a contingency in respect of unexpected events. and plan for wential major iterns of expenditure. including continued expansion. In addition to the free reseNes, Ambitious about Autism has a number of designated funds totalling £6.6m as at 31 August 2021. Ambttiws about Autism Schools Trust funds balances as at 31 August 2021 tolalled £6.8m. This comprisgJ nil unreslricted funds, £3.1 m of restricted funds and £6.2m of restricted fixed asset funds, net of a £2.5m pension deficit. The funds balance at 31 August 2021. excluding the pension deficit. totalled £9.3m. • Fixed assets. valued at £4.Om. Depreciation expendilure will be funded from this fund on an annual basis. of which £0.7m is plamed depreciation expenditure for 2021-22. Buildings maintenance and development fund, which is based on projected 30-year life cycle costs and was established for masor repairs to the Pears National Centre for Autism Education. As at 31 August 2021, there was £0.7m in this fund. The £2.5m pension deficit is increasing, resulting in year-on-year unrealised losses. which is at risk of increasing further in the fLrture. In accordance with the arrangements for a multi-academy trust. the deficit relating to the Local Government Pension Scheme (LGPS) is underwritten by the Department fcy Education. We dso monitor t￿￿ pension . School devd0pm￿t fund- a designat&l fund was created in 2013 for broader school development. The fund had a balance of £5k as at 31 August 2021.

67 scheme carefully and in 2020 a review of th8 LGPS was undertaken to provide assurance to trustees that the set-up of the scheme was appropriate and bang CO￿ectlY administered. Risks and uncertainties Risks are managgy in accordance with the risk policy approved by the Board of Tntstees, which was reviewed and updated in March 2021. After making apwopriate enquiries, the trustees have a reasonable expectation that the trust has adequate reSoU￿eS to continue in operational existence for the foreseeable future. For this reason, it continues to adopt the going concem basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Slatement of Accounting Policies. While there have been some challenges in response to the coronavirus pandemic. the trust has continued to ensure all pupils continue to leam and that the situation is managed well. The am of the policy is to: • urKJerstand as fulty as possible the risks • take appropriate aCtK￿ to manage risks minimise the risk of new initiatives advmty affeGting existing worf( . accept a higher level of uncertainty. rf appropriate. when takiry3 advantage of new opportunities. In response to the uncertainties from the coronavirus pa￿deMIC. expenditure budgets have been managed carefully to ensure that there was sufficient cash to continue operating in case of delayed payments from customers. while the longer-temi impact of the coronavirus pandemic was assessed. This continues to be assessed, arKI the financial and operational impact monitored. Arnbitious about Autism ha5 a risk register, which is reviewed ann￿￿lY by the Finance and Resources Committee and the Board of TruSt￿S. Risks are scored according to likelihood. impact and the organisation's attIt￿￿e to that risk. The changes to risks are reviewed termly by the Finance and Resources Committ* and board, alongside the actions being taken or proposed to mitigate the risks. The table on the next page identifTres the three key strategic risks that have been identrfied by the Board of Trustees and expl￿n$ how risks are being managed.

68 Risk Mitigation That the corcxpvirus (ljr coronavirus response team. which pandemic continues to ir￿lUdeS the executive ￿aderShiP team. affect ow operations. has is carefully managing the impact of the a negatrve imw on our coronavinjs pandemic. The team is financial position and has a continuing to minimise the negative impact negative effect on staff. pupil on the charity through forward planning, and learner wellbeing. adapting quickly and effectively to ensure that our pupils and learners continue to have access to excellent education and focusing on initiatives to promote staff, pupil and leamer wellbeing. Coronavirus That there are more applications to our schools and college than we can accommodate within the constraints of our maximum admission numbws and physical space, resulting in pupils and leamers getting a¢¢ess to the educational Supp￿ they require and impacting our ability to plan. To manage the risk, we monitor pupil and leamer numbers so that we can carefully manage admissK)ns and increase our admission numbers as required. We maintsin good relationships with commissionets. ensuring timely assessment dates to enable a fast turnaround of consultations. and supp(xt parents arKI carers through the admissions process. We are looking at future OPF¢rtunities and undertaking a feasibilty stucty into increasirvJ our spa￿. Learner and pupil numbers That we are unable to recruit the number arKI quality of specialist staff. for both our cuTht structure aNJ our growth structure. as specialist staff are in high demarKI and are reluctant to change jobs while the Goronavirus pandemrc continues to cause ur￿￿inty. Vle are building our recruitment pipeline, diversifying our approach to recrurtment and building relationships with training sGhools to attract applicants in hard-to-recruit professi¢)ns. We have several initiatives in place to ensu￿ that our terms and conditions are competitive in a challenging market. Recruitment

69 Legal structures and governance Governance Ambitious about Autism (the Company) is a charitable company limited by guarant&. incorporated on 23 May 1997 per Companies House (company number 03375255) and gistered as a charity on 2 July 1997 (charity number 1063184}. The Company was established under a memorandum of associati￿. whtch established the otriects and powers of the charilable company and is governed under its arttcles of association. and it has members whose duty is to ensure that the boarrl is effectivdy dIScha￿j1ng its responsibilities. Ambitious about Autism is the sole corporate member of the Trust along with four irmdividual members. A fom￿1 governance review was conducted in 2019 supported by an external facilitator with a focus on streamlining and strengthening govemance arrangements across the gr¢wp. The board and committee structure and membership, articles of association. members agreements, scheme of reservation and de]egation. and temis of references were all updated and are now reviewed annually. All changes in relation to the Twst were approved by the Department for Education. Ambitious about Autism is govem&J by a board ol trustees who also act as the directors of the Company for the purposes of company law. Ambitious about Autbsm Schools Trust (the Trust) is a multi-academy trust. a company limited by guarantee and an exempt charity. It was founded and incorporated on 18 De￿rnber 2012 (company number 08335297) to support the development and running of The Rise School and further fre8 schools. twstees of Ambitious about Autisrn and the trustees of Ambitious about Autism Schools Tnjst a￿ all members of the Joint Group Board Committee. The ￿SpeCt￿e Ambitious about Autism and Ambitious about AutBm Schools Trust trx)ards ￿taIn responsibilty for all matteTS and delegate number of appropriate decisions to the Joint Group Board Committee and its subcommttt*s. This maximises efficiency and impact betrween the two boards. Ftx example. where pint policies exist. they are The charitable company s memorandum and articles of association are the primary governing documenls of the Trust. The Trust is govemed by a board of trustees who also act as the directors of the charitab company for the purposes of company law.

70 reviewed and approv￿1. where appropriate. by the Joint Group Board Committee. Clear schemes of reservation and delegation are in place for both boa￿. • The Trust Audit Committee meets terTnly as part of the Finance and Resources Committee to oversee the annual report aThJ accounts, the audit. the programme of internal scrutiny and compliance with Department for Education legislation for the Trust. Both boards of tnjstees follow a regular cycle of temily meetings and have al least one awayday with the executive leadership team each year. as well as holding additional meetings when required. All matters related to the educational performance of TreeHouse Scho)I, The Rise Schwl and Ambbtious College are examined by their governing bodies. Safeguarding is disoEsed army considered at every level of our ￿Vernance. The boards are supported by several joint subcommittees as set ¢Xrt below. • The Nominations arKJ Remuneration Committee oversees govemance ￿anDIng and policy. including trustee recruitment. support and review. It also reviews a￿1 agrees remuneration and tenns and conditions of employment for the executive leadership team and staff across the Company and the Trust. It meets temily in advano of board m*tings. Management of the charity and the Trust is delegated to the chief executive. who is also the acwuntirNJ officer for the Tnjst. and the executive leadership team. The executive leadership team members attend board and sutcommittee meetings. The Ambitious about Autism Youth Council comprised 14 aLrtistiC yOLmg people aged 1 etr25 as at 31 August 2021. Members of the Youth Council are encouraged to shape and influence our work and make presentations to the Board of Trustees. . The Finance and Resources Committee meets tennly in advance of board meetings and is responsible for the general oversight armj scrutiny of systems. planning. financial and ￿ourCe management, and reviewing intemal controls and risk management f the charity and the Trusl. Trustee recruitment, induction and training • The Education Committee meets termly and is responsible for our education services. It also oversees the goveming bodies and advisory groups in each service for both the Charity and the Trust. The aim of the charity and the Trust is to build a diverse board that has the optimum range of skills. eX￿lenCe and perspeclives to ensure that we have the appropriate level of support. scrutiny and oversight. People with lived experience of aLrtism are involved in the govemance and decision-making of the charity and the Trust. including on the Board of Trustees. the goveming bOd￿S and advisory groups. • The Investment Committ&, an AmbitM)us atKlUt Autism committee which reports to the Finance and Resources Committee, monitors the performance of the charity's inveslment portfolio and meets twice a year.

71 The recruitment and irKluction policy w0￿S to promote this goal. New trustees are recruited openly through a variety of channds. including search, advertising arKJ through networks. Once recruited. trustees are supported with an induction programme and handbook in the first few months. As part of the induction process. trustees receive training on issues such as safeguarding. health and safety and data protection. The board is committed to investing in its diversty and appointed four new trustees to the Ambitious atrM)ut Autism t()ard and two new trustees to the Ambitious about Autism Schools Twst toard in December 2021. The Joint Group Board Committee is undertaking a skills and diversty audit in earty 2022. Integrity. The board review￿ the new principles of integrity included in the Charity Govemance Code from December 2020 and confimied that it was adhering to the new principles. In particular, the annual review of the safeguarding policies and confimiation of understarKling of the Keeping Children Safe in Education reqU1￿ments by trustees as well as regular reviews of the risk register and incidents ensures that the board continually reflects on its responsibiltties and those of the organisation. The charity also runs a termty training programme for trustees. covering topics such as equality. diversity and inclusion. exclusions and unconscious bias. The recruitment. induction and appraisal of trustees is overseen by the Nominations and Remuneration Committee. All trustees give their time voluntarity and r￿1ve no benefits frorn the charity or the trust. Any expenses reclaimed are set out in note 6 to the accounts (see p97). Engagement with suppliers. customers and others in a business relationship Charity Governance Code We have a strong commitment to paying all suppliers within agreed terrns. The principles and recommended practice set out in the Charty Govemance Code are regularly discussed by the trustee& r executive leadership team prioritises achievirKJ the best possible outcomes for our purxls. leamers and stakeholders. Open engagement with parents, guardians and our local communities is vital to building successful and long-tenn relationships. Areas of locus in 2021>21 we￿. Equality. diversity and inclusion: The trM)ard believes a balance of experience. skills. knowledge and backgrounds is crucial in thè composition of the members to pmvide a variety of persFe¢tives in discussions and enhance decision-making. We believe that including people with lived experience of aLrtism in our governance and de¢isbOn- making and on the Board of Trustees is of benefit to the charity and the Tntst. continue to work Close￿ and collaboratrvety with local authorities to ensure that outcomes are mutually beneficial, viith our pupils, learners and stakeholders Continuing to be our core focus. We work hard to establish and maintain good relat￿nShIpS with our wider stakeholdeffs. ir￿lUding our funders and supporters.

S172 statement example and build a culture of excellence through good recruitrnent choices and practices. and excellent training. The executive leadership team arKI board make assessments and decisions in gocrtj faith, considering the potenti￿ consequence on stakehokjers. In addition, they consider the expected outcomes most likely to promote the success of Ambitious about Autism. The benefrt of our pupils. reamers and stakeholders is always paramount. • Th8 need to act fairly as members of the chanty and the Trust. We have combined most of our policies xross the group. Remuneration policy for key management personnel The executive leadership tearn and the iK)ard consider the following: The Board of Trustees of Ambitious about Autism arKI the Trust is ￿ponSIble for defining the ex6rutive pay policy. This includes decidirrfJ on the salaries of the chief executive and the executive leadership team. The board delegates this responsibility to th8 NOMI￿￿tionS and Remuneration Committee. The committee reviews executive pay and cyjr lotal reward strategy for staff. The consequences of any decision in the long term. This inGludes a regular review of our risk register. departsnental operation plans and overall strategic plan. . The interests of empbyees. thrwgh regular feedback from all-staff meetings. team meetings and individual monthly supervisions. The group. which Comprises trustees and an extern￿ expert. meets each temi. The committee makes recommeThJations to the 8oard of TrLtstees for approval. We have an executive pay policy, which sets out our approach to pay for our executive leadership team. how pay is delermined and reviewed. and the relative impact on pay a¢r￿8S the organisation. • The need to foster business relationships with suppliers. CUStonErs. and other5. ranging from prompt supplier payments to regular meetings and communication wrth local authorities. This includes weekly updates to Ic¢al authorities with respect to our pupils and learners. • The impact of the operations of the charity and the Trust on Ihe community and the environment. We have a communty representative on all our goveming bodies and Continue to review our fleet management to achieve further cost savings in temis of running costs and our impact on the environrnent. Our approach to pay is underpinned by our principle to: "Pay a fair salary and reward package to attract and retain skilled and expert senior leaders for Ambiiious about Autism and Ambiti￿$ about Autism Schools Trust. Salaries arKI benefits should be CoM￿￿tive within the chaiity, education arKI public sectors proportionate to the complexty of each role and wonsibility, and in line with our objectives and afft)rdable." . The desirabilty of the charity and the Trust in maintaining a reputation lor high standards of business conducl. We lead by

73 The 8xecutive pay polw aims to folk)w a Streamlined Eneryy and Carbon Reporting (SECR) this prinaple. • Take acco￿1 of pay in similar cMYJanisatior in tre UK ctwty arKJ wblic mathets. but do not compde with salaries in the private sector. Energy and carbon consumption SECFI IS the new legislative reFM)rting reqU1￿ment from 1 April 2019. It mandates that dl companies that meet the thresholds must report on their operalicfial energy consumption and assock2ted emisswjns. The hoh-level breakdown is as follovrfs: • Monitor salary trends in the chatity sect through surveys FJtxJuced by Fxowders as x￿rtHR. C￿ner arKJ ACEVO. wdl as EducatK)n and Skills Funding demy sch(yJs financial b￿niarki1wJ kwh Mileage 8Xtemal benchmthrKJ exercises. 1C 504,439 nla 97 rted to the Nominations arKfj Remuneration Committee on an ann basis. Appty p￿rma￿r￿1at￿ pay elements wh* r￿uir&￿ by the rele4Wrt market sectcf. nla 103 16.488 17,974 18,319 19.8SS 14 . MiThor the national standards for professional groups. such as headtethrs. 1.046262 17.974 • Take accounl of the Academy Trust HarNJbook. 119-20 1.071.368 19.855 241 • Take account of the difference between executive leadership team pay and the lowest-paid roles, and median and average pay across the organisation. Intensity metric l¥n Int￿sity gives us an #idicator of frjU￿ of the Nmber of Servi￿ users Iwpils a￿1 leamer5). with 291 user5 emitting on a4erag8 0.72kgC02e each. This is mwured annually aThJ compared with FKevicxJs yews to show Fxwress in reducirvJ our cathn intensty. The 201 ￿20 fKJLW8S have ￿stated due to a cal&Jlation emr. The Coronavirus Job Retention Scheme (CJRS) We continued to use the CJRS scheme in 2020-21, based on the needs of the charity to meet our resourcing requirements and in line with government guidance. 11&20 During the year, we furloug￿ a few Ambitious about Autism staff M￿tsers. in areas we lost significant income. claimirKJ a total of £31 k (2020: £118k) through the QIRS, in line with govemment guidance. until May. 291 274 241

Ambitious ab(xrt Autism inilialives Public benefit ccmmitt&d to malang ¢8thn-￿dwrN3 changes arKI have been reviewiThJ ￿r caftx)n footpint to er￿Ure we have ￿ xcwate baseltne frcwn whrth to build ￿. autistsc and young pecrle ar¥J the families thr0￿l￿)Lrt the UK. TreeHouse SchcM)I Supp￿ pupiL% apj ¥19. The Rise &hool SW pupils W 4-18 ar¥J Ambttious Coll supr)rts leam&s ag￿ 1&25. based We are renewing our fleet of vthicles to move towards lower carton vehicles. Two of ti vehicles were purchased this year. We are also Èeginning to make other Caloon-￿1U￿ng changes to the estate such as rrK)viTrJ towards LED lightirvJ whwe tM)5sible. cornLNnation of furMJirvJ from the Education arKI Skills FwKliThJ Agw aNJ aUth￿1t1&5. Olher actIV￿ are fuThJed th￿Ugh voluntary income cf fees eamed from providing a Se￿ICe. fcf example, providing sp￿liSt training or support to pa￿ts. teach￿$ and other Calculations The following figures were (￿ed lo convert enwJy (kwh) to tC02e figures: In ovawirKJ the provision of ￿uCatI￿ and gjprth of thiklrpn, young people and ther families, the truste8s of Ambitious ab)ut uttsm Schoob Trust have ccxnpli&J wtkh 0.23314 Iheir duty ￿Kdar￿e on public 0.21233 Fertcw 0.289 bel￿ publis￿ by the ())aity Canmission in pw eX8rcF￿r#j their Fthvws duties. 9.1kWh 9.1kMft) 0.31349 0.28 per litre per litr8 Fer to￿ Fvlorvie 202(￿21 20￿￿21 XI1￿20 0.18316 0.18387 tx 0.2331 r￿a F¢ The trustees have rpfeft￿ to the guidar contsirEd in tre l))arty CcxnmisS￿n￿ gerwal gUKla￿ ￿ wblic benefit then wewirKJ the aims th objectives of the charity and in FkniTrJ its fLrture activities. Ambitious atrfjut Auttsm &1￿?1$ Tntst's prinapai object is to for wblic b￿)efi( &Jucaticffl in UK by developirwJ to make s￿TraI c*K)nal KXOVlW6 for wpils with special educatM)nal ￿1$. or 1&19 academies Off￿7r￿j curTKuLq appropr4ate to the nwjs of tFEir st￿￿ents. Keeplng dats safe We are fully committed to protectiro details of all the people we wth and ￿ suptK)rt us. We continue to rnake SLKe We'￿ aiways thinking atrKJut priv￿ arKI to keep data safe and secure. Staff are required lo sw ￿ to date and infomed th￿Ugh regulartranrKJ. We never stop working on this.

75 The TNst Ope￿ its fir $cK￿. The R6e SchcK)I, in September 2014. In parti￿￿ar. the trustees c¢xEider plamed activits￿ will contiibuie to the aims and obl￿tiveS set. arKI are committed to NCVO'S ethical Ambitio￿ alx)ut Autisrn Schoots Trust The Arnbitio￿ atxyjt Autism WKK)Is Trust is a separate exempt charty. Connected organisati( membw of ts TNSL Therefore, the results of Ambitious abcyjt ALrtism Schools Trust are consolKlated into these group financial Ambitiws ab￿ Autism is an &bve memt of the Autism Educati￿ TrLSt. Aulism Pjliance. British Institute of LearniThJ Disabilits (BILD). Council for Disabled Chikjw, txsabled Children's Partnership, National AsS￿lat￿)n for Non-maintaned aThJ IndeFerKlent s￿ SchcK)Is (NASS), Natspec, Pothe BehaVI￿r sup[￿ AJ1iar￿e arKI the Speoaj EdLKXtKThl Consortium. Ambitious atrfxrt Autism &hools Trust has ckjsen to open a new special free schcK)I autith children and young people in KiThJston ar¥J is activety seeking further partnerships to devebp rThJre S￿la1 sc￿>01S. Our ￿ucatiOn provisKYB are ctrlocated at Springwest N£ademy Ipart of the Tth Park EdLrAtion Trust). We Thames Q)Ilege. The College of Haringey. Enr￿d th Ncxth l the crfuanisations listed ap indepeThJent C4yani&*ions aThJ their rnsulis are not i￿luded in the financial statements.

76 Our leadership team and advisers The trustees of Ambitious about ALrtism are directors and mernbers of the charitable company. They each guarantee to contribute an amount not exceeding £1 to the assets of the charitable company in the event of winding up. The total number of such guarantees at 31 August 2021 was six (2020: nine). The trustees have no beneficial interest in the charitable company. Trustees of Ambitious about Autism Neil Goulden (Chair) Lesley Longstone (Vice Char of the Board of Trustees and Chair of the Education Committee) Andy Forbes (from 10 December 2021) Eduardo Gutierrez-Garcia (from 10 December 2021) Elizabeth Stanton reasurer. Chair of the Finance and Resources Committee and Chair of the Investment Committee) Alison Halsey {until 30 August 2021) Paul Disley-Tindell (Chair of Nominations and Remuneration Committee) Jonathan Andrews (until 31 December 2021) Helen Jeffries (from 10 Decernber 2021) Alistsir Maccallum {to 28 January 2022) Jack Welch (from 10 December 2021}

77 Trustees of Ambitious about Autism Schools Trust Neil Goulden (Chair) Elizabeth Stanton reasurer and Chair of the Finance and Resources Committee) Lesley Longstone ice Chairl Koral Anderson (trustee and Chair of the Audit Committee until 31 DeGember 2020) Michael Clark (rrustee and Chair of the Audit Committee from 1 January 20211 Tanith Dodge (until 3 March 2022) Joanna Healtsy Lucy Nutt Laura Palmer (from 10 December 2021) Kumar Tangri (from 10 December 2021) Charlotte Warner (until 15 December 2021 Paul Disley-Tindell (rwstee from 10 December 2021 and Chair of the Nominations and Remuneration Committee) Members of Ambitious about Autism Schools T￿￿t Ambitious about Autism Eduardo Gutierrez-Garcia (from 28 January 2022) Alison Halsey {until 30 August 2021) Alistair Maccallum (to 28 January 2022) Martyn Craddock Paul Dlsley-Tlndell (until 10 December 2021) Andy Forbes (from 28 January 2022) The trustees are supported in th￿r work by the president and vice presidents. who all support the work of our charity.

78 President Lord Tim Clement-Jones CBE Vice presidents Nffick Baldwln CBE Alex Hatter irginia Bovell CBE Richard Hatter Peter Carroll Nlck Homby John Constsntine Bruno Paulson Katharlne Doré OBE Matthew Punshon Karen Edwards OBE Charlotte Warner Tristia Harrison Sid Wel Youth Council Jonathan Aish Trinny Patrick Olivia Kieran Emity Dominic Lucy Youth ambassadors Jack Welch Sam Ahern Jaz Blgden

79 Expert advisers Our t&wm of expert adwsers are leadiro &ad￿n￿￿. clIn￿lan$, a￿1 communutions ofessionas. al with an interest in autign and a paswn to raBe aw&Eness and Und￿Sta￿￿1￿￿. They FYOVKle advice and gUKlan￿ on S￿lfIC woiects ar#J campaNJns, all as volunteers. We are hOn￿r&￿ to be able to draw on the experti ot. Judith Barnard Prof Patricia Howl Dr Rowie Shaw OBE Sir Simon Baron-cohen Jonathan Meth Fiona Slomovic Steve Broach Dr Emran Mian OBE Su Thomas Leo Capella Richard Townley Prof Tony Chamian Nick Peacey Gaby Zein Prof Richard Hastings Marf( Schmid Ambassadors Our ambassador5 ccxne Nvalks of life. but all sha? an int in autism and a passion to raise Niamh Cusack Lucy Mottram Jon Snow Kathy Lotte &mon Mottran Luke Trnadaway David Mitchell Jules ROt￿lSOn Sam Holness Hayley Ronson Parent patrons Our te8rn of parent pa￿5 are all Kwple wlK6e lives have bew t(xKhed by autism: Nicky Clark Charfotte Moore Claire Coombe-Tennant Eliza Mishcon Claire Ryan John Coombe-Tennant Keith Duffy Sophie Walker

Employ Autism development board Lord Tim Clement Jones CBE (Chair) Koral Anderson Laurie Edmans CBE Adkins Chris Pond Matt Huts￿1 Tristia Harrison Jonathan Andrews Alistsir Maccallum Katie Vannbck-smith Business ambassador group Simon Clements (Chair) Ruth Kennedy Magnus Schoeman Jean Lavenant Nathan Ott Nick Medd Tim Bart•er Dom Hilleard Matt Davis Neil Pat ArKlrew Mercer Marilyn Swinney HaThiet FoThest Dan Snape Jim Berrlsford lan lceton Richard Jones Ricky DeLandro Paul Cunningham Nigel Moralee Danuta Grdy Sally Cairns Gina Connell Mark Edwards Gavin Summer Chris Evans

Executive leadership team Jolants Lasota Chief Executive Helen Spice Interim Director of Finance and Planning (from 9 October 2021 to 23 January 2022) Louise Honeysett Director of Finance and Planning (from 24 January 2022) Zoe Weaver Director of People Harry Wllklnson Director of Service Development (until 15 October 2021) Alison Worsley Director of External Affairs ivienne Berkeley Director of Education Paul B￿Ckell Deputy Chief Executive (and Company Secretary from 9 October 2021) Danae Leaman-Hill Director of Fundraising and Development Louise Posocco Director of Finance and Planning. and Company Secretary (until 8 October 2021) Independent auditor RSM UK Audit LLP 25 Farringdon Street, London EC4A 4AB Bankers Solicitors National Westminsler Bank Pk 13 Market Place, Reading RG12EP Nationwide Building Society Nationwide House. Pipers Way. Swindon SN38 1 NW CAF Bank Limited 25 Kings Hill Avenue, Kings Hill. West Malling ME19 4JQ Stone King LLf¥ 13 Queen Square. Bath BA1 2HJ Farrer & Co LLP 66 Lincoln's Inn Fields. HoltK)m. London WC2A 3LH Investment managers Rathbone Brothers Public Limited Company 8 Finsbury Circus. London EC2M 7AZ

The statement of trustees, responsibilities The trUSt￿S {who are also directors of Ambitious aboLrt Autism for the pury)oses of company law) are responsible for preparing the Trustees, Annual Report, including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Stsndards (United Kingdom Generally Accepted Accounting Practice). . prepare the finar￿la1 statements on the going concem basis unless it is inappropriate to presunie that the charity will continue in operation. finanoa ststwnents for each fir￿¢￿1 year, which give a tnje arKI far VEW of the stste of affairs of charttable u)mpany and 9￿up as at the bdance sheet date. ￿ of the incAKniTrJ The tr￿ee$ are ￿Spor￿le for maintaini a£counting recoth that di¥lose with reasonth a¢¢uracy at any time the financi px)sth)n of the charitable company and enable th￿n to ensu￿ that the fin￿1￿ Stat￿nents including the income and exp￿rt￿e. of the group for that period. In prepaing these fin￿la1 slatwngts. the trustees to: • select suitsble accounting policies and then apply them Con￿stentIY Statement as to disclosure of information to auditor ' observe the methods and principles in the Charities Statement of RecommerKled Practice {SORP) • there is no relevant audit infomiatw?n of which the charitable c(Ynpany's auditor is unaware ' make judgements and estimates that are reasonable and prL￿ent ' state whether applicable UK Accounting Standards have been followed, subject to any materid departures disclosed and expl&ned in the financial statements • the trustees have taken all steps that they ought to have tsken to make thernselves aware of any relevant audit infomiation and to establish that tre auditor is aware of that infomiation.

saf￿uar[l1ng the assets of the cwIt￿e company and the g￿Up. arKI f( takiThJ rpasonable steps for the prevention and det￿￿ of fr￿d aThJ other iThegul&itE& maintenance arKI I￿egrity of the c(xpJe and finarcid inforTnation the charit Company￿ webyte. LegislatM)n in the UK goveming the preparatK)n and disseminaticn of financial statements may dtffer frt¥n legislatm in ottwlurEditTrc￿s. The Trustees, Annual Report is ap￿Tr￿1 by order of the Board of Trustees arKI Strateg Report and the Directors. RewKt ￿ul￿d by company law (Indudèj therein} are aFVDvaJ by the Board ofTrustees in thw capacty as trE directors at a meeting on 25 March 2022 arKJ signed on their behalf by: Neil Goulden Chair of the Board of Trustees

84 Independent auditor's report to the members of Ambitious about Autism Opinion and of the group's incoming resources and application of resources, including its inwme and expenditure. for the year then ended" We have audited the financial ststema)ts of Ambitious about Autism (the 'parent charitable company.) and its subsMJiaries {the 'group') for the year ended 31 August 2021 which comprise the Consolidated Statement of Financial Activities incorporating an Income and Expenditure Account, the Group and Company Balan￿ Sheets. the Group Cash Flow Statement arKJ notes to the financial statements. including signrficant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. including FRS 102 "The Financial Reporting Standaffl applicable in the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Practice). . have been proFerty prepared in accordance wtth United Kingdom Generally Accepted Accounting Practice: and • have been prepared in accordance with Ihe requirements of the Companies Act 2006. Basis for opinion We c(NKJucted our audit in accordance with Internationd Standards on Auditing (UK) (ISAS {UK)) and applicable law. Our responsibiltties under those standards are further described in the auditor's responsibilities for the audit ol the financial statements section of our ￿pOrt. We are ir¥Jependent of the group and parent charttable company in accordance with the ethi&ql requirements that are relevant to our audit of the financial statements in the UK, ind￿11ng the Financial Reporting COU￿11 In our opinion the financial statements: . give a true and fair view of the state of the group's and the parent charitable company's affair5 as at 31 August 2021

85 Ethical Standard and we have fulfilled our other 8thical responsibilities in accordance with these requirements. We believe that the a￿lt evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion. Our re¥)onsibility is to ￿ad the other information and. in doing so. consider whether the other information is materially inconsistenl with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements. we are required to detemine whether this gives rise to a material misstatement in the financial statements themselves. If. based on the work we have perfomed. we conclLKle that there is a material misstatement of this other inforrnation. we are requir￿$ to reF)Ort tw fact. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees. use of the going concem basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perfmed. we have not identified any material uncertainties relating to events or conditions that, individualty or collectively. may cast significant doubt on the groupb or parent charitable company's abilty to continue as a going concern for a period of at least 12 months from when the financi￿ statements are authorised for issue. We have nothing lo report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: Our responsibilities and the responsibilities of the trustees with respect to going concem are described in the ￿￿ant sections of this report. • the InfO￿atIOn given in the Trustees. Report, which includes the Directors. Report and the Strategic Report prepared for the purposes of company law, for the financial year for which the financial ststements are prepared is consistent with the financ￿1 statements: ar Other information The other infomiation comprises the information included in the annual report other than the financial statements and our audrtor's report thereon. The tnjstees are responsible the other infom)ation corrtained wFthin the annud report. Our opinion on the financial statements does not cover the other information and, ex￿pt to the extent otherwise explicitly stated in our report, we do not express any fomi of assurance conclusion thereon. • the Directors. Repc*t the Strategic Report included within the Trustees. Report have been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knDwled9e and understanding of the group and the parent charitable company and ttEir environment obtained in the course of the audit. we have

86 not identified material misstatements in the Directors, Report or the Strategic Report included within the Trustees'/Directors' Report. basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, CY have no realistic a￿eMatiVe but to do so. We have nothing to reFort in respect of the lollowing matters where the Companies Act 2006 requires us to report to you if, in our opinron.. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a wthole are free from material misstatement, whether due to fraud or error. and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance. but is not a guarantee that an audit conducted in accorda￿ with ISAS (UK) will ahNays detect a material misstatement when it exists. Misststements Can arise from fraud or error and are considered material rf. individually or in the aggregate. they could reasonably be expect￿1 to Influen￿ the economic decisions of users taken on the basis of these financial statements. • adequate accounting records have not been kept by the parent charitable company. or returns adequate for our audtt have not been received from l)ranches not visited by us. or • the parent charitable company financial statements are not in agreement with the accounting records and retums: ' certain disclosu￿$ of trust￿, remuneration specified by law are not made: or • we have not received all the infomiation and explanations we require for our audit. Responsibilities of trustees The extent to which the audit was considered capable of detecting irregularities. including fraud As explained more fully in the statement of trustees, resrK•nsibilities set out on p82. the trustees (who are also the diwtots of the charitable Company f¢y the purposes of COTnpany law) a￿ responsible for tTr preparation of the financial statements aTh for being satisfied that they give a true and fair view. and for such intemal control as the trustees determine is necessary to enable the p￿paratIOn of financial statements that are f￿e from material misstatement. whether due to fraud or error. I￿UlarItIeS a￿ insta￿eS of non-compliance with laws and regulations. The objectives of our audit are to obtain sufficient appropriate audit evidence regarding compliance with laws and regulations Ihat have a direct effect on the detemlnatl¢￿ ol material amounts and disclosures in the ffftancial ststements, to perfomi audit procedures to help identify instaw of non-compliance with other laws and reguktions that may have a material effect on the financial statements, and to respond appropriately to identified or susp￿ted non-compliance with laws and reguL2tions rdentified during the audit. In preparing the financial statements, the trustees are responsible for assessing the group's and parent charitable company's abilty to continue as a going concem. disclosing. as applicable. matters rdated to going concem and using the going concem In relation to fraud. the objectives of our audit are to identify and assess the risk of material

87 misstatement of the financ￿91 statements due to fraud. to obtain SLrfficient appropriate audit evidence regarding the assessed risks of material misslatement due to fraud through designing and implementing appropriate responses and to respond appropriatety to fraud or suspected fraud identified during the audit. statements are FRS 102. Charities SORP IFRS 1 (r2). Companies Act 2006. Chariti8S Act 2011. the parent Gharitable Gompany's governiro document. tax legislation and Charities (Protection and Social Investment) Act 2016. We perfomied audit procedures to detect non-compliances which may have a material impact on the financial statements which included reviewing the financial statements including the Trustees. Report, remaining alert to new or unusual transactions which may not be in accordance with the goveming documents, inspecting cOThesp￿dence with tax aLrthorities and evaluating adwce received from internal and external advisers. However. it is the primary ￿spOnsibl1ty of management, with the oversight of those charged with governance, to ensure that the entity's opeThgtions are conducted in accordance wilh the provisions of lav and regulations and for the prevention and detection of fraud. In identifying and assessiro risks of material misstatement in respect of iffegularities. including fraud. the gr￿p audit engagement team: The most significant laws and reguiaticffls that have an indirect impact on the financial statements are those in relation to the Keeping Children Safe in Education under section 175 of the EdUCat￿n Act 2002, and the UK General Data Protection Regulation (UK GDPR). We perfonned audit procedures to inquire of management and those charged with govemance whether the group is in Gompliance with these laws and regulations and inspected Correspondence with regul*ory authorities. obtained an understanding of the nature of the sector. including the legd and regulatory framework that the group and parent charitable company operates in arKI how the group arKI pawt charitsble company are Complyng with the legal and regulatory frameworK . inquired of Management. and those charged with govemance. about their own identification and assessment of the risks of irregularities, includiro any known actual. suspected or alleged instances The group audit engagement team identrfied the risk of management override of controls as the area Whe￿ the financial statements were most susceptible to material misstatement due to fraud. Audit procedures perfomied included but were not limtted to testing manual joumal entries and other adjustments. evaluating the business rationale in ￿latIon to signrficant. unusual transactions and transactions entered into outside the nomial course of business and challenging judgements and estimates. • discussed matters about non-compliance with laws and regulations arKI how fraud might occur including assessment of how and where the financial sLqtements may be susceptible to fraud. As a result of these rxocedures we consd the most S￿nifICant laws and regulations that have a direct impact the financi A further description of our responsibilitEs for audit of the financial statements

is provided on the Financial Reporting Counci1S webstte at xy￿￿￿k/ auditors onsibilili8s. This description forms part ol our auditor's rep)rt. Use of our report This ￿port is made solely to the charitable company's members. as a body, in accordance with chapter 3 of part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might slate to the charitable company's members those matters we are required lo state to them in an auditorfs report and for no other purpose. To the fullest extent permitted by law. we do not accept or assume responsibility to anyone otrk8r than the charitabje company and the charitable company's members as a body, for our audit work. for this report, or for the opinions we have formed. RSM LLP Hannah Catchpool SenKK Slatutory Audtior For and on behalf of RSM UK AUOIT LLP Statutory Auditor Chartered Accountants 25 FarriThJdon Street London EC4A 4AB Date: 28th Mareh 2022

89 Consolidated statement of financial activities (Incorporating an income and expenditure account) For the yaar ended 31 August 2LY21 31 A￿1￿1 Inwelwm.. 1214 27 2m1 14.￿5 175 71 14.870 71 16¢ 71. 17.671 1C 16 GJRS IT￿rr Tow kncom8 31 31 31 118 I7￿15 Aai5Yg FthYAisin9 13 13 13 12 14.191 879 15 17,0 1239 199 ExiThql affa 14725 17.1 21￿. Nel gal￿1£¥) Nel losses w rwtskin cwtit 112 19 617 (61n Recor￿Alia¥0￿ of fth*.' 19 7.476 14,732

Balance sheets As at 31 August 2021 31 W2LU1 31 W2YYJ) 31 4L)21 31 A1￿ust2020 xeda&88ts: 10 16146 10.546 12 Int￿b￿95s8ts 1W5 18.ssfj 11415 12256 13 1,148 3,758 stN)rt4wrn dysts 13 13 9>15 6.911 14 4107 Tota &8éts1885 VJntntlwlxlth 1S 1419) 769 16 Total netasets Fury 778 Unrestitt funrts.. Cknsignatad frj Gener8lfun(ts 5,$78 5.578 2.414 7h7S 7N76 Totslknd 19 Nel Gouklen Char of Boarrl cl Tnths

Consolidated statement of cash flows For the year ended 31 August 21Y21 IntW8gt Féyab 1107) (744 (5 PuTr*&èof 791 2.19) 3.918 095 rt-ternéeposts 13 13 1( Ate￿(• £wo 8ffj78 13 13 LoarstsNng d￿￿1h1n(MYpar Lowtyling ￿￿aft￿rrnrfrth 47¥ ITotal

Notes to the financial statements For the year ended 31 AUg￿t 2021 8. Bas ol pr8par8tion PRCtkxaFylica￿0t0chalb￿s ti aK4YthxtAe rfi the UKaTrJ ofirthY(FRS IIV (ell￿¥ 1 JaMBry20191-IChrbBsSORP FRS 1D2>, Ihe Firm IF￿ 102IINknh ￿18)•¥jI￿G)nW￿krz(( b. Ba￿8 of e¢molldthm tr5 arn rw45eAI on ofthègmto p, Ihe aFK￿￿tthe9KYJP have 10 p￿)1¢ bonefft wtity d. Golr¥J conwn cOr￿rI￿ A 12.rr¥Jnth deiaibj Wet ts P¥8rJ frcffi thaknbitnus al￿ul A￿￿rIS¢h￿& h io frtrn RaItrQx￿8s, 10 A Cth¥J.19fthl of £O.fm w&% 8$18t￿$1￿j in 2020, (2021. tO.7ml 10 pa￿￿. cc6ts c &xg89 In r¢cffi. Tha rrwoal fu￿ast and assumptky6forts firwci y 2Cel-22 havtrtskeTr Yrtowxxmt imp ofthk19. to rrkea payttTrf ￿ a Ihrd paty, rt E yrtsblitrat The￿￿te&s￿O not c￿4￿￿1h81 b)•eé arywc85 0fwets8nd1￿tsSfQr8 wcJofai L¥asi 12 rroitr6 fy<m

93 l. ￿loCal0n of 8UPPOrt¢osts 3FpYtK)nuJ￿ t5es, e$￿￿ iey•J L@aL￿I￿P Firwe TirnB spwt rjr￿tim￿ markgt wcg. in frvahJe wll b8 G8n8Yal admir•5traticn Statt WJ CfAY n ts Wry'Not gainsl(k)55e51 ￿ 1rNestr￿ls, In cowlidat￿n of th•grO￿ac(cl￿ Op•¥tiry le•g•S itseaio 12 ¢Y oft of IhD ￿e. l. T8nglble flx¢d •990ts TO alh￿[1 FOrty8nd arrKxJnt to xtp4th8sonth8 b85￿ 01the￿ a55ets InllK arK1 vaL in w. I￿￿￿$. of FAS 102 in to all itsfinarwaal insNrrrt. Bagc Fru￿￿1arVJd bJthlYvJ * irtangiblefrAed¥&sets garts k)5ses arE wni¥l In or h)ss. Ths (¢r￿or¥*

94 that * at4etOsdlthtrassei ￿￿8t￿j11￿d . AfinancAI Icr ￿tr￿e(dI kn accwntir9 w)I¢MbS. trdir t Pen￿OnS ￿￿￿￿1. mU￿-￿[loyerSCW aThJ Sab"45cd rf0M￿n ) 17. liv89 with th•T￿$t m x¢h awtw t￿ rxÉt * a attarvalue￿￿ lablitEs arerft8w1c￿ t•eqU￿al&ftt totha cut7rt the8ch￿￿a¥S8ts. ¢alcukWty rrAAi¥tyr¥Jth•far¥ecll

95 Notes to the financial statements For the year ended 31 August 2021 Totsl 1.018 1214 27 1974 57 12.618 12.688 1I681 EdLUti)n aslulls 14 2.077 2.172 175 14M70 71 1,164 71 i Edu&*iL¥) Tnjst 71 71 71 14941 cAYsTn 17246 Edltatk)Th￿j s￿1$ Furorg 11113 1(6 13,218 103 17,671 1rI3 Jj1￿ E￿waI￿nThJst 1Q3 14321 469 17.7741

Notes to the financial statements For the year ended 31 August 2(r21 Fortheye¥ Costs 31 Auw8t2Tr21 £'w) el￿) ALrt¢m'. CA55tofgwmtrrYJ frjrp 14 16 158 25 111513 1JB7 17.188 SuprA)rtcosts 10 141rA> 13711 P71) 1195 n SLv)ols Trust 1,118 214 14774 461 costs 31 August )XI r(xK* t'cr fiJn(ts 8,379 3815 297 Extemal affaw¥ 787 257 153 9h40 1JYJ 1&618 SJppartcts%ts Gov8m8t¢ec(éts 7T8 131 14 Ae611 18 32 131 Autism Tn&t Total ey4yer¥Jthrt 747 170 19

97 Notes to the financial statements For the year ended 31 August iYr21 & NlneomtforVy 870 12 13 1ts). 107 191 19 134 135 21 f'(KJD 12.179 1.122 321 14T14 E)(0.Oc￿El(g. lo.c((￿19. the 12-rn¢￿ F*Tr>J to31 £1289.$371.

Notes to the financial statements For the year ended 31 August W21 7. OJttrKJtheprYA8as f(kn. ￿J￿2¥)>] 12 395 18 19 Surwrt 477 Frth2>werxl2d Ftylhe ywwded 31 ALWJWt2WJJ 13 13 15 17 Tw5t at a cost of Tprrfn Septwrbgr20Y) loALyUSt 2Q1 ra)20- t43Th). The5•servKe5 ￿Cl￿def11￿￿.ed￿ats￿, HR. an1Cr￿lit¢￿ b3￿r￿P￿0.. nl)- Acalettry. Th• h&15a cthract I lo ur¢lertir¢J51(x•kns1, arxl E205k P(r20'. SC￿￿TnJSt into 8 12￿￿ ase ￿ T￿P• E(Jcalx)n T￿ 19 May 2015 Pth E￿¢at￿Jn Tntsl.Atthtr￿r¥￿J. Itwe asmoJlSknJrYJ 16.823 P02Q. £44.792ltots chty. Otth&e, ncthp m Paul Brtk81 unp*d IpJ￿￿OI ￿VoTI￿1￿ Buiklr•J. (VH ￿vOrr8￿￿ LMWJ. the￿ar paym￿l0 NcVO￿Bt1.l77 r2m'. At

99 Notes to the financial statements For the year ended 81 August 2tr21 10.T•rylW•llxeda5sets At tst otth•y•ar MS 71 At th8 •nd of 6fi42 gJ7 1.148 218 At ofttsyw 245 57 19 Dispjsa 119) 116 718 743 870 Alts end ollheye 1172 At tho thrtoltheyew 1.174 413 Mth)r rot At 5t¥t 0f￿year 71 Alts￿d ofthe >ar 11.9)3 812 218 At t￿ stwt ot￿year 577 116- 245 173 19 Attre￿01th8fftr 713 375 710 Not1￿¥￿1 end01th•￿aT 175 IAtthe 5tstofthpyMr 10A46

100 Notes to the financial statements For the year ended 31 August 2(Y21 11. ktsrEthftxod•558ts Addit￿r￿s wi the At trerdcltr tS8' A¢thw5twt Oft￿ 19 Cha￿et￿th•￿ At thqrKI of th? Alth8erMt ofthe yow 11XJ 1031 At#i startof Ihe in theswr At thgaiLldtts yw 158 At trs￿ oftr 19 19 Di¥)sth in I￿Yr Att￿ ofthe year At#¢ndofty) 1tr3

101 Notes to the financial statements For the year ended 31 Auwst 2ff21 m8rt0t￿￿fi Bt theslwl0f￿ or6atC05t Ia￿9tvduBat ¢Ytho Cath hold in In¥e5b￿lS TOtalN8slmeiii8￿ld 1,$9D 54 278 21 Ma￿e1¥U￿aIth08￿I olthfr 1￿8 Tr*Yedebto 319 144 14 217 195 116

102 Notes to the financial statements For the year ended 31 August 2021 373 373 475 441 296 ruulitors 179 1(X> 156 412, 1.139, 1.077 &819 atttretrffj"nnif9dtsyew 1,077 1.078 .1011 j - 1.139 11,078) 1J)77 1.169

Notes to the financial statements For the year ended 31 August 2(r21 Gro￿)¥¥j Am￿O￿al¥￿AA￿thrn 1285 valve ltilty atthe end oltht 136 4479 Th•￿rity a150 has a k?￿ from Naim ￿ tr8rth50f r1.1m tl.n. NovwntrAY%•J8 2012 tere is ch8ryJèab￿ at 0.75% aLK)ve Ll8(YlaKI 1.25% aLth W2. Frcffl 1 Febnw 2022. both k)ans wwo nxived tothe rats. C￿0 tra￿ Lrf IE1.1ml an inlere 1816 Lrf4%.￿ low (s re￿ Irtyn Nov￿l￿ 2013 Th¢tt0rity ts ￿n9 an interest rate swapto mw its exrKAJreto ilTwe5t rnte its £1.1m trink with The •areem￿l w￿lY 2-Syws ar5 y•w8 FU￿￿ik￿ NatW85t £1.Imtr NatW95t £19miw8 NatW95t £Wk &80 91 376

104 Notes to the financial statements For the year ended 31 August 2021 Th8 gw ttsowtfy its share of rftt w8a schorn. Th&grwp has 88t out Theassets ofth&5th￿S afyhebj 8<ratatyfiL￿ kne of bitiOUS at)ut A￿]￿. pe￿￿) ¢cts in ts stairn Jatw in tsyoHr amjrtrl tg VJJk P(oo". r225￿. mSthtyA%T￿I h tryear•)KAmWto £1&7k P020.' t18￿. Introdu￿On

￿￿8t 31 2021 I2￿. 26). d8fJnwJ b8nefitsclme. by1￿T￿￿' P Re9￿at10r￿(2￿l0j and. frryn 1 Apnl 2014, by hem8 ReguPatior%$ 2014. ror lull.Jmeteacets in academs arK#. l Jarrtw2W7, of Sr￿st 31 ￿just 2(r21120ZO.' ISI. LLral Gov•[Nn￿ 5dm&lLGPSI * afun(l•d, tru#ga¢knini5teW fw15. Thetotal contritythK>ns rnade for thB yew ￿ded 31 AvJust 2021 werè £379k12(￿O." £2￿k). of by ern￿Oy￿S aTt ¢yFtht8J tothg Exclwuer. PatWWTWI and Lrtl rrArryee5' tota￿ £78k ￿￿￿0." £71k). Con1Dl￿tiCe7 rae5 lor wnp4oys I￿r￿t iihsahry and duriryj tr yearwde 31 AvyJst 2CQ1 prthiyryconbibuknn rntes were be￿￿on SS96 12.5% of saw. Tragr••d conlribulion rate5 yrs are23.3% fOr￿￿0y￿s, a￿j fcff eWcy8es of5.5% fv a maxThLtyn of 12.5% . tJrhYJ 31 AL4USt 2021. rK) wnpbyB85tscrfrrfKesaTrI2%

Notes to the financial statements For the year ended 31 August 2021 At 31 AtyJust 2Tr20 £'oJD 32D% 220% 1.65% IrfflDn aSurnpti￿ (CPO 2.20% soo0% 0.10% -th10% 3,957 872 912 41.1 3.957 872 8rJ 872 Q10% .10% 4.107 3,957 3.797 +1Y•w 4,124 913 3,957 3.797 * 65 At31 wstXQ1 At 31 2020 Relrlrytodty Ma 21.3

Notes to the financial statements For the year ended 31 August 2￿21 Equrtiys () 541 61% 41 596 Cthert#ywJs 1ST 104 01 4% 596 157 18% 14 Totsl maTrotvalL of a55ets PM74 31 A￿jL&2c￿O 147 Npt int*E5t cctst wo At 1 Septsmber 1474 470 37 Benefits p4d 71 At31 AuwJs¢ 2,474 18 In 16 Vlg 219 71 EmK)by8rCL￿trtNjli AdmIniStrat￿ 6XPW¢8S Bffts pad At31 Au#u51 vi

Notes to the financial statements For the year ended 31 August %Y21 TaTrJit48 fix8dawts 10.434 62CD 16.&34 1.878 1( 103 3,LK8 P,465) 778 (5,47SI 414 10,434 1Q434 In¥¢sbTrnls 103 A79 474 F￿￿tr(t Totalknd5 Tan￿￿x¥J86S￿s 105 Int¥Jfoknfr4•J asts 2213 4107 Lor¥Jtwm Ivblt Total kn¢5 T￿￿￿￿fiX&￿a$3￿$ lo￿16 kntvJib19fl%Jasts rJi

108 Notes to the financial statements For the year ended 31 August 21Y Atlh•énd of lh Ferfvye8ren¢d 31 W 2ce1.' al ArntxtkiusaL¥>￿ 11761 1( 151 Famty supwt 121 V20) trdh8 in1crtrn￿ns￿YI C￿l￿eYoUths￿pFC￿t tfewi 10 14) 15 Amb1￿uS abtyrtpdjbsm S.X47 797 (4781 1617), 7.wl Designatedlur Fix￿1 assets 4014. SchcOlde￿ 173 r*OVeryf￿È1 19) Bul￿1￿$ rnwntenar￿and TotsldesioTr8ied lurnjs 724 pn I14,￿n 114T241 7.476 1V12 Tol4wup knds 4109

Notes to the financial statements For the year ended 31 August W21 19& Atth2 end ofth• FOr￿Year￿d￿j 31 W2Ce 137 24 Farni￿sup￿t 13 162 111 14n or￿￿YOuth Suptymt 122 122 74 blAmb￿saL￿￿kn <4,743) 7¥ 14S11 7.11KI 7A451 1CO 173 819 2.414 13. 113. (4711 7.476 14T&a 19.9111 15.321

110 Notes to the financial statements For the year ended 31 Au9USt 21Y21 exh other. Lipmert PuFposoofdg¥gn*•d fuThJ¥' dBv4)w8nt furvj

Notes to the financial statements For the year ended 31 August %)21 (G￿nIOnS￿ offixJ a59s 107 1124) IncFea d8 EqLNpm* t'o £'oLK) 134 134 11

112 Notes to the financial statements For the year ended 31 August 21Y21 TaTvJIb￿8w 15• Cath at ténkand UabHIth& 571 P74 2213 131 FW &588tfiJThY 6210 2213 Totslfur 778

Notes to the financial statements For the year ended 31 August 2(Y21 Toial 17 10. 5294 16 10 4.787 015 1214 (12UJ 128 Funds Whl fcThard 3X)', 47rn 2Q21 (2020. t437kl. These servw firoru. ￿￿at￿in, HA. IfwKt. T1￿1¥re cost. Other￿ to wergt205k excluding VATI2￿. tS3kl. ¥atstsmrtoff246k kth#ryVAYPOX)'. niD 10 b8 to

114 Notes to the financial statements For the year ended 31 August 2(r21 Irv•mefrom'. 2,031 13.113 13218 4.453 lemal th"r5 Ottrlrrtomè 11a 1ro TrJirJ iruff cJRsir￿ty Toial W75 Ratsn9fuN FundwroJ acfvs 12 12 12 12.934 745 13.&ry1 3fi21 17,052 Extern￿ affaws Toial e¥pervji￿lE 494 15M18 Nei Ic68e5¢n dafiot 22> 507 Tra￿1￿ beN**n aTrJ 19 451 218 Reco￿1[8¥00 rflund&' 8.167 147&9 7.476

References ' knbitious about Autism (2021) and L(Kkdown: The Impact on Autistic Children and Young People Ionlinel. AVal￿e at wwwamb" . defaulVfiles/ rilesl avIn￿and-1 (Accessed 30 D￿mber 20211. 2 Arnbrtio￿ atxxrt Autism (2021). NHS (2021) Autism Waihrg Time Stati5trs- Quarter 1201￿20 to Quarter 2 202(>-21 and Quarter 3 (October to Decwnbw) 2(r2(k21 [CknlirE]. Avalable at www.d' . .nh&ukld li&io ber.2tr2￿21 (Accessed 30 DemtEr 2021). ° A£cording to an online conducted by Ambithxts a￿￿t Autism between September and November 2019, whith was owi to pwts of artisbc childw ag&J Ck25 arKI to which 3.842 people resFo)d&d. 5 All Party Pall￿entary GK4Jp on Autism IAPP(4 P019) Autism 10 years on IOnline]. AvailatrAe at www. A-Autism- 8 Office fcr NatKSTNqJ StatiSt￿s P021). C*Jtc(rn f(x thsabl&J Pwle in the UK: 2020 Ionlinel. AV￿jable L4 parEnts in 2021. 8 N£ccKding to a NaticvRI Autistic &xEty sury Corkj￿tsj in 2016 as part of ts Much Inforniation ￿paign.

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