2020-12-31-accounts

STATEMENTS 2020

MischiefAndMagic

3. Review of the Year

Message from our Chairman Message from our CEO

7. Our Impact

2020 Camp Highlights Campers Volunteering Financial Information Fundraising Thank you

21. Governance

Trustees Report Statement of Directors Responsibilities Auditor’s Report

41. Financial Statements

Financial Statements 2020

Notes to the Financial Statements

53. Other Information

Reference and Administrative Information

ANNUAL IMPACT REPORT & ACCOUNTS 2020

A Message From Our Chairman

The creation of our different online services enabled us not only to meet our charitable objectives and retain pledged income from existing funders, but also to realise donations from new benefactors who responded positively to our service provision during the pandemic. Our Patrons, Ambassadors, Board members and other supporters have generously supported us throughout the year on various fundraising initiatives and this combined effort has enabled us to successfully navigate an exceedingly difficult period. My grateful thanks are extended to all of our funders during this tumultuous period.

2020 was a surprise in many ways, and a year of huge changes for Over The Wall. When the full impact of Covid-19 first struck, our initial projections for the year were very gloomy, and it seemed entirely possible that we would exhaust all of our modest reserves just to get to the end of the year.

However, Over The Wall’s management team were decisive in their response. They took the tough decision to cancel camps early, and then pivoted the charity quickly to create and deliver an amazing set of online services for our beneficiaries, including the wonderful Camp in the Cloud (CitC) programme. This was all achieved despite a tough but necessary restructuring of the charity to cut costs, in which we had to let some people go who we really wanted to keep.

Credit must also go to our campers and their families who signed up for a residential camp experience but then embraced the virtual camp and found

3 ANNUAL IMPACT REPORT & ACCOUNTS 2020

that they loved it. Thank you for placing your trust in us.

As always, our volunteers stood behind our efforts and although we needed fewer volunteers than in previous years, they were nonetheless essential in helping us plan and deliver CitC. Our trustees rallied round the management team during a period of momentous change, risk and uncertainty, and provided guidance and leadership throughout the year. The SeriousFun Children’s Network also gave important support both operationally and financially, as all of the camps in our global network shared ideas and resources.

In the end, all of these different contributions helped us to end the year dramatically better than our initial expectations. Feedback on CitC was more positive than we could have hoped for and made us realise that our virtual offering is likely to be a strategic asset to further broaden our future reach. We have developed a clear strategy to bounce back

when it is safe to do so, and our plans were given an enormous boost by the generous support pledged by the Kentown Wizard Foundation for the next four years.

Due to early and decisive cost control and a strong fundraising performance, we ended the year with a good surplus and enter 2021 with a healthier reserve position than we have seen in prior years. We expect this will be a challenging year for fundraising, and our improved financial position will serve us in good stead as we prepare to rebuild our residential camps.

Most important of all is the amazing camper and parental feedback that we continue to receive, which is always a source of both pride and joy. I hope you enjoy reading about our eventful year.

Joe Cronly

Joe Cronly, Chairman

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A Message From Our CEO

Hello, and a very warm welcome to our 2020 Annual Review. With all our residential camps cancelled, our story for 2020 could have been a terribly negative one, but, as John F Kennedy once noted, “ When written in Chinese, the word crisis is composed of two characters -- one represents danger, and the other represents opportunity. ”

Our narrative for 2020 is about how we faced our specific danger quickly and decisively, then responded creatively to the opportunity presented to reinvent the way we deliver our services, ending the year positively, with a future full of new possibilities.

When we took the decision to cancel all 2020 camps in March, we knew we had to do something to achieve our charitable objectives. Our wonderfully creative staff rose to the challenge and focused their attention towards creating online activity sessions which started with ‘Activity Blitz’ that took place 3 times a week from April to June and then continued with ‘Mischief Makers’ until the end of the year. Our ‘reach’ figures for both totalled an incredible 237,759 with 31,933 engagements and interactions.

Whilst one section of our team delivered these sessions, the others focused on creating a higher-level experience for our campers and, as summer approached, we completed the development and trials of our new online resource we called ‘Camp in the Cloud’. Its purpose was to deliver an inclusive and engaging online activity programme, where campers and families could experience the magic of a residential camp without leaving home.

As you can read later in this review, Camp in the Cloud was a tremendous success, and enabled us to offer an online camp to everyone offered a place to attend a residential camp and everyone on our waitlists. It has also laid a foundation for expanding our future services. As well as being a great interim solution for delivering services during Covid-19, the strategic benefit of Camp in the Cloud lies in providing us with a way to reach the many thousands of children living with serious illness who can never attend a residential camp, for whatever reason.

In the second half of the year, we turned our attention to life after Covid-19 and future services. For 2021 our focus is on making Camp in the Cloud even better. Our base assumption is that public health considerations mean that it will not be possible to run residential camps this year but when residential camps do resume, we will come roaring back.

Our plans were given an enormous boost by the Kentown Wizard Foundation, who pledged funding of £1.8m over four years to enable us to rebuild our residential camp programmes and to develop Camp in the Cloud further, which will help us to enhance our offering and reach many thousands more children and their families. This wonderful endorsement will help ensure we rebound from the Covid-19 crisis stronger and better than before.

Finally, I would like to highlight, in the wake of the rise of the Black Lives Matter movement, our realisation that we hadn’t done enough as an organisation to promote greater racial diversity, equity and inclusion within the charity. Our response is summarised on the next page.

I hope you enjoy reading our 2020 report.

Kevin Mathieson

Kevin Mathieson, Chief Executive

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Diversity Statement

As a childern’s charity our beneficiaries are at the heart of everything we do and our approach to diversity, inclusion and representation is guided by this principle.

We are committed to ensuring maximum accessibility to all our camp programmes, and, specifically, we want to ensure that no-one misses out on the opportunities we provide because they can’t recognise a place for themselves.

examination by individuals and organisations across the world about how we respond to such deaths and the racism that they expose in Western society.

This prompted Over The Wall to respond in a proactive way and examine how we, as an organisation involving trustees, staff, volunteers and campers, could become more responsive to issues of race, representation and diversity and be representative of the communities we serve.

Knowing the transformative impact that role models can have, we want to ensure that our volunteers and camp staff are reflective of our beneficiaries in terms of visible and non-visible characteristics, including ethnicity, gender, and disability. This is equally applicable to our wider team, namely, employees at all levels, volunteers and our board members. We want to ensure that regardless of where you are in the Over The Wall community any difference you have is valued.

Our core value of inclusivity will be visable in everything we do, whether we are at a camp, talking on social media or elsewhere, and we will act positively and decisively whenever we fall short, either as an organisation, or where we feel members of our community aren’t living up to our values. We recognise we all have a responsibility when it comes to living our values, and we commit to taking action to ensure that Over The Wall is as representative and inclusive as it can be.

The death of George Floyd caused an immediate response of grief and anger, as well as the

Our Actions

We commissioned A New Normal, experts in this area, to help us challenge what we do and how we do it and support us to identify ways in which we could take positive action.

Over a six-month period we have:

• Improved the diversity of our Board members

• Employed staff specifically located in the Midlands, to help us reach out and engage with diverse, minority and hard to reach communities

• Reviewed and refreshed our policies and procedures informed by and reflecting our new statement on diversity and representation

• Introduced monthly education sessions for all staff, trustees and volunteers and complemented these with more detailed training

• Reviewed our website, social media and publicity material to ensure we are representing all the communities that we serve

While we have made a good start we are aware that there is still more we can do and our work continues.

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Camp in the Cloud

Camp in the Cloud (CitC ) was developed in just eight weeks, with the objective of providing campers with an online alternative to the physical camps that were no longer possible. We wanted to offer campers the same mixture of fun, mischief and games, while also using our traditional approach of therapeutic recreation (discussed further on page 23) to deliver similar benefits of improved well being, resilience, connectivity and friendship.

We created a secure, online platform for our campers and their families to utilise at the same time as those who were due to attend the original camp that they had applied for. The aim was to build a platform that reflects what campers described to us as the most important aspects of residential camp: such as Cabin Chat, recognising and rewarding positive attributes, and the opportunity to develop new friendships and have fun.

Camp in the Cloud was designed and developed in partnership with children, young people and families and we really listened to what they wanted from the platform. Focus groups were held with campers who had attended Health Challenge, Sibling or Family Camps before, and we ensured we received a cross section of views from children and young people of different ages and from parents/guardians. Their feedback helped us shape what we needed to offer both on and off the platform.

Every camper originally offered a place at our cancelled residential camps was invited to attend Camp in the Cloud instead. We also invited those on our waitlists and together this totalled 1576 potential beneficiaries. We sent out an activity box comprising everything a child or family would need to participate in Camp in the Cloud, even down to the cocoa needed for Cabin Chat. In total 689 campers actively participated in Camp in the Cloud, and another 853 campers received materials in our Seriously Fun boxes. Camp in the Cloud was supported by our staff team and experienced volunteers. We had 207 volunteering opportunities available, and these were covered by 71 volunteers.

Some of the most popular activities from CitC were Cabin Chat, the escape room, Paul’s treasure hunt and virtual brilliance beads. We were thrilled that we were able to put together this program at such short notice, and overall feedback from campers was hugely positive, with a net promoter score of 93 (Health Challenge) and 89 (Siblings). By way of comparison, 71 would be a high score for education and training services.

689 Active campers

71 Volunteers

853

Extra campers received an activity box

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2020 Camp Highlights

Our original plan was to run a total of 19 residential camps, from March – October, serving 1225 campers.

• 5 Health Challenge Camps

• 3 Siblings Camps

• 3 Family Camps

• 8 Partnership Camps

As the pandemic struck in March we quickly realised that it would not be possible to run residential camps and took the very difficult decision to cancel our entire program of camps. Pivoting quickly, in response to the pandemic, we wanted to maintain an online presence. Interactive, online content was provided across Over The Wall’s social media accounts (Instagram, Facebook and Twitter) and the website, with the aim of keeping children and families entertained during lockdown; combating isolation, building confidence and self-esteem, improving mental health and promoting quality family time. This also allowed for our campers and volunteers to engage with us, using a coordinated, reliable, and consistent structure.

From this, our Weekly Activity Blitz was created to help campers through the first Lockdown. From March - June, every Monday, Wednesday and Friday, content was released on our social media channels. Each day was themed: Monday Mayhem, Wellbeing Wednesday, and Family Fun Friday. Providing a daily fun activity for campers and families stuck at home during lockdown.

As lockdown began to ease and children went back to school, the Weekly Activity Blitz was scaled back and #MischiefMaker was created. #MischiefMaker consisted of weekly videos which provided activity ideas for campers, with demonstrations.

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Distribution of Medical Conditions

Over The Wall camps are available to campers with a very wide range of health challenges, as well as to their siblings and families. The top 5 categories of conditions for 2020 were: immunological disorders, gastrointestinal disorders, cancers, endocrine disorders and neurological disorders.

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Cancers
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“Having a laugh in lockdown for them was really important. They could also forget what was going on outside. Having things to do kept them busy and really helped them whilst they were inside. It was great that Over The Wall could reach out to the children and give them something so wonderful, when nothing else was available for them.”

• Camper Parent

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Outcomes: The Difference We Aim To Make

Improve psychosocial well-being Our camps are nurturing and supportive. Activities are challenging but accessible and fun, designed to support campers to try new things. Campers are encouraged to focus on what they can do rather than what they cannot. They discover they can do things they never dreamed possible, enhancing self-be-

lief, and giving them the confidence to cope better outside camp.

Develop coping strategies, resilience and independence

Campers are encouraged to participate in new and challenging experiences with ‘education through

11 ANNUAL IMPACT REPORT & ACCOUNTS 2020

participation’, a key component of camp. Through purposeful activities campers explore new ways to deal with the challenges they face in daily life, gaining a more positive and resilient outlook.

share the same challenges, frustrations and fears. New friendships and peer support networks are developed within a safe and inclusive environment, providing time to reconnect, reflect and grow.

Increase connectivity and friendship Children and families spend time with others, who

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Images from 2019 & 2020
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Camper Feedback on Camp in the Cloud

Campers’ views are key to what we do at Over The Wall and just as we do at physical camps, we actively seek their views after they participate to see if our planned outcomes were met. We were delighted to learn that the camper outcomes reported from Camp in the Cloud were similar to those achieved at our residential camps.

We consulted extensively with campers and their families to review CitC 2020 as we planned for CitC 2021, and have added a number of refinements and improvements, including a mobile friendly version. Bringing together a design team of digital and gaming experts to work alongside our employees, volunteers, trustees and camper families, we look forward to launching an even more exciting and accessible platform for 2022 with more content designed to be accessed throughout the year and in many more situations.

Feelings Before Camp

Disappointed Isolated Happy Wonder Rushed Stressed Apprehencive Hopeful Achievable Hyper Bored Worried Pleased Willing Struggling Fed-Up Unsure Anxious Lonely Shy Expectant Busy Down Excited Sad Curious Uninspired Frustrated Fatigued Tired Scared Anticipating Nervous Gloomy Wondering Interested

Feelings After Camp

Satisfied Energised Stimulated Challenged Thankful Enfusiastic Chatty Achievement Inspired Confident Grateful Relaxed Hopeful Focused Self Worth Fulfilled Sad It Was Over Positive Elated Connected Amazed Pleased Buzzing Happy Proud Joyful Energetic Happier Encouraged Refreshed Excited Sad Motivated Creative Emotional

Elated Amazed Buzzing Energetic Refreshed Motivated

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Agreement with Statement Following Camp in the Cloud

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Volunteering

Volunteer participation on Camps in the Cloud was vital, albeit with very limited places. Volunteers were involved in supporting Cabin Chats, as Cabin Chat Facilitators, during our Health Challenge and Siblings Camp in the Clouds. As of March 2020, there were 603 volunteer applications for our planned residential camps and from these we were able to be supported by 71 of our amazing volunteers, covering 207 sessions.

“Through singing, facepaint and generally sillyness you get to watch and be a part of children growing in confidence.” - Volunteer

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Fundraising

The impact of the pandemic had a significant and detrimental impact on three of our key fundraising income streams, namely Corporates, Community and Events. Our largest income stream, from grant-giving Trusts and Foundations, was also threatened as much of our projected income was predicated on our delivery of residential camps. However, the creation of Camp in the Cloud allowed us to continue to deliver services in a way that many of our funders appreciated and very generously supported.

2020 also marked the final year of a significant three-year funding commitment from the Kentown Wizard Foundation and we are extremely grateful for the support they provided in allowing us to use funding earmarked for residential camps to instead create online services that benefitted so many children and their families during the various lockdowns. We are very proud that they have subsequently committed to a second multi-year grant to support the development of Camp in the Cloud and the return of residential camps when that is possible.

We are also very grateful to the Masonic Foundation who increased their funding when they learned about our Camp in the Cloud project.

However, despite these and other wonderful supporters, and purely as a result of the pandemic, our fundraising income for 2020 declined from an inital budget of £1,867k to an actual £ 1,367k and was 12.2% lower than 2019.

During the year we made a long-term commitment to build our individual giving income stream by recruiting an experienced fundraiser to develop the foundational work needed to optimise the future support we might receive from individuals making one-off gifts and regular donations. The investment needed to make this income stream work will take a number of years to break-even but thereafter should provide a generous return to support our valuable work.

We are registered with the Fundraising Regulator and our fundraising handbook provides guidance and process for those raising funds on behalf of the charity. We are aware of our professional obligations to vulnerable people and committed to achieving the standards outlined by the Fundraising Regulator and by GDPR. We have not received any complaints regarding inappropriate fundraising activity by members of staff or those fundraising on our behalf.

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Thank you!

We are incredibly grateful to all those who gave us their support in 2020 and helped us deliver more magic and mischief to some of the most vulnerable children in the UK, and to our new funders for 2021.

Our principal supporters are listed below:

Trusts and Foundations

Alan Jenkins Memorial Trust BBC Children in Need Baron Davenport’s Charity Bernard Sunley Foundation Cruden Foundation Ltd DM Thomas Foundation for Young People Doris Field Charitable Trust Gerald Palmer Eling Trust Company Gowling WLG (UK) Charitable Trust Kentown Wizard Foundation Newman’s Own Foundation Rank Foundation SeriousFun Children’s Network Shared Care Scotland - Better Breaks Shared Care Scotland - Creative Breaks St James’ Place Foundation Tesco Centenary Grants The Adamson Trust The Band Trust The Bassil Shippam & Alsford Trust The Calleva Foundation The Carmela & Ronnie Pignatelli Foundation The Chrimes Family Charitable Trust The D’Oyly Carte Charitable Trust The Hugh Fraser Foundation The JTH Charitable Trust The Joseph and Ann Slater Memorial Fund The Lynn Foundation The Masonic Charitable Foundation The Openwork Foundation The Patricia Wright Charitable Trust The Pleasance Trust The Q Charitable Trust The Robertson Trust The Sir Jules Thorn Charitable Trust The Sobell Foundation The Souter Charitable Trust The Zochonis Charitable Trust WED Charitable Trust Zurich Community Trust

Corporates

Abercrombie & Fitch Alexion Allergy Therapeutics Boston Scientific Coloplast Curatrix Technologies GSK Hasbro Kenwood De’Longhi Krispy Kreme Phillips 66 Rite Aid Sempre Analytics Servier Takeda Vodafone

Major Donors

George Baker Jackie Borrett Katie Bullivant Gordon Cooper Joe and Tamsin Cronly Valerie Day Anthony Diamandakis James Ketchell Mark Siggers Andrew Williams Lara Zibners-Lohr

“Camp in the Cloud kept me in touch with Over The Wall which was really fun. It reminded me I’m not the only person with medical problems as when I am at home I am the only one that needs medical care and has to be careful what I eat. Over The Wall had thought of everything I needed for the week, including hot chocolate for cabin chat!” - Camper

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Financial Information

Income, charity funds and camper numbers had increased steadily over the previous five years. Financially, 2020 was a very different year, as a result of Covid-19, and a temporary pause on the steady growth achieved over the years shown. When we first took the decision to cancel camps we had anticipated ending the year with a significant deficit, but with strong cost control and better than expected fundraising at the end of the year we achieved a relatively strong surplus. There is more detailed information about the 2020 financial position later in this report.

INCOME £’000

2000

----- Start of picture text -----
1686
1600 1567
1454
1400 1352
1200 1185
1000
800
2016 2017 2018 2019 2020
----- End of picture text -----

EXPENDITURE £’000

2000

----- Start of picture text -----
1654
1545
1600
1269
1229
1200 1183 1185 1171
967
913 838
800
400
270 262 360 385 333
0
2016 2017 2018 2019 2020
CHARITABLE ACTIVITES
FUNDRAISING
----- End of picture text -----

19 ANNUAL IMPACT REPORT & ACCOUNTS 2020

NET SURPLUS £’000

450

400

350

300

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283
250
200
150
123
100
50
31
22
1
0
2016 2017 2018 2019 2020
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TOTAL FUNDS £’000

800

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700
592
600
500
400
309
300 277
255
200
131
100
0
2016 2017 2018 2019 2020
----- End of picture text -----

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Trustees Report

The Directors of the Charitable Company (the Charity) are its Trustees for the purpose of Charity Law. The Trustees present their report and audited financial statements for the year ended 31 December 2020.

Objectives and Activities

Public Benefit

The trustees confirm that they have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning the charity’s future activities.

Charity Objects

The objects of the charity are to promote or assist in the promotion of the relief of sickness, suffering and distress in seriously ill children and young people by providing therapeutic and educational recreation for them, their siblings and their families.

Activities

Our free, therapeutic recreation programmes help to develop the confidence, self-esteem, coping strategies and relationships of our campers. We strive to make each a memorable, fun and empowering experience. All in a physically and medically safe environment. Our Therapeutic Recreation programme focuses on helping our campers to realise the incredible abilities and talents they possess. This model is a multi-step programme based around Challenge, Success, Reflection and Discovery.

Our Vision

Our vision is to provide every child living with the challenges of a serious illness or disability, and their families, access to our free-of-charge transformational programmes.

Our Mission

We provide a variety of free-of-charge, therapeutic recreation programmes to improve the quality of life for children and their families and help limit the debilitating negative impact of social isolation that often accompanies serious childhood illness/disability.

Through participation in fully supported and proven programmes of fun-filled recreational and educational activities, our programmes promote inclusion and a sense of belonging, whilst developing confidence, self-esteem, coping strategies and peer relationships.

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Safeguarding Children Commitment

There is nothing more important to us than safeguarding children. Over The Wall is committed to best practice that seeks to safeguard all children and young people who engage with our services.

All our staff and volunteers have a responsibility to safeguard children, and to report any concerns about their welfare. Our volunteers receive training in safeguarding policies ahead of camper arrivals and we operate a strict two adult policy whereby no adult should ever be alone with a child.

We are committed to safer recruitment through selection, vetting and screening practices. All volunteers and staff are required to hold an up to date and valid enhanced DBS/PVG certificate. These practices aim to recruit the most safe and suitable people to work or volunteer for us.

Quality Assurance

Up until the closure of our residential camps in 2020 owing to Covid-19, we had been inspected annually by Ofsted and been designated as ‘Outstanding’ on every occasion. Although our online services are not subject to Ofsted scrutiny, we are 100% committed to delivering the same exacting standards of quality and safety.

SeriousFun Children’s Network

More than 30 years ago, Paul Newman the Hollywood actor, started a camp where children could escape the fear and isolation of their medical conditions and, in his words, “raise a little hell”. This one camp launched a quiet movement that led to a global network. Over The Wall is the UK member of the SeriousFun Children’s Network, a growing community of 30 independent camps, all serving the needs of children with serious illnesses and their families, always free of charge.

Whilst Over The Wall is an independent UK charity, we receive much benefit from being a member of the SeriousFun Children's Network through valuable financial support and opportunities to gain access to international donors and supporters that would otherwise be beyond our reach. The SeriousFun Children’s Network also requires member camps to meet the highest standards possible for camp programmes, medical care and safety, and carries out annual inspection visits and assessments to ensure this is the case.

Custodian Trustee Arrangements

The charity does not hold any assets on behalf of other charities.

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Achievements and Performance

In responding to the Covid-19 crisis we set 3 objectives for the charity:

To ensure the safety of our campers, families, volunteers and staff We very reluctantly concluded that we could not safely provide any residential camps during 2020 and developed new on-line services to meet the needs of children and their families. Camp in the Cloud became the main replacement for our usual residential activities and we were able to provide the following:

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CAMPERS: CAMPERS:
CAMPERS:
CAMP NAME OFFERED ACTIVE
BOX ONLY
CITC PARTICIPANTS
SCOTLAND
HEALTH CHALLENGE 43 28 15
SCOTLAND SIBLINGS 70 50 20
SOUTH HEALTH
CHALLENGE 69 39 29
SOUTH SIBLINGS 74 41 33
MIDLANDS/SOUTH
SIBLINGS 85 54 28
MIDLANDS
HEALTH CHALLENGE 97 51 47
MIDLANDS SIBLINGS 57 45 16
SOUTH FAMILY
189 67 122
CAMP
INFLAMMATORY
BOWEL DISEASE/ECH 211 57 154
/SNAC FAMILY CAMP
ANTHONY NOLAN/
100 45 55
IMMUNOLOGY
FAMILY CAMP
MIDLANDS
FAMILY CAMP 188 74 114
DIABETES 149 54 95
FAMILY CAMP
NORTH FAMILY
CAMP/DEBRA/ 160 50 110
CHSF FAMILY CAMP
ALLERGY &
DIABETIC HEALTH 83 34 15
CHALLENGE CAMP
TOTAL 1576 689 853
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27 ANNUAL IMPACT REPORT & ACCOUNTS 2020

To ensure Over The Wall survives the Covid-19 crisis

With a modest level of reserves, addressing the financial challenge of Covid-19 was core to the survival of the charity. We recognised the need to both control costs and maintain restricted income, which is dependent on the delivery of promises made to donors. We proactively engaged with donors and charity partners to explain the steps we were taking to develop alternative services for children and their families. The majority of our donors were supportive of our work and agreed to transfer funding to the new Camp in the Cloud programme when we were unable to provide residential camps. We were able to offer on-line partnership camps to 8 of our charity partners during the year, recognising that a reduced financial contribution from them in the short term would protect future relationships for the following year and help us to meet targets set by donors.

To ensure Over The Wall retained sufficient organisational health to resume services after the crisis

With so much uncertainty around Covid-19 case numbers and the vaccination programme we hoped to be able to resume residential camps in 2021, but expected that this too was likely to be disrupted. While we were unable to retain all our staff we engaged as many of the team as we could in developing Camp in the Cloud. Our experience during the year and consultation with campers helped us to better understand the most valued and beneficial elements of camp. From this we developed a 5-year plan to broaden our on-line camps for those children unable to attend camp as well as to resume residential camps from 2022.

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Plans For The Future

During 2020 we created our strategy for the period 2021-2025. It provides a long-range view of our intended destination as well as a road map for our annual plans and it will invariably change during this period, especially as we are experimenting with new methods of operational delivery. Nevertheless, no journey can be undertaken without first having a planned destination, some milestones and a budget, so we commence knowing we will have to review and amend this plan along the way. An accompanying set of financial projections for the same period has been created and approved by the board in December 2020.

Strategic Priorities

We have identified four strategic areas upon which we will continuously focus, namely:

1. Operational Delivery

(i) We will resume residential camps as soon as it is safe to do so and within four years will be serving over 1000 campers annually.

(ii) We will develop our Camp in the Cloud programme to reach children who are not able to at end residential camp and to provide over 5000 meaningful engagement experiences annually by 2025.

2. Financial Health

(i) We will generate a surplus each year in order to add to our reserves.

(ii) We will have no less than six months of budgeted expenditure as reserves by 2025.

3. Organisational Health

(i) Over The Wall will become an employer of choice.

(ii) We will be graded ‘Outstanding’ by OFSTED.

4. Charity Development

(i) We will work collaboratively with others to develop our online services.

(ii) We will seek to acquire a permanent site for Over The Wall and aspire to be running services from that site by 2025.

We look forward to reporting back on progress in future years.

29 ANNUAL IMPACT REPORT & ACCOUNTS 2020

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Financial Review

Covid-19 had a significant effect on the financial activities of Over The Wall in 2020. Income generation was not just impacted by the difficult fundraising environment but by the complete cessation of our only usual activity - residential children’s camps.

In March 2020 we forecast that income would be 40% or more below our planned budget and took immediate action, cast aside the original budget and implemented a plan to deliver a secure virtual camp experience while avoiding a significant financial deficit. Our rapid response combined with better than expected income and lower costs resulted in a surplus of £283k for the year.

Income

2020 income for the year at £1,453k was 13.8% below 2019 income, including £61k from the Coronavirus Job Retention Scheme and £10k from the Covid Small Business Grant Fund. We were grateful to receive this government support which gave us time to consider our future staffing needs. Without this support income would have been 18.0% below 2019 income of £1,685k.

The biggest impact was on income from charitable activities which reduced from £119k in 2019 to £14k in 2020 as we were unable to provide residential camps to charity partners. Community fundraising fell by 15.1% and major event income by 86.9%, both a result of the cancellation of fundraising events.

While the lack of residential camps had the potential to very substantally reduce income from our trust and foundation funders, our strong relationships and their continued support during the year, particularly from the Kentown Wizard Foundation, meant that trust and foundation grants at £571k were only 8.1% below 2019 levels (£622k).

We were immensely grateful to our major donors who generously contributed £249k in donations to support our Camp in the Cloud activities as well as advice, contacts and gifts in kind for the activity boxes. Support from the Seriousfun Children’s Network was again invaluable as we received £84k in direct grants and further grants and donations of £209k from network-wide corporate relationships. This included a special grant totalling £80k from the Newman’s Own Foundation who recognised the challenges faced by SeriousFun camps in 2020. A further £93k was donated directly to Over The Wall by other corporate donors.

Expenditure

Total expenditure decreased by £483k, or 29.2%, to £1,170k (2019: £1,653k) with the most significant reduction being in residential facilities costs. These reduced by 94.3% from £308k to £17k. Staff costs including travel were the other significant area of reduction by 14.4% from £1,009k in 2019 to £864k in 2020. While some of this was through natural turnover, we sadly had to terminate some permanent and seasonal roles. We invested £16k in the development of our on-line platform plus technical support and hosting, and increased expenditure on materials for activity boxes to camper families. As a result total expenditure on charitable activities reduced by 34.0% to £837k (2019: £1,269k).

Overall, fundraising expenditure decreased due to reduced staff costs but in the final quarter of the year we began to invest in an individual giving programme and now have a new individual giving strategy. Support and governance costs reduced in total from £451k to £325k as more staff time was directly utilised in operational activities than in 2019. Governance costs increased slightly from £29k to £31k as a result of consultancy support to improve diversity within the charity.

31 ANNUAL IMPACT REPORT & ACCOUNTS 2020

Reserves

In line with guidance from the Charity Commission the trustees have reviewed both current reserves and future plans for the charity in determining appropriate levels for reserves.

The most significant financial risks are an increased requirement for working capital to cover growth plans, changes in the timing of receipts, and an inability to generate sufficient income to cover expenditure resulting in restructuring costs. On that basis the trustees have determined that it would be prudent to hold minimum free unrestricted reserves of 3 months of budgeted expenditure with the aim of increasing that to 6 months’ expenditure to allow for future growth. The calculated target range of reserves is £292k to £585k based on budgeted expenditure for 2021, although this will increase with planned growth in future years. By way of indication, 2019 expenditure would imply a range of £413k - £827k.

Free unrestricted reserves after deduction of fixed assets and designated funds are £503k (2019: £239k) falling within this range and equivalent to 4.63 months based on 2021 expenditure.

Going concern

Our response to the turbulence of 2020 demonstrated our ability to adapt quickly to changing circumstances, and the resulting surplus has significantly strengthened our cash balances.

We have reviewed our plans for the next two years and budgeted for further development of on-line services and the resumption of residential camps. We have already secured a pledge of multi-year funding towards both on-line and residential camps.

The biggest financial risk to the charity is our reliance on donations. In late 2020 we asked external fundraising consultants to review our fundraising activities and to help develop our fundraising strategy for the next three years. This identified the potential for significant increases in income from current levels and we have committed the resources to support this.

Based on the above, the trustees consider that Over The Wall is a going concern for at least twelve months from the date of the approval of these accounts.

MischiefAndMagic 32

Structure, Governance And Management

Over The Wall is a charitable company limited by guarantee, incorporated on 9 February 1999 and registered as a charity with the Charity Commission on 5 May 1999 and separately with the Scottish Charity Regulator on 7 June 2012. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up, each member is required to contribute an amount not exceeding £10.

The Board of Trustees

Over The Wall is governed by the Board of Trustees. No trustees are paid for their time and the board consists of at least three members with no maximum number. Trustees are appointed by election and must receive the votes of the majority of those present to be elected. Trustees may serve for up to 3 periods of 2 years with the potential for additional blocks of 2 years to be granted. The trustees are also the members and directors of the company.

In common with most UK charities, our trustees are drawn from all walks of life including parents of children who have experienced camp; volunteers; medical professionals; individuals with particular skills which can assist us; senior business people and others who share a common interest to help us deliver continuously improving outcomes and services to seriously ill children and their families.

On appointment, trustees are provided with access to the Trustee Handbook which includes information about the charity as well as details of trustees’ responsibilities. Trustees are also encouraged to visit an Over The Wall camp and are invited to attend an annual away day with the charity staff at which presentations given by the staff provide a good insight into the operational and administrative aspects of the charity.

Trustees have the ultimate responsibility for ensuring the charity is solvent, well-run, and delivering the charitable outcomes for the benefit of those for which it has been set up. They are responsible for the overall management and strategic direction of the charity.

The Chief Executive is appointed by the trustees to manage the day-to-day operations of the charity. The Board of Trustees generally meet four times per year to discuss and consider strategic and other matters. The Chief Executive Officer and other members of the senior management team, as appropriate, will also attend these meetings, but have no voting rights.

Mr Joe Cronly was Chairman for the whole of 2020 and the trustees who served during the year are shown under Reference and Administration Information on page 55.

33 ANNUAL IMPACT REPORT & ACCOUNTS 2020

Board Committees

A number of committees and advisory groups have been formed to support the Board of Trustees and to provide a greater depth of direction and governance on specific aspects of the charity. These committees and their respective responsibilities are set out below:

Executive Committee

The Executive Committee comprises a smaller number of trustees who participate in a telephone conference call monthly, when the full Board does not meet. Its purpose is to monitor, and respond if need be, to ongoing financial matters and risks as well as providing a forum where decisions can be made on behalf of the Board that cannot wait until the quarterly meetings.

Operations Committee

The Operations Committee is chaired by a trustee with membership drawn from individuals who have experience of camp, mostly as volunteers. It meets two to three times a year: in January to review successes and lessons learnt from the previous season and to review plans for the coming season, and again in May to ensure learning has been embedded, and with the option of a third meeting in Autumn to further review progress.

Clinical Advisory Board

The Clinical Advisory Board is responsible for providing advice in relation to clinical matters and for ensuring that clinical best practice is followed by the charity. Membership of the Clinical Advisory Board is drawn from medical and nursing professionals, many of whom are clinical volunteers. This committee also has responsibility, along with OpsCom, for reviewing and overseeing safeguarding matters. CAB meets twice a year: in January to review successes and lessons learnt from the previous season and to review plans for the coming season, and again in May to ensure learning has been embedded.

Development Board

The Development Board assists with raising funds for the charity, creating strategic links with commercial organisations and, more generally, to raise the profile of the charity. Membership of the Development Board is drawn from the trustees, senior managers from larger commercial organisations and other influential individuals. The Chief Executive Officer and other members of the staff fundraising team, as appropriate, also attend the meetings.

Risk Management Committee

The Risk Management Committee aims to review, challenge, advise and vouchsafe on behalf of the Board the risk analysis provided by the Senior Management Team. This seeks to identify each risk in terms of impact and likelihood and any further measures needed to mitigate their occurrence. Membership of this committee is drawn primarily from the Board with attendance by the CEO and other risk managers from within the organisation as required. The Risk Management Committee meets twice a year.

Audit Committee

The Audit Committee meets once a year, by teleconference, to review and authorise the annual accounts along with the auditors.

The Senior Management Team

The Senior Management Team consists of the CEO, the Director of Business Development and the Director of Finance & Central Services and it meets formally every two weeks and between when required. SMT reviews recent performance, short term outlook, strategic requirements along with any other urgent matters, SeriousFun Network and Board issues.

Management Team

The Management Team comprises all managers and meets fortnightly with the SMT to make tactical decisions, raise queries/concerns and ensure that work across the charity is properly coordinated. This group also serves as the performance management forum to monitor performance every quarter.

MischiefAndMagic 34

Risk Management

Over The Wall has a formal risk management process to identify and record risks within a Risk Register. Each member of the Senior Management Team has ownership of an area of the Risk Register under the headings described below.

Risks are recorded in the Risk Register together with current mitigation measures, improvement actions, and given a score for impact and likelihood. The Risk Register is reviewed at monthly Senior Management Team meetings. Risks are positioned within the Risk Matrix according to the level of risk, providing clear oversight, and the Risk Matrix is reviewed by the Risk Management Committee.

The current main risks by area are:

Service delivery

• Communicable disease affecting our ability to provide residential services, or impacting upon organisational growth and income generation.

• Failure to meet camper target figures expected by donors.

• Lack of suitably skilled staff for online service delivery and development

• Online safeguarding

Fundraising and partnership

• Funding volatility leading to unbudgeted drop in income; inability to meet commitments to deliver services and pay employees; adverse impact on reserves and future service delivery plans.

• Inability to meet charity partners’ planning and budget timelines leading to loss of income; inability to meet camper target numbers; reputational damage.

Clinical

• Lack of clinical staff to cover existing roles and to prepare for future camps.

Organisational

• Damaging media allegations leading to reputational damage; negative impact on camper and volunteer recruitment; loss of funding and risk to growth plans.

• Failure to comply with relevant legislation or to pass external inspections leading to penalties; withdrawal of permission to run camps; loss of funding.

Finance

• Insufficient free reserves leading to lack of working capital and inability to pay bills or staff.

• Financial fraud or theft leading to inability to pay staff or bills; reputational damage; loss of funding.

The usual risks associated with running residential camps have been removed from the risk register until we return to providing these services again, likely to be in 2022.

Arrangements For Setting Pay

The Board of Trustees is responsible for defining Over The Wall’s pay policy and reviewed the Chief Executive’s salary and that of the senior management team in 2020. Wider staff salary reviews are carried out at least triennially, the last being carried out in 2020. The charity aims to pay at a competitive level with other similar sized charities, but not to compete with the public or private sector. The charity has committed on a voluntary basis to paying at least the Real Living Wage to all employees, which is higher than the National Minimum Wage and National Living Wage.

35 ANNUAL IMPACT REPORT & ACCOUNTS 2020

Statement Of Directors Responsibilities

The trustees, who are also the directors of Over The Wall for the purposes of company law, are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial period which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

• Select suitable accounting policies and then apply them consistently;

• Observe the methods and principles in the Charities Statement of Recommended Practice (SORP);

• Make judgments and estimates that are reasonable and prudent;

• State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Disclosure of information to the auditors

In so far as the trustees are aware, there is no relevant audit information of which the charity’s auditors are unaware. The trustees have taken all steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charity’s auditors are aware of that information.

Auditors

A resolution to re-appoint Menzies LLP as auditors was approved in March 2020.

Small company exemption

The trustees’ annual report has been prepared in accordance with the Small Companies Regime under Part 15 of the Companies Act 2006.

On behalf of the board of trustees

Joe Cronly Chairman Date: 14-May-2021

MischiefAndMagic 36

Auditor’s Report

Independent Auditor’s Report to the Members of Over The Wall

OPINION

We have audited the financial statements of Over The Wall (the ‘charitable company’) for the year ended 31 December 2020 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 December 2020, and of its incoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006.

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

In auditing the financial statements, we have concluded that the director's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Our evaluation of the trustees’ assessment of the entity’s ability to continue to adopt the going concern basis of accounting included reviewing the budget for the year ended 31 December 2021 and subsequent periods and challenging the assumptions made by the Trustees in these calculations.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

OTHER INFORMATION

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other

37 ANNUAL IMPACT REPORT & ACCOUNTS 2020

information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent 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 determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to 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:

• the information given in the trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ report has been prepared in accordance with applicable legal requirements.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit ; or

• the directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

RESPONSIBILITIES OF DIRECTORS

As explained more fully in the trustees’ responsibilities statement set out on page 36, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole 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 accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

MischiefAndMagic 38

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

• The charitable company is subject to laws and regulations that directly affect the financial statements including financial reporting legislation. We determined that the following laws and regulations were most significant including the Charities Act 2011, the Safeguarding Vulnerable Groups Act 2006 and the UK Code of Fundraising Practice. We assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.

• We understood how the charitable company is complying with those legal and regulatory frameworks by, making inquiries to management, those responsible for legal and compliance procedures and the company secretary. We corroborated our inquiries through our review of board minutes.

• The engagement partner assessed whether the engagement team collectively had the appropriate competence and capabilities to identify or recognise non-compliance with laws and regulations. The assessment did not identify any issues in this area.

• We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including how fraud might occur. Audit procedures performed by the engagement team included:

• » Identifying and assessing the design effectiveness of controls management has in place to prevent and detect fraud;

• » Understanding how those charged with governance considered and addressed the potential for override of controls or other inappropriate influence over the financial reporting process;

• » Challenging assumptions and judgments made by management in its significant accounting estimates; and

• » Identifying and testing journal entries, in particular any journal entries posted with unusual account combinations.

• As a result of the above procedures, we considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud in the following areas:

• » Posting of fraudulent journal entries

• » Posting of fraudulent payments and receipts in the accounting software

• » Authorisation, processing, and payment of fraudulent expenses

• » Timing of revenue recognition

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-for-auditors/Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-audit.aspx.

39 ANNUAL IMPACT REPORT & ACCOUNTS 2020

USE OF OUR REPORT

This report 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 state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Janice Matthews FCA, Senior Statutory Auditor

For and on behalf of Menzies LLP, Statutory Auditor Chartered Accountants Statutory Auditor Centrum House 36 Station Road Egham Surrey TW20 9LF

Dated: 17-May-2021 Menzies LLP are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.

MischiefAndMagic 40

FINANCIAL STATEMENTS

Over The Wall Company Registration 03713232 (A company limited by guarantee)

Statement of Financial Activities (including income and

expenditure account)

Financial Year Ended 31 December 2020

	Note	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2020(£)	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2019(£)
INCOME AND ENDOWMENTS FROM Dona�ons and Legacies Charitable Ac�vi�es Other Trading Ac�vi�es Investment Income Other Income TOTAL INCOME EXPENDITURE ON Raising Funds Charitable Ac�vi�es - Residen�al Camps TOTAL EXPENDITURE NET INCOME / (EXPENDITURE) Transfers Between Funds NET MOVEMENT IN FUNDS Total Funds Brought Forward TOTAL FUNDS CARRIED FORWARD RECONCILIATION OF FUNDS	2 3 4 5 6	910,565 831,749 71,765 6,677 374 - 329,415 267,481 596,896 313,669 313,669 - 263,058 576,727	542,984 501,984 41,000 - - - 3,442 570,083 573,525 (30,541) (30,541) - 46,016 15,475	1,453,549 1,333,733 112,765 6,677 374 - 332,857 837,564 1,170,421 283,128 283,128 - 309,074 592,202	1,138,631 1,039,097 37,188 61,532 814 - 374,670 777,950 1,152,620 (13,989) (13,989) - 277,047 263,058	547,170 427,520 119,650 - - - 10,150 491,226 501,376 45,794 45,794 - 222 46,016	1,685,801 1,466,617 156,838 61,532 814 - 384,820 1,269,176 1,653,996 31,805 31,805 - 277,269 309,074

All recognised gains and losses are included in the statement of financial activities. All transactions during the year relate to continuing activities. This statement of financial activities complies with the requirements for an income and expenditure account under the Companies Act 2006. The accompanying notes form an integral part of the financial statements.

41 ANNUAL IMPACT REPORT & ACCOUNTS 2020

Over The Wall Company Registration 03713232 (A company limited by guarantee)

Balance Sheet

As at 31 December 2020

Balance Sheet As at 31 December 2020
	Note	2020(£)	2019(£)
FIXED ASSETS Intangible Assets Tangible assets TOTAL FIXED ASSETS CURRENT ASSETS Stock Debtors Cash at bank and in hand TOTAL CURRENT ASSETS LIABILITIES Creditors: amounts falling due within one year NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES Creditors: amounts falling due a�er more than one year NET ASSETS FUNDS OF THE CHARITY Restricted income funds Unrestricted funds TOTAL CHARITY FUNDS	12 13 14 15 16 18	13,500 43,408 56,908 17,702 182,704 468,390 668,796 (133,502) 535,294 592,202 - 592,202 15,475 576,727 592,202	- 23,413 23,413 12,884 177,868 577,817 768,569 (482,908) 285,661 309,074 - 309,074 46,016 263,058 309,074

The financial statements have been prepared in accordance with the provisions appplicable to companies subject to the small companies regime under Part 15 of the Companies Act 2006 and with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102). The accompanying notes form an integral part of the financial statements.

Joe Cronly Chair of trustees on behalf of the trustees Approved by the trustees on 14-May-2021

MischiefAndMagic 42

Over The Wall Company Registration 03713232 (A private company limited by guarantee)

Statement of cashflows

Statement of cashfows	Statement of cashfows
As at 31 December 2020		Note	2020(£)	2019(£)
NET CASH PROVIDED BY OPERATING ACTIVITIES: CASH FLOWS FROM INVESTING ACTIVITIES Dividends, interest and rents from investments Purchase of property, plant and equipment NET CASH PROVIDED BY (USED IN) INVESTING ACTIVITIES CASH FLOWS FROM FINANCING ACTIVITIES Cash receipts from sale of equipment NET CASH FROM FINANCING ACTIVITIES CHANGE IN CASH AND CASH EQUIVALENTS IN THE REPORTING PERIOD Cash and cash equivalents at the beginning of the repor�ng period CASH AND CASH EQUIVALENTS AT THE END OF THE REPORTING PERIOD		23	(51,914) 374 (58,037) (57,663) 150 150 (109,427) 577,817 468,390	(22,844) 814 (12,897) (12,083) 100 100 (34,827) 612,644 577,817
Cash-fows (£) At 01.01.2020 (£) At 31.12.2020 (£)
Cash at bank and in hand Loans and fnance lease obliga�ons TOTAL A. ANALYSIS OF CHANGES IN NET DEBT	577,817 - 577,817		(109,427) - (109,427)	468,390 - 468,390

Notes To The Financial Statements

1. ACCOUNTING POLICIES

A. BASIS OF PRESENTATION

Over The Wall is a private company limited by guarantee registered in England & Wales (registration number 3713232). The registered office address is Langstone Technology Park, Langstone Road, Havant, PO9 1SA. Over The Wall meets the definition of a public benefit entity under the Financial Reporting Standard applicable in the UK and Republic of Ireland, (FRS102).

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015), FRS102, the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005, and the Charities Accounts (Scotland) Regulations 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

43 ANNUAL IMPACT REPORT & ACCOUNTS 2020

B. GOING CONCERN BASIS

Covid-19 has had a material impact on both our income and activities in 2020, most significantly that we were unable to provide any residential camps during 2020. We do not expect to run any residential camps in 2021 with current projections for a gradual resumption from 2022. In March we took immediate steps to protect our relationships with trusts and foundation funders, major donors and corporate funders. Recognising the impact on charity partners we have also prioritised long term relationships over immediate income with the expectation that this will facilitate future revenue generation. In late 2020 we undertook a strategic review of fundraising to mitigate the effects of Covid-19 and this identified the potential for a significant uplift in donations from individuals and from corporate supporters. We are investing in the capacity to support this growth.

In mitigation of the income reduction we were immediately able to reduce direct expenses and staff costs when it became clear that we would be unable to safely run residential camps. We anticipate that it will take a number of years to return to previous levels of activity for these camps with a beneficial impact on expenditure. Alongside this we have secured an agreement for multi-year funding from a key funder to support our virtual outreach programme, and for the recruitment of staff when we rebuild our residential camp capacity. There is a large reduction in deferred income between 2019 and 2020 as a result of the change in timing of this key funding, which we expect to fall within the year of funding in future years rather than towards the end of the prior year which was previously the case.

Our intial 2021 budget (approved in December 2020) projected that Over The Wall would break even during the year. In Q1 2021 we have increased income projections based on an updated fundraising strategy and now forecast a modest surplus to add to reserves in line with prior years. On the basis of this review the trustees have a reasonable expectation that the charity has adequate resources to continue operations for a minimum of 18 months from the balance sheet date. Accordingly the trustees conclude that there are no material uncertainties about the charity’s ability to continue and conclude that the charity is a going concern.

C. ACCOUNTING ESTIMATES

There are no accounting estimates that have a material impact on the future value of current assets and liabilities.

D. INCOME

Income is included in the statement of financial activities when the charity is entitled to the income, it is probable that the income will be received and the value can be measured reliably. Income is deferred when it relates to activities in future accounting periods or where performance related conditions have not yet been met.

Grants and donations represent the amounts receivable by the charity from donors during the period. Gift aid on the donations is accounted for on an accruals basis when there is a valid declaration from the donor.

Government grant income is recognised when performance conditions have been satisfied. Grant income from the Coronavirus Job Retention Scheme is recognised in the accounting period it relates to.

Income from charity partners is recognised when performance related conditions have been met.

Donated assets, services and other gifts in kind are included in donations at fair value, being the actual or expected resale value for goods, or a reasonable estimate of the amount that the charity would be willing to pay for the goods or services consumed. An equivalent amount of the donations is included in costs. No amounts are included in the financial statements for services rendered by volunteers. A detailed explanation of volunteer activities is included in the Trustees’ Report and the amount of volunteer time donated and an estimate of its value is given in Note 2.

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E. EXPENDITURE

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Irrecoverable value added tax (VAT) is included with the expense item to which it relates.

Expenditure on raising funds - The costs of generating funds include the direct costs of fundraising activities, the costs of fundraising staff and contractors, and a proportion of support costs.

Expenditure on charitable activities - Charitable activities include the direct costs of the residential activity camps, the costs of camp and operational staff and contractors, and a proportion of support costs.

Support costs - Support costs comprise governance costs including the costs of external audit, central office functions and other costs that are not directly attributable to generating funds, or charitable activities. These costs are allocated to these categories on a basis consistent with the use of the resources.

F. LEASED ASSETS

Rentals payable under operating leases are charged to the statement of financial activities evenly over the term of the lease.

G. PENSION COSTS

The charity makes contributions to a defined contribution pension scheme. Contributions to this scheme are charged to the statement of financial activities in the accounting period in which they fall due.

H. FOREIGN CURRENCY

Foreign currency transactions are translated into sterling at the rate of exchange ruling at the time of the transaction. Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated into sterling at the exchange rate ruling at that date. All exchange differences are included in the statement of financial activities.

I. TAXATION

The charity is exempt from corporation tax on its charitable activities.

J. INTANGIBLE AND TANGIBLE FIXED ASSETS AND DEPRECIATION

Intangible and tangible fixed assets are stated at cost less accumulated depreciation or amortisation. Individual fixed assets costing less than £250 are not generally capitalised. Amortisation and depreciation is provided to write off the cost less estimated residual value of each asset on a straight-line basis over its expected useful life as follows:

INTANGIBLE FIXED ASSETS So�ware TANGIBLE FIXED ASSETS Ofce & Computer Equipment Camp Equipment Motor Vehicles Leasehold Improvements	3 years 3-5 years 3-4 years 5 years 3 years

K. STOCK

Stock comprises t-shirts and consumables for camp, fundraising stock and merchandise stock. All stock is valued at the lower of cost and net realisable value.

L. CASH AT BANK AND IN HAND

Cash at bank and cash in hand includes cash and short term highly liquid investments with a maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

M. DEBTORS

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

45 ANNUAL IMPACT REPORT & ACCOUNTS 2020

N. CURRENT LIABILITES AND PROVISIONS

Liabilities and provisions are recognised when there is a present obligation relating to a past event that can be estimated reliably and it is probable that there will be a transfer of funds to a third party. Creditors and provisions are usually measured at their settlement value after allowing for trade discounts.

O. FINANCIAL INSTRUMENTS

The charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments. These include cash, income receivable, and creditor account balances. These basic financial instruments are recognised initially at transaction value and subsequently measured at settlement value.

P. FUND ACCOUNTING

Unrestricted funds are expendable at the discretion of the trustees in furtherance of the charity’s objects. Restricted funds are funds which are to be used in accordance with the specific restrictions imposed by donors or which have been raised by the charity for a particular purpose. The aims and uses of the restricted funds are set out in note 18 to the financial statements.

Q. TERMINATION PAYMENTS

Staff termination payments are recognised immediately at the point they become unavoidable and are expensed.

2. INCOME FROM DONATIONS

2. INCOME FROM DONATIONS AND LEGACIES	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2020(£)	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2019(£)
INCOME FROM DONATIONS AND LEGACIES Grants from trusts & founda�ons and others Grants from the SeriousFun Children's Network Dona�ons from corpora�ons Dona�ons from individuals, clubs and socie�es Dona�ons of goods & services for charitable use	292,500 82,283 165,579 246,078 45,309 831,749	279,332 2,669 137,043 82,940 - 501,984	571,832 84,952 302,622 329,018 45,309 1,333,733	259,264 119,729 267,649 344,058 48,397 1,039,097	363,176 385 52,794 10,150 1,015 427,520	622,440 120,114 320,443 354,208 49,412 1,466,617

Donated goods and services consist of clothing, games, consumables, computer support services and equipment.

Volunteers gave an estimated 143 days of their time during the year (2019: 4040). The cost of volunteer time is not included as income or expenditure but was estimated to be valued at £17,200 (2019: £404,000).

3. INCOME FROM CHARITABLE ACTIVITIES

3. INCOME FROM CHARITABLE ACTIVITIES	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2020(£)	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2019(£)
Coronavirus Job Reten�on Scheme Covid Small Business Grant Fund Other government grants Income from partner chari�es INCOME FROM CHARITABLE ACTIVITIES	61,765 10,000 71,765	27,000 14,000 41,000	61,765 10,000 27,000 14,000 112,765	37,188 37,188	119,650 119,650	37,188 119,650 156,838
4. INCOME FROM OTHER TRADING ACTIVITIES	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2020(£)	Unrestricted Funds(£)	Restricted Funds(£)	Total Funds 2019(£)
INCOME FROM OTHER TRADING ACTIVITIES Fundraising events Sale of merchandise and other	6,436 241 6,677	- - -	6,436 241 6,677	49,283 12,249 61,532	- - -	49,283 12,249 61,532

MischiefAndMagic 46

5. INVESTMENT INCOME

All of the charity’s investment income arises from money held in interest bearing deposit accounts.

6. ANALYSIS OF EXPENDITURE Staf Costs (£) Other Direct Costs(£) Support Costs(£) Total 2020 (£) Total 2019 (£) Note 7 Note 10	Staf Costs (£)	Other Direct Costs(£)	Support Costs(£)	Total 2020 (£)	Total 2019 (£)
RAISING FUNDS Cost of seeking dona�ons grants & legacies Cost of events Cost of trading CHARITABLE ACTIVITIES Residen�al camps On-line Camps & related ac�vi�es Total Expenditure	200,057 5,716 - 205,773 - 451,941 451,941 657,714	31,859 5,813 55 37,727 - 149,555 149,555 187,282	86,875 2,482 - 89,357 - 236,068 236,068 325,425	318,791 14,011 55 332,857 - 837,564 837,564 1,170,421	333,006 17,415 34,399 384,820 1,269,176 1,269,176 1,653,996

We are required to apportion costs between activities. Shared staff costs are apportioned based on an estimate of time spent. Other costs are apportioned to activities based on estimates of usage. The fully costed allocation shows a loss on trading activities in 2019 although trading did generate a small positive cash margin as intended.

7. ANALYSIS OF GOVERNANCE AND SUPPORT COSTS

Raising Funds(£) Charitable Ac�vi�es(£) Total 2020 (£) Total 2019 (£) Basis of Alloca�on	Raising Funds(£)	Charitable Ac�vi�es(£)	Total 2020 (£)	Total 2019 (£)	Basis of Alloca�on	Basis of Alloca�on
Premises and ofce Costs General Insurance Support staf costs, including payroll costs Informa�on technology and deprecia�on Financing and bank charges Governance	11,900 1,795 54,415 12,689 218 8,341 89,358	38,230 5,033 125,713 43,520 601 22,971 236,068	50,130 6,828 180,128 56,209 819 31,312 325,426	87,935 7,702 262,304 65,541 (1,158) 28,730 451,054	Staf FTE and direct usage Staf and volunteers FTE Time es�mates Staf and volunteers FTE Staf FTE Staf and volunteers FTE
8. NET INCOME/ (EXPENDITURE) FOR THE YEAR					2020(£)	2019(£)
THIS IS STATED AFTER CHARGING Amor�sa�on Deprecia�on for the year Rentals payable under opera�ng leases Auditors remunera�on					2,700 21,784 40,726 10,800	14,385 37,356 7,600

9. TRUSTEES

None of the trustees have been paid any remuneration or received any other benefits from employment with the charity during this year or in the previous year. No expenses related to travel and subsistence to meetings and events were paid to trustees during the year (2019: Nil).

The charity has made third party indemnity provisions for the benefit of the trustees, at a cost of £995 (2019: £837). These were in force throughout the year and remain in force at the date of this report.

47 ANNUAL IMPACT REPORT & ACCOUNTS 2020

10. STAFF COSTS AND NUMBERS	2020(£)	2019(£)
Wages and salaries Social security cost Pension costs Termina�on payments Payments to contractors	718,580 56,528 36,602 5,096 12,400 829,206	828,879 67,557 35,245 - 19,200 950,881
	2020	2019
Employee benefts over £70,000 Employee benefts over £60,000 EMPLOYEES EARNING OVER £60,000	- 1	1 -
NUMBER OF EMPOLYEES Average head count Average number of employees FTE	28 22	33 26

Termination payments were made to 3 employees during the period (nil in 2019) due to redundancy.

The key management personnel of the charity during the year were the Chief Executive Officer, the Director of Services, the Director of Finance & Central Services, and the Director of Business Development. The total employee benefits of the key management personnel of the charity during the year were £219,040 (2019: £209,659).

The charity pays pension contributions of 6% to a defined contribution pension scheme. At year-end the outstanding contributions payable to the scheme were £4,870 (2019: £6,507). The expense and liability is allocated between activities in direct proportion to wages.

11. RELATED PARTY TRANSACTIONS

Over The Wall received donations from trustees and related parties of £13,580 (2019: £49,110).

12. INTANGIBLE ASSETS	So�ware(£)	Total(£)
COST At 1 January 2020 Addi�ons Disposals At 31 December 2020	- 16,200 - 16,200	- 16,200 - 16,200
AMORTISATION At 1 January 2020 Charge for the period Disposals At 31 December 2020	- 2,700 - 2,700	- 2,700 - 2,700
NET BOOK VALUE At 31 December 2020 At 31 December 2019	13,500 -	13,500 -

Amortisation is included in expenditure on charitable activities in the statement of financial activities.

MischiefAndMagic 48

13. TANGIBLE FIXED ASSETS	Ofce & other Equipment(£)	Camp Equipment(£)	Motor Equipment(£)	Leasehold improvements(£)	Leasehold improvements(£)	Total
COST At 1 January 2020 Addi�ons Disposals At 31 December 2020	47,537 4,414 (1,502) 50,449	26,447 629 - 27,076	- 36,794 - 36,794	5,227 - - 5,227		79,211 41,837 (1,502) 119,546
DEPRECIATION At 1 January 2020 Charge for the period Disposals At 31 December 2020	30,797 11,288 (1,443) 40,642	19,774 3,750 - 23,524	- 6,745 - 6,745	5,227 - 5,227		55,798 21,783 (1,443) 76,138
NET BOOK VALUE At 31 December 2020 At 31 December 2019	9,807 16,740	3,552 6,673	30,049 -	- -		43,408 23,413

14. STOCK	2020(£)	2019(£)
T shirts and consumables	17,702	12,884
15. DEBTORS	2020(£)	2019(£)
Amounts owed by SeriousFun Children's Network Prepayments Accrued income	89,119 40,896 52,689 182,704	82,647 46,744 48,477 177,868

16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR	2020(£)	2019(£)
Trade creditors Social security Other creditors Accruals Deferred income	24,895 13,195 4,870 19,672 70,870 133,502	11,778 19,704 52 13,504 437,870 482,908

17. ANALYSIS OF DEFERRED INCOME

Deferred income consists of receipts from donors for charitable activities and staff costs for 2021 and future years. The reduction in deferred income relates to a change in the timing of grant payments from a key funder.

	Dona�ons for General Costs(£)	Dona�ons for Camp Costs(£)	Dona�ons for Staf Costs(£)	Total(£)
Balance at 1st January 2020 Amounts released to income from dona�ons and legacies Amounts deferred in the year Balance at 31st December 2020	385,000 (385,000) -	31,000 (31,000) 49,000 49,000	21,870 (21,870) 21,870 21,870	437,870 (437,870) 70,870 70,870

49 ANNUAL IMPACT REPORT & ACCOUNTS 2020

18. ANALYSIS OF MOVEMENTS IN CHARITABLE FUNDS

18. ANALYSIS OF MOVEMENTS IN CHARITABLE FUNDS	DS
CURRENT YEAR At 01.01.20 (£) Income (£) Expenditure (£) Transfers (£) At 31.12.20 (£)	At 01.01.20 (£)	Income (£)	Expenditure (£)	Transfers (£)	At 31.12.20 (£)
RESTRICTED FUNDS FOR CHARITABLE ACTIVITIES Camper Wellbeing Programme Nursing Coordinator Programme Camp equipment Camperships - general Specifc illness camps Camps SeriousFun Children's Network - network grant Diversity & inclusion Covid Safety measures RESTRICTED FUNDS FOR RAISING FUNDS SeriousFun Children's Network - network grant Diversity & inclusion TOTAL RESTRICTED FUNDS UNRESTRICTED FUNDS Designated funds General Funds TOTAL UNRESTRICTED FUNDS TOTAL FOR CHARITABLE ACTIVITIES TOTAL FOR RAISING FUNDS	- - 32,016 6,000 - 8,000 - - - 46,016 - - - 46,016 - 263,058 263,058	27,839 21,870 5,000 75,000 62,162 333,617 1,198 5,442 7,414 539,542 1,470 1,972 3,442 542,984 - 910,565 910,565	(20,000) (21,870) (36,794) (81,000) (62,162) (341,617) (1,198) (5,442) - (570,083) (1,470) (1,972) (3,442) (573,525) - (596,896) (596,896)	- - - 30,000 (30,000) -	7,839 - 222 - - - - 7,414 15,475 - - - 15,475 30,000 546,727 576,727
PREVIOUS YEAR At 01.01.19 (£) Income (£) Expenditure (£) Transfers (£) At 31.12.19 (£)
RESTRICTED FUNDS FOR CHARITABLE ACTIVITIES RESTRICTED FUNDS FOR RAISING FUNDS TOTAL RESTRICTED FUNDS UNRESTRICTED FUNDS TOTAL UNRESTRICTED FUNDS Camper Wellbeing Programme Nursing Coordinator Programme Camp resources/materials Camperships - general Partnership and specifc illness camps Health Camps Sibling Camps Family Camps SeriousFun Children's Network grant Fundraising resources General Funds TOTAL FOR CHARITABLE ACTIVITIES	- - 222 - - - - - - 222 - 222 277,047 277,047	20,480 16,470 33,243 105,264 199,707 50,522 68,834 42,115 385 537,020 10,150 547,170 1,138,631 1,138,631	(20,480) (16,470) (1,449) (99,264) (199,707) (42,522) (68,834) (42,115) (385) (491,226) (10,150) (501,376) (1,152,620) (1,152,620)	- -	- - 32,016 6,000 - 8,000 - - 46,016 46,016 263,058 263,058

MischiefAndMagic 50

FUND

PURPOSE AND RESTRICTION IN USE

Camperships Funding for children from a specified geographic region or type Camps Funding for specific residen�al camps Camp resources / materials / equipment Funding for the purchase of specific camp resources, materials or equipment Nursing Co-ordinator role Funding for the Nursing Coordinator role Camper Wellbeing role Funding to provide for the emo�onal needs of campers SeriousFun Children's Network - network grant Funding to support training and development of staff Fundraising resources Funding for specific fundraising resources or events Designated Funding designated by the charity for future development of IT resources

19. ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted funds(£) Designated funds(£) Restricted funds(£) Total at 31.12.20(£)	Unrestricted funds(£)	Designated funds(£)	Restricted funds(£)	Total at 31.12.20(£)
Intangible and tangible fxed assets Current assets Current liabili�es TOTAL NET ASSETS / (LIABILITIES) Tangible fxed assets Current assets Current liabili�es PREVIOUS YEAR TOTAL NET ASSETS / (LIABILITIES)	56,908 552,451 (62,632) 546,727	30,000 30,000	86,345 (70,870) 15,475	56,908 668,796 (133,502) 592,202
	Unrestricted funds(£)	Designated funds(£)	Restricted funds(£)	Total at 31.12.19(£)
	23,413 386,683 (147,038) 263,058	- 381,886 (335,870) 46,016	-	23,413 768,569 (482,908) 309,074

20. COMMITMENTS UNDER OPERATING LEASES

The total of future minimum lease payments under non-cancellable operating leases are as follows:

	Land & Buildings	Land & Buildings	Other Opera�ng Leases	Other Opera�ng Leases
	2020(£)	2019(£)	2020(£)	2019(£)
Within one year Between one and fve years	32,078 14,157	24,982 47,195	1,803 445	1,947 2,009

Lease payments of £27,013 were recognised as an expense during 2020 (2019: 19,963)

21. FINANCIAL INSTRUMENTS

Over The Wall has basic financial instruments within the balance sheet including:

21. FINANCIAL INSTRUMENTS Over The Wall has basic fnancial instruments within the balance sheet including:
	2020(£)	2019(£)
Cash at bank and in hand Debtors Accrued income Creditors	468,390 89,119 52,689 24,895	577,817 89,681 41,443 11,778

22. LIMITED LIABILITY

Over The Wall is a company limited by guarantee and has no share capital. The Articles of Association restrict the liability of each member in the event of winding up to £10.

51 ANNUAL IMPACT REPORT & ACCOUNTS 2020

23. RECONCILIATION OF NET INCOME /(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES.

23 RECONCILIATION OF NET INCOME /EXPENDITURE TO NET CASH FLOW
. () FROM OPERATING ACTIVITIES.	2020(£)	2019(£)
Net income/(Expenditure) for the repor�ng period (as per statement of fnancial ac�vi�es) ADJUSTMENTS FOR: Investment income Deprecia�on charges Loss/ (proft) on sale of fxed assets (Increase)/decrease in stocks (Increase)/decrease in debtors Increase/ (decrease) in creditors NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES	283,128 (374) 24,484 (92) (4,818) (4,836) (349,406) (51,914)	31,805 (814) 14,385 598 (795) (71,628) 3,605 (22,844)
24. CAPITAL COMMITMENTS 2020(£) 2019(£)
	2020(£)	2019(£)
Capital expenditure authorised and contracted for at 31st December	24,600	36,794

MischiefAndMagic 52

53 ANNUAL IMPACT REPORT & ACCOUNTS 2020

Reference And Administrative Information

Charity Name

Over The Wall

Charity registration numbers

1075361 (England & Wales) SC043191 (Scotland)

Company registration number

3713232 (registered in England and Wales)

Principal address and registered office

Langstone Technology Park Langstone Road Havant PO9 1SA

Senior Management Team

Kevin Mathieson, CEO & Company Secretary Helen Alexander, Director of Finance & Central Services

Allan Jolly, Director of Business Development

Trustees and Directors

Joseph Cronly, Chair John Bremridge Richard Chapman Anthony Diamandakis Catherine Doran Jonathan Goring Duncan King Alma Lawrie Dr Lara Lohr (resigned 18 March 2020) Neil McDonald Anne Prendergast Andrew Richards Jocelyn Sharp Anne Stevens Dr Bianca Tiesman Michelle Udrih Paul Wilcock

Auditors

Menzies LLP Centrum House 36 Station Road Egham Surrey TW20 9LF

Bankers

HSBC Bank plc HSBC House Mitchell Way Southampton Hampshire SO18 2XU

MischiefAndMagic 54

Contact Us 02392 477 110 [e-mail] www.otw.org.uk

Over The Wall, Langstone Technology Park, Havant PO9 1SA

Registered office: Langstone Technology Park, Langstone Road, Havant, Hampshire, England, PO9 1SA Registered in England no. 03713232. Over The Wall Registered Charity England & Wales: 1075361 | Scotland: SC043191