2021-03-31-accounts

South of England Foundation operating as

Charlton Athletic Community Trust

Annual Report & Consolidated Financial Statements

31 March 2021

Company Limited by Guarantee Registration Number 04654582 (England and Wales)

Charity Registration Number 1096222

Registered Office & Operating Office

Contents

Report

1

Trustees, Honorary Vice President and CEO

2

Trustees’ Report

2-62-6 CACT in Brief 07 Health Improvement 10 Youth Service 13 Early Help & Prevention 16 Football & Sports Development 19 Social Action & Enterprise 22 Equality, Diversity & Inclusion 25 Education 28 Summer Camp 31 Fundraising 33 Governance, Structure & Management 37 Financial Review 38 Risk Management 40 Future Plans 40 Statement of Trustees’ Responsibilities

Independent Auditor’s Report 42

Financial Statements

Charlton Athletic Training Ground Sparows Lane New Eltham London SE9 2JR

Company Secretary

Taylored Business Services

Auditor

Buzzacott LLP 130 Wood Street London EC2V 6DL

Bankers

Bank of Scotland plc PO Box 54873 London SW1Y 5WX

Legal/HR Consultants

Outset (UK) Limited Vinters Business Park New Cut Road Maidstone ME14 5NZ

Ambassadors

like to give my personal thanks to the Club’s senior officials, who put safety measures in place to allow CACT staff to work at the stadium and the training ground throughout the pandemic.

At board level we enhanced the skill set and improved diversity with the recruitment of five new trustees. We welcomed Marilyn Toft as our new Chair, taking over from Peter Cousins who retired when his term of office ended after 12 years’ service. I would like to offer Peter my personal thanks for his tireless support of CACT and wish him well for the future.

Finally, I am extremely grateful to all CACT staff for their hard work, dedication and commitment throughout what has been a most challenging period. I would also like to thank all funders, commissioners, patrons, corporate partners and individual donors for helping to make what we do possible - especially over the past year when our work was needed more than ever.

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Consolidated Statement of Financial Activities (Including an Income and Expenditure Account)

Group and Charity Balance Sheets

Statement of Cash Flows

Principal Accounting Policies

Dave Berry Paul Dunn MBE Keith Peacock Autumn Sherif Martin Simons Steve Sutherland

Website

CACT.ORG.UK

Notes to the Financial Statements

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

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Trustees
Peter Cousins Marilyn Toft
FCA Chair - from 10 March 2021
CChair - to 10 March 2021
(Retired from the Board
on 27 April 2021)
Luke Ashworth
Simon Charlick
Vice-Chair
FCA
Martin Griffiths
Calum Coker
CBE
Tracy Herd Chris Lunn
Ken Palmer Paul Statham
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Honorary Vice President Lord Michael Grade of Yarmouth CBE

Chief Executive Officer

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Jason Morgan MBE
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The trustees are pleased to present their statutory report together with the financial statements of the South of England Foundation for the year ended 31 March 2021:

Total income Total expenditure Net income (expenditure) Expenditure Charitable activities Health Improvement Youth Service Early Help & Prevention Football & Sports Development Social Action & Enterprise Equality, Diversity & Inclusion Education Cost of raising funds FINANCIAL HIGHLIGHTS	5,598 (5,374) 224 2,101 1,149 774 700 365 78 77 5,244 130 5,374 2021 £000’s	2020 £000’s
		5,576 (6,021)
		(445)
		1,110 1,081 1,029 789 1,621 72 119
		5,821 200
		6,021

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Expenditure Breakdown (£000’s)
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78
77 Equality,
365 Education Diversity 130
& Inclusion
Social Action Cost of
& Enterprise raising funds
700
Football & Sports
Development
2,101
Health Improvement
5,374
774
Early Help
& Prevention
1,149
Youth Service
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2

3,255

individual households received an emergency food delivery

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EDI
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8

EDI Webinars were delivered, with a total of 864 bookings and 349 unique participants

Young people volunteered 1,700

hours across the Young Greenwich provision

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Over
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5,400

570

hours of mentoring to

385

400 young people

young people took part in our Summer Camp

vulnerable households received financial assistance to ensure they could heat their homes and cook for their families.

worked with over of CACT’s Premier 94% League Primary Stars participants have improved their confidence and selfesteem 20,000 people, in 2020/21 1,264 32 hours of Social Action 3,000 completed by 79 young young people started people - “Keep Doing it” CACT’s traineeship children took part in programme programme, which was Summer and Autumn completed in July 2021 holiday courses

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

Principal Aims & Objects

CACT’s legal objects are to promote any charitable purpose for the general benefit of the community, and in particular those living and working in the London Boroughs including the Royal Borough of Greenwich, Bexley and Bromley, other parts of South East England and outside the UK.

CACT’s aims and objectives are captured in its vision, values and mission which were refreshed during the year following consultation with staff, trustees, volunteers, beneficiaries, key partners and stakeholders. These underpinned the development of CACT’s three year Strategic Plan effective from 1 April 2019 – 31 March 2022.

Public Benefit & Achievement

When setting the objectives and planning the work of the charity for the year, the trustees have considered the Charity Commission’s general guidance on public benefit.

The trustees consider that the following sections of the report demonstrate many aspects of the public benefit, which the charity provides. The fact that CACT engages with thousands of people every week and works in partnership with several agencies on a wide range of activities, demonstrates benefit to the communities in which CACT operates.

CACT’s principal areas of work are:

Vision

Health Improvement Youth Service Early Help & Prevention Football & Sports Development

Social Action & Enterprise Equality, Diversity & Inclusion Education

“ Empowering communities, changing lives ”

This annual report highlights some of the key aspects of programmes delivered during the year including impact, achievements and performance; case studies and quotes are included to help illustrate this.

Values

Passion - Fuels our work Trust - Safe & Sound Engagement - Stronger together

Respect - Two-way & Vital Equality - Open & Fair Inclusion - That means you

Mission Statement

“ Based on the needs of the community, we will work in partnership to deliver high quality programmes with a lasting impact ”

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HEALTH IMPROVEMENT

CACT Health Improvement is a vibrant and culturally diverse strand whose vastly experienced staff team reflect the rich diversity found within the Royal Borough of Greenwich. The Health Improvement strand is primarily commissioned by Royal Greenwich Public Health and Wellbeing, delivering a wide range of projects, with an overall aim of empowering individuals and communities to improve their health and wellbeing.

CACT delivers the social prescribing infrastructure for the Borough under the banner of Live Well Greenwich. The National Academy for Social Prescribing has had huge success in raising the profile and increasing national NHS funding for this model. This has resulted in CACT receiving additional funding from the Primary Care Networks to expand the number of face-to-face Live Well coaches working in Primary Care.

In March 2020, as the first national lockdown was imposed, the Government asked every local authority to establish a Community Hub to coordinate their Covid-19 Emergency response. Public Health Greenwich took the decision to utilise and expand the existing Live Well infrastructure to create their Community Hub. This decision demonstrated the high regard and trust the leaders of the Borough have in the ability of Health Improvement to respond and deliver in an emergency.

The Community Hub was co-ordinated by the strand; it pulled together delivery from wider CACT staff, the community sector, statutory services and a large number of volunteers to create an emergency response to support the shielded patient list and other vulnerable individuals and communities in Greenwich. The heart of this response was the contact centre that was available seven days a week to receive and co-ordinate requests for support from shielded and vulnerable individuals. The total number

of inbound and outbound calls for the year was 262,024, which demonstrates the scale of the operation.

Examples of referrals actioned to provide an emergency service include:

• Emergency food deliveries

• Medication

• Fuel top-ups to ensure households could cook and heat their homes

• Baby formula following a referral from Public Health teams.

In addition, the Health team has a strong track record of community outreach work allowing them to deliver successful public health campaigns commissioned by the Borough. During the pandemic this infrastructure has been deployed to run several lateral flow clinics based in the community, supporting the national priority to get people regularly tested. The “Let’s talk about the vaccine” campaign has seen the department co-ordinate a large team engaging with residents door-to-door to provide them with key information about the vaccine and a local opportunity to get vaccinated that day. This has resulted in large numbers of people getting their first or second dose in support of the vaccine rollout.

The strand has continued to run its existing health projects that are designed to tackle health inequality; they have been proactive in adapting projects to meet Covid-19 restrictions to ensure that individuals continue to engage.

The Health team continues to play an instrumental part in the delivery of the Borough’s Covid-19 response, a role that has been recognised and acknowledged by commissioners and council leadership.

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Health Improvement Case Study: Angela’s Story

Angela had previously suffered from

Royal Borough of Greenwich resident Angela contacted the Greenwich Community Hub for support in June.

withdrawals. “My withdrawals were really, really bad but with the help and support from [CACT’s] Laura Page I managed to reduce the amounts of alcohol steadily and safely, and I realised the only way I could actually get better is to stop taking that first drink.

Angela, 49, had been struggling with a number of issues. CACT staff delivering shopping to her “was helping me out quite a lot because I was suffering financially,” she explained.

“I was looking at a court case coming up for something that I’d no recollection of, my children weren’t talking to me, or my mother. I was losing my bodily functions. I had hit an all-time low and it took that for me to actually realise that I needed to get better otherwise, to be honest, I probably wouldn’t be here today.”

As staff working for the Community Hub got to know Angela, she opened up about her alcohol addiction and was referred to the “Walk & Talk” programme CACT runs in partnership with Royal Greenwich, providing regular walks to reduce isolation.

Angela has now turned her life around and in future would like to help others who are struggling with alcoholism.

After attending, Angela steadily stopped drinking alcohol. “I was given a lot of advice and due to the services, I’ve managed to sort out my drinking problem, which has been amazing because if it wasn’t for this service, I wouldn’t have started going to Alcoholics Anonymous and I wouldn’t actually be sober today. It’s been a Godsend!”

“My life is completely revolving around not drinking again, because I know if I pick up one drink I’ll be back to where I was and I don’t want that to happen. It’s just taking a day at a time and concentrating on my sobriety.”

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“
I realised the
only way I could
actually get better
is to stop taking
that first drink.”
Angela
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YOUTH SERVICE

youth workers made sure to refer families who needed extra support to community hub and partners started realigning their programmes to support young people with their educational needs, especially those with limited ICT access and resources.

In April 2020 a new and more integrated Young Greenwich delivered in partnership by Oxleas, Metro and CACT was launched. However, as the new financial year began, we were already in lockdown. Young Greenwich youth hubs were closed for all face-to-face sessions with young people. Many of the young people that we work with are vulnerable and in need of extra support. We provided online virtual sessions. These consisted of some fun activities but also gave the young people the opportunity to talk to a youth worker and to discuss any concerns that they had.

Many of the youth service staff, including managers and senior managers, were deployed to work on the Community Hub. This included taking calls from members of the public that needed support whether in the form of food or pharmacy deliveries, for example, or making befriending calls to the most vulnerable or isolated. The Royal Borough of Greenwich opened a temporary children’s home as a result of young people not being able to be placed with a foster family, due to Covid-19, and youth workers were deployed to work in the home which also included sleeping in duties.

In line with the new contract the Royal Borough of Greenwich commissioned in partnership with Oxleas NHS Foundation Trust & Metro Charity, our sexual health workers and school nurses also attended the virtual sessions to ensure that the young people were provided with additional support if required. In addition to the virtual online sessions, youth workers also provided regular “chat and check-in” calls to young people and their families. These were put in place to ensure we continued to support the young people and families we know to be the most vulnerable and who might have needed extra support during the pandemic.

Once lockdown restrictions were lifted, we opened the hubs for face-to-face sessions in line with strict guidelines. We provided sessions for bubbles of up to 15 young people who were invited to attend. This ensured that we were having face-to-face contact with those who needed it the most.

During lockdown periods, we also held online parties via Facebook and Instagram, distributed take and make boxes for families and provided laptops and other equipment to young people and their families to ensure they had the necessary resources to engage with education from home, do their homework and take part in digital activities and engagement. Moreover,

Most of our youth service partners, who are commissioned to deliver services to young people on our behalf, work in schools and their programmes were suspended during the periods of lockdown. Futureversity did manage to deliver a comprehensive summer programme comprising 34 structured courses which were delivered virtually to over 100 young people. Many of our partners were able to adapt to delivering virtual sessions to ensure that their young people were engaged in activities during lockdowns.

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Youth Service Case Study: TH’s Story

TH is a 14-year-old boy from mixed heritage who lives with his mother, stepfather and an older brother. When he first joined the club, he was a shy, introverted character, he would never put himself forward and would stand at the back of the session and struggled to interact/get involved to full capacity during the Judo sessions. Having identified this, the coaching team and volunteers were eager to support TH and encourage participation and growth in his confidence.

The progress was slow, TH gravitated towards training with members of the club who were younger than him and would shy away from interaction in group scenarios. The coaching team developed an emphasis across the board for people to train with players of their own age, which enables not only better ability matches but opportunity for TH to bond with the players of his own age. As this developed, together with the introduction of more team activities, TH started to be seen getting involved in group conversations and games prior to his session, he even started to arrive earlier to meet and chat with his peers. We could see that he was growing in confidence and was beginning to feel comfortable with the other participants and was making new friendships. Before Covid-19 hit, he had started to enter judo competitions, which he would not have done previously and even came on one of our club trips to France to compete. Following this and when allowed during the pandemic, he attended our Sunday outdoor training sessions, as he is eager to stay connected with his friends.

He has been enthusiastic to support the younger players at the club and demonstrated this by supporting in their sessions to share his knowledge. They thoroughly enjoy having him as a role model on the mat! He has taken part in gradings and achieved his yellow belt!

His commitment and hard training to improve his technique and competition tactics, he achieved silver and bronze medals at the London Development competition held at the University of East London.

Because of TH’s personal performance over the last few months, he was selected to attend an accredited level one sailing course at the Ahoy sailing club. We had good reports about him from the youth worker who attended and the staff at the centre who said he was a joy to teach and ever so confident in doing the tasks given to him by the sailing staff on the day. We were really pleased to hear this glowing feedback.

He has expressed an interest to volunteer for the club to help the younger participants.

“ I was so surprised to be selected to be part of the group to attend the sailing course at the Ahoy sailing centre. Always wanted to go sailing on the Thames, but never thought I would get the opportunity.”

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EARLY HELP & PREVENTION

The Early Help & Prevention strand has been very active over the last 12 months during what has been an unusual period for CACT. The response from our full-time and parttime staff members was extremely positive, showing a flexible attitude to working in various new, innovative and creative ways. This proactive attitude across the strand helped to either keep existing projects running or adapt to be able to deliver a variety of new initiatives many of which were directly related to CACT’s Covid-19 response. Their committed attitude has not only ensured we kept supporting our local communities, helping ease the impact of the pandemic on the most vulnerable, but it has also helped protect jobs and contributed to maintaining the future security of CACT.

The nature of several of our projects and how they directly support individuals and families meant that many of our initiatives continued during the lockdown period. Strand staff were still out working face-to-face and directly with service users. Safe working and ensuring appropriate risk assessments were in place was an ongoing challenge but one that we met head on. Working through and meeting the needs of safe working during such a challenging period has helped develop the skills and resilience of our workforce. The main approach of our staff was to continue to support in the safest way possible.

Moreover, regular contact was made with key young people and their families with support given to ensure any conflict within the home environment did not escalate towards a potential crisis point. Participants of other projects, such as the Upbeats and their families, were also very appreciative of the virtual programme we produced for them during lockdown. This involved multiple activities including cooking workshops, bingo and art classes. We also undertook doorstep visits to every Upbeat family during lockdown which again was very well received and it was very inspiring to able to visit the Upbeats and their families and witness how they were adapting to life in lockdown.

Financially, the strand has excelled during this period. We were able to draw upon the strong relationships formed with funders to ensure that funding was secured and that our partners were open to us hitting targets and commitments in different ways, suitable to the new reality and the needs created by it. Some substantial financial savings were made through innovative ways of working which has enabled us to finish the financial year in a good position, in spite of all the challenges. The strand’s monitoring and evaluation is very strong now with funders and partners commenting on the quality of the work we produce in this area, and all staff members now embrace and respect the value of this function.

Whilst our Short Breaks provisions continued to support on a face-to-face basis, many of our other provisions were quickly adapted to various virtual platforms to ensure we still reached out to those we were supporting. This was particularly noticeable on our mentoring and mental health programmes. With young people at risk of further isolation due to the conditions created by the pandemic, our staff developed, produced and delivered brilliant activities online to keep people engaged.

The strand’s work is vital to many members of our local communities and CACT is proud to say that during a time when lots of community support was shutting down around them, our projects and our work found ways to continue to help and support the individuals and their families. This is due to the passion of our staff, their commitment to their roles and willingness to go above and beyond when called upon. We are very lucky to be represented by such people and we would like to thank them all individually for contributing to an amazing group effort.

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Early Help & Prevention Case Study: TE’s Story

as a staff member, we believe that this will have a positive impact on the other service users too due to the relatability that TE has because of his experience on the programme. TE will also benefit from this as he will be able to improve on his communication and interaction skills which will help his future prospects. Further to this, it is something TE has asked to do by himself which shows he is keen to get going and has the self-belief in his own abilities.

TE was introduced to us through the children with disabilities team. It was recommended that TE and his family may have needed our support as he was a teenage boy growing up with his grandparents, and would benefit socially and develop his confidence and personality with the level of interaction we could provide.

At the beginning TE was very shy and unsure about joining the Short Breaks activities. After coming along a few times, TE began to develop a relationship with the staff and service users, feeling a lot more comfortable with the Short Breaks programme. As a result, TE could relax and have fun. Activities and trips TE got himself involved in included bowling, go-karting, and football stadium tours. These provided him with greater social skills, engaging with other people of a similar age, and a great experience for him to try new things.

“TE enjoyed every moment he spent with Charlton Short Breaks. He engaged in many activities and loved them all. He learned how to understand other young people’s needs while developing his own confidence with new people. You all welcomed him and us as friends, and we benefitted from it for a few hours break; knowing he was with people who cared for him, while giving him a sense of independence from us.” (Quote from grandmother)

In the summer of 2019, we managed to organise a two-night Short Breaks residential trip in Ashford, Kent. This was a fantastic opportunity to become a bit more independent as it was the first time he spent time away from his grandparents. TE also showed leadership skills on the trip by helping other service users with the physical activities. If someone was struggling, TE took it upon himself to help them out as best as he could.

“TE is a pleasure to work with. Very polite and always showing his talents when it comes to sport.” (Short Breaks staff member)

“It was great to work with TE. Very helpful and always enjoyed himself on the day trips.” (Short Breaks staff member)

“ I always enjoy myself when I go to Charlton Short Breaks. Everyone is friendly, and I like all the staff. Some of the things I had done with Charlton I had never done before, so I was excited to go. The best trips must be the football stadium tour and the go karting. I really enjoyed the trip we did before.”

TE is now too old for the Short Breaks programme and has grown into a mature and caring young man, progressing so much in four years that we offered TE a role as a volunteer. We have seen an enormous change in his attitude, awareness of others, and willingness to take part in activities. The programme has helped him develop his confidence and self-esteem to interact socially with others, and has made a positive impact on key life skills. Following the development of TE throughout the programme, we are keen to continue to provide him with further opportunities to grow. By volunteering

FOOTBALL & SPORTS DEVELOPMENT

messages, giving advice and sharing insight into secondary school life in order to help ease any anxieties of prospective year 7 pupils. We shared these videos with our partner schools and on our social media platforms.

CACT’s Football and Sports Development (FSD) strand was heavily impacted as Covid-19 hit the country and lockdowns were enforced. All our face-to-face delivery was cancelled straight away, including football holiday courses, Charlton Challenge sessions, school delivery and the Post16 Football and Education Academy.

When some schools resumed in June, we created and shared contextualised solutions to socially distanced PE to support teachers as most schools at the time were not permitting external visitors.

From March 2020 the FSD staff members joined the collective effort of CACT in supporting the Covid-19 response in the borough. Coaches and other staff members of the FSD strand were deployed to the Greenwich Community Hub, delivering shopping and medicine to residents or working on the phones to support the local community.

As soon as restrictions started to allow it, the FSD strand started to resume face-to-face delivery, following guidance and ensuring safety.

First to re-engage were the Post-16 students in early June 2020, this enabled us to have the great recruitment of new students with 31 joining us for their education from September 2020.

Moreover, to ensure we were still supporting participants of our projects virtually, CACT created online challenges and resources to engage our FSD community. These included all sorts of fun activities to encourage and motivate learning and positive engagement, from bingo challenges, to Charlton maths exercises. A few of the activities were also aimed at the whole family.

Football courses were able to restart in August for the summer, in line with the usual safety procedures that the FSD team had put in place for all session to ensure they were Covid-safe, which included limiting venue capacity, adding more staff and working in bubbles. The schools delivery projects slowly went back to face-to-face delivery, as soon as the schools started allowing it, with smaller groups and ensuring social distancing.

Throughout the lockdown, CACT continued to have regular meetings with main partner schools to offer support, maintaining regular communications with teachers.

CACT created a learning hub where schools could access learning resources and sent out weekly emails with the link to highlight what was on offer. We used our social media platforms to promote, direct and inform our community of the support and resources available to them.

Covid-19 has allowed us to look back and look forward and identify future development, with recruitment of new coaches and development of new partnerships being our main priorities going forward. During this past year we have definitely seen the need for young people to have opportunities to be active and we are looking to keep developing and adapting this offer to suit their needs.

CACT also used its partnership with secondary schools to support former year 6 pupils transitioning into secondary school. CACT’s ‘Keys to Key Stage 3’ delivery was supported by the current year 7 pupils from secondary schools. This included: recording videos, writing

TE

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of CACT’s Premier

Football & Sports Development Case Study: Jakey’s Story

“I believe I have made quite a few improvements to my game during lockdown”, he says.

Jakey Palmer, from Eltham, worked hard to make the most of virtual Post-16 Football & Education Academy sessions during lockdown.

“For example, I believe my weak foot and dribbling has become a lot stronger due to the dribbling and shooting exercise I’ve been doing”, he says, and has noticed improvement in his “fitness levels”.

A two-year full-time programme run in partnership with SCL Education & Training, CACT’s Post-16 Football & Education Academy is aimed at 16 to 19-year-old males and females interested in combining their education with the life of a professional footballer.

Education is a key part of the programme, and he pays tribute to tutor Dean Jarman.

Jakey, 17, who says training during lockdown “has been very, very different”, has had to think outside the box at times.

“I am always asking him how I can improve on my assignments and he is always very helpful in his responses and helps me complete them to the best of my ability”, Jakey says.

“I haven’t got a goal up in my park, so I have to practice my shooting drills up against a fence, and dribble around cones that act as defenders”, he says.

The period also allowed him extra time to “reflect on what I want to achieve in life and the amount of work I’m willing to put in to achieve that goal”.

Obtaining regular experience of “the competitive environment” is an important part of the programme, and Jakey missed match days most during lockdown. He took part in online isolation sessions put on by tutors and spent extra time analysing professional matches in this period, however.

Michael Lawrence, CACT’s SE London Football & Sports Development Officer, says: “Jakey is an individual who has excelled and gone above and beyond to demonstrate his determination to continue his development and really bought into the training plan”.

“My knowledge of the game has improved due to the analysis on professional games I have been watching”, he said. He used the period to get on top of school work, training and nutrition, which he did “hours and hours of research on how to optimise”.

“ I have been measuring my running times, and they have improved since the start of lockdown”

Jakey Palmer

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SOCIAL ACTION & ENTERPRISE

The National Citizen Service (NCS) programme CACT delivers was adapted considerably in 2020-21. In partnership with our regional providers, CACT contacted young people who were keen to be involved with the NCS Summer Keep Doing Good (KDG) programme after its summer delivery model was subject to change nationally.

CACT delivered the programme across South East London and Kent, enabling young people to mix, interact and support local good causes in the form of social action projects, with charities including Barnado’s, Porchlight, Mind and Ellenor Hospice benefitting. 58 young people took part in KDG in Kent, completing a minimum of 928 hours of social action, and 21 did in London, completing a minimum of 336 hours of social action. There are numerous opportunities to explore from the newly devised NCS school support model, and CACT will maintain regular dialogue with partners while it awaits information on future funding and direction of the NCS programme, in line with the Government Spending Review.

In partnership with regional providers, CACT contacted schools and recruited young people who were keen to access important opportunities to interact, learn and create a meaningful social action project. It exceeded autumn delivery

targets in both London and Kent, achieving 86 graduations and 2,580 social action hours in the former and 148 graduations and 4,440 social action hours in the latter.

Strong links with CACT’s Post 16 Football & Education Academy (London) and Knole Academy (Kent) were key, with cohorts participating in condensed 5-day programmes. The cross-strand working with Football & Sports Development and post-16s was extremely successful, achieving record numbers for Autumn provision and providing a model that can be embedded into future planning and delivery for both strands.

Work began earlier this year to plan delivery in more parts of Kent, including new areas of delivery in Dover, Folkestone, Margate, Canterbury and Ashford. This will be a mixture of two-week and three-week programmes, the latter including a residential element. The target is 800 young people in Kent, and 160 in London, as CACT looks to regrow its provision.

In addition to this, CACT will look to deliver some programme variation models within both London and Kent schools. This will be delivered over two weeks with an emphasis on whole year team building and delivery of Social Action within the local area.

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Social Action & Enterprise Testimonials

The social action project for Team 5 (Ashford) saw young people on the programme take on various roles, each developing a range of new skills. The chosen charity was Porchlight, which the team raised over £180 for through events such as a car wash, bake sale, sponsored walk and rounders match.

Team 1 (Margate) created an art piece with motivational quotes from both peers and members of the community to donate to a local community group. The aim was for young people in the community to add their own worries and thoughts which helped encourage them to normalise the notion of becoming aware of their mental fitness.

“I faced my fears”, Courtney, Project Coordinator.

The group identified mental health awareness as an issue that resonated with all of them. They created an Instagram page with inspirational quotes and gained followers by reaching out to them.

“NCS helped me with team activities”, Louis, Project Champion.

“On NCS, I learnt how to become a team player and how to manage my time”, Meg Photographer.

They selected mental health charity, Young Minds, to raise money for through public donations and sharing their go fund me link on their social media which raised over £100 in total.

“On NCS I learnt how to work well as a team and to be a team player”, Jack, Designer.

“On NCS I learnt how to overcome tough challenges and work well with my team”, Amelia, Project Manager.

Wave Leader Floral Catling says:

“The young people on the first Margate wave have shown great commitment to the programme and were open from the start about their hopes for what they wish to achieve from taking park in NCS. This included gaining confidence in speaking to members of the public, making friends and improving communication skills.”

“NCS has taught me to share ideas and make my voice heard”, Rebecca, Researcher.

“NCS challenged me and taught me how to present myself confidently and proudly”, MollieJayne, Shopper.

The group said:

Team Leader Ashling Oladele reflects: “I enjoyed working with my young people as they worked well together. I saw a different side to them all. They all have a lot to offer and a lot of charisma.”

“We have learnt to step out of our comfort zone and how to work well as a team with people who were complete strangers. We have learnt the value of community and how important it is to get involved and make a difference.”

A member of the local community said: “After working in the mental health sector, I know how important awareness of mental health is and it’s great to see young people addressing this issue and raising awareness.”

Fellow Team Leader Lucy Swan adds: “I enjoyed seeing the young people become more confident and engage in lots of new challenges from teambuilding activities to a social action project. I’m so proud!”

EQUALITY, DIVERSITY & INCLUSION

CACT’s Equality, Diversity & Inclusion (EDI) strand delivers a variety of projects, that range from inclusive community sports sessions to training on specific EDI topics, including campaigns and events to raise awareness on relevant issues.

Most EDI campaigns and events were delivered

virtually this year, such as the Red, White and Black day. During Black History Month and International Women’s Day we produced key statements and highlighted key staff in our website and social media via a Spotlight Series.

Despite the challenges faced by the Covid-19 pandemic and subsequent lockdown, CACT’s EDI strand managed to adapt a number of programmes.

In addition, CACT has established an EDI working group, formed by staff from all different departments of the organisation and backgrounds with the aim to further implement EDI within our culture and practice and to keep making changes in the right direction. The working group is led by the Head of EDI and has been working to identify key tasks and create and action plan which we have been implementing and regularly review and update.

One of the key successes was transferring our EDI training and workshops delivery to a virtual education and training programme, the Tackling Inequalities webinar series. The series explored different dimensions of inequality, discrimination, and exclusion and was designed to bring together a diverse range of expert speakers from different disciplines, backgrounds and lived experiences. In total, there were 864 bookings and 349 unique participants.

Another important highlight for our EDI strand this year was having CACT’s Head of EDI, Dr Michael Seeraj, named on the influential Football Black List, alongside the likes of Marcus Rashford MBE, Tyrone Mings and Jason Euell, for his work in promoting EDI. Moreover, CACT EDI continues to chair the English Football League EDI Forum, as well as being a Board member on the Premier League Race Equality Advisory Group.

The webinar series were evaluated through interviews with participants, and findings proved very positive, as highlighted by the quote below:

“I would just like to say how impressive I have found them. They have been well-structured, well-hosted, extremely educational and informative... and the speakers have been excellent.” (Board Trustee EDI Lead, EFL Club).

As part of the Covid-19 response, CACT EDI also supported a number of RBG initiatives, including the: Live Well Partnership; RBG Black, Asian and minority ethnic Network; VCS Resilience & Support Working Group; University of Greenwich.

Our LGBTQI+ friendly Team, CACT Invicta were impacted by lockdown, but did continue to meet online. As part of our ongoing commitment in raising awareness and understanding of a range of LGBTQI+ issues, CACT Invicta won the Grassroots Team Award at the Football v Homophobia Awards 2020-21. This was alongside the Club, who won the Professional Game (Club) Award, and Rob Harris, the Chair of the CAFC LGBTQI+ Supporters Group, the Proud Valiants, who won the Hero Award – a Charlton Hat-Trick!

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----- Start of picture text -----
EDI
• LGBTQI+ Inclusion Through Sport: The Benefits -
Speakers: Gary Ginnaw and Sam Timms
• Football and Racism: Current Challenges - Speaker: Troy
Townsend
• Tackling Discrimination: Race and Class Disadvantage -
Speaker: Professor Coretta Phillips
----- End of picture text -----

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Equality, Diversity & Inclusion Case Study: Lynsey’s Story

The webinars benefited her both, at a personal and professional level, as it was a lot more specific, insightful and relevant to the current context than other more general equality training that she’s has had which often feels that there’s nothing new being said. She found it very useful to learn about relevant legislation around LGBTQI+ issues and rights, which she wasn’t aware off, as well as, learning about allyship, the importance of it and the difference it can make. It also helped her to realise the importance of not only having a corporate buy in, but to also get the residents involved and get their buy in. She is now looking to get residents with lived experiences involved in policy and other relevant work.

Lynsey works for the Royal Borough of Greenwich as a Community Participation and Diversity Officer, within the Directorate of Housing and Safer Communities. Part of her role is to look at embracing diversity and try to engage with residents to ensure they are more representative of the local community.

Her and her team are responsible for area meetings, they also support campaigns and have tenant reps, who they develop training for. They have an online consultation and training platform. They also publish a housing magazine, which they can use to promote the work they are doing and developing and to get more people involved.

After attending the training and seeing how beneficial it was, she was able to get in contact with Michael and get further support and input from him around how to progress her work and ensure diversity and representation. The training and meeting with Michael gave her the confidence to progress this piece of work. Moreover, her and her team have also been able to progress their application to House Proud, thanks to the new learnings and confidence gained.

One of the things they have to achieve in the first year is to organise and deliver very specific training around LGBTQ+ issues which is something Lynsey wants to extend to the residents as she thinks they would really benefit from it too.

Lynsey attended the Transgender Inclusion webinar, as part of the Tackling Inequalities series. She decided to attend it to support her work and get a better understanding of inclusion and relevant issues, particularly around transgender inclusion. She wanted to be able to gain more knowledge so when she is able to progress this piece of work, she has some foundation to build from.

Lynsey found the whole webinar very useful and she felt she wanted it to be even longer to learn more. The legislation insights given were very interesting, and she felt that having a person presenting that had lived experiences made the webinar even more powerful and meaningful.

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EDUCATION

CACT’s Education strand is committed to

providing crucial and impactful opportunities for young people. We are proud of the fact that we responded by adapting our delivery to help meet the many evolving challenges that participants and communities have faced throughout the pandemic.

The Chief Inspector of Schools in England said that the attainment gap between deprived pupils and wealthier peers has widened as a result of school closures. Therefore, it was essential that many young people were provided with more opportunities to engage in education and focus on improving their attitude towards learning, as well as developing key life skills.

The Traineeship programme is at the forefront of CACT’s Education delivery. A 12-week education and employability programme for young people aged 16-24 who are Not in Education, Employment or Training (NEET), it incorporates work experience to help prepare young people for their future careers by giving them the tools and experience required.

Delivered in partnership with the English Football League (EFL) Trust and Warwickshire College Group (WCG), CACT regularly engages with hard-to-reach young people from areas of social deprivation and who often have additional learning needs.

Trainees are referred and recruited from a variety of different places, including internally from other CACT programmes with referrals from Young Greenwich and CACT Mentoring. External referrals come from key partners including Local Authorities, Job Centre Plus, Pupil Referral Units and Royal Borough of Greenwich’s Early Help & Children’s Services departments.

Employability outcomes are crucial, with the objective of building the individual’s self-esteem and interpersonal skills. The 100 hours work placement provides individuals with meaningful work experience, to best prepare them for their futures.

The programme had to be adapted and delivered within the parameters of Covid-19 restrictions. Traineeship is planned and delivered by a qualified teacher and member of CACT staff, providing young people with:

• Education: English, Maths & Functional Skills

• Employability: CV writing, mock interviews & potential realisation etc.

• Employment: Bespoke work placements in an area of interest

Lessons are delivered from CACT’s Valley Central Youth Hub, situated at Charlton Athletic Football Club’s stadium. This more informal setting proves an effective learning environment, and appropriate for young people, with many learners not ready for the sometimes more intimidating surroundings of a mainstream college.

In 2020, 32 young people started CACT’s traineeship programme, which is due to be completed in July 2021.

Trainees in 2020 enrolled from the previous academic year, leading to a reduction in NEET young people via progression into:

• Apprenticeships (1)

• Employment (6)

• Further Education (5)

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Education Case Study: CP’s Story

CP was referred to CACT’s Traineeship programme from the Single Homeless Project in October 2020. CP had been living in a homeless shelter for a prolonged period of time and did not have any desired options available to enrol in education. CP was NEET, lived in an area of deprivation, and has complex needs.

CACT Traineeship programme’s values are to realise potential, raise aspiration and recognise achievement and one of its key focuses was to support CP to engage with employment and education. CACT Traineeship aimed to provide an informal learning environment for CP to achieve accredited qualifications and develop his skills.

CP had a basic level and ability in relation to both literacy and numeracy and presented as someone who had a lack of aspiration and selfworth.

The informal learning environment provided CP a learning experience based on personal development and employability skills, providing opportunities for him to learn life skills. One of the main strengths of the curriculum was that it provided CP with the opportunity to build personal and professional relationships, which has been key in raising his confidence, selfworth and aspirations. At first, CP would spend lunchtime alone on his phone but by the end of the programme, he would regularly socialise with his traineeship peer group.

After initial inductions and the implementation of an individual learning plan, we identified that CP would need intense work on both literacy and numeracy, as his lack of qualifications could be a potential barrier to overcome his NEET status. CP highlighted that he had an interest in construction, but he was not sure if that was a feasible option as a career.

CP stated that finances would be a barrier for him to be able to attend the programme. We initially funded CP’s travel, and successfully supported him in applying for a travel and lunch bursary. This met CP’s basic needs and resulted in 100% attendance.

CP undertook a work placement with Flower Skills & Training, which provided him with an opportunity to follow his passion of construction. CP completed a City and Guilds construction qualification and obtained a CSCS card.

SUMMER CAMP

The idea for the Summer Camp evolved from CACT’s ambition to mitigate the issues our young people were facing. This included young people being out of education for 6 months and the growing attainment gap, particularly for those young people from more deprived backgrounds, with challenges exacerbated by the socio-economic and digital divide.

The Summer Camp offer included:

• Active Learning - education, wellbeing and resilience

• Youth work/creative arts

• Physical activity

• • Hot and nutritious food

The camp ran from the 27th July to the 28th August 2020, offering young people the chance to attend a weeklong programme – In total 570 spaces were filled and 7,545 meals were provided to young people.

The Summer Camp was specifically designed to include sport and physical activity, creative arts and Active Learning. The Active Learning element was designed by CACT’s Education lead and consisted of a series of fun and thoughtprovoking alternative curriculum workshops.

CACT adopted the Skills Builder Framework to support the delivery, utilising the resources for two of the key skills that aligned to the aim of the programme: problem solving and teamwork. The tool allowed us to break down essential skills into teachable, measurable steps that could be used with children and young people and provided lesson plans and teaching resources. The activities used for developing these skills included thought-provoking challenges, puzzles, games and discussions around current affairs. The programme also complemented the wider CACT Summer provision, forming a holistic package to help raise self-esteem, improve resilience and support physical and mental wellbeing.

Youth workers were instrumental in coordinating the Summer Camp in August 2020. This consisted of a maximum of 45 young people, in bubbles of 15, participating in three activities per day, which were sport, arts & crafts and education. This was delivered over three sites, two school sites and one youth hub. Young people were provided with a breakfast snack, a hot cooked lunch and fruit. A packed lunchstyle meal was provided for them to take home. In addition to this, youth workers also delivered food boxes to families in their hub location that were known to be in need of extra provisions.

Through additional 1:1 tuition, we increased CP’s ability to work independently, solve problems, work within a team and confidently communicate with staff and peers. CP also took part in various employability workshops such as CV and cover letter writing, values elicitation, interview practice and customer service.

CP successfully completed an Entry Level 3 in Functional Skills English and Maths and secured a full-time retail job in June 2021.

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570

young people took part in our Summer

80% 91% 93% of participants enjoyed of participants tried of participants were the education offer at the a new activity satisfied with the food Summer Camp on offer 94% 98% 85%

Summer Camp Case Study: Lucca’s Story

The week continued in a positive manner for Lucca and his mother was supported by the Live Well team. Lucca managed to lean on staff in relation to the challenges he faced and the pressure he was under at such a young age. His demeanour changed as the week went on and you could visibly see the weight being lifted off his shoulders. Since completion of the Summer Camp, Young Greenwich have kept in contact with Ariadne and Lucca. Live Well have taken food parcels and referred Ariadne to Welfare Rights for support with her financial situation. Ariadne has also been assigned a Live Well coach at Greenwich Peninsula for follow up support

Lucca came to summer camp after being given the details by his school (John Roan). He is a 13-year-old young carer, living with his mother Ariadne and brother Matteo in Greenwich Peninsula and receives free school meals. On arrival to the camp, Lucca was very reserved and visibly anxious. Lucca’s bubble lead quickly formed a relationship of trust and identified that the anxiety was due to leaving his mother at home and meeting new people.

Realising Lucca’s additional needs, an extra member of staff was assigned to support him on a one-to-one basis. At the end of day one, Lucca was seen nervously filling his bag up with sandwich packs and yoghurts from the fridge. He was taken to one side and asked why he was taking so much food, to which he responded that he had no food in the fridge at home. We decided to give him 3 hot meals to take home along with sandwiches, yoghurts and fruit and told him that he could take enough food home every day for his mother and brother. He was very grateful and looked visibly happy.

On day two, Lucca passed on that his mother had sent her thanks. At the end of the day Lucca took home a hand-written note from CACT for his mother to contact us so we could see if we could support her in any way. On day three, Lucca said that his mother had no minutes or “ data left so she was unable to contact CACT on Tuesday. That afternoon Lucca’s mother was called by a member of the team; the phone call raised many issues that her and her family were facing. By the end of the conversation consent had been given to refer her to the Greenwich Live Well team, as well signposting Lucca to Young Greenwich activities, which are free of charge in RBG for him and his brother Matteo.

‘We had lots of fun and the staff were friendly and helped my mother and family, thanks’

Lucca

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FUNDRAISING

A huge thank you to everyone who supported CACT over the past year. A lot of our fundraising plans were postponed or cancelled and we are incredibly grateful to everyone who donated to support our work this year.

Corporate Supporters

CACT’s corporate sponsors and patrons provide vital support to our work.

We would like to thank our Principal Partner, ITRM, for providing front-of-kit sponsorship and a range of additional support.

We are also grateful to our partners, University of Greenwich, for their continued support CACT’s corporate patrons in 2020/2021 included:

• Regular Cleaning Services

• • K Wisdom Consulting

We would also like to thank other partners including FFT and the Effinity Charitable Foundation, W J King, Rivervale and Co-op.

In addition to these events, we are grateful to Steve Sutherland and Dan Bream for producing the CACT Cook Book.

We would also like to thank everyone who donated items or money to our appeals including our coronavirus appeal, school holiday meals, Community Hub and Project Hope campaigns.

Compliance

All fundraising activities are monitored by the Marketing and Fundraising sub-committee. CACT is registered with the Fundraising Regulator and follows the Code of Fundraising Practice in all its fundraising. Fundraising carried out in aid of CACT by volunteers is monitored and supported by the central team wherever they are aware of it. CACT did not receive any complaints about its fundraising in this period. CACT ensures that all its activities are carried out in a way that respects the rights of vulnerable people and all members of the public, for example, staff and volunteers are briefed before relevant activities and electronic communications are only sent to those who have opted in for information on fundraising.

We have not worked with external professional fundraisers.

We raised over

£180,000

in donations this year

Events & Fundraising

Our events looked a bit different this year but we are very grateful to everyone who joined our virtual events.

• Virtual quizzes with Scott Minto

• • Upbeats Walk

• Move in June

• Race Europe

Walk in April The Upbeats 198 2020 raised £30,000

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Governance, Structure & ManaGeMent

Trustees

The trustees are directors for the purposes of company law.

The South of England Foundation is incorporated as a company limited by guarantee and registered as a charity. The charity is registered with the Charity Commission.

The trustees’ report has been prepared in accordance with the Charities Act 2011 and is also the report of the directors for the purposes of the Companies Act 2006.

The charity has a board of nine trustees which governs in line with its governing document, the Articles of Association, vision, values, mission and charitable objectives. The board is responsible for overall governance and strategic direction of CACT and compliance with the legal and statutory requirements of a UK charity and of a registered company.

The financial statements have been prepared in accordance with the accounting policies set out on pages 46 to 54 and comply with the charitable company’s Articles of Association, applicable laws and 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 United Kingdom and Republic of Ireland (FRS 102), updated October 2019.

Trustee Appointments, Resignations and Reappointments

The board is conscious of the need to have an appropriate skill mix to ensure trustees contribute fully to the charity’s continued development, as well as the need for continuity and the necessity to refresh the board.

Appointments

Trustees who served during the period from 1 April 2020 to 31 March 2021:

As reported in the 2020/2021 Trustees’ Annual Report, four trustees - Simon Charlick, Calum Coker, Martin Griffiths and Chris Lunn were appointed in June 2020 and have experience in the areas of health, fundraising, finance, social inclusion and communications. In December 2020 trustees welcomed a fifth new trustee, Tracy Herd. Tracy has experience in health improvement strategies and programmes for improving men’s physical and mental health.

• Luke Ashworth

• Peter Cousins FCA (retired in April 2021)

• Ken Palmer

• Paul Statham

• Marilyn Toft

• David White (retired in June 2020)

Trustees appointed in June 2020 and December 2020:

The appointments have further enhanced the skill set and improved diversity on the board however, trustees are not complacent and will endeavour to increase diversity further.

• Simon Charlick FCA

• Calum Coker

• • *Martin Griffiths CBE

• Chris Lunn

• Tracy Herd (appointed in December 2020)

Governance, Structure & Management (continued)

• Martin Griffiths – Consultant Trauma and Vascular Surgeon at Barts Health NHS Trust and National Clinical Director for Violence Reduction for NHS England, was awarded a CBE in the Queen’s Birthday Honours List in June 2021. Martin was recognised for his work across the NHS in empowering communities and health professionals to challenge the attitudes and behaviours that result in violence and supporting people to make better choices. Trustees and staff congratulated Martin on his well-deserved award.

Resignation/End of Term of Office

As reported in the 2020/2021 Trustees’ Annual Report, David White retired from the board in June 2020, after completing his third, three year term of office.

Peter Cousins, first appointed in May 2008, retired when his term of office ended in May 2021. Peter, a valued and highly regarded trustee, Chair of the Finance and Personnel Sub-committee for over 12 years, and Chair to the board since July 2019. Trustees and staff thanked Peter for his service, dedicated professionalism and for supporting CACT through some unprecedented challenges caused by the pandemic during the reporting period.

Marilyn Toft , EDI trustee lead was elected as the new Chair in April 2021, and Luke Ashworth reappointed Vice-Chair. Simon Charlick proceeded Peter Cousins as Chair to the Finance and Personnel Sub-committee.

Reappointments

CACT’s governing document, the Articles of Association states that trustees will serve a three-year term up to a maximum of three terms, unless in exceptional circumstances and in the opinion of trustees, it is in the best interest of the charity and its beneficiaries for the trustee to serve for additional terms.

Ken Palmer, first appointed in April 2014 was reappointed in April 2021 to April 2024.

All trustees complete a register of interest annually and declare interests and potential conflicts of interest at the beginning of each board and sub-committee meeting, in line with the Articles of Association and our Conflict of Interest Policy.

Trustees are DBS checked on appointment and at three-yearly intervals.

Trustees receive no remuneration with respect to their role and claimed no expenses during the reporting period.

The charity has purchased insurance (premium of £2,032 for 2021, £2,092 for 2020) for cover up to £5 million to protect it from any loss arising from the neglect or defaults of trustees and employees and to indemnify them against the consequences of any neglect or default on their part.

The Charity Governance Code

Trustees have continued to implement recommendations from the Charity Governance Code in order to develop and maintain a high standard of governance. The recommendations actioned during the reporting period include:

• Preceding the appointment of a new Chair, role descriptions for the Chair and ViceChair were reviewed and updated to ensure leadership responsibilities are clearly defined.

• Trustees reviewed the composition of the board and conducted a skills audit. Results indicate that trustees have the appropriate mix of skills and relevant experience to meet the current and future anticipated needs of the charity to deliver the objectives effectively. The board composition will be reviewed and a skills audit completed biannually, or sooner if a trustee resigns/ retires.

• Trustees reviewed the levels of delegated authority to the chief executive and approved

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Governance, Structure & Management (continued)

the updated schedule of “Matters Reserved to the Board.”

• Following the publication of the refreshed Charity Governance Code, trustees attended two training sessions that incorporated the updated areas in the Code relating to equality, diversity, inclusion (EDI) and safeguarding.

• Trustees established a working group to review the charity’s governing document - the Articles of Association, to ensure it continues to provide a suitable governance framework. (The Articles were last updated in June 2018).

In addition, CACT is compliant with the English Football League Trust and Premier League Charitable Fund Capability Code of Practice (CCOP). The CCOP sets out recommendations for effective governance and management for organisations related to football clubs which are assessed and graded through an evidence based self-assessment process.

Sub-committees

CACT has three sub-committees – Equality, Diversity, Inclusion and Safeguarding, Finance and Personnel, and Marketing and Fundraising. An annual calendar of meetings is agreed for board and sub-committees and all meet quarterly.

A key objective in CACT’s three-year strategic plan (2019/22), is a commitment to develop and embed Equality, Diversity and Inclusion (EDI) as a core element across all areas of CACT’s work which are delivered through an Equality Action Plan (EAP). The EDI and Safeguarding Subcommittee monitor the impact of the charity’s EAP and oversee the safeguarding function of CACT.

Equality, Diversity, Inclusion (EDI) and

Safeguarding Sub-committee: membership comprises four trustees - Marilyn Toft (Chair and EDI lead trustee), Ken Palmer (Safeguarding lead trustee), Calum Coker and Martin Griffiths.

Jason Morgan (Chief Executive), Charlie Macdonald (Director of Youth, Health and Inclusion), Dr Michael Seeraj (Head of EDI) and Barry Simmons (Safeguarding and Health and Safety Officer) provide the necessary input to the meetings.

Finance and Personnel Sub-committee:

membership comprised four trustees to April 2021, up until Peter Cousins retired from the board. Simon Charlick (Chair), Luke Ashworth and Paul Statham are trustee members; Jason Morgan (Chief Executive), Mark Gregory (Director of Finance and Support Services) and Kathy Smart (Head of Governance and Support Services) provide the necessary input to the meetings.

Marketing and Fundraising Sub-committee:

membership comprises three trustees – Chris Lunn (Chair), Calum Coker and Marilyn Toft. Jason Morgan (Chief Executive), Zaki Dogliani (Marketing and Communications Manager) and the Head of Fundraising and Development provide the necessary input to the meetings.

Ambassadors

CACT Ambassadors are advocates for CACT initiatives and use their expertise to assist continued growth, development and success of community programmes. Ambassadors are appointed in recognition of their outstanding contribution and consistent support of CACT’s work:

• Dave Berry

• Paul Dunn MBE

• Keith Peacock

• Martin Simons

• Autumn Sharif

• Steve Sutherland

Governance, Structure & Management (continued)

Honorary President & Vice President

Trustees are considering the appointment of an honorary president following sad news of the death of former president, Sir Maurice Hatter in April 2020, (as reported in last year’s annual report).

Lord Grade of Yarmouth CBE , a former Director of Charlton Athletic Football Club, is honorary vice-president of CACT.

Key Management Personnel

Trustees and the executive team are responsible for the strategic direction, control and operation of the charity. There are no changes to the executive team during the reporting period. The executive team comprises:

The executive team comprises:

• Jason Morgan MBE - Chief Executive Officer

• • Mark Gregory - Director of Finance and Support Services

• David James - Director of Education and Sport

• Charlie Macdonald - Director of Youth, Health and Inclusion

The remuneration of the executive team is set by the trustees, who have regard to pay levels for equivalent staff in similar organisations.

Employees

CACT seeks to develop a culture of trust and respect where all employees are valued and treated fairly, in accordance with our Equality Policy.

CACT is committed to promoting equality in all areas of work including the recruitment process and employment. We offer a range of benefits and incentives including:

• London Living Wage Foundation Employer

• Employee Assistance Programme

• A range of internal and external training opportunities

• “Equality, Diversity and Inclusion” Staff Working Group

• “Green” Staff Working Group

• Eye-care Vouchers

• Cycle to Work Scheme

• Healthy Workplace Award

• Investors in People (re-accredited in March 2021 for three years)

• Matrix Standard (re-accredited in April 2021for three years)

CACT ensures employees are well informed through weekly staff newsletters including HR updates, department and team meetings and information including updates to staff policies and procedures via our HR Information Management System. During the Covid-19 pandemic, effective communication was vital particularly as many staff, in line with government guidance were directed to work from home wherever possible, unless redeployed to work on the Royal Greenwich Community Hub.

• Staff received regular briefings with updates on changes to government guidance, weekly staff newsletters containing articles, webinar links on staying physically and mentally healthy, as well as regular email communications from the chief executive and directors.

Two virtual presentations were delivered to all staff by the chief exceutive and directors, to ensure staff were well informed about the measures being taken during the pandemic to protect the staff and the charity, as well as adapt services to support the local community, and outline plans for future recovery.

Charlton Athletic Football Club

CACT is Charlton Athletic Football Club’s (CAFC) charitable arm and operates via a Trademark Licence Agreement to use the club’s name and badge. CACT’s head office is situated at the club’s training ground in Sparrows Lane in southeast London. The Health Improvement Call Centre and Valley Central Youth Hub are based

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Governance, Structure & Management (continued)

at the football stadium, highlighting the strong association and sense of responsibility between the football club and community in delivering activities within the local area.

During the reporting period the ownership of the football club changed and in September 2020 the club was purchased by Thomas Sandgaard, a Danish-American businessman. A new strong partnership has already developed as the club recognises and supports the positive impact of CACT’s work. The appointment of a trustee from the club will be considered by trustees to further strengthen the partnership.

Other Partners

CACT works with several other partners and agencies in the public, private and charitable sectors. This includes local authorities, (Royal Borough of Greenwich, London Borough of Bexley and Kent County Council), Oxleas NHS Foundation Trust and other NHS Trusts, National Citizenship Service, English Football League, Premier League, Football Foundation, English Football League Trust, Premier League, Football Association, Professional Footballers’ Association, schools, colleges and universities as well as local and national businesses.

Subsidiary Companies

The charity has two trading subsidiary companies, South of England Foundation (Community Facilities) Limited (CFL) and Community Scheme Solutions Limited (CSSL). CFL was established to develop an artificial training pitch under the Barclays Spaces for Sport scheme in 2006. It also undertakes other projects relating to the development and ongoing use of sporting facilities for the use of the community.

In the opinion of the trustees, the current activities of CFL fall within the charitable objects of the charity itself and therefore the activities of the group are all regarded as charitable activities in the report which follows and the financial statements which accompany it.

CSSL was active between 2007 and 2009 running the “Football in the Community Scheme”, formerly run by Charlton Athletic Football Club until these activities were transferred to the Trust itself. The company is now dormant.

Financial review

Financial Report for the Period

Total income for the financial year to March 2021 was £5.6 million, unchanged from the year before. Income from charitable activities declined to £4.3 million in 2020/21 compared with £4.7 million the previous year, mainly because of reduced income from NCS and football and sports development programmes, partly offset by higher income from health improvement Covid-19 response programmes. Income from grants and donations was £862,000 million in the year to March 2021, compared with £798,000 in the previous year. The increase primarily reflects Covid-19 related grants.

Total expenditure decreased from £6.0 million in the 2019/20 financial year to £5.4 million in the year to March 2021. This is attributable to lower expenditure on social action and enterprise, early help and prevention and football and sports development programmes, and reflects both some reduction in the level of activity and a change in delivery models in these areas as a result of the pandemic. These expenditure reductions were partly offset by increased expenditure on health improvement programmes, in particular the Royal Greenwich Community Hub.

Financial Review (continued)

The operating surplus of £55,000 on unrestricted funds represents net income of £273,000 for Greenwich Youth Service and £1,000 designated fund transfers, partly offset by an overall shortfall of £154,000 in general funds and a £65,000 pension fund actuarial adjustment included within expenditure.

Youth service net income includes an unplanned underspend of £192,000 as a result of activities not taking place due to Covid-19. With the agreement of Royal Borough of Greenwich this has been retained and ring-fenced to fund additional youth service activities in future years. The balance represents a £81,000 planned retention of income to cover anticipated cost inflation. (Annual income is fixed over the nineyear life of the contract but costs are expected to increase.)

The £154,000 overall shortfall on general funds reflects the curtailment of planned incomegenerating programmes and activities due to the Covid-19 pandemic. The impact of the pandemic on CACT’s finances was however significantly mitigated by prompt actions and consultation with funders to protect funding where possible, together with changes in delivery models to online and virtual delivery, where physical delivery was no longer possible, and applications for grants to support Covid-19 recovery.

Restricted funds totalled £734,000 at the end of the financial year, compared with a balance of £565,000 at the beginning of the year. The increase reflects funding received in 2020/21 on health improvement and early help and prevention funds, which will be spent in 2021/22, partly offset by a reduction in fixed asset funds due to the annual depreciation of the Community astroturf pitch and other assets.

Designated funds increased from £1.1 million last year to £1.4 million at 31 March 2021, mainly as a result increases in the value of development fund investments.

Free reserves at the end of the year were £480,000, equal to the balance at the beginning of the year, after the transfer of £154,000 from the

development fund to cover the operating deficit, as explained above.

Reserves

Trustees constantly monitor free reserves and review CACT’s reserves policy every year. The existing policy is to maintain reserves so as to meet a certain number of months’ expenditure and, based on annual operating expenditure of approximately £5 million, the trustees have determined that free reserves in the range of between one and three months’ expenditure should be maintained, and total unrestricted funds (excluding the pension reserve) of between three and five months’ expenditure should be held, as cover for any longer term and residual exposures.

Free reserves are stated before deduction of a £745,000 pension reserve to cover CACT’s share of the Royal Borough of Greenwich Pension Fund, in respect of employees who were transferred to CACT in 2012 and 2019 under a TUPE arrangement. The pension liability is based on a full actuarial valuation of the fund’s assets and liabilities as at 31 March 2019, updated for changes in demographic and financial assumptions since that date. The pension deficit will be met out of future contributions and so it is unlikely to crystallise. In this situation current guidance allows a charity to ignore a negative pension reserve when assessing its free reserves.

riSk ManaGeMent

The trustees are responsible for overseeing the identification and management of significant risks. Risks are identified, assessed and mitigation actions put in place throughout the year. All significant risks are recorded in a register and the likelihood and impact of each is quantified. The risk register is formally reviewed by trustees on a quarterly basis, the last review taking place in March 2021. The three most significant potential ongoing risks identified, and actions taken to mitigate or eliminate these risks, are as follows:

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TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

Risk Management (continued)

• Safeguarding issues , including inappropriate actions by employees or volunteers, affecting service users and others, particularly young and vulnerable people, could cause reputational damage and result in loss of funding for programmes.

Mitigating actions include: All staff and trustees are subject to DBS checks; all staff undergo mandatory safeguarding training; a full-time Safeguarding Officer is employed to support staff and volunteers, our service users and partners, and to provide quarterly reports to the board of trustees; safeguarding policies and procedures are in place and are reviewed annually by trustees; staff have access to and are required to adhere to the policies and procedures; the board includes a trustee with professional safeguarding expertise.

• Data protection issues , including confidential or sensitive personal data being lost, published or held inappropriately. The resulting damage to the Trust’s reputation could lead to external funders being unwilling to work with CACT, and noncompliance with legislation may lead to financial penalties being imposed.

Mitigating actions include: an Information Governance Steering Group meets quarterly to oversee information governance including reviewing incidents or “near misses”; data protection and related policies are reviewed regularly; staff have access to and are required to comply with data protection policies and procedures - disciplinary sanctions highlight the importance of compliance; staff are required to complete mandatory online data protection training; system security and physical security measures prevent unauthorised access to data; an external data protection consultancy service provides advice and guidance on data protection related matters.

• Financial risks as a result of the Trust losing funding and not being able to cover core costs.

Mitigating actions include: ensuring that support as well as direct cost recovery is built into funding bids; maintaining free reserves in line with the agreed reserve policy, which is reviewed annually by trustees; ensure budgets are closely monitored and consider efficiency savings that do not impact on services. In addition, a programme of fundraising events and programmes has been developed in order to grow unrestricted income to help cover core costs.

Risks related to Covid-19

In addition to the above continuing risks, a detailed risk assessment of the impact of the coronavirus was undertaken and regularly reviewed and updated as the situation evolved. A major incident management team was set up comprising CACT senior managers as well as HR and health and safety staff, to co-ordinate the Trust’s response to the pandemic and ensure that appropriate actions were taken and all government guidelines were followed.

The following Covid-19 specific risks were identified and addressed:

• Staff risks: including employees being unable to work due to contracting the virus or needing to self-isolate.

Mitigating actions included closing the main CACT office and directing employees to work from home wherever possible to minimise potential exposure to the virus. Where working from home was impossible, government guidance on social distancing, washing and the use of PPE where necessary was rigorously enforced. Regular electronic briefings were given to staff to ensure that they were kept informed of any changes to guidance. Data protection risks associated with remote working were assessed to ensure GDPR-compliance with the processing of data and policies and procedures were updated.

• Programme and activity risks: including risks of participants and employees contracting Covid-19 whilst involved in CACT activities.

Risk Management (continued)

Programme-specific mitigating actions were taken to minimise risk, including cancelling some activities, reducing participant numbers, and changing the delivery model of others such as moving to online activities, in consultation with funders. In all cases current NHS and government guidance has been followed.

• Financial risks: due to planned activities or programmes being curtailed.

Actions taken include: major funders consulted immediately to agree new delivery models and revise KPIs where appropriate, to protect funding; staff from cancelled programmes reassigned where possible to other funded activities, in particular the Royal Greenwich Community Hub; loans and Covid-19 support grants applied for to offset lost income and protect liquidity; income, expenditure and cash flow forecasts prepared and regularly monitored so that prompt action can be taken when necessary to ensure continued financial stability.

Events Since Year-End

Although Covid-19 restrictions are being removed and programmes that could not take place previously are resuming, the ongoing impact of the pandemic remains uncertain. Trustees continue to work with senior

management to ensure that actions are taken to mitigate and offset any negative coronavirus impacts, and ensure the long-term financial stability of the charity

Future PlanS

CACT reviewed the objectives in the threeyear strategic plan 2019-2022 and due to the challenges caused by the Covid-19 pandemic, it was agreed to extend the plan for an additional year, to 31 March 2023. Progress is tracked through an annual business plan incorporating a rag-rated system to identify objectives not on target which will be reviewed quarterly by trustees.

As restrictions imposed by the pandemic are relaxed, a number of fundraising opportunities in

collaboration with the club are planned to raise income for CACT.

The current Live Well health contract ends at the end of 2022. CACT intends to submit a tender to be recommissioned and we feel that we are in a strong position to continue to provide this service for the Royal Borough of Greenwich. As we emerge from the pandemic. we expect the need to provide education services linked to the youth service will continue to grow.

Equality, Diversity and Inclusion will continue to be a key focus, including working together with the football club on an EDI strategy and looking to increase diversity at higher levels within the organisation.

CACT will continue to focus on monitoring and evaluation processes to ensure high quality services are delivered across all strands and impact is measured effectively.

CACT will continue to review policies and procedures and keep them up-to-date and in line with changes in legislation and Charity Commission guidance. This will include ongoing implementation of recommendations from the Charity Governance Code and compliance with the English Football League Trust and Premier League Charitable Fund Capability Code of Practice.

StateMent oF truSteeS’

reSPonSibilitieS

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

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF AND TRUSTEES OF THE SOUTH OF ENGLAND FOUNDATION

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2021

Statement of Trustees’ Responsabilities (continued)

Opinion

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 charity and the group and of the income and expenditure of the charity and the group 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 Accounting and Reporting by Charities: Statement of Recommended Practice (the Charities’ SORP);

• make judgements and estimates that are reasonable and prudent;

• state whether applicable United Kingdom 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 charity will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each of the trustees confirms that:

• so far as the trustee is aware, there is no relevant audit information of which the charity’s auditor is unaware; and

• the trustee has taken all the steps that he/ she ought to have taken as a trustee in order to make himself/herself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

• This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.

• The trustees are responsible for the maintenance and integrity of financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Thanks

The trustees would like to place on record their thanks to all CACT’s ambassadors, patrons, partners, funders, employees and volunteers without whom none of its excellent work could be done.

Approved by the trustees and signed on their behalf by:

Marilyn Toft – Chair of Trustees

We have audited the financial statements of the South of England Foundation (the ‘charitable parent company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2021 which comprise the consolidated statement of financial activities, the group and charitable parent company balance sheets, the consolidated statement of cash flows, the principal accounting policies and the notes to the financial statements. 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 group’s and of the charitable parent company’s affairs as at 31 March 2021 and of the group’s income and expenditure 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.

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 group 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 trustees’ use of the going concern basis

of accounting in the preparation of the financial statements is appropriate.

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 group and charitable parent 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.

Date: 29 September 2021

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INDEPENDENT AUDITOR’S REPORT | YEAR TO 31 MARCH 2021

INDEPENDENT AUDITOR’S REPORT | YEAR TO 31 MARCH 2021

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report and Financial Statements, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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, which is also the directors’ report for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ report, which is also the directors’ report for the purposes of company law, 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 group and the charitable parent 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 by the charitable parent company, or returns adequate for our audit have not been received from branches not visited by us; or

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

Responsibilities of trustees

As explained more fully in the Trustees’ Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 group’s and the charitable parent 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 trustees either intend to liquidate the group or the charitable parent 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.

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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations; and

• we obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant frameworks which are directly relevant to specific assertions in the financial statements are those that relate to the reporting framework (Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011).

We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

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

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

• making enquiries of management as to their knowledge of actual, suspected and alleged fraud; and

• • considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

• the trustees were not entitled to take advantage of the small companies’ exemptions from the requirement to prepare a strategic report.

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To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• challenged assumptions and judgements made by management in assessing the going concern basis of accounting and in its significant accounting estimates, including the estimated useful economic lives of assets for the purpose of determining the annual depreciation charge,

• performed sample based testing of expenditure in the accounting system to supporting documentation and sample based testing of income from source documentation to the accounting system;

Financial Statements

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

• reading the minutes of meetings of those charged with governance; and

• enquiring of management as to actual and potential litigation and claims.

As a result of our procedures, we did not identify any key audit matters relating to irregularities.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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.

Edward Finch (Senior Statutory Auditor) For and on behalf of Buzzacott LLP, Statutory Auditor 130 Wood Street

London EC2V 6DL

Date:

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Group and Charity Balance Sheets 31 March 2021

Consolidated Statement of Financial Activities Year to 31 March 2021

	Unrestricted funds £’000	Restricted funds	Restricted funds	Total funds 2021 £’000	Total funds 2020 £’000
		Revenue projects £’000	Capital develop -ment £’000
Income: Donations and legacies 1 Income from charitable activities 2 Income from other trading activities 3 Investment income Other income – CJRS grant Total income Expenditure: Cost of raising funds 4 Expenditure on charitable activities 5 . Health Improvement . Youth Services . Early Help and Prevention . Football and Sports Development . Social Action and Enterprise . Equality, Diversity & Inclusion . Education Total expenditure Net income (expenditure) before investment losses and transfers 7 Gains (losses) on investments 11(a) Net income (expenditure) for the year Other recognised gains and losses (Losses) gains on pension scheme Net movement in funds Reconciliation of funds: Fund balances brought forward at 1 April 2020 Fund balances carried forward at 31 March 2021	183 2,028 49 29 329	679 2,301 — — —	— — — — —	862 4,329 49 29 329	798 4,699 46 33 —
	2,618	2,980	—	5,598	5,576
	130	—	—	130	200
	198 1,124 35 613 365 23 74	1,902 24 739 65 — 55 —	1 — — 22 — — 3	2,101 1,149 774 700 365 78 77	1,110 1,081 1,029 789 1,621 72 119
	2,433	2,785	26	5,244	5,821
	2,563	2,785	26	5,374	6,021
	55 189	195 —	(26) —	224 189	(445) (49)
	244 (360)	195 —	(26) —	413 (360)	(494) 105
	(116) 1,222	195 288	(26) 277	53 1,787	(389) 2,176
	1,106	483	251	1,840	1,787

All of the group’s activities in the above two financial periods were derived from continuing operations.

There were no recognised gains and losses other than those set out in the consolidated statement of financial activities above.

Detailed comparative information is provided in notes 20 to 23, which form an integral part of the accounts.

Notes	Group 31 March 2021 £’000	Group 31 March 2020 £’000	Charity 31 March 2021 £’000	Charity 31 March 2020 £’000
Fixed assets: Tangible fixed assets 10 Investments 11 Total fixed assets Current assets: Debtors due within one year 12 Cash at bank and in hand Total current assets Liabilities: Creditors: amounts falling due within one year 13 Net current assets Total net assets excluding pension liability Net pension liability 16 Total net assets The funds of the charity: Restricted funds 14 . Relating to fixed assets . Other Unrestricted funds Designated funds 15 . Fixed asset fund . Development fund . Other General funds . Free reserves . Pension reserve 16 Total unrestricted funds Total funds	292 1,107	331 918	17 1,107	31 918
	1,399 682 1,103	1,249 837 632	1,124 678 1,101	949 838 623
	1,785 **(599) **	1,469 (611)	1,779 **(607) **	1,461 (619)
	1,186	858	1,172	842
	2,585 **(745) **	2,107 (320)	2,296 **(745) **	1,791 (320)
	1,840	1,787	1,551	1,471
	251 483	277 288	2 483	6 288
	734 41 1,026 304	565 54 991 17	485 15 1,026 304	294 25 991 17
	1,371 480 (745)	1,062 480 (320)	1,345 466 **(745) **	1,033 464 (320)
	(265) 1,106	160 1,222	(279) 1,066	144 1,177
	1,840	1,787	1,551	1,471

Approved by the trustees of South of England Foundation, Company Registration Number 04654582 (England and Wales) and signed on their behalf by:

Marilyn Toft – Chair of Trustees

Approved on: 29 September 2021

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Principal Accounting Policies 31 March 2021

Consolidated Statement of Cash Flows Year to 31 March 2021

Notes	2021 £’000	2020 £’000
Cash flows from operating activities: Net cash provided by (used in) operating activities A Cash flows from investing activities: Investment income received Purchase of tangible fixed assets Net cash provided by (used in) investing activities Change in cash and cash equivalents in the year Cash and cash equivalents at 1 April 2020 Cash and cash equivalents at 31 March 2021	442	(59)
	29 —	33 (9)
	29	24
	471 632	(35) 667
	1,103	632

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the accounts are laid out below.

Basis of preparation

These accounts have been prepared for the year to 31 March 2021.

The accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these accounts.

The accounts 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 United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102) updated October 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011 and the Companies Act 2006.

The charity constitutes a public benefit entity as defined by FRS 102.

Notes to the consolidated statement of cash flows for the year to 31 March 2021:

The accounts are presented in sterling and are rounded to the nearest thousand pounds.

A Reconciliation of net expenditure to net cash flows from operating activities

	2021 £’000	2020 £’000
Net income (expenditure) as per the statement of financial activities Adjustments for: Depreciation charge FRS 102 pension charge Investment income received (Gains) losses on investments Decrease in debtors Decrease in creditors Net cashprovided by (used in) operating activities	413 39 65 (29) (189) 155 (12)	(494) 40 44 (33) 49 458 (123)
	442	(59)

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the trustees and management to make judgements and estimates.

The items in the accounts where significant judgements and estimates have been made include:

•  determining whether any impairment of the artificial training pitch is needed. The charity’s existing artificial pitch is due to be replaced by a new pitch on Footscray Rugby Club land at no cost to the charity. The Trustees do not consider the existing asset to be impaired because the value of the replacement pitch will be at least equal to the book value of the existing facility at the CAFC Training Ground; and

•  reviewing the assumptions used to calculate the pension liability.

Assessment of going concern

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. In making this assessment the trustees have specifically considered the Covid-19 pandemic and its potential impact on the operations and finances of the charity. Several factors have been taken into account, including:

• Source and security of future income

Approximately half of CACT’s annual income is obtained from multi-year contracts or grant agreements that extend for a period of at least one year beyond the date on which these accounts have been signed.

Approximately 60% of CACT’s usual annual income (and over 80% of its income that is secured over a year in advance) is obtained from public sector funding where the risk of non-payment due to the financial situation of the funder is assessed to be very low.

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Principal Accounting Policies 31 March 2021

Principal Accounting Policies 31 March 2021

Assessment of going concern (continued)

 Financial controls

Cash management and other financial control processes are in place to minimise financial risks and ensure that income due is received on a timely basis. Income, expenditure and cash flow forecasts are prepared. Actual performance is monitored against these forecasts on a monthly basis, to allow action to be taken where there is a risk that forecasts may not be achieved.

 Financial assets held by the charity

• In addition to cash balances held to meet CACT’s short-term operating needs, the charity holds over £1,000,000 of fixed asset investments, which could be sold, if necessary, to provide additional working capital.

After making this assessment the Trustees are confident the organisation has adequate resources to operate for the foreseeable future, that there are no material uncertainties over its going concern status, and that it can adopt the going concern basis in preparing its financial statements.

Basis of consolidation

The consolidated statement of financial activities and group balance sheet consolidate the financial statements of the charity with those of its subsidiaries, South of England Foundation (Community Facilities) Limited and Community Scheme Solutions Limited (dormant). Where necessary the amounts consolidated in respect of the subsidiary companies are restated to ensure consistency of group accounting policies.

Income recognition

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably and it is probable that the income will be received. In cases where, in line with funding agreements, income is received in advance of the period to which it relates, this is shown as deferred income in the accounts .

Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received, the amount is accrued for where the receipt is considered probable.

Grants are recognised when the charity is entitled to the funds. Where entitlement is dependent on fulfilment of conditions within the charity's control, the income is recognised when there is sufficient evidence that the conditions will be met.

Legacies are included in the statement of financial activities when the charity is entitled to the legacy, the executors have established that there are sufficient surplus assets in the estate to pay the legacy, and any conditions attached to the legacy are within the control of the charity.

Income from charitable activities includes contracts to deliver services, football course fees and income from the school based activities. The income is generally recognised when the charity is entitled to receipt, and is deferred only when the charity has to fulfil conditions before becoming entitled to it or where the funder has specified that the income is to be expended in a future accounting period.

Income recognition (continued)

Gifts in kind donated to the charitable company for its own use are included in income and resources expended at their market value as at the time of the gift. Donated professional services are not included in income where it is not possible to place a value on those services.

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. All expenses, including support costs, are allocated or apportioned to the applicable expenditure headings. The classification between activities is as follows:

•  Cost of raising funds is that portion of salary costs representing time expended in building partnerships and developing future projects, together with direct costs associated with that activity.

•  Expenditure on charitable activities represent expenditure incurred directly, payments to partner organisations for the delivery of the charity’s programmes of activity, and support costs in operating the charity.

•  Support costs represent indirect charitable expenditure which is necessary in order to carry out the primary purposes of the charity, and comprises personnel development, financial procedures, provision of office services and equipment and a suitable working environment. The costs are allocated to each charitable activity in proportion to the usage of these resources by each activity.

•  Governance costs are those which are directly attributable to the management of the charity’s assets, and the necessary legal procedures for compliance with statutory requirements. The costs are allocated to each charitable activity heading on the most appropriate basis.

Tangible fixed assets

Tangible fixed assets costing over £5,000 are capitalised and are stated at cost and depreciated over their expected useful life. Depreciation is provided at the following annual rates in order to write off each asset over its useful life:

 Artificial training pitch Over the life of its lease, which is 25 years  Other sports facilities 4% on cost  Machinery and office equipment 25% on cost  Motor vehicles 25% on cost

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Principal Accounting Policies 31 March 2021

Principal Accounting Policies 31 March 2021

Investments

Listed investments are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the quoted market price.

Realised gains (or losses) on investment assets are calculated as the difference between disposal proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value at that date. Realised and unrealised investment gains (or losses) are combined in the statement of financial activities and are credited (or debited) in the year in which they arise.

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid.

Cash at bank and in hand

Cash at bank and in hand represents such accounts that are available on demand.

Pension costs

Employees who were transferred to the charity under TUPE arrangements to deliver the Royal Borough of Greenwich’s youth service provision, and to provide contracted health improvement services, are members of a defined benefit pension scheme administered by the Royal Borough of Greenwich. The charity became a participating employer during 2013 and as a result the charity’s share of the underlying assets and liabilities of the scheme, which accrues from this date, are included in the financial statements. The charity’s share of the Scheme’s assets are measured at fair value at each balance sheet date. Liabilities are measured on an actuarial basis using the projected unit method. The net of these two figures is recognised as an asset or liability on the balance sheet. Any movement in the asset or liability between balance sheet dates is reflected in the statement of financial activities in recognised gains and losses for the period. Other movements are credited or debited to the statement of financial activities. Any fund deficits are recovered in ongoing contributions, which amounted to £41,000 in the year to 31 March 2021, as detailed in note 16 to the financial statements. There were 7 active members and 12 deferred pensioners and pensioners in the scheme, all being staff who had transferred from the Royal Borough of Greenwich under TUPE. Other staff are members of the charitable company’s defined contribution scheme.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt.

Fund accounting

Restricted funds comprise monies raised for, and their use restricted to, a specific purpose, or contributions subject to donor imposed conditions. Designated funds are those funds earmarked by the trustees for a specific purpose. They are unrestricted, and the trustees may ultimately use such funds for other purposes. The funds represented by tangible fixed assets are treated as designated funds.

General funds represent those monies which are freely available for application towards achieving any charitable purpose which falls within the charity’s charitable objects.

Funds retained in the trading subsidiaries which have been generated through undertaking activity that falls within the charity’s objects, and which is intended for application within the objects, are treated in the group balance sheet as charitable funds, either restricted or unrestricted.

Capital contributions received towards the cost of construction or acquisition of tangible fixed assets which are subject to on-going restrictive obligations are treated as restricted funds and reduced by charges of depreciation through the statement of financial activities over the estimated useful life of the asset.

54

53

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

1 Income from donations and legacies

	Unrestricted funds £’000	Restricted funds £’000	Total funds 2021 £’000	Unrestricted funds £’000	Restricted funds £’000	Total funds 2020 £’000 47 60 691 798
Donations Income from patrons Grants Total funds	24 43 116	66 9 604	90 52 720	12 57 42	35 3 649
	183	679	862	111	687

Income from donations includes £379,100 from central and local government grants (2020 - £301,900).

The largest grants received in the year were £122,500 from the Department of Health and Social Care for the social prescribing programme, £120,300 from the Royal Borough of Greenwich for Short Breaks early help and prevention programmes and £96,300 for the Premier League “Kicks” social inclusion programme.

2 Income from charitable activities

Income from charitable	activities
	Unrestricted funds £’000	Restricted funds £’000	Total funds 2021 £’000	Unrestricted funds £’000	Restricted funds £’000	Total funds 2020 £’000 3,119 1,116 416 48 4,699
Service delivery Greenwich Youth Service Fees from the delivery of projects Other charitable Income Total funds	715 1,227 70 16	2,279 — — 22	2,994 1,227 70 38	1,800 1,116 416 33	1,319 — — 15
	2,028	2,301	4,329	3,365	1,334

Income from charitable activities includes a total of £2,164,097 from local government contracts (2020 - £2,271,500).

The largest amounts of service delivery income are £1,341,300 from Oxleas NHS Foundation Trust for the Royal Borough of Greenwich (RBG) Start Well programme, £899,000 from RBG for health improvement services and £855,100 from RBG for Covid-19 response programmes.

Fees from the delivery of projects is the aggregate of a large number of smaller programmes, primarily related to football and sports development.

3 Income from other trading activities

Income from other trading activities
		Total (unrestricted) funds 2021 £’000	Total (unrestricted) funds 2020 £’000
Fundraising events Other trading income Total funds		40 19	33 13
		49	46

4 Cost of raising funds

Cost of raising funds
	Total (unrestricted) funds 2021 £’000	Total (unrestricted) funds 2020 £’000 171 29 200
Staff costs (note 8) Other costs Total funds	121 9
	130

5 Expenditure on charitable activities

Expenditure on charitable activities can be analysed as follows:

Health Improvement Youth Services Early Help and Prevention Football and Sports Development Social Action and Enterprise Equality, Diversity & Inclusion Education Total funds	Direct staff costs (note 8) £’000	Other direct costs £'000	Support costs (note 6) £’000	Total funds 2021 £’000
	1,455 575 404 483 244 58 38	345 406 288 134 69 8 27	301 168 82 83 52 12 12	2,101 1,149 774 700 365 78 77
	3,257	1,277	710	5,244

Health Improvement Youth Services Early Help and Prevention Football and Sports Development Social Action and Enterprise Equality, Diversity & Inclusion Education Total funds	Direct staff costs (note 8) £’000	Other direct costs £'000	Support costs (note 6) £’000	Total funds 2020 £’000
	757 579 503 500 580 58 84	231 353 413 181 809 6 18	122 149 113 108 232 8 17	1,110 1,081 1,029 789 1,621 72 119
	3,061	2,011	749	5,821

56

55

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

6 Support costs

Charitable activities expenditure shown note 5 above include the following support costs

	Staff costs (note 8) £’000	Other support costs £’000	Total funds 2021 £’000	Staff costs (note 8) £'000	Other support costs £'000	Total funds 2020 £’000
	255 143 70 70 44 10 **10 **	46 25 12 13 8 2 2	301 168 82 83 52 12 12	93 114 86 83 177 6 13	29 35 27 25 55 2 4	122 149 113 108 232 8 17

The above support costs include the following governance costs:

	Total funds 2021 £’000	Total funds 2021 £’000
Staff costs Legal and professional fees Auditor’s remuneration Other costs	13 — 12 13	13 1 12 4
	38	30

7 Net expenditure for the Year This is stated after charging:

Unrestricted funds £’000 Restricted funds £’000 Total funds 2021 £’000 Unrestricted funds £’000 Staff costs (note 8) 2,082 1,898 3,980 2,411 Operating lease rentals 26 18 44 20 Auditor’s remuneration . Statutory audit services – charity 9 — 9 9 . Statutory audit services – subsidiary 3 — 3 3 . Other services 2 — 2 2 Depreciation 12 27 39 13	Restricted funds £’000 Total funds 2021 £’000 1,393 3,804 18 38 — 9 — 3 — 2 27 40

8 Employees and staff costs

Employees and staff costs
Staff costs during the period were as follows:	2021 £’000	2020 £’000
Wages and salaries Social security costs Pension costs FRS 102 pension charge Other staff related costs	3,486 302 116 65 11	3,402 273 76 44 9
	3,980	3,804

The key management personnel of the charity in charge of directing and controlling, running and operating the charity comprise the trustees and executive team. The day-to-day management of activities is the responsibility of the executive team, which comprises the Chief Executive Officer, Director of Youth and Social Inclusion, Director of Education Sport and Health, and Director of Finance and Support Services. The total remuneration (including taxable benefits, employer's pension contributions and employer's national insurance contributions) of the key management personnel for the year was as follows:

contributions) of the key management personnel for the year was	as follows:
	2021 £’000	2020 £’000
Wages and salaries Benefits in kind Social security costs Pension costs	336 14 41 17	336 14 42 17
	408	409

The number of employees who earned £60,000 per annum or more (including taxable benefits but excluding employer pension contributions) during the year was as follows:

	2021	2020
£70,001 - £80,000 £80,001 - £90,000 £110,001 - £120,000 £120,001 - £130,000	2 1 — 1	2 1 1 —
	4	4

Payments to defined contribution pension arrangements in the year amounted to £16,601

(2020 - £16,660) in respect of the above employees.

Staff costs have been charged as follows:

(2020 - £16,660) in respect of the above employees. Staff costs have been charged as follows:
	2021 £’000	2020 £’000
Cost of generating funds (note 4) Charitable activities (note 5) Support costs (note 6)	121 3,257 602	171 3,061 572
	3,980	3,804

The average number of employees during the period was as follows:

	Fixed hours	Variable hours	Total 2021 2 187 189	Fixed hours	Variable hours	Total 2020
Cost of generating funds Charitable activities	2 98	— 89		3 97	— 115	3 212
	100	89		100	115	215

58

57

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

8 Employees and staff costs (continued)

The charity has purchased insurance to protect it from any loss arising from the neglect or defaults of its trustees and officers and to indemnify the directors or other officers against the consequences of any neglect or default on their part. The insurance premium paid by the charity during the period totalled £2,093 (2020 - £1,908) and provides cover of up to a maximum of £5 million (2020 - £5 million).

No trustees received any remuneration or any reimbursed expenses from the charity during 2021 or 2020.

9 Taxation

South of England Foundation is a registered charity and therefore is not liable to corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities. The subsidiaries make a Gift Aid payment to the charity if they produce a taxable profit in any financial period.

10 Fixed assets

Fixed assets
Group	Artificial training pitch £’000	Other sports facilities £’000	Machinery and office equipment £’000	Motor vehicles £’000	Total £’000
Cost At 1 April 2020 Disposals At 31 March 2021 Depreciation At 1 April 2020 Charge for year Disposals At 31 March 2021 Net book value At 31 March 2021 At 31 March 2020	569 —	60 —	118 (46)	156 —	903 (46)
	569	60	72	156	857
	298 22 —	31 3 —	87 14 (46)	156 — —	572 39 (46)
	320	34	55	156	565
	249	26	17	—	292
	271	29	31	—	331

Charity	Office equipment £’000	Motor vehicles £’000	Total £’000
Cost At 1 April 2020 Disposals At 31 March 2021 Depreciation At 1 April 2020 Charge for year Disposals At 31 March 2021 Net book value At 31 March 2021 At 31 March 2020	112 (46)	156 —	268 (46)
	66	156	222
	81 14 (46)	156 — —	237 14 (46)
	49	156	205
	17	—	17
	31	—	31

11 Investments

(a) UK investment funds

(a) UK investment funds
	2021 £’000	2020 £’000
Total value of investments at 1 April 2020 Investment gains (losses) Total investments at 31 March 2021 Historical cost of investments at 31 March 2021	918 189	967 (49)
	1,107	918
	950	950
	2021 £’000	2020 £’000
Portfolio Details CCLA Investment Fund Sarasin Alpha CAIF for Endowments Rathbones Active Income and Growth Fund Total market value at 31 March 2021	435 411 261	361 340 217
	1,107	918

(b) Investment in trading subsidiary

The charity owns the entire issued share capital of Community Scheme Solutions Limited, formerly known as South of England Foundation (Trading) Limited, a company registered in England. The company remained dormant throughout the period.

The charity owns the entire issued share capital of South of England Foundation (Community

Facilities) Limited, a company registered in England.

The following is a summary of the financial statements of South of England Foundation (Community Facilities) Limited for the year ended 31 March 2021, which have been included in the consolidated financial statements.

	2021 £’000	2020 £’000
Turnover Cost of sales Gross loss Amount released from deferred capital grants Administrative expenses Profitfor the year before gift aid Gift aid Loss (profit)for the financial year Retained profitat 1 April 2020 Retained profitat 31 March 2021 Called up share capital Net assetsat 31 March 2021	16 (25)	21 (28)
	(9) 25 (5)	(7) 25 (6)
	11 (12)	12 (12)
	(1) 16	— 16
	15 —	16 —
	15	16

60

59

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

14 Restricted funds

12 Debtors

Debtors
	Group 2021 £’000	Group 2020 £’000	Charity 2021 £’000	Charity 2020 £’000
Prepayments Trade debtors Other debtors Accrued income	44 465 1 172	96 515 2 224	44 461 1 172	96 516 2 224
	682	837	678	838

13 Creditors: amounts falling due within one year

	Group 2021 £’000	Group 2020 £’000	Charity 2021 £’000	Charity 2020 £’000
Amounts due to subsidiaries Expense creditors Social security and other taxes Accruals Deferred income Wages and salaries Business bounce-back loan —	— 51 96 236 147 19 50	— 88 114 77 319 13 —	11 52 96 232 147 19 50	23 78 115 71 319 13 —
	599	611	607	619

Deferred income reflects income that has already been received at the balance sheet date, in line with contractual payment terms, in respect of services that will be delivered in the following financial year.

The income funds of the charity included restricted funds comprising the following to be applied for specific purposes:

Group	At 1 April 2020 £’000	Income £’000	Expenditure £’000	Transfers between funds £’000	At 31 March 2021 £’000
Health Improvement funds RBG Cycle Hire Health and Wellbeing Fund Extra Time Greenwich Health GGA – Healthy Walks South London Healthy Homes Ministry of Defence Live Well Greenwich Live Well – PCN TfL Bereavement Walks TfL Family Cycle Club TfL Travel Buddies RBG Community Hub Lewisham HIU Coach Pillar 3 Deep Engagement Pilot Smoking Cessation RBG Lateral flow Testing Project Hope Youth Service funds Jack Petchey Achievement Award Summer Camp 2021 Early Help and Prevention funds Children in Need Colyer Ferguson Bexley Youth Service Officer Twinnings Project Kent VRU Connect Mentoring Start Well Mentoring CURB Mentoring Winter Ballers Bexley Targeted Mentoring Bexley Targeted Residential. Bexley Youth Activity Sessions London Marathon Girls Kicks extension Premier League Kicks Premier League Targeted Balance carried forward	— (19) — — — — 11 43 — 3 5 3 — — — — — —	10 123 6 56 35 31 — 585 224 — — — 724 20 11 17 141 21	(9) (218) (3) (50) (35) (18) (9) (450) (224) (1) (1) — (692) (20) (11) (17) (141) (3)	— 114 — — — — — (114) — — — — — — — — — —	1 — 3 6 — 13 2 64 — 2 4 3 32 — — — — 18
	46	2004	(1,902)	—	148
	8 —	17 11	(24) —	— —	1 11
	8	28	(24)	—	12
	(3) — 13 7 — — — 7 — — 13 — 12 60 17	50 18 10 — 10 68 100 42 (2) 25 — 58 12 96 18	(45) (18) (23) (7) (10) (51) (87) (44) 2 (21) (13) (36) (14) (94) (15)	— — — — — — — — — — — — — — —	2 — — — — 17 13 5 — 4 — 22 10 62 20
	126	505	(476)	—	155

62

61

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

14 Restricted Funds (continued)

Restricted Funds(continu	ed)
Group	At 1 April 2020 £'000	Income £'000	Expenditure £'000	Transfers Between Funds £'000	At 31 March 2021 £'000
Early Help and Prevention funds (cont.) Balance brought forward PL Kicks Holiday Activity EFL – Mind Charlton Upbeats Kent Mental Health Greenwich Counselling Srv Bexley Short Breaks RBG Adult Short Breaks Oxleas Up and At ‘Em Short Breaks Summer and Residential Oxleas Early Intervention Saturday Short Breaks Mondays ASD Holiday Short Breaks Residential Short Breaks BATS Transport Football and Sports Development Advance Centre Bursary Fund Get Active Programme Kinder Joy of Moving Premier League Schools Social Action and Enterprise funds My London Social Action Equality, Diversity and Inclusion funds CARE Education Funds William Boreman Foundation Active Learning Programme Revenue projects total funds Relating to fixed assets Spaces for Sports Scheme Other fixed assets Total restricted funds	126 — 4 17 — — 20 14 (2) 41 7 — — — — —	505 3 — 26 45 16 54 — 16 — 13 47 10 49 14 4	(476) (3) (4) (7) (39) (16) (61) (14) (11) 16 (13) (41) (10) (49) (8) (3)	— — — — — — — — — — — — — — — —	155 — — 36 6 — 13 — 3 57 7 6 — — 6 1
	227	802	(739)	—	290
	3 1 — (7) 10	10 4 10 9 40	(11) (2) — (2) (50)	— — — — —	2 3 10 — — 15 2 2 — — 3 13 16 483 249 2 251 734
	7	73	(65)	—
	—	2	—	—
	—	2	—	—
	—	55	(55)	—
	—	55	(55)	—
	— —	3 13	— —	— —
	—	16	—	—
	288	2,980	(2,785)	—
	271 6	— —	(22) (4)	— —
	277	—	(26)	—
	565	2,980	(2,811)	—

Transfers between restricted and unrestricted funds arise for the following reasons:

•  a transfer from unrestricted to restricted funds where costs exceed the income received towards a specific project;

14 Restricted Funds (continued)

 a transfer from restricted to unrestricted funds when a restriction has been removed.

Negative balances on restricted funds arise where expenditure on those funds is incurred in advance of income being received.

15 Designated funds

The fixed asset fund represents the net book value of unrestricted tangible fixed assets and hence is not available for working capital.

The development fund represents amounts set aside by the Trustees to support and develop the Trust’s programmes, through capital infrastructure improvements and investment in key operational activities.

Group	At 1 April 2020 £’000	Investment gains £'000	Transfers between funds £’000	At 31 March 2021 £'000
Fixed asset fund Development fund 25th Anniversary fund Patrons’ Club Start Well fund Total designated funds	54 991 17 — —	— 189 — — —	(13) (154) (11) 25 273	41 1,026 6 25 273
	1,062	189	120	1,371
Charity	At 1 April 2020 £’000	Investment gains £'000	Transfers between funds £’000	At 31 March 2021 £'000
Fixed asset fund Development fund 25th Anniversary fund Patrons’ Club Start Well fund Total designated funds	25 991 17 — —	— 189 — — —	(10) (154) (11) 25 273	15 1,026 6 25 273
	1,033	189	123	1,345

16 Pension commitments

The charity has had a pension commitment since 2013, as a result of youth service employees transferred under TUPE from the Royal Borough of Greenwich (RBG). On 1 December 2019, at the start of the ‘Live Well’ health improvement contract, a further three employees were TUPE-transferred from RBG. CACT was not admitted as an employer in the RBG Pension Fund in respect of the Live Well contract until 2021, and therefore no pension liability could be quantified in the prior year’s accounts with regards to these additional employees.

The pension liability for the Live Well staff was fully funded at 1 December 2019 on an actuarial basis. The difference between the opening Live Well asset and liability valuations

64

63

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

16 Pension commitments (continued)

shown in the accounts is due to the FRS 102 requirement to use a discount rate based on corporate bonds for the liability valuation.

The Royal Borough of Greenwich Pension Fund is a defined benefit scheme. Contributions payable to the Scheme by Charlton Athletic Community Trust are determined on the basis of triennial valuations carried out by a qualified actuary using the projected unit method.

The charity’s share of assets in the Scheme were as follows:

	Value at 31 March 2021 £’000	Value at 31 March 2020 £’000
UK equities Other bonds Property Cash Unitised insurance policies UK & overseas unit trusts Total market value of assets Present value of Scheme liabilities Deficit in the Scheme	68 124 65 10 288 183	42 88 52 7 172 101
	738 **(1,483) **	462 (782)
	**(745) **	(320)

Total expenditure recognised in the Statement of Financial Activities:

	2021 £’000	2020 £’000
Current service cost Net interest cost and administration expenses Total expenditure recognised in the SOFA	96 10	56 10
	106	66

16 Pension commitments (continued)

Reconciliation of opening and closing balances of the fair value of the charity’s share of the Scheme assets:

Scheme assets:
	2021 £’000	2020 £’000
Scheme assets at 1 April 2020 Interest on Scheme assets less administration expenses Return on assets less interest Assets acquired on TUPE-transfer of Live Well staff Actuarial (losses) Contributions by employer Contributions by scheme participants Estimated benefits net of transfers in Fair value of Scheme assets at 31 March 2021	462 14 111 94 — 41 17 (1)	597 14 (55) — (126) 22 10 —
	738	462

Movement in deficit during the year.

	2021 £’000	2020 £’000
Scheme deficit at 1 April 2020 Current service cost Employer contributions Net finance cost FRS 102 deficit on TUPE-transfer of Live Well staff Actuarial (losses) gains Scheme deficit at 31 March 2021	(320) (96) 41 (10) (130) (230)	(381) (56) 22 (10) — 105
	(745)	(320)

17 Lease commitments

The expenditure recognised in the 2021 SOFA is made up of £41,000 employer contributions and a FRS 102 adjustment of £65,000 (2020 - £22,000 employer contributions and £44,000 FRS 102 adjustment).

Reconciliation of opening and closing balances of the present value of the charity’s share of the Scheme liabilities:

	2021 £’000	2020 £’000
Scheme liabilities at 1 April 2020 Current service cost Interest cost Contributions by Scheme participants Liabilities assumed on TUPE-transfer of Live Well staff Actuarial losses (gains) Scheme liabilities at 31 March 2021	782 96 24 17 224 340	978 56 24 10 — (286)
	1,483	782

Operating lease commitments

At 31 March 2021 the charity had the following future minimum commitments under noncancellable operating leases in respect of:

	Land and	buildings	Office equipment	Office equipment
	2021 £’000	2020 £’000	2021 £’000	2020 £’000
Operating leases payments due: Within one year Between one and two years Between two and fiveyears	— — —	34 — —	4 4 8	5 4 8

An actuarial valuation of the Scheme was undertaken as at 31 March 2019 and will set contributions for the period from 1 April 2020 to 31 March 2023.

66

65

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

18 Connected party transactions

Charlton Athletic Football Company Ltd ("Charlton Athletic") operates a professional football club. Charlton Athletic supports the charity by providing office accommodation and other intangible support. The value of this support during the financial period cannot be reliably quantified and as such has not been included in these financial statements.

In the year to 31 March 2021 the Trust received income of £78,348 from Charlton Athletic (2020 - £86,271) and incurred expenditure of £67,935 (2020 - £63,429). A net balance of £17,589 was due from the Club and included within debtors at the year-end (2020 - £12,491 due to the Club).

The charity has taken advantage of the exemption provided by FRS 102 from the requirement to disclose transactions with its subsidiary undertakings.

The aggregate value of donations made to the charity by trustees was £11,940 (2020 - £1,505).

19 Analysis of net assets between funds

Group	General funds £’000	Designated funds £’000	Fixed asset restricted fund £’000	Other restricted funds £’000	Total 31 March 2021 £’000
Fund balances at 31 March 2021 are represented by: Tangible fixed assets Investments Debtors Cash (including short term deposits) Creditors: amounts falling due within one year Pension liability Total net assets	— — 317 589 (426) (745)	41 1,107 — 223 — —	251 — — — — —	— — 365 291 (173) —	292 1,107 682 1,103 (599) (745)
	(265)	1371	251	483	1,840

Charity	General funds £’000	Designated funds £’000	Fixed asset restricted fund £’000	Other restricted funds £’000	Total 31 March 2021 £’000
Fund balances at 31 March 2021 are represented by: Tangible fixed assets Investments Debtors Cash (including short term deposits) Creditors: amounts falling due within one year Pension liability Total net assets	— — 313 587 (434) (745)	15 1,107 — 223 — —	2 — — — — —	— — 365 291 (173) —	17 1,107 678 1,101 (607) (745)
	(279)	1,345	2	483	1,551

Notes 20 to 23 present detailed comparative information for the financial year ending 31 March 2020. These notes form an integral part of the accounts.

20 Consolidated Statement of Financial Activities Year to 31 March 2020

	Unrestricted funds £’000	Restricted funds	Restricted funds	Total funds 2020 £’000	Total funds 2019 £’000
		Revenue projects £’000	Capital develop -ment £’000
Income: Donations and legacies 1 Income from charitable activities 2 Income from other trading activities 3 Investment income Total income Expenditure: Cost of raising funds 4 Expenditure on charitable activities 5 . Social Action and Enterprise . Health Improvement . Youth Services . Early Help and Prevention . Football and Sports Development . Education . Equality, Diversity and Inclusion Total expenditure Net expenditure before investment losses and transfers 7 (Losses) gains on investments 11(a) Net expenditure for the year Transfers between funds 14 Other recognised gains and losses Actuarial gains (losses) on pension scheme 16 Net movement in funds Reconciliation of funds: Fund balances brought forward at 1 April 2019 Fund balances carried forward at 31 March 2020	111 3,365 46 33	687 1,334 — —	— — — —	798 4,699 46 33	582 4,502 166 34
	3,555	2,021	—	5,576	5,284
	200	—	—	200	276
	1,591 157 1,081 150 661 112 3	30 952 — 879 105 4 69	— 1 — — 23 3 —	1,621 1,110 1,081 1,029 789 119 72	1,006 991 1,117 961 835 318 82
	3,755	2,039	27	5,821	5,310
	3,955	2,039	27	6,021	5,586
	(400) (49)	(18) —	(27) —	(445) (49)	(302) 28
	(449) (39) 105	(18) 39 —	(27) — —	(494) — 105	(274) — (24)
	(383) 1,605	21 267	(27) 304	(389) 2,176	(298) 2,474
	1,222	288	277	1,787	2,176

68

67

Notes to the Financial Statements 31 March 2021

Notes to the Financial Statements 31 March 2021

21 Restricted funds Year to 31 March 2020

Group	At 1 April 2019 £’000	Income £’000	Expenditure £’000	Transfers between funds £’000	At 31 March 2020 £’000
Social Action and Enterprise funds Premier League Enterprise NCS EFL Health Improvement funds RBG Cycle Hire Social Prescribing Extra Time Greenwich Health Escape Pain GGA – Healthy Walks GGA – Families Plus Health Community Outreach Contact & Telephone Support Oxleas Health Checks Hypertension Project Ministry of Defence Live Well Greenwich Live Well – PCN TfL Bereavement Walks TfL Family Cycle Club TfL Travel Buddies RBG Community Hub Early Help and Prevention funds Charlton Upbeats Colyer Ferguson Home Office Thanet Young Londoners Twinnings Project Jack Petchey Foundation Connect Mentoring Greenwich Mentoring CURB Mentoring Winter Ballers London Marathon Kicks Ext. Premier League Kicks Premier League Targeted Bexley Targeted Youth Sessions Bexley Targeted Residential Balance carried forward	13 4	— 13	(13) (17)	— —	— —
	17	13	(30)	—	—
	— — 10 — — 2 — 43 — — — 11 — — — — — —	5 87 25 50 (7) 35 2 214 140 45 33 — 195 85 5 5 3 10	(5) (150) (35) (50) 7 (37) (2) (242) (140) (45) (33) — (123) (85) (2) — — (10)	— 44 — — — — — (15) — — — — (29) — — — — —	— (19) — — — — — — — — — 11 43 — 3 5 3 —
	66 18 — — (1) — 7 25 (4) — — — 17 — — —	932	(952)	—	46
		36 21 30 — 9 10 70 — 29 18 12 105 20 25 —	(37) (21) (17) — (2) (9) (95) (29) (22) (18) — (61) (3) (25) (17)	— — — 1 — — — 33 — — — (1) — — 30	17 — 13 — 7 8 — — 7 — 12 60 17 — 13
	62	385	(356)	63	154

21 Restricted funds Year to 31 March 2020 (continued)

Restricted fundsYear to	31 March 20	20 (continue	d)
Group	At 1 April 2019 £'000	Income £'000	Expenditure £'000	Transfers Between Funds £'000	At 31 March 2020 £'000
Early Help and Prevention funds (cont.) Balance brought forward Bexley Youth Activity Sessions Children in Need Awards for All EFL – Mind Kent Mental Health Greenwich Counselling Srv RBG Adult Short Breaks Bexley Short Breaks Bexley Short Breaks Summer and Residential Oxleas Up and At ‘Em Oxleas Early Intervention Saturday Short Breaks Mondays ASD Holiday Short Breaks Residential Short Breaks BATS Transport Football and Sports Development Advance Centre Bursary Fund Football League Ferrero Premier League Schools Premier League Women’s PL Fans Education funds Premier League Continuous Improvement Equality, Diversity and Inclusion funds CARE Revenue projects total funds Relating to fixed assets Spaces for Sports Scheme Other fixed assets Total restricted funds	62 70 (5) 1 — — — — 9 — 16 6 — — — — —	385 50 47 — 6 40 6 49 174 6 1 23 41 21 44 15 13	(356) (50) (45) (1) (2) (40) (6) (35) (163) (5) (19) (22) (41) (21) (44) (15) (14)	63 (70) — — — — — — 40 — — — — — — 1	154 — (3) — 4 — — 14 20 41 (2) 7 — — — — —
	159	921	(879)	34	235
	5 2 (8) 13 3 6	10 1 33 40 — 7	(12) (2) (32) (43) (3) (13)	— — — — — —	3 1 (7) 10 — —
	21	91	(105)	—	7
	4	—	(4)	—	—
	4	—	(4)	—	—
	—	64	(69)	5	—
	—	64	(69)	5	—
	267	2,021	(2,039)	39	288
	294 10	— —	(23) (4)	— —	271 6
	304	—	(27)	—	277
	571	2,021	(2,066)	39	565

70

69

Notes to the Financial Statements 31 March 2021

22 Designated funds Year to 31 March 2020

Designated fundsYear to 31 March 2	Designated fundsYear to 31 March 2	020
Group		At 1 April 2019 £’000	Investment losses £'000	Transfers between funds £’000	At 31 March 2020 £'000
Fixed asset fund Development fund 25th Anniversary fund Total designated funds		58 1,414 30	— (49) —	(4) (374) (13)	54 991 17
		1,502	(49)	(391)	1,062
Charity		At 1 April 2019 £’000	Investment gains £'000	Transfers between funds £’000	At 31 March 2020 £'000
Fixed asset fund Development fund 25th Anniversary fund Total designated funds		27 1,414 30	— (49) —	(2) (374) (13)	25 991 17
		1,471	(49)	(389)	1,033
Analysis of net assets between funds31 March 2020 Group General funds £’000 Designated funds £’000 Fixed asset restricted fund £’000 Fund balances at 31 March 2020 are represented by: Tangible fixed assets — 54 277 Investments — 918 — Debtors 529 5 — Cash (including short term deposits) 546 85 — Creditors: amounts falling due within one year (595) — — Pension liability (320) — — Total net assets 160 1,062 277				Other restricted funds £’000	Total 31 March 2020 £’000
Fund balances at 31 March 2020 are represented by: Tangible fixed assets Investments Debtors Cash (including short term deposits) Creditors: amounts falling due within one year Pension liability Total net assets	— — 529 546 (595) (320)	54 918 5 85 — —	277 — — — — —	— — 303 1 (16) —	331 918 837 632 (611) (320)
	160	1,062	277	288	1,787

23 Analysis of net assets between funds 31 March 2020

Charity	General funds £’000	Designated funds £’000	Fixed asset restricted fund £’000	Other restricted funds £’000	Total 31 March 2020 £’000
Fund balances at 31 March 2020 are represented by: Tangible fixed assets Investments Debtors Cash (including short term deposits) Creditors: amounts falling due within one year Pension liability Total net assets	— — 530 537 (603) (320)	25 918 5 85 — —	6 — — — — —	— — 303 1 (16) —	31 918 838 623 (619) (320)
	144	1,033	6	288	1,471

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