OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-03-31-accounts

South of England Foundation operating as

Charlton Athletic Community Trust

Annual Report & Consolidated Financial Statements

31 March 2022

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

Charity Registration Number 1096222

Welcome from the CEO

With the impact of COVID-19 still being felt; these past 12 months have once again proved challenging but, at the same time, it has been another extremely successful year.

Our focus this year was returning the in-person delivery of our services - which obviously were adversely affected during the pandemic - to full capacity and I am proud to report that in the 2021-22 fiscal year we worked with over 25,000 participants across the communities in which we serve.

It was another award-winning year. In December 2021, we were delighted to receive the ‘Young Londoners Award’ at the London Sport Awards for our work in delivering adapted activities to more than 4,000 participants throughout the pandemic, including one-to-one coaching for clinically vulnerable young people.

Collaborating closely with the Club has always been hugely important to us at CACT so it was extremely gratifying to see defender Ryan Inniss win the EFL ‘Player in the Community award’ for the committed way he engages with our programmes. Ryan’s support of CACT made him the stand-out footballer among the EFL’s 72 clubs. I am personally delighted for Ryan as I am very aware of how much time he has spent learning about our work and building relationships with our participants.

Ryan was involved when we welcomed the then Secretary of State for Digital, Culture, Media & Sport, Oliver Dowden MP to The Valley to learn about our ground-breaking equality, diversity & inclusion work in partnership with Charlton Athletic FC.

It has been a record-breaking year in terms of our expenditure on charitable activities as this has grown to over £6m, which is a huge endorsement of the hard work of colleagues across the whole organisation. Despite the challenges posed by the pandemic, we have increased our workforce to 120 permanent staff and now boast 132 casual members of staff.

I am incredibly pleased to report that 2021-22 saw the introduction of new initiatives such as the ‘Upbeats Kitchen’, which involves members of our much-loved Down’s Syndrome programme – the Charlton Upbeats - enjoying paid work on matchdays, serving food to supporters from their own, bespoke kiosk in the stadium.

This excellent initiative - which provides invaluable experience and helps raise the aspirations of the Upbeats - has become immensely popular with the Club’s supporters and I would like to thank the Club and stadium caterers Gather & Gather for supporting it.

We have always valued our relationships with our local authority partners and NHS trusts and as such we have continued to work closely with the Royal Borough of Greenwich, London Borough of Bexley, Oxleas NHS Foundation Trust and Kent & Medway NHS whilst forging new partnerships with local authorities in Kent.

I would like to thank all who have served as Trustees throughout the last year. I would especially like to thank outgoing Vice-Chair Luke Ashworth, who has stepped down from the Board after several years of service.

I am also grateful to our patrons, corporate partners, individual donors and our ambassadors, for their continued support.

Jason Morgan MBE, Chief Executive

Contents

Report

1

Trustees, Honorary Vice President and CEO

2

Trustees’ Report

2-62-6 CACT in Brief 07 Health Improvement

Registered Office & Operating Office

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

Company Secretary

Taylored Business Services

Auditor

19 Social Action & Enterprise

25 Education

Buzzacott LLP 130 Wood Street London EC2V 6DL

Bankers

38

Independent Auditor’s Report

Financial Statements

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

47

48

49

50

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

55

Notes to the Financial Statements

Trustees

----- Start of picture text -----
Marilyn Toft
----- End of picture text -----

----- Start of picture text -----
Chair
----- End of picture text -----

----- Start of picture text -----
Simon Charlick
FCA
Vice-Chair
----- End of picture text -----

Luke Ashworth to February 2022

----- Start of picture text -----
Martin Griffiths
CBE
----- End of picture text -----

Calum Coker

----- Start of picture text -----
Chris Lunn
----- End of picture text -----

Tracy Herd

----- Start of picture text -----
Paul Statham
----- End of picture text -----

Ken Palmer

Fiona Harris from March 2022

Wayne Mumford from October 2021 to July 2022

Honorary Vice President

Lord Michael Grade of Yarmouth CBE

Chief Executive Officer

Jason Morgan MBE

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

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 2022:

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		 6,371
(6,422)
(51)





2,233
1,395
949
894
610
135
61
6,277
145
6,422
2022
£000’s		 2021
£000’s
5,598
(5,374)
224

2,101
1,149
774
700
365
77
78
5,244
130
5,374

Expenditure Breakdown (£000’s)

----- Start of picture text -----
61
135 Equality,
610 Education Diversity 145
& Inclusion
Social Action Cost of
& Enterprise raising funds
894
Football & Sports
Development
2,233
Health Improvement
6,422
949
Early Help
& Prevention
1,395
Youth Service
----- End of picture text -----

2

EDI

570

young people took part in our 2021 Summer Camp

136

people stopped smoking by attending our 12-week course

CACT Invicta had a total of 48

unique participants and 32 regular attendees

15

attendees of CACT’s International Women’s Day Panel Discussion

177,776

total Contact Telephone Support Centre calls, including proactive calls outbound

44

young people completed CACT’s traineeship programme

worked with over

people, in 2021-2022

41

referrals into employment for clients with experience of mental health issues

61

referrals were made to Bexley, Lewisham and Greenwich Mind

15

young people progressed into other clubs’ academies/preacademies (signed players)

89% 38,700

of Short Breaks participants improved their independence skills

hours of Social Action

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 statement.

Vision

“ Empowering communities, changing lives ”

Values

Passion - Fuels our work

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 ”

5

TRUSTEES’ REPORT | YEAR TO 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:

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.

----- Start of picture text -----
6
----- End of picture text -----

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

HEALTH IMPROVEMENT

Our work within the Health Improvement strand is always very challenging. Commissioned by the Royal Borough of Greenwich Public Health and Wellbeing team, our staff deal with unexpected new cases and issues responding to the needs of residents, group organisations and stakeholders during a time when everyone is dealing with the complexities of the Food and Fuel cost of living increases together with the impact of the crisis in Ukraine and recovery from the COVID-19 pandemic. This requires our team to be extremely knowledgeable, flexible, and determined to support people compassionately as they face a whole range of difficulties that life continues to throw at them. This expertise is absolutely vital. In many ways the support our team provides can be life changing as we fight to prevent homelessness or support to increase someone’s income or connect socially isolated individuals to a whole range of community assets. Our team need to be skilled and experienced in coming alongside individuals to work towards and achieve agreed goals and outcomes.

2021-2022 saw the development and growth of the young people’s social prescribing service. With links to the Children and Adolescence Mental Health Service, Adolescence and Family service and Young Greenwich, the service supports young people with their individual needs.

Training

Our Health Improvement training engine is a crucial part of this and consist of a package of courses, workshops, programmes, and update sessions that embed and underpin the knowledge our social prescribers, Care coordinators and Health and Wellbeing coaches require. Workshops include, motivational interviewing, customer care, Royal Society Public Health understanding health improvement and Improving the Public’s Health, mental health first aid and suicide prevention.

Delivering services

We deliver a number of services and interventions as follows:

Building relationships

With the overall aim of reducing health inequalities, we work closely with partners locally convening multidisciplinary meetings on a weekly basis to manage complex cases on behalf of our clients. The strength of these partnerships with the community and voluntary sector and statutory services are crucial to the success of Live Well.

Building systems

We have developed our IT systems, providing training guidance to our stakeholders to develop their capacity to harness new technologies that will enable more cohesive support for the residents.

The Health Improvement strand is responsible for completing the CACT Data Security and Protection online self-assessment toolkit.

7

Royal Greenwich

----- Start of picture text -----
1,835
families referred in for
food support
----- End of picture text -----

----- Start of picture text -----
1,759
energy advice clients
were supported
including Gas and
Electricity top-ups for
refunds
----- End of picture text -----

8

Health Improvement Case Study: Yasmin’s Story

In 2019, 25-year-old Yasmin Freeman was referred by Greenwich Local Labour & Business (GLAB) to Live Well coach Mandeep Banga. Over the years, through in-person sessions then phone calls, Mandeep has supported Yasmin with her anxiety, advised on nutrition, informed her about housing and signposted to medical and other services in the Royal Borough of Greenwich.

Discussing the mental health support she has received from Mandeep, Yasmin said, “I’m autistic and I get quite bad anxiety with it, so that’s why they referred me to him. He definitely helps with it a lot. Some of the things that I get anxiety about, it could be the fact that all the buses have changed around recently and it’s like the littlest things and he talks me through it and I’m like ‘oh yeah, that really doesn’t need to be causing this.’”

Mandeep explained that with Yasmin, “the biggest challenge I’ve found with her is about change. She is definitely like ‘the bus needs to come at this time’ and all of that. I understand that this is about anxiety. It’s not easy, but I’ve tried to help her embrace change”.

“We set out some goals; the things we’ve covered are around building confidence and identifying negative thought patterns that may be limiting her doing certain things. I worked with her to complete the CBT thought diaries, where you identify a limiting or negative thought and look at it in a rational way.”

Through working as a Live Well coach, alongside his personal experience, Mandeep understands that “sometimes the anxiety is just higher”.

“During the pandemic, Yasmin was feeling like she’s gone back to the beginning. This is where we as coaches, someone from the outside looking in, can say: ‘you haven’t gone back to where you were, you’ve done this and that’. We can be a reminder of how well they’ve done.”

Speaking on support during the pandemic, Yasmin said: “Mandeep actually helped a lot because my normal routine was completely gone.”

The conversations have boosted Yasmin’s mood, even in times when her anxiety has been high. She said, “you should listen to one of our phone calls, we’re laughing half the time. It’s so funny.”

Alongside working to develop tools to cope with Yasmin’s anxiety, Mandeep has supported her housing needs. He said; “She wants to move out from home and because of what we know and our links in the Borough, I was able to signpost her to the housing register, and explain how it works, the banding system and the priorities based on medical needs or overcrowding.”

Mandeep also worked with Yasmin on nutrition, helping her keep on track with eating 5-a-day, ensuring she’s drinking enough water and developing an understanding of eating healthily. He noted that “she’s benefitted from many areas of Live Well”.

“Ultimately, our role as Live Well coaches is to empower people, so they can make their own changes and give them tools for the future”.

9

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

YOUTH SERVICE

It has been a busy year for the youth service, delivered on behalf of the Royal Borough of Greenwich (RBG), as we emerged from lockdown procedures. During the last year, 3,649 individual young people have participated in our programmes with 53,119 sessions attended in total.

Three of our four youth hubs, Avery Hill, Hawksmoor and Woolwich Common, delivered the Holiday Activities & Food programme (HAF) programme over the Easter and Summer school holidays. Woolwich Polytechnic and Eltham Hill schools and the three youth hubs were used to deliver a programme of activities which included multisports, enrichment and healthy eating. The activities were delivered by youth workers, Oxleas NHS Foundation Trust school nurses and local sports providers. All three hubs are now registered as food hubs with RBG and Greenwich Co-operative Development Agency (GCDA). The three hubs and Valley Central are now open to full capacity and, as well as offering an innovative and diverse programme of activities, young people have enjoyed offsite activities which included go-karting, mini golf and visits to Chessington and Thorpe Park.

We have been working closely with our CACT Early Help and Prevention colleagues and mentors are regularly placed into youth club sessions to offer additional support to young people. As part of their enrichment, a number of young people attended a residential to Hindleap Warren in East Sussex for a weekend of outdoor activities. We are also working closely with

CACT’s Health Improvement team which has resulted in Live Well Coaches being allocated to work alongside the youth workers during youth club sessions. We have also referred families to the Health team to receive practical support with the issues they have been facing.

A number of young people who access our programmes have been referred on to other agencies for additional support. This includes referrals to Metro Charity’s boys and young men programme, CACT crime reduction mentoring, Child and Adolescent Mental Health Services (CAHMS), Multi-agency Safeguarding Hub (MASH) and Early Help. Metro sexual health workers also deliver a programme in the hubs on a weekly basis.

Alongside our regular programme of activities, a number of workshops were delivered to young people in the hubs:

Education programmes are being delivered from the hubs to Key Stage 2 & 4. This is to assist with exam preparation and offer young people extra tuition following school closures during the COVID-19 lockdowns.

We work in partnership with 17 organisations who continue to provide a robust programme of activities and opportunities to young people delivering across all areas of the Borough.

CACT has provided bursaries to young people to cover the cost of travel, new clothes and payment for offsite trips and residentials.

10

----- Start of picture text -----
3,649
young people attended
the youth service
----- End of picture text -----

----- Start of picture text -----
275
young people gained a
qualification
----- End of picture text -----

11

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Youth Service Case Study: DJ’s Story

DJ, aged 11, started regularly attending Valley Central youth hub in September 2021 after a current Young Greenwich member recommended he join.

DJ has a speech impairment and when his parents signed him up, they explained that he is currently showing signs of an attention disorder.

When DJ first joined the youth club, he struggled with spelling and communication and preferred to engage in independent, quiet activities.

It quickly became clear that DJ has a passion for music, particularly for DJing. Our youth workers were able to provide a space for DJ to play music and practice DJing within the youth club, giving him access to the youth club’s speakers so that everyone could enjoy his music.

DJ has made lots of friends through the youth club and many of the young people get involved in DJ’s music by requesting a song to play, listening in, and watching him practice. DJ has even begun teaching fellow Young Greenwich members about the technical equipment he uses including how everything works and the correct terminology for the equipment.

In the few months DJ has been attending Young Greenwich regularly, he has become very comfortable in the youth club environment, greeting friends and staff as he comes in and setting himself up to start playing his music ahead of the session. Valley Central staff were keen that DJ gets involved in various youth club activities and make the most of what Young Greenwich has to offer so DJ has taken part in football games, tried his hand at cooking different meals and even been on a trip to Thorpe Park (the first time he has been away from his family apart from school).

As a result of DJ attending Valley Central youth hub and being provided with the space to practice his music, he has enhanced his skills and widened his exposure. DJ has performed at 3 youth service events so far, the Valley Central Christmas Party, Young Greenwich’s Christmas Party and the Young Greenwich Awards, providing music for hundreds of young people!

DJ’s dad has noted that his speech and language has improved since attending youth club as he now engages with young people of various ages and that after performing during the Christmas period his confidence has greatly increased and his general morale at home is much more positive.

“ “DJ has settled in great to the youth club, his talent is really blossoming. DJ has started a new trend at youth club as more young people want to get involved in the music equipment and learn how everything works which is great!”

Henry Haynes, Valley Central Youth Worker

12

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

EARLY HELP & PREVENTION

The Early Help & Prevention (EHP) strand has grown over the last 12 months in terms of projects and initiatives along with further funding secured for our projects. EHP continues to deliver a varied range of initiatives which now total over 50 individual projects covering the below areas:

Long-term projects have been secured further during this period with funding agreements being reached with both Porchlight and Oxleas to extend the Kent and London mental health projects, respectively. This is the same within our Short Breaks provisions with both Royal Borough of Greenwich and London Borough of Bexley extending our funding and contract lengths enabling us to continue to deliver vital respite care in their boroughs.

Our disability sports provision has continued as we came out of the lockdown periods with a strong presence in disability schools including the addition of a new partnership with Cleeve Meadows, a new SEN secondary school in Bexley. This partnership is already improving other areas of our work with an agreement in place to use their purpose-built facilities for our Bexley Short Breaks work. The Charlton Upbeats programme is now back up to full strength now with attendance levels also back to the highs we had prior to lockdown. A virtual version of the Upbeats Walk was delivered in April 2021 and although it was well received,

our fundraising total dropped across that period. The Upbeats Walk was brought back in person in April 2022 and we saw a significant increase in the amount raised.

Our main area of growth over the last 12 months has undoubtably been in the Crime reduction work which includes our diversionary, mentoring and outreach projects. Since the lockdowns have been lifted, we have had many companies and local authorities approach us and offer new funds to expand our programme delivery. This includes our new varied provision delivered over the last year in Ashford, Kent. With the addition of the Startwell mentoring programme and Vanguard Crime reduction project we have added 2 new full-time members of staff and additional casual mentors to deliver this work. We are working hard to ensure that with this growth we continue to deliver a high level of provision which has built our reputation as a trusted and respected provider of crime reduction programmes.

Lastly, during this last 12 months we also carried out a strand staffing review and subsequently was able to restructure and re-align many job roles within the strand. The strand’s continued success and growth is a direct result of the hard work and professionalism of the full time and casual staff that work across all EHP provisions. The way in which they represent CACT across all programmes and most importantly the way they respectfully provide provisions to their service users in a safe way is down to the development of these staff and the deep understanding they have of their programmes.

13

----- Start of picture text -----
403
PL Kicks sessions
delivered to
1,209
young people
----- End of picture text -----

----- Start of picture text -----
267
sessions delivered
for mental health and
disability programmes
----- End of picture text -----

----- Start of picture text -----
95%
of Short Breaks
participants have
improved their
confidence and self-
esteem
----- End of picture text -----

14

Early Help & Prevention Case Study: TE’s Story

TE started attending the Bexley Short Breaks programme in July 2016 aged 14 after being referred through the Bexley Children with Disabilities (CwD) team.

willingness to take part in activities. He has built up his confidence to interact with others, built his own self-esteem, and made a positive impact on his life skills.

The CwD team identified that TE and his grandparents, who he lives with, would benefit from the support of the Short Breaks programme CACT delivers on behalf of the London Borough of Bexley.

Due to living with his grandparents full-time and not having any siblings, it was hoped that by TE coming along to the Short Breaks sessions he could socialise with people his own age whilst also developing his confidence to be away from his grandparents.

The programme is for young people with disabilities aged between 12 and 17. Now 17, TE has finished his time with Short Breaks but the positive impact the programme has had on his development is evident. Due to the progress TE made, he has been offered the opportunity to volunteer to support service users as a staff member. TE is in the process of gaining his DBS and will soon be volunteering on a whole range of CACT’s programmes.

TE’s grandmother said:

When TE first started attending the Short Breaks sessions he was very shy and his grandmother would have to encourage him to get out of bed and come out with the Short Breaks team for the day.

After attending a few sessions, TE began to develop a relationship with the staff and other Short Breaks participants and therefore felt a lot more comfortable joining in with the activities. This led to TE relaxing and enjoying the sessions as he tried out new things such as bowling and go karting whilst also socialising with his peers.

TE joined the 2-night Short Breaks residential trip to Kingswood in Ashford. This was the first time TE spent the night away from his grandparents which encouraged him to be independent. TE really developed his leadership skills on the trip, helping other participants with the physical activities and even helping staff with small jobs.

From joining the programme 4 years ago, Short Breaks staff have seen an enormous difference in TE’s attitude, awareness of others, and

“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.”

TE said:

“I always enjoy myself when I go to 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”.

A Short Breaks staff member said:

“TE is a pleasure to work with. Very polite and always showing his talents when it comes to sport”.

15

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

FOOTBALL & SPORTs DEVELOPMENT

The Football and Sports Development (FSD) strand has continued to react well as the country has recovered from the COVID-19 pandemic. Our regular football programmes, including holiday courses, Charlton Challenge and Primary School Sports, have continued to grow in popularity with participant numbers rising and, as a result, our service expanding with new opportunities throughout South East London and Kent.

Run in partnership with Golding Homes and Kent Sport, Get Active delivers weekly sports sessions to young people aged 3-18, giving them a chance to try something new. From May to October 2021, there were 2,085 individual visits with an average attendance of 15 children per session.

The Advanced Centre, run in conjunction with the famed Charlton Athletic Academy, offers talented players from CACT’s community programmes an opportunity to train each week using a specialised Academy curriculum. Over the past 12 months, the Advanced Centre has seen over 100 players progress from community football sessions into the elite pathway programme, 23 of whom have progressed to Academy trials with 11 players being offered contracts with Charlton’s Academy.

The Post-16 Football and Education Academy has grown in popularity and has seen an increase in students enrolling on the programme. From our 2021 Post-16 cohort there was a 94.8% pass rate, with six students heading off to higher education. Some students chose to continue developing their footballing ability, with two players trialling at professional academies and three players signing for Step 6 non-league sides. The Post-16 Football and Education Academy based in Kent partnered up with Ashford United FC in September 2021, giving the students a chance to train at high-quality facilities.

The FSD team has expanded over the past 12 months with 3 Assistant Community Sports Coach Kickstart roles created to support various programmes across the department. Recruitment was carried out in partnership with the EFL Trust, Department for Work and Pensions and Woolwich Job Centre, with coaches working 25 hours per week for a 6-month period. Further to this, a new Football Development Officer joined the team alongside two full-time Football Coaches and additionally, to support the development of the workforce, four new Sport and Community Apprentices.

Throughout the past 12 months, the FSD strand hasn’t just delivered football-related programmes. The new Careers in Sport programme was launched for secondary school students based in Kent, offering them an insight into a variety of careers within sport and an understanding of the routes into these options through higher education. These careers ranged from commercial roles at football clubs, to physiotherapist and marketing roles, giving the young people an idea of just how many job opportunities there are in sport outside of playing. The programme saw three sessions (one per week) delivered to Year 10 students within the school setting, with a showpiece event held at the end of the course.

16

----- Start of picture text -----
5,014
total participants from
holiday courses, Charlton
Challenge, after school
clubs & home education
provision
----- End of picture text -----

----- Start of picture text -----
94.8%
pass rate in the 2021
Post-16 Football &
Education Academy
cohort
----- End of picture text -----

----- Start of picture text -----
2,085
individual visits to
Get Active sessions from
647
participants aged 2-16
----- End of picture text -----

17

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Football & Sports Development Case Study: Poppy’s Story

11-year-old Poppy started attending Charlton Athletic Community Trust’s (CACT’s) Home Education sessions in October 2021.

CACT’s Home Education sessions run every Wednesday during term-time at Charlton Athletic’s Training Ground for home-schooled children aged 4-15.

Poppy attends regular Home Education sessions with CACT coaches alongside other homeschooled children of various ages and abilities. Participants take part in fun social games and learn the basics of football, all whilst engaging in physical activity.

Poppy’s mum said:

“Poppy has become more confident and has made new friends coming along to the Home Education group.

“She is always excited to come along as it’s always so good. It has also given her the most fabulous experience for an 11-year-old this season and made some of her dreams come true.”

Josh, who has been working with Poppy at the Home Education sessions since she began attending, said:

Poppy’s football skills stood out from the start and after attending the sessions for four months, CACT Football & Sports Development Coach Josh Covill, encouraged Poppy to start training with the U11 girls at Charlton Women’s RTC which she now attends weekly to further develop her ability.

Since training with Charlton Women’s RTC, Poppy has been a matchday mascot for their first-team on a number of occasions, including the historic Charlton Women’s game on 1 May which marked their first time playing at The Valley since turning professional at the start of the season.

“Poppy has been attending the Home Education sessions for a while now and from the beginning she had a great attitude towards football which really stood out.

“At CACT we always look at different things we can do to help children progress and help them achieve their goals, with Poppy it was clear that she had the skill set and willingness to learn which would allow her to thrive with other girls of a similar age and ability at the RTC.

“We hope Poppy continues to improve and most of all enjoy her football at both the Home Education sessions and the RTC!”

18

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

SOCIAL ACTION & ENTERPRISE

It was another successful year for the Social Action & Enterprise strand with National Citizen Service (NCS) delivery going from strength to strength. The programme’s staff and structure ensured young people had opportunities to interact with each another and engage with their community, more important than ever following the pandemic and resulting lockdowns.

In June 2021 we ran three NCS college programmes delivered on a bespoke basis for each individual school or college. They consisted of two days of high adventure activities at an outward-bound activity site followed by 3 days of workshop delivery in school/college. Young people then attended five days of social action planning and delivery.

July saw the commencement of the mainstream Summer NCS delivery across Bexley, Greenwich and 9 locations in Kent: Margate, Maidstone, Ashford, Tonbridge, Dartford, Gravesend, Canterbury, Folkestone and Dover. 2-week programmes were made up of one day at an activity site, followed by 4 days of workshop delivery and 5 days of Social Action delivery. Our NCS team worked with 1,067 young people across summer 2021.

During July we ran a bespoke school summer programme for Towers School in Ashford which saw 78 young people graduate. This delivery was 2 days off site followed by 8 days at their school delivering workshops and social action activity. In September, we delivered successful bespoke school programmes at Wilmington Academy in Dartford to 139 students and Knole Academy in Sevenoaks to 88 students. This was also 2 activity days followed by 8 school days of workshops and social action.

and social action. During this month we also delivered an Autumn mainstream NCS programme in Tunbridge Wells for 15 young people. In November we delivered an Ashford College programme to 45 young people.

We also delivered a great 2-day special educational needs programme to Five Acre Wood School in Maidstone and a bespoke programme to 24 hand-picked young people from Dover Christchurch Academy.

Our Skills Booster delivery also began in December. This is a work ready programme designed for Year 11s, and was delivered to 150 young people in total. Later in the financial year, we delivered an additional Skills Booster to Charles Dickens School in Broadstairs to 220 young people.

On 22 January, we delivered our annual NCS matchday at Charlton Athletic’s home match against Fleetwood Town. CAFC player and NCS Ambassador Ben Purrington recorded a promotional video and we invited sign ups and graduates to take part in our mobile climbing wall situated outside The Valley.

Throughout the year we delivered a changemakers programme which is designed for NCS graduates. The programme consists of 5 hours per month with a mix of virtual and faceto-face delivery. To date we have delivered this to 14 young people.

Work continues to deliver an even bigger and better 2022-23 programme, with the aim of providing an even greater number of young people with the confidence and resilience to enhance themselves and their community.

In October, we ran a programme for 27 internal CACT learners as part of the Post-16 Football & Education Academy. We delivered 2 days at an activity site followed by 8 days of workshops

19

----- Start of picture text -----
30
young people took part
in a 10-day special
educational needs &
disabilities programme
in Maidstone
----- End of picture text -----

----- Start of picture text -----
227
students took part in
bespoke programmes in
Dartford & Sevenoaks
----- End of picture text -----

1,067

20117

Social Action & Enterprise Testimonials

Yemi:

Ayo:

After the CACT National Citizen Service (NCS) team visited Dartford Grammar School ahead of the Summer 2021 programme, Yemi enrolled onto the programme.

Having been aware of what NCS involves from his three older sisters who have all previously taken part in the programme and gone on to work each summer too, Yemi was looking forward to his summer.

Yemi is a natural leader and showed a lot of enthusiasm from the start of his NCS journey. He thoroughly enjoyed getting to experience the 2-week programme for himself after hearing so much about it from his sisters.

Despite joining the programme with some reservations, after conversations with staff members at NCS Keep Warm events, it became clear that Yemi had grown into his own person separate from his sisters.

After an exciting NCS experience during Summer 2021, Yemi was invited to host the CACT Patron’s Reception at The Valley in July 2022. Yemi confidently took to the stage and introduced the presentations on the night, receiving plaudits along the way from guests and CACT staff alike.

After hosting the event, Yemi said: “I really enjoyed my time on NCS. My sisters have worked on it for ages, so it made sense that I took part. I am so grateful for CACT for giving me the opportunity to host an event which was so much fun.”

Ayo was a late addition to the Summer 2021 programme as she signed up slightly later than her schoolfriends and was put on a waiting list. After another young person dropped out, Ayo was offered to join the programme shortly before the start date.

Ayo did not know anyone in her NCS group prior to joining, though she initially found common ground with some in always being late for activities! Throughout the two-week programme, Ayo’s timekeeping began to improve and she took it upon herself to keep herself and her group on time for their sessions and have them ready for any challenges they would be undertaking.

After having a fun two weeks with the NCS team, Ayo decided to continue her group’s chosen social action project by enrolling on the NCS Changemakers programme which further developed her knowledge and skills.

Throughout her time on the Changemakers course, Ayo coordinated and delivered multiple social action projects in the local community. She even helped to run our NCS themed matchday at Charlton Athletic.

Upon turning 18, Ayo successfully applied for a seasonal role with the NCS team as an Assistant Team Leader on our Summer 2022 programme, where she will be working with young people who are just starting on their NCS journey – just like Ayo! She is enthusiastic about helping guide young people using her own experiences showing them just how much NCS has to offer.

Reflecting on her NCS experience, Ayo said: “I feel like NCS helped me gain more of an understanding in how we can make a difference in our local community, and it doesn’t always have to be around raising money. NCS helped me after my exam stresses and taught me things I wouldn’t have at school, and I enjoyed using the skills learnt in week 1 and putting them straight into practice for week 2.”

21

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

equality, diversity & inclusion

Equality, Diversity and Inclusion (EDI) work is one of CACT’s main focuses. CACT is committed to challenging inequality and discrimination, and continuing to build a more inclusive organisation, where everyone feels valued and supported, regardless of their background or identity.

CACT believes that diversity is one of our strengths, and that difference is crucial to helping us achieve our collective goals. We are determined that this strength and inclusion are recognised and celebrated. Yet we also recognise there is a lot to do, and that achieving equality and inclusion requires ongoing, meaningful commitment and engagement.

The disproportionate impact of COVID-19 on minority groups and communities has highlighted the need to address discrimination. Further, the global protests for social justice also refocused attention on the enduring and continuing impact of inequality that still exists for many communities. Against this backdrop we have continued to deliver a diverse range of activities and services over the past 12 months.

Our Tackling Inequalities webinar series, in association with Royal Borough of Greenwich and English Football League (EFL), was designed to educate and inform viewers on a range of topics relating to tackling inequality and promoting inclusion including LGBTQ+ inclusion, race and ethnicity and transgender inclusion.

CACT held an International Women’s Day webinar themed ‘Let’s Break The Bias’ with Charlton Athletic Women pair Jess King and Vyan Sampson, and Royal Greenwich Deputy Leader Cllr Denise Scott-McDonald. This was hosted by the University of Greenwich’s Dr Rosemary Lobban.

As noted by the EFL Head of Equality, Diversity & Inclusion, “[The] content produced is of the highest quality with the structure ideally established to provide a learning environment to challenge and improve knowledge”.

We are delighted that the success of our LGBTQ+ inclusive football team, CACT Invicta, was recognised by the Football v Homophobia Awards 2021, winning Grassroots Team of the Year Award, alongside the Club (Professional Club of the Year Award), and Rob Harris (Hero Award). With the help of the Club and Proud Valiants, we held our first Football v Homophobia weekend this season, which included Jason Euell leading an Invicta training session.

As part of Black History Month (BHM) we presented at Royal Greenwich’s BHM Conference, and proudly signed up to their Equality Charter. Teams across the Charlton Family proudly took the knee to highlight racial injustice.

CACT’s EDI Working Group has gone from strength to strength, with a fantastic, passionate membership, who are to be congratulated for their commitment and dedication to driving forward the EDI action plan. Staff EDI Training had been developed and rolled out to both staff and trustees. Fairer Recruitment Training has been delivered to hiring managers. A CACT-wide Youth Forum is progressing very well.

In partnership with the Greenwich Sanctuary Project, we supported the delivery of a social inclusion and cohesion project for families from the Syrian Refugee Community. Activities delivered included sporting events and dance sessions for women.

22

226

100%

23

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

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

“I’m still looking forward to Pride weekend with them where we walk down with rainbows in London.”

Luke Brown has been a member of Charlton Athletic Ability Counts Football Club (CAACFC) for over 20 years. CAACFC is Charlton’s pandisability team which was founded in 2005.

Luke has always had a love of football, describing it as the thing that keeps him going:

Luke decided to try something new this season and joined Charlton’s LGBTQ+ friendly team, CACT Invicta FC.

“Every single training session and matchday is something new and I just want to keep going as it is sort of helping me get over my depression a bit. It’s something to look forward to.”

After playing with CAACFC for many years, Luke refers to Charlton Athletic as his “second family”.

Through the Fans for Diversity fund, Luke, who has difficulties with his sight, was gifted specialist glasses to help him continue playing the sport he loves.

When asked how he first got involved with CAACFC, Luke said:

“It started when I was Marjorie McClure School, my teacher got me into Charlton Athletic Ability Counts. I’ve been with them for many years.

When he was given the glasses, Luke said:

“I have never been so happy in my life; I feel like I could cry. Thank you everyone at CACT Invicta FC.

“This year I thought I would try something new, so I signed up to Charlton Invicta this season. We’re doing absolutely brilliantly, obviously training twice a week.”

“Training sessions have been brilliant and fun – and I’ve been scoring some great goals.”

Prior to joining Invicta, Luke played for [fellow London Unity League side] Soho FC and found the support of an LGBTQ+ inclusive team very welcoming:

“When I felt more comfortable with them, I came out as a bi man. Basically, I said to them, I like women and I like men. I told some of the Charlton players and they were okay with it.

24

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

EDUCATION

CACT’s Education strand is committed to providing crucial and impactful opportunities for young people. During the COVID-19 pandemic this saw us adapt delivery and respond to the many evolving challenges that participants faced. Looking forward, this sees us with a bigger role to play than ever in terms of accessible education and employability provision for the community.

The Chief Inspector of Schools in England said that the attainment gap between deprived pupils and wealthier peers widened as a result of school closures. Therefore, it is essential that CACT continue to address the legacy of lockdowns and provide young people with opportunities to engage in education, improve their confidence in learning, as well as develop key life skills. CACT provides these education opportunities through two key programmes: Tutoring and Traineeships, as detailed below.

In spring, 2021 CACT piloted an innovative and impactful Key Stage 2 (KS2) Tutoring programme, providing fun, engaging and, crucially, free catch-up education and physical activity to disadvantaged young people. The project was delivered from two CACT-run Youth Hubs, situated in areas of deprivation and recruited participants from the locality. Free and impactful education was (and continues to be) provided for young people whose parents or carers don’t have a private tutor within their means.

CACT’s Tutoring Project identified a genuine problem, designed and delivered an intervention and demonstrated its impact. Since this successful pilot funding has been secured to upscale delivery, with each of CACT’s Youth Hubs now hosting KS2 and KS4 English and Maths provision. In addition, during early 2022 funding was secured from Kent County Council’s (KCC) Reconnect programme, which has enabled

growth of the programme into Kent. Delivery to date has seen a schools-based Tutoring offer on the Isle of Sheppey, with provision expanding into Ashford and Thanet later this year. CACT Traineeships are a 15-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 SCL Education, 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.

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.

A total of 44 young people completed CACT’s traineeship programme in 2021-2022, many of whom then progressed onto a positive destination including Further Education, an Apprenticeship or Employment.

25

----- Start of picture text -----
44
young people
completed CACT’s
traineeship programme
in 2021-2022
----- End of picture text -----

26

Education Case Study: CP’s Story

After being referred from the Single Homeless Project (SHP) in October 2020, CP enrolled on the Charlton Athletic Community Trust (CACT) Traineeship. CP had been living in a homeless shelter for a prolonged period of time, was not in education, employment, or training (NEET) and lived in an area of high deprivation.

travel and lunch bursary. This meant that CP’s basic needs were met and resulted in 100% attendance.

To overcome his NEET status, CP took part in various employability workshops such as CV writing and interview practice.

After initial inductions and an implementation of an individual learning plan, it was identified that CP would need intense work on both literacy and numeracy, as his lack of qualifications could be a potential barrier to overcoming his NEET status.

The CACT Traineeship’s values are to realise potential, raise aspiration and recognise achievement and in particular with CP aimed to support his engagement with employment and education through an informal learning environment.

The informal learning environment provided CP a learning experience based upon personal development and employability skills. One of the main strengths of the curriculum was that it allowed CP to be given the opportunity to build personal and professional relationships which has been key in raising his confidence, selfworth and aspirations.

Using varied teaching methods such as visual and kinaesthetic as well as 1:1 tuition, CP’s ability to work independently, solve problems and work within a team improved dramatically.

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.

CP stated that finances would become an issue so CACT initially funded CP’s travel and successfully supported him to receive a

Early on, CP highlighted his interest in construction but was not sure if it was a feasible career option due to his lack of qualifications and special educational needs complexities.

He also undertook a voluntary work placement with Flower Skills & Training. This provided him with an opportunity to follow his passion of construction. CP completed a City and Guild construction qualification and attained an industry standard CSCS card.

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

Upon completing his placement, CP said:

“The traineeship helped me find my purpose and made me realise what I was good at doing. I previously struggled to stick with anything. But now completing this helped me find a job.”

27

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

FUNDRAISING

2021-2022 posed another challenging fundraising year for CACT with many events having to be held virtually and plans having to be altered to deal with the realities of the COVID-19 pandemic. Despite these restrictions CACT posted a strong fundraising performance over the course of the year and we would like to say a heartfelt thanks to all our supporters during 2021-2022.

Corporate Partners

CACT’s corporate partners provide crucial funding to allow our work to reach as many disadvantaged communities as we do. Firstly, a huge thank you to our principal partner, ITRM, who continued to support CACT’s work through front of kit sponsorship for all CACT affiliated teams and staff, as well as providing ad hoc financial and voluntary support throughout the year.

fund the Upbeats programme for another year.

A special mention must also go to Bob Bolder who raised a fantastic £7,860 by cycling 1,000 miles from Lands End to John O’Groats in aid of both CACT and the Upbeats.

CACT were also delighted to partner with CAFC on several events throughout the course of 20212022 and we look forward to many more events in the 30th Anniversary of the Return to The Valley next year.

CACT Patrons

Our CACT Patrons are some of our most loyal supporters, providing vital funding to CACT each year. We would like to thank the following individuals who supported CACT’s Patron programme during 2021-22:

Secondly, we would also like to thank the following companies for their support as corporate partners in 2021-2022:

Fundraising Events

Friends of CACT

We rebranded our regular giving programme to the Friends of CACT scheme in March 2022 and we would like to say a heartfelt thanks to all our regular donors who make a monthly, quarterly, or annual donation to CACT and directly help to fund our programmes.

We were delighted to be able to hold several inperson events during 2021-2022 and we would like to place our thanks on record to all our supporters who attended any of our events. The annual Upbeats Walk was again held virtually in April 2021 due to the pandemic restrictions and we raised over £16,000 to help to

28

£7,860

£16,000

29

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Governance, Structure & ManaGeMent

Trustees

The trustees are directors for the purposes of company law.

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 financial statements have been prepared in accordance with the accounting policies set out on pages 50 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.

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 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.

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.

Fiona Harris was appointed to the board on 9 March 2022. This appointment has further enhanced the skill set of the board as Fiona has extensive strategic and operational leadership experience within public health and local government.

Luke Ashworth (legal trustee and vice chair of the finance and personnel committee) resigned on 1 February 2022. The board is extremely grateful for Luke’s legal expertise and commitment as a trustee over more than seven years.

Wayne Mumford was appointed on 10 October 2021 as a representative of Charlton Athletic Football Club on the board. He resigned as a trustee on 7 July 2022 following his resignation from the Football Club.

Trustees who served during the period from 1 April 2021 to 31 March 2022:

30

Governance, Structure & Management (continued)

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.

Paul Statham, first appointed in April 2014 was reappointed in March 2022 to March 2025. Trustees complete a register of interest annually and declare interests and potential conflicts of interest at the beginning of every board and subcommittee 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 no expenses were claimed during the reporting period.

The charity has purchased insurance (premium of £3,084 for 2022, £2,032 for 2021) 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 the following:

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 which all meet quarterly.

A key objective in CACT’s strategic plan 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 Sub-committee 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 Trustee Lead), Ken Palmer (Safeguarding Trustee Lead), 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.

31

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Governance, Structure & Management (continued)

Finance and Personnel Sub-committee:

membership comprises four trustees: Simon Charlick (Chair), Luke Ashworth (until February 2022), Paul Statham, and Fiona Harris (from March 2022) are trustee members. Jason Morgan (Chief Executive) and Mark Gregory (Director of Finance 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) Chris Baker (Head of Fundraising and Development) and Zaki Dogliani (Marketing and Communications Manager), provide the necessary input to the meetings.

of the charity. There are no changes to the executive team during the reporting period.

The executive team comprises:

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

Employees

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:

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:

Honorary President & Vice President

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

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

32

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Governance, Structure & Management (continued)

government guidance were directed to work from home wherever possible.

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.

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 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.

A strong partnership has already developed following the change of ownership of the club in 2020 and the club recognises and supports the positive impact of CACT’s work. This mutually beneficial relationship was recognised by both the club and the trust in a formal agreement signed by both parties in July 2022. The agreement sets out the core principles of the working relationship between both parties, acknowledges CACT as an integral, albeit independent part of Charlton Athletic, and outlines the resources which the Club will provide to support CACT in achieving its charitable objectives.

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.

33

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Governance, Structure & Management (continued)

Financial review

Financial Report for the Period

Total income for the financial year to March 2022 was £6.4 million, compared with £5.6 million the year before. Income from charitable activities increased to £5.4 million in 2021-2022 compared with £4.3 million the previous year, mainly because of increased income from NCS, football and sports development, and education programmes, all of which were curtailed due to COVID-19 in the previous financial year.

Income from grants and donations, excluding the Coronavirus Job Retention Scheme (CJRS), was £832,000 million in the year to March 2022 compared with £862,000 in the previous year. CJRS grants totalled £60,000 in 2021-2022 compared with £329,000 in 2020-2021.

Total expenditure increased from £5.4 million in the 2020/21 financial year to £6.4 million in the year to March 2022, primarily reflecting the increased level of activity in NCS, football and sports development and education activities (offset by additional income), as well as planned youth service expenditure funded by income that was received in 2020/21 but could not be spent in that year due to COVID-19.

The operating deficit of £82,000 on unrestricted funds is more than explained by a pension fund actuarial adjustment of £114,000 included with expenditure. Excluding this adjustment there was a small operating surplus of £32,000 on unrestricted funds in the year.

Restricted funds totalled £762,000 at the end of the financial year, compared with a balance of £734,000 at the beginning of the year. The increase reflects net operating income from programmes of £57,000 partly offset by £26,000 depreciation of capital assets and £3,000 fund transfers.

34

Financial Review (continued)

Designated funds balances totalled £1.4 million at 31 March 2022 and 31 March 2021.

Free reserves increased slightly from £476,000 at the beginning of the year to £500,000 at 31 March 2022.

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 £6 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 of between three and five months’ expenditure should be held, as cover for any longer term and residual exposures. At 31 March 2022 free reserves represented one month’s expenditure and total unrestricted funds represented 3.6 months’ expenditure (both excluding the impact of the pension fund actuarial adjustment).

Free reserves are stated before deduction of a £713,000 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 2022. The three most significant potential ongoing risks identified, and actions taken to mitigate or eliminate these risks, are as follows:

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.

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

35

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

Risk Management (continued)

training; system security and physical security measures prevent unauthorised access to data; an external data protection consultancy service provides guidance and a designated Data Protection Officer (DPO).

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, as more opportunities arise following the lifting of COVID-19 restrictions, 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 in 2020. This was regularly reviewed and updated as the situation evolved.

The following COVID-19 specific risks were identified in the previous financial year and continued to be addressed during the 2021-22 financial year:

Mitigating actions included closing the main CACT office and directing employees to work from home wherever possible to minimise potential exposure to the virus. As government and public health guidance changed and the working from home guidance ended in January 2022, office based staff returned to the office on a phased basis. Wherever staff were working all

current guidance, including social distancing, washing and the use of PPE where necessary was rigorously enforced.

Programme-specific mitigating actions were taken to minimise risk, including cancelling some activities, reducing participant numbers, and changing the delivery model of others. In all cases current NHS and government guidance was followed.

Actions taken included liaising with funders to agree appropriate delivery models and protect funding. As a result no funding was lost from contracted or grant funded programmes because of COVID-19. The only COVID-related programme income shortfalls in 2022-23 were in football and sports development, due to some school and leisure centre activities not taking place. Central income was also negatively impacted as COVID-19 made the fundraising environment more challenging.

Future PlanS

During the course of the 2022-23 financial year we will work on a new strategic plan, setting out our key strategic objectives for the three years starting 1 April 2023, and how these will be delivered, to ensure that we sustain, grow and lead the way in our sector over the next three years.

We will continue to work closely with the Football Club to develop commercial partnerships and fundraising opportunities.

The current Live Well health contract ends on 31 March 2023. 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.

36

2020/2021 COPY TO BE REPLACED

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).

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:

Each of the trustees confirms that:

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 Date: 28 September 2022

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.

37

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

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

Opinion

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 2022 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:

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.

38

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:

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:

43

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2022

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:

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

44

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

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

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

29 September 2022

45

Financial Statements I

Consolidated Statement of Financial Activities Year to 31 March 2022

Unrestricted
funds
£’000		 Restricted funds Restricted funds Total
funds
2022
£’000		 Total
funds
2021
£’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
. Education
. Equality, Diversity and Inclusion
Total expenditure
Net (expenditure) income before
investment gains and transfers
7
Transfers between funds
Gains on investments
11(a)
Net (expenditure) income for the
year
Other recognised gains and losses
Gains (losses) on pension scheme
16
Net movement in funds
Reconciliation of funds:
Fund balances brought forward at
1 April 2021
Fund balances carried forward at
31 March 2022
152

2,793

71
31
60
680

2,584

—

—

—		 —
—
—
—
—
832
5,377
71
31
60		 862
4,329
49
29
329
3,107
3,264		 — 6,371 5,598

145
—		 —


145		 130

179
1,341
63
754
610
88
9
2,053

54

886

117

—

45

52		 1
—
—
23
—
2
—
2,233
1,395
949
894
610
135
61		 2,101
1,149
774
700
365
77
78
3,044
3,207		 26
6,277
 5,244
3,189
3,207		 26
6,422		 5,374

(82)
3

58		 57

(25)

—		 (26)
22
—
(51)


—


58		 224
—
189
(21)
146		 32

—		 (4)
—		 7



146		 413
(360)
125
1,106
32
483		 (4)
251
153


1,840		 53
1,787
1,231 515 247
1,993		 1,840

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.

47

Group and Charity Balance Sheets 31 March 2022

Notes
Group
31 March
2022
£’000
Group
31 March
2021
£’000
Charity
31 March
2022
£’000
Charity
31 March
2021
£’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

276

1,165		 292
1,107

26

1,165		 17
1,107

1,441





1,456

1,080		 1,399
682
1,103
1,191



1,440

1,066		 1,124
678
1,101

2,536







**(1,271) **		 1,785
(599)
2,506



**(1,271) **		 1,779
(607)

1,265

 1,186
1,235
 1,172

2,706



**(713) **		 2,585
(745)		 2,426

**(713) **		 2,296
(745)

1,993		 1,840
1,713		 1,551





247

515
251

483



21

509		 2
483

762



29

1,085

330
734

41

1,026

304
530



5

1,085

330		 485
15
1,026
304

1,444


500

(713)
1,371

480
(745)
1,420


476
**(713) **		 1,345
466
(745)

(213)


1,231
(265)

1,106
(237)


1,183
 (279)
1,066

1,993
1,840
1,713		 1,551

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 Date: 28 September 2022

48

Consolidated Statement of Cash Flows Year to 31 March 2022

Notes
2022
£’000		 2021
£’000
Cash flows from operating activities:
Net cash (used in) provided by operating activities
A
Cash flows from investing activities:
Investment income received
Purchase of tangible fixed assets
Net cash provided by investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at 1 April 2021
Cash and cash equivalents at 31 March 2022
**(32) **		 442


31
**(22) **		 29
—
9 29

(23)

1,103
 471
632
1,080 1,103

Note to the consolidated statement of cash flows for the year to 31 March 2022:

Reconciliation of net expenditure to net cash flows from operating activities

2022
£’000		 2021
£’000

413

39

65

(29)

(189)

155

(12)
442
Net income as per the statement of financial activities
Adjustments for:
Depreciation charge
FRS 102 pension charge
Investment income received
(Gains) on investments
(Increase) decrease in debtors
Increase (decrease) in creditors
Net cash(used in) provided by operating activities		 7
38
114
(31)
(58)
(774)
672
(32)

Analysis of changes in net debt

Analysis of changes in net debt
At 1 April
2021
£’000


Cash flows
£’000

Non-cash
changes
£’000


—



7

7		 At 31 March
2022
£’000
Cash and cash equivalents
Cash at bank and in hand
Borrowings
Business bounce-back loan
Total		 1,103


**(50) **
(23)



—		 1,080
(43)
**1,053 **
(23)		 1,037

49

Principal Accounting Policies 31 March 2022

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 2022.

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.

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

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:

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 C OVID -19 pandemic and its potential impact on the operations and finances of the charity. Several factors have been taken into account, including:

50

Principal Accounting Policies 31 March 2022

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.

51

Principal Accounting Policies 31 March 2022

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:

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:

4% on cost

52

Principal Accounting Policies 31 March 2022

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.

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.

53

Principal Accounting Policies 31 March 2022

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 £42,000 in the year to 31 March 2022, 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.

54

Notes to the Financial Statements 31 March 2022

1 Income from donations and legacies

Unrestricted
funds
£’000
Restricted
funds
£’000		 Total
funds
2022
£’000



Unrestricted
funds
£’000		 Restricted
funds
£’000
50
29
73		 27
8
645		 77
37
718
24

43

116		 66
9
604

Income from donations includes £219,000 from central and local government grants (2021 - £379,100).

The largest grants received in the year were £125,000 from the Premier League for the “Kicks” social inclusion programme, £89,400 from the Royal Borough of Greenwich for Short Breaks early help and prevention programmes and £52,000 from Ashford Borough Council for a diversionary and mentoring programme.

2 Income from charitable activities

Income from charitable activities
Unrestricted
funds
£’000
Restricted
funds
£’000


Total
funds
2022
£’000



Unrestricted
funds
£’000		 Restricted
funds
£’000


Total
funds
2021
£’000

2,994

1,227
70

38

4,329
Service delivery
Greenwich Youth Service
Fees from the delivery of
projects
Other charitable Income
Total funds		 1,171
1,202
359
61		 2,566
—
—
18
3,737

1,202

359

79
715

1,227

70

16		 2,279
—,
—
22
2,793 2,584
5,377
2,028		 2,301

Income from charitable activities includes a total of £2,401,300 from local government contracts (2021 - £2,164,100).

The largest amounts of service delivery income are £1,340,800 from Oxleas NHS Foundation Trust for the Royal Borough of Greenwich (RBG) Start Well programme, £899,000 from RBG for ‘Live Well’ health improvement services and £815,500 from RBG for C OVID -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
2022
£’000		 Total
(unrestricted)
funds
2021
£’000
40
9
49
Fundraising events
Other trading income
Total funds		 46
25
71

55

Notes to the Financial Statements 31 March 2022

4 Cost of raising funds

Cost of raising funds
Total
(unrestricted)
funds
2022
£’000
Total
(unrestricted)
funds
2021
£’000
121
9
130
Staff costs (note 8)
Other costs
Total funds		 125
20
145

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
Education
Equality, Diversity & Inclusion
Total funds		 Direct
staff
costs
(note 8)
£’000		 Other
direct
costs
£'000		 Support
costs
(note 6)
£’000		 Total
funds
2022
£’000
1,629
580
492
591
351
78
50		 323
645
356
195
185
40
3		 281
170
101
108
74
17
8		 2,233
1,395
949
894
610
135
61
3,771 1,747 759 6,277
Health Improvement
Youth Services
Early Help and Prevention
Football and Sports Development
Social Action and Enterprise
Education
Equality, Diversity & Inclusion
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
38
58
345

406

288

134

69

27

8
301

168

82

83

52

12

12
2,101

1,149

774

700

365

77

78
3,257
1,277
710
5,244

56

Notes to the Financial Statements 31 March 2022

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
2022
£’000



Staff
costs
(note 8)
£'000



Other
support
costs
£'000



Total
funds
2021
£’000

301

168

82

83

52

12

12

710
Health Improvement
Youth Services
Early Help and Prevention
Football and Sports
Development
Social Action and
Enterprise
Education
Equality, Diversity &
Inclusion
Total funds		 225
136

81
86
59
13
6
56

34

20

22

15

4

2
281

170

101

108


74

17

8
255

143

70

70


44

10

10
46

25

12

13

8

2

2
606
153
759
602
108

The above support costs include the following governance costs:


Total
funds
2022
£’000		 Total
funds
2021
£’000
Staff costs
Legal and professional fees
Auditor’s remuneration
Other costs		 13
2
13
3		 13
—
12
13
31 38

7 Net expenditure for the Year

This is stated after charging:

Unrestricted
funds
£’000
Restricted
funds
£’000
Total
funds
2022
£’000
Unrestricted
funds
£’000
Staff costs (note 8)
2,140
2,362
4,502
2,082
Operating lease
rentals
22
18
40
26
Auditor’s
remuneration
. Statutory audit
services – charity
10
—
9
9
. Statutory audit
services –
subsidiary
3
—
3
3
. Other services
2
—
2
2
Depreciation
12
26
38
12		 Restricted
funds
£’000
Total
funds
2021
£’000
1,898
3,980
18
44
—
9
—
3
—
2
27
39

57

Notes to the Financial Statements 31 March 2022

8 Employees and staff costs

Employees and staff costs
Staff costs during the period were as follows:
2022
£’000		 2021
£’000
Wages and salaries
Social security costs
Pension costs
FRS 102 pension charge
Agency staff
Other staff related costs		 3,850
328
113
114
91
6		 3,486
302
116
65
—
11
4,502 3,980

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:


2022
£’000		 2021
£’000
Wages and salaries
Benefits in kind
Social security costs
Pension costs		 336
24
41
17		 336
24
41
17
418 418

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:


2022		 2021
£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 £16,605 (2021 - £16,601) in respect of the above employees.

Staff costs have been charged as follows:


2022
£’000		 2021
£’000
Cost of generating funds (note 4)
Charitable activities (note 5)
Support costs (note 6)		 125
3,735
606		 121
3,257
602
4,466 3,980

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

Fixed
hours

Variable
hours

—

123

123		 Total
2022

2

224

226		 Fixed
hours

Variable
hours

Total
2021
Cost of generating funds
Charitable activities		 2
101		 2
98
—

89
2

187
103 100
89
189

58

Notes to the Financial Statements 31 March 2022

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 £3,084 (2021 - £2,093) and provides cover of up to a maximum of £5 million (2021 - £5 million).

No trustees received any remuneration or any reimbursed expenses from the charity during 2022 or 2021.

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 2021
Additions
At 31 March 2022
Depreciation
At 1 April 2021
Charge for year
At 31 March 2022
Net book value
At 31 March 2022
At 31 March 2021		 569
—		 60
—		 72
—		 156
22		 857
22
569 60 72 178 879
320
23		 34
2		 55
12		 156
1		 565
38
343 36 67 157 603
226 24 5 21 276
249 26 17 — 292
Charity Office
equipment
£’000
Motor
vehicles
£’000
Total
£’000
Cost
At 1 April 2021
Additions
At 31 March 2022
Depreciation
At 1 April 2021
Charge for year
At 31 March 2022
Net book value
At 31 March 2022
At 31 March 2021		 66
—

156

22
222

22
66
178
244
49
12
156

1
205

13
61
157
218
5
21
26
17
—
17

59

Notes to the Financial Statements 31 March 2022

11 Investments

(a) UK investment funds

(a) UK investment funds

2022
£’000		 2021
£’000
Total value of investments at 1 April 2021
Investment gains
Total investments at 31 March 2022
Historical cost of investments at 31 March 2022		 1,107
58		 918
189
1,165 1,107
950 950

2022
£’000		 2021
£’000
Portfolio Details
CCLA Investment Fund
Sarasin Alpha CAIF for Endowments
Rathbones Active Income and Growth Fund
Total market value at 31 March 2022		 473
422
270		 435
411
261
1,165 1,107

(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 2022, which have been included in the consolidated financial statements.


2022
£’000		 2021
£’000
Turnover
Cost of sales
Gross profit (loss)
Amount released from deferred capital grants
Administrative expenses
Profitfor the year before gift aid
Gift aid
Profit (loss)for the financial year
Retained profitat 1 April 2021
Retained profitat 31 March 2022
Called up share capital
Net assetsat 31 March 2022		 34
(26)		 16
(25)
8
25
(7)		 (9)
25
(5)
26
(11)		 11
(12)
15
15		 (1)
16
30
—		 15
—
30 15

60

Notes to the Financial Statements 31 March 2022

12 Debtors

Debtors

Group
2022
£’000
Group
2021
£’000
Charity
2022
£’000
Charity
2021
£’000
Prepayments
Trade debtors
Other debtors
Accrued income		 18
1,399
4
35		 44
465
1
172
18

1,383

4

35		 44
461
1
172
1,456 682
1,440		 678

13 Creditors: amounts falling due within one year


Group
2022
£’000
Group
2021
£’000
Charity
2022
£’000
Charity
2021
£’000
Amounts due to subsidiaries
Expense creditors
Social security and other taxes
Accruals
Deferred income
Wages and salaries
Business bounce-back loan
—		 —
110
94
233
777
14
43
—

51

96

236

147

19

50
8

105

95

229

777

14

43
11

52

96

232

147

19

50
1,271
599
1,271
607

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.

61

Notes to the Financial Statements 31 March 2022

14 Restricted funds

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

Group At
1 April
2021
£’000		 Income
£’000		 Expenditure
£’000		 Transfers
between
funds
£’000
At 31
March
2022
£’000
Health Improvement funds
RBG Cycle Hire
Vaccination Support
L&Q Extra Time
Extra Time
Greenwich Health
Escape Pain
GGA – Healthy Walks
Welfare Rights Fund
South London Healthy Homes
Ministry of Defence
Live Well Greenwich
Live Well – PCN
TfL Small Grants
RBG Community Hub
Lateral Flow Testing
Project Hope
Youth Service funds
Jack Petchey Achievement
Award
Jack Petchey Tutoring Project
Youth Hub Small Grants
Summer Camp 2021
Early Help and Prevention
funds
Children in Need
Colyer Ferguson
Twinnings Project
Kent VRU
Bexley Easter and Summer
Camps
Probation Pilot
Connect Mentoring
Start Well Mentoring
CURB Mentoring
MOPAC
Bexley Targeted Mentoring
Bexley Targeted Residential
Bexley Youth Activity
Sessions
London Marathon Girls Kicks
extension
Premier League Kicks
Premier League Targeted
Balance carried forward		 1
—
—
3
6
—
—
—

13
2
64
—
9
32
—
18		 —
268
5
26
4
1
35
100
33
—
614
466
—
227
321
—		 (1)
(260)
—
(29)
(10)
(1)
(33)
(3)
(46)
(2)
(634)
(466)
—
(231)
(319)
(18)
—

—
—

—

—

—

—

17

—

—

(22)

—
—

(17)

—
—		 —
8
5
—
—
—
2
114
—
—

22
—
9

11
2
—
148 2,100 (2,053) (22) 173
1

—
—
11		 —
13
36
—		 —
(13)
(30)
(11)		 —

—

(3)
—		 1
—

3
—
12 49 (54) (3) 4
2
—
—
—
—
—
17
13
5
—
4

—
22
10
62
20		 41
14
1
17
50
22
40
100
1
5
25
11
39
28
105
20		 (43)
(14)
(1)
(10)
(50)
(13)
(57)
(104)
(6)
(5)
(26)
(11)
(46)
(9)
(116)
(30)
—

—

—

—

—

—

—

—

—

—

—

—
—
—

—
—		 —
—
—
7
—
9
—
9
—
—
3
—
15
29
51
10
155 519 (541)
—		 133

62

Notes to the Financial Statements 31 March 2022

14 Restricted Funds (continued)

Restricted Funds(continu ed)
Group At
1 April
2021
£'000
Income
£'000		 Expenditure
£'000		 Transfers
Between
Funds
£'000		 At
31 March
2022
£'000
Early Help and Prevention
funds (cont.)
Balance brought forward
Bexley Outreach Bus
Greenwich Outreach Bus
Ashford Diversionary and
Mentoring
Charlton Upbeats
Kent Mental Health
Bexley Short Breaks
Oxleas Up and At ‘Em
Short Breaks Summer and
Residential
Oxleas Early Intervention
Saturday Short Breaks
Holiday Short Breaks
Residential Short Breaks
BATS Transport
Football and Sports
Development
Advance Centre
Bursary Fund
Get Active Programme
KPMF Project
Kinder Joy of Moving
Premier League Schools
Social Action and
Enterprise funds
My London Social Action
Education Funds
EFL Kickstart
William Boreman Foundation
Active Learning Programme
Kent Reconnect
Equality, Diversity and
Inclusion Funds
CARE
Revenue projects total
funds
Relating to fixed assets
Spaces for Sports Scheme
Other fixed assets
Total restricted funds		 155
—
—
—
36
6
13
3
57
7
6
—
6
1		 519
34
16
52
27
40
54
11
—
21
41
49
—
10		 (541)
(34)
(1)
(29)
(30)
(46)
(61)
(14)
—
(28)
(42)
(47)
(6)
(7)		 —

—

—
—

—

—

—

—
—

—

—

—

—
—		 133
—
15
23
33
—
6
—
57
—
5
2
—
4
290 874 (886) — 278
2
3
10
—
—
—		 12
4
—
30
29
40		 (14)
(3)
(10)
(21)
(29)
(40)
—

—

—

—

—
—		 —
4
—
9
—
—
13
5
5
—
3
1
35
39
3
3
515
226
21
247
762
15 115 (117) —
2 3 — —
2 3 — —
—

3
13
—		 28
—
2
38		 (28)
—
(14)
(3)
—
—

—
—
16 68 (45) —
— 55 (52) —
— 55 (52) —
483 3,264 (3,207) (25)
249
2		 —
—		 (23)
(3)
—
22
251 — (26) 22
734 3,264 (3,233) (3)

63

Notes to the Financial Statements 31 March 2022

14 Restricted Funds (continued)

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

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
2021
£’000




Investment
gains
£'000


Transfers
between
funds
£’000




At 31
March
2022
£'000
Fixed asset fund
Development fund
25th Anniversary fund
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 41
1,026
6
—
25
273
—

58

—

—

—

—
(12)

1

(6)

3

(20)

49
29

1,085

—

3

5

322
1,371
58
15
1,444
Charity At 1
April
2021
£’000




Investment
gains
£'000


Transfers
between
funds
£’000




At 31
March
2022
£'000
Fixed asset fund
Development fund
25th Anniversary fund
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 15
1,026
6
—
25
273
—

58

—

—

—

—
(10)

1

(6)

3

(20)

49
5

1,085

—

3

5

322
1,345
58
17
1,420

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.

64

Notes to the Financial Statements 31 March 2022

16 Pension commitments (continued)

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 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:

The charity’s share of assets in the Scheme were as follows:
Value at
31 March
2022
£’000
 Value at
31 March
2021
£’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		 479
145
91
21
—
103		 68
124
65
10
288
183
839
**(1,552) **		 738
(1,483)
**(713) ** (745)

Total expenditure recognised in the Statement of Financial Activities:

2022
£’000		 2021
£’000
Service cost
Net interest cost and administration expenses
Total expenditure recognised in the SOFA		 141
15		 96
10
156 106

The expenditure recognised in the 2022 SOFA is made up of £42,000 employer contributions and a FRS 102 adjustment of £114,000 (2021 - £41,000 employer contributions and £65,000 FRS 102 adjustment).

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

the Scheme liabilities:
2022
£’000		 2021
£’000
Scheme liabilities at 1 April 2021
Service cost
Interest cost
Contributions by Scheme participants
Liabilities assumed on TUPE-transfer of Live Well staff
Actuarial (gains) losses
Scheme liabilities at 31 March 2022		 1,483
141
31
15
—
**(118) **		 782
96
24
17
224
340
1,552 1,483

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.

65

Notes to the Financial Statements 31 March 2022

16 Pension commitments (continued)

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

2022
£’000		 2021
£’000
Scheme assets at 1 April 2021
Interest on Scheme assets less administration expenses
Return on assets less interest
Assets acquired on TUPE-transfer of Live Well staff
Contributions by employer
Contributions by scheme participants
Estimated benefits net of transfers in
Fair value of Scheme assets at 31 March 2022		 738
16
38
—
42
15
**(10) **		 462
14
111
94
41
17
(1)
839 738
Movement in deficit during the year. 2022
£’000		 2021
£’000
Scheme deficit at 1 April 2021
Service cost
Employer contributions
Net finance cost
FRS 102 deficit on TUPE-transfer of Live Well staff
Actuarial gains (losses)
Scheme deficit at 31 March 2022		 (745)
(141)
42
(15)
—
146		 (320)
(96)
41
(10)
(130)
(230)
**(713) ** (745)

17 Lease commitments

Operating lease commitments

At 31 March 2022 the charity had the following future minimum commitments under noncancellable operating leases in respect of:

Land and buildings Office equipment Office equipment
2022
£’000		 2021
£’000		 2022
£’000		 2021
£’000
Operating leases payments
due:
Within one year
Between one and two years
Between two and fiveyears
—
—
—		 —
—
—

4

4

4		 4
4
8

66

Notes to the Financial Statements 31 March 2022

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 2022 the Trust received income of £119,100 from Charlton Athletic (2021 - £78,300) and incurred expenditure of £47,300 (2021 - £67,900). A net balance of £107,400 was due from the Club and included within debtors at the year-end (2021 - £17,600).

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 £1,800 (2021 - £11,900).

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
2022
£’000
Fund balances at 31 March
2022 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
—
—
304
670
(474)
(713)		 29
1,165
—
250

—
—		 247
—
—
—
—
—		 —
—
1152
160
(797)
—		 276
1,165
1,456
1,080
(1,271)
(713)
(213) 1,444 247 515 1,993
Charity General
funds
£’000		 Designated
funds
£’000		 Fixed asset
restricted
fund
£’000		 Other
restricted
funds
£’000		 Total
31 March
2022
£’000
Fund balances at 31 March
2022 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
—
—
288
661
(473)
(713)		 5
1,165
—
250

—
—		 21
—
—
—
—
—		 —
—
1152
155
(798)
—		 26
1,165
1,440
1,066
(1,271)
(713)
(237) 1,420 21 509 1,713

67

Notes to the Financial Statements 31 March 2022

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 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
16
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

68

Notes to the Financial Statements 31 March 2022

21 Restricted funds Year to 31 March 2021

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

69

Notes to the Financial Statements 31 March 2022

21 Restricted funds Year to 31 March 2021 (continued)

Restricted fundsYear to 31 March 20 21 (continue d)
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		 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
7 73 (65) —
— 2 — —
— 2 — —
— 55 (55) —
— 55 (55) —

—
—		 3
13		 —
—		 —
—
— 16 — —
288 2,980 (2,785) —
271
6		 —
—		 (22)
(4)
—
—
277 — (26) —

70

Notes to the Financial Statements 31 March 2022

22 Designated funds Year to 31 March 2021

Designated fundsYear to 31 March 2 021
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

23 Analysis of net assets between funds 31 March 2021

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
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
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

71

CONTACT US

@CAFCTrust

Mail us info@cact.org.uk

Find out how to support CACT at: cact.gives

Principal Partner

South of England Foundation

Operating as

Charlton Athletic Community Trust Sparrows Lane, New Eltham, London, SE9 2JR

Company Limited by Guarantee Registration Number 04654582 (England and Wales) Charity Registration Number 1096222

Thanks to our partners for your support:

WWW.CACT.ORG.UK