OpenCharities

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

← South Of England Foundation

2024-03-31-accounts

SOUTH OF ENGLAND FOUNDATION OPERATING AS

CHARLTON ATHLETIC COMMUNITY TRUST OSTa eee ANNUAL REPORT 23/24 & Consolidated Financial Statements Company Limited by Guarantee Registration Number: 04654582 (England and Wales) Charity Registration Number: 1096222

principal partner

Welcome e } Welcome from from the CEO chair of trustees

It’s been yet another year of continual growth here at Charlton Athletic Community Trust (CACT).

I am very proud that Charlton Athletic were awarded ‘EFL Community Club of the Season’ for 2023/24 based, in large, on our commitment to the local community and the impact we have on people’s lives.

We are renowned for our innovative approach to solution provision; as evidenced by our Hospital Discharge programme, which began this year at Queen Elizabeth Hospital in Woolwich. The Health Improvement team are fully integrated into the hospital offering social prescribing services which limit patient waiting times and reduce ‘bed blocking’.

With the popularity and growth of women’s and girls’ football, it is important to us as an organisation to provide opportunities for females of all ages to get involved in sport and to progress. Our Post-16 Football & Education Academy enrolled 130 students at our South-East London site in the last academic year, of which 15% were female for the very first time.

The new Charlton Athletic ownership took over the club in July 2023, and I’m delighted to say our excellent working relationship with the club is one of mutual respect and total cooperation. We are collaborating closely, thereby creating a cohesive approach to the ‘One Club’ vision. Charlton Athletic’s Managing Director, James Rodwell, also joined our Trustee Board, further strengthening our link with the club.

Charlton Athletic continues to remain committed to EDI excellence, as was evidenced when we received the Silver award as part of the EFL’s Equality Code of Practice. We are one of only two League One clubs to have achieved this and are now actively working towards the Gold accreditation.

The publication of this year’s annual report provides me with a brilliant opportunity, on behalf of trustees, to thank all staff for their efforts and dedication, in continuing to provide high-quality services to communities in our local areas, under the astute leadership of our CEO, Jason Morgan.

The Trust includes an extremely talented and highly skilled staff group, with far-reaching experience, of which the Board is privileged to be a part of, through fulfilling its governance responsibilities, to ensure sound financial management and robust strategic leadership.

The Board was delighted to be involved in the creation of CACT’s recently launched 5y strategic plan and indeed, will look forward to supporting plans in modernising our Trust to ensure it is cohesive and fit for purpose in securing future sustainability.

Having achieved several accolades in 23/24, including ‘Community Club of the Season’, we now collectively embark on a journey of relentless improvement and development - we are all proud to be part of a truly ‘learning organization’ - in our ambition to become ‘equity-led’, protect the history, heritage and legacy of the Trust and continue to provide services, with high impact, that reflect the needs and priorities of local communities, in partnership with others.

We are already engaging in this process in partnership with the Club, building on existing strong foundations and a relationship which has been invigorated through a new ownership and executive team, where our priorities are aligned as we strive together to achieve a ‘One Club’ vision.

The future is exciting and I am confident that as a Trust we will continue to shine and, with humility and, in the spirit of collaboration, share our learning experiences with others.

I am extremely proud to report our turnover this year was the highest in the history of the organisation - a record-breaking £7.2m which has allowed us to register an unprecedented committed spend of £6.7m.

This year we launched our new Strategic Plan, its aim being to refine the organisation’s vision and mission; as well as setting out our ambitions for the next five years. This was established following a comprehensive consultation process involving staff members, participants, trustees and key partners.

Marilyn Toft, Chair of Trustees

I would like to personally thank all who have served as trustees throughout the past year. I am also grateful to all the local authorities and funding bodies which support our work, including our corporate partners, individual donors and our ambassadors.

The outstanding year we have enjoyed would not have been possible without the commitment of CACT’s talented, dedicated and resolute staff, all of whom have worked tirelessly to support participants across more than 65 hugely important programmes. I would like to extend my heartfelt thanks to you all for your hard work over the past 12 months – we wouldn’t be the ‘Community Club of the Season’ without your incredible work.

Jason Morgan MBE, Chief Executive

Registered Office & Operating Office

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

Company Secretary

Taylored Business Services

Auditor

Buzzacott LLP 130 Wood Street London EC2V 6DL

Bankers

Bank of Scotland plc PO Box 54873 London SW1Y 5WX

----- Start of picture text -----
Contents
----- End of picture text -----

REPORT

“ 1 2

Trustees, Honorary Vice President and CEO

Trustees’ Report

6-11 CACT in Brief 12 Health Improvement 15 Youth Service .* i] . “ 18 Early Help & Prevention 21 Football & Sports Development . 24 Social Action & Enterprise 27 Equality, Diversity & Inclusion 29 Education 33 Fundraising 35 Bursary 36 Governance, Structure & Management 40 Financial Review ‘= . . . 41 Risk Management 42 Statement of Trustees’ Responsibilities 44 Independent Auditor’s Report

Legal/HR Consultants

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

Ambassadors

Dave Berry Paul Dunn MBE Keith Peacock Martin Simons Steve Sutherland

Website

CACT.ORG.UK

484950515257

FINANCIAL STATEMENTS

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

Group and Charity Balance Sheets

Statement of Cash Flows

Principal Accounting Policies , . Soy

Notes to the Financial Statements

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

‘ ‘ , . . : : : Trustees . : Simon Charlick Marilyn Toft FCA Chair Vice-Chair Stuart Butler-Gallie Calum Coker Martin Griffiths Fiona Harris CBE

Simon Charlick Marilyn Toft FCA Chair Vice-Chair

eX Paul Statham Tracy Herd Ken Palmer - . . James Rodwell from March 2024

Tracy Herd

Honorary Vice President Lord Michael Grade of Yarmouth CBE

CHIEF EXECUTIVE O F ICER Jason Morgan MBE

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 2024:

FINANCIAL HIGHLIGHTS

FINANCIAL HIGHLIGHTS ‘ 2024
£000’s		 2024
£000’s		 2023
£000’s
Total income 7,192 7,192 7,192 6,887
Total expenditure

.
‘		 (6,740) (6,740)
.		 (6,740) (6,740) (6,676)
Net income (expenditure) 452 452 452 211
Expenditure
Charitable activities
Health Improvement 2,163 2,001
Youth Service 1,492 1,345
Early Help & Prevention 1,048 1,135
Football & Sports Development 1,260 1,133
Social Action & Enterprise Social Action & Enterprise Social Action & Enterprise 334 692
Education 168 109
Equality, Diversity & Inclusion 52 74
6,517 6,489
Cost of raising funds
 223
187
6,740 6,676

----- Start of picture text -----
Expenditure Breakdown (£000’s) . 7 :
.
52
168
Equality,
Education Diversity
334
& Inclusion 223
Social Action
Cost of
& Enterprise
raising funds
.
1,260
Football & Sports
Development —’_
2,163
Health Improvement |
6,740
1,048
Early Help
& Prevention
1,492
Youth Service
----- End of picture text -----*

7

IG. aK 70% 100% of participants of year 6 transitions project delivered at the Isle of t of Short Breaks participants A“ 318 Sheppey, improved their mental have improved their participants mentored across health and wellbeing independence skills 94% Greenwich, Bexley and Thanet of Primary Stars school teachers supported now feel more confident about teaching PE worked with » (CACT over P. et Te, Se 148 8,762 young people unique clients supported participated in CACT’s by Live Well Greenwich Post-16 Academy 26,000 people, in 2023-2024 ] =0 1,025 125 62,730 young people took part 55,669 in the NCS Summer calls to and from participants have taken Young Greenwich our Live Well social part in one of our Programme attendances prescribing call centre Mental Health projects

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

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

Healthy, happy, resilient and thriving communities.

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:

Health Improvement Social Action & Enterprise Youth Service Equality, Diversity & Inclusion Early Help & Prevention Education Football & Sports Development

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

Values

Adaptability Passion re EquityIntegrity Respect

Mission Statement ee

Rooted in, trusted by and working in partnership with our communities to deliver positive outcomes.

10

11

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024 HEALTH IMPROVEMENT

4, Our work within the Health Improvement . .‘ . . i Hospital Discharge team . . . ~ department is always challenging but rewarding. . . ‘ . oO . . *y Commissioned by the Royal Borough of Greenwich, The pilot of embedding Live Well coaches into the our staff respond to the needs of local residents, hospital discharge team of the Queen Elizabeth organisations and stakeholders in South East » . . ‘ Hospital is now into its second year. The project . . ros London. The aim of the department is to reduce delivers practical solutions like blitz cleans, food health inequalities at an individual level, by shopping and delivering medical aids that help connecting people to support at community level, speed up and smooth the transition from hospital by developing community-based assets and at a to home, thus supporting the NHS with its target of population level, by delivering wider Public Health freeing up hospital beds as quickly as possible. The campaigns. project helps ensure the patient is safely discharged and provides links to on-going community support Each day of work is unique, supporting those to try and minimise the chance of early remost deeply affected by the cost-of-living crisis admittance which is both costly and damaging for and continued recovery from the COVID-19 ‘ long term health outcomes.

Each day of work is unique, supporting those most deeply affected by the cost-of-living crisis and continued recovery from the COVID-19 pandemic. This requires our team to be extremely . tgs . knowledgeable, flexible, and determined to support people compassionately, as they face a whole range of difficulties. The support our team provides can be life changing, as we fight to prevent homelessness, life changing, as we fight to prevent homelessness, + . . . . increase someone’s income, or connect socially isolated individuals to a range of community activities.

Better care project

Our core service is Live Well Greenwich a social . . prescribing offer for the residents of Greenwich working with 8604 clients in 2023/24. Our offer , includes:

Urgent Treatment Centre

The creation of a social prescribing team that is co-located in the Urgent Treatment Centre (UTC) at Queen Elizabeth Hospital in Greenwich. The overarching aim of the service is to support patients > - ‘ . to access appropriate support and reduce pressure « * ’ « on the UTC, the Live Well social prescriber signposts oot + Ny te oe and supports people with chronic illness living in . roe . . u . the community to build connections with their community with the intent to improve quality of life and develop independence and engagement. . . . . . . c '

The total number of referrals from UTC was 177. Within this number there were 49 referrals for GP appointments, 69 for GP registrations, 18 for housing support.

The strength of our partnerships within the local community and voluntary sector and statutory services are crucial to the success of Live Well en Pe ‘ and its aim of reducing health inequalities at an individual, community and population level.

13

12

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024 youth services | re -...|GREENWICH| . . Young Greenwich, the youth service that CACT Young people who require additional support due to is commissioned to deliver by Royal Borough of behaviour, mental health, stress related issues are Greenwich, had 3,662 unique participants last referred for one to one mentoring support delivered year. Throughout the year, we have undertaken in partnership with CACT’s Early Help and Prevention a variety of projects, events, and programmes. Team. Young people are also referred through our These include the annual Young Greenwich Awards, triage process to organisations who can better meet their needs.

Health Improvement Case Study: live we l

Young Greenwich, the youth service that CACT is commissioned to deliver by Royal Borough of Greenwich, had 3,662 unique participants last year. Throughout the year, we have undertaken a variety of projects, events, and programmes. These include the annual Young Greenwich Awards, sponsored by the University of Greenwich, which honours the achievements of our young people in the youth service over the year. We also hosted our Summer Academy, where over 40 unique courses were delivered to young people. The aim of the programme was to offer new and engaging activities such as masterclasses in law and comic book design.

MD, a single mother with 17-month-old twins, had to support the client’s claim. A few weeks later, the been facing housing and health challenges. She CACT Live Well team received a response saying was living in overcrowded shared accommodation, that they had awarded MD with the highest priority struggling to meet her family’s needs, and suffering band B1 due to severe overcrowding and medical recommendations.

been facing housing and health challenges. She was living in overcrowded shared accommodation, struggling to meet her family’s needs, and suffering from a disability.

In March 2023, she was initially referred to CACT’s Live Well by her GP for support with housing needs and financial assistance.

In October 2023, MD was invited to view a property in Charlton, which she accepted. She was extremely happy with the support she received and to be able to move to a suitable accommodation with her children.

The Duke of Edinburgh Award has successfully delivered the award programme across all three levels to a total of 49 participants with over 325 hours of volunteering being undertaken. Participants have successfully completed 39 awards at bronze, silver and gold level, across a total of nine sets of expeditions across the year. A highlight of the year is having six young people complete their Gold expedition in Snowdonia and who will receive their award at Buckingham Palace in May 2025.

In August 2022, HACTRAC (a council-run scheme to help families find private rented accommodation and stop them becoming homeless) conducted an inspection on her property but had not communicated with MD since. She wanted to be moved into an accommodation with more space for her to safely care for her children and herself. However, despite her health conditions the client was only in band C, which meant she didn’t have priority.

Due to her difficult financial situation, Live Well helped MD fill out an Emergency Support Scheme form to obtain white goods for her new property; she was provided with a washing machine, a cooker and a few other household appliances to set up her new home.

Additionally in 2023 we launched the Young Leaders Programme, which was created to support the Community Trust’s strategy whilst helping young people gain leadership skills and employability support.

Representatives from Young Greenwich meet weekly with CACT’s Live Well team to share case studies and ensure that young people are directed to the correct services for their needs. At times this is a holistic approach with support for the families being offered.

MD is now settled in her new home, which is safe and accessible for her and her children. Since then, her quality of life has increased and her anxiety and stress have greatly reduced, therefore improving her mental wellbeing. Thanks to her mental health improving she is now able to look after her children safely, without all the stresses and worries.

Young Greenwich deliver youth services from four youth hubs: Avery Hill, Hawksmoor, Valley Central and Woolwich Common. Young people from all hubs attended a residential trip to Stubbers Adventure Centre where they were able to enjoy axe throwing, kayaking, banana boat rides and laser tag.

Since their initial decision on her banding, MD had become a single mother with twins and couldn’t cope financially. Her kids were unwell and unsafe in the current accommodation, and her own physical health had worsened. The situation had made her so overwhelmed that she started going through stress, anxiety and depression.

All hubs participated in the Holiday HAF programmes which offered breakfasts, hot lunches and activities throughout the week. —Oxless. NETO In addition to the services delivered within the hubs we also engaged with 22 partners who delivered an additional 70 weekly sessions across 15 Royal Greenwich wards.

Once the referral to Live Well was received, she was allocated a CACT Live Well coach, Mo, who had an initial meeting with MD to identify all the issues and put a plan in place to support her.

“ “I’m so happy that they helped me. I was so very happy. Thank you guys for everything for me and my kids. I introduced some people that were in the same condition as me. When I talked to them, I said if they see a problem, if their condition is like my own or worse than mine, Live Well can help them.”

To support with the housing situation, Mo got consent from MD to speak to Housing Allocations on her behalf to try to move her banding priority from C to B1 and ensure her needs were being met. There was a lot of back and forth between Mo and Housing about the client’s priority banding, and communication from them was slow at times, so Mo called, chased and emailed, but Housing ultimately responded that her banding priority wasn’t going to be changed.

Throughout the year young people and staff from Young Greenwich participated in events including Young Greenwich Day, Red White and Black Day and a number of offsite trips and activities.

Our tutoring project is delivered in all four hubs and provides additional education support to Key Stage 2 and 4. 100% of the young people who attend have improved their academic grades.

Mo then decided to escalate the case to CACT’s Live Well multi-disciplinary team lead by Louise, who got in contact with Housing and provided them with all the relevant documents and medical assessments

- MD

14

15

youth service case study: LS

LS is a White British female teenager living in a council flat with her single mother and younger brother.

LS was first introduced to Young Greenwich in February 2022 by a youth Live Well Coach. At this time LS had been referred to Live Well by Child and Adolescent Mental Health Service (CAHMS) due to a lack of engagement. LS suffered from social anxiety issues and refused to attend school. At the time, LS would only communicate by text or through her mother, so it was important to support her to develop her communication skills and reduce isolation. LS was also struggling with body image issues, considering herself overweight. In addition, LS had no future education aspirations to go to college or sixth form as she was in an exceedingly difficult mental place.

We had a positive first meeting with LS and her mother at the youth club and she was encouraged to join Young Greenwich and start coming to Avery Hill youth club, where she could take part in activities, socialise and meet new friends. This was all too much at once for LS, but we reassured her that any time she felt like coming in, we would make her feel welcome.

The week after, LS and a friend were sitting on the fence across the road watching young people arriving for youth club sessions. This continued for a few evenings and when we felt LS was comfortable and ready to take the next step, we crossed the road and asked her if she would like to come inside, have a look around and take part in any activities. She agreed to return the next day with her friend.

When LS came in with her friend, she spent the first few sessions getting to know the other members by sitting down to nightly arts and crafts workshops. She started to realise that there were many common interests, such as taste in music, where they lived, mutual friends, similar schools, as well as likes and dislikes; this enabled LS to start coming out of her shell and be more communicative which helped initially to address her social anxiety issues.

Young Greenwich partner Metro Charity held discussions about body image and challenging social media fashion and myths. During these sessions about body image, we supported LS to address her own body image issues and put them into perspective.

LS took part in regular cooking sessions, where the group cooks from scratch and discusses healthy eating plans.

Girls only football sessions on Friday nights gave LS the opportunity to take part in sports and play in a team, which led to her joining mixed sports sessions. These helped LS to become fitter and find a balance between who she is physically and what she wants to achieve to address body image and social anxiety issues.

LS joined the youth forum as she became more confident with herself and built up her own selfesteem, wanting to share her views and be heard.

We had group discussions identifying issues that make them anxious and rated them on a scale to decide how much of an impact they had on her life and how could they be overcome.

Goal setting workshops and developing a personal plan helped LS to prepare for her GCSEs and progress to college.

We held group workshop discussions about daily preparation methods for school including get a good night’s sleep, having books and clothes ready the night before, and reducing pressure on results by putting the effort in.

As LS felt more comfortable working in the youth club music studio, we allowed her to work in the studio for her Music GCSE.

16

17

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

- . e : . early help & prevention . : i] « ~ ~ . .

2023-2024 was again another progressive year for the Early Help & Prevention strand. For the first time since its inception the strand’s annual income topped the £1m mark. This growth is down to the strong reputation of the strand as well as the skill and resilience of the staff to continue to deliver high level services across its areas of delivery – disability, mental health, and risk & violence reduction.

The work the strand delivers is challenging yet hugely rewarding which has helped develop key staff in an organic way but also given them an approach to work which is forever changing and enriching. " : . . .

Risk & Violence Reduction

Mental Health

Their development has been crucial to helping us absorb the additional investment and responsibility that has come into the strand in the last year as . a ‘e . . ‘ : < ° \ . ‘ . . they continue to contribute towards maintaining our strong reputation for powerful and meaningful . : . “ i - , delivery.

. a ‘e . ‘ : < ° \ . . . • a Long terms funding agreements secured for : . absorb the additional investment and responsibility that has come into the strand in the last year as that has come into the strand in the last year as both Kent and London Early Intervention in they continue to contribute towards maintaining Psychosis (EIP) projects and Up & At ‘Em older : . our strong reputation for powerful and meaningful : . “ i - , tf ° people’s mental health programme ' ° . = delivery. • Kent EIP project led on successful EFL Community Club of The Year award Furthermore, we also acknowledge the team of casual staff that we use across our projects. The . - ; . *, • New suicide prevention funding secured for Kent and the project is now underway . . } . ; / y oe WX y = a oO , ‘ i skills they bring are invaluable to our continued . success and we could not continue to deliver at the level we do without their support and input. : , . . ~ Disability Sports . 4 a -»( > fe ; r | ¢ { be ) • Successful year for Upbeats programme We have many contracts and agreements across attending the George Best Community Cup . the strand and are not reliant on any singular central ~ : : : i in Belfast with squads. One team were beaten Ms 4 wr y- Y NS ae contract. However, it is important that we manage finalists with the other two reaching the quarter each relationship carefully to ensure that our funding . ‘ > . finals " pews, \7aeo= agreements are secure and extended in some cases. • The Upbeats were also runners up in the Kent . We are in a strong position with most of our funding ” - 7 . . Pan Disability League in Faversham . a agreements having longevity and those that are • April 2023 saw the annual Upbeats Day which short term, we have managed to replace in a timely raised £48,000 for the project with over 180 manner meaning we have not and do not envisage people walking the 9 miles having any staff at risk for the foreseeable. + n . . i ™“. ‘Fy - . • The Upbeats also featured in the closing Soccer ..‘....:. AM show on Sky .;.... Short Breaks • Continued growth with successful tenders in Greenwich and Bexley with increased delivery in 82% Bexley • Two Short breaks participants won awards at the 2,500

18

19

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024 footba l & sports development

early help & prevention case study: engagement bus

E’s first encounter with the Youth Engagement Bus The young person was also provided the contact and CACT’s mentors was at the Eltham high street details of Fearless to support him in reporting crime location where he tentatively approached mentors and concerns in a safe and anonymous way.

and CACT’s mentors was at the Eltham high street location where he tentatively approached mentors asking if he and his friends could come on to the bus. The mentors invited and welcomed him and his friends onto the bus explaining it was there to offer young people something to do.

Charlton Athletic first-team players visited a session where they played FIFA 23 against E and his friends in a tournament and provided advice to them about ambition. E ended up winning the tournament and received a signed t-shirt and gifts as part of this.

E along with his peers engaged positively with the bus immediately as he enjoyed playing video games and this allowed CACT mentors to start engaging and building a relationship with him and start to identify any areas for support.

E has been invited to access CACT’s services by mentors, who provided him with information on our youth club venues as well as the schedule for the Premier League Kicks programme, so he has further opportunities to take part in fun activities and mentoring services in order to develop positive community engagement and life skills.

E was associating with young people who were involved in anti-social behaviour and disruption in the local area, so he was vulnerable to peer pressure and at risk of getting involved. He presented as being very reserved and shy when we first met him.

Anxieties around future careers have reduced, and he is now more confident and better informed on what pathways he can follow.

E regularly attended sessions this quarter and engaged with the engagement bus at other days and locations of Woolwich Town Centre and Greenwich Peninsula.

E has become more confident and outspoken as the weeks have gone by, joining in more and engaging with staff and peers.

The Mentors built a relationship with the young person who started coming out of their shell and opening up about challenges faced: anxiety around future career and lack of provision and support for young people in the area.

E is engaging with positive activities and staying away from anti-social behaviour. Moreover, this is also having a positive impact on his friends who are now engaging with CACT activities alongside him.

To support the young person, after building a strong relationship, the mentors held regular conversations around potential pathways he can follow after school, alleviating him of some of the fears and anxieties he had around that. The Mentors also shared life experiences around pathways and careers in sports.

Mentors also made him aware of other CACT provisions offered in the area, like Premier League Kicks, to further support his social skills and development whilst keeping him engaged in positive activities.

CACT mentors provided advice on the consequences of anti-social behaviour and provided positive activities for the young person to engage with away from the streets.

CACT delivers a comprehensive Football and Sports Development programme in Greenwich, Bexley, . , . , . Bromley and throughout Kent for thousands of young people each year. The service caters for a range of participants of different ages and abilities. CACT’s Football Holiday Courses across South East London and Kent are hugely popular, engaging with around 500 young people each week during the school holidays across six venues throughout Greenwich, Bexley and Kent. Over 5,000 children . visited the football holiday courses during 11 weeks oO . of school holidays across six venues.

Over 350 children aged 3 to 7 engaged in weekly Charlton Challenge and Toddler Soccer sessions in 10 centres across Royal Borough of Greenwich, Bexley and Kent.

We have increased our presence in primary schools within the community delivering PSHE programmes, numeracy and literacy support, teacher training, PE curriculum and multi-sports school clubs.

Over 400 hours have been delivered each week in local primary schools across Greenwich, Bexley and Kent. Delivering Premier League Primary Stars, CACT staff have supported primary schools to increase students’ confidence with their Maths and English : through football related activities.

The Joy of moving programme encourages children to take part in physical activity, build awareness of the importance of a healthy diet and adopt an active lifestyle. On behalf of Ferrero and the EFL, the programme has been delivered in 27 schools across Kent engaging with 1,453 key stage two students.

The Women’s and Girls programme is delivered across four centres and in a number of schools by our dedicated Women and Girls Officer who works to support young players with their development in one of the fastest growing areas of football. a | . ;

Co , : The CACT Post 16 Football and Education Academy has grown, delivered over two sites (Charlton Athletic’s Training Ground and Ashford United). The a 2023/24 season saw 140 students study a full-time sport-based course incorporating football activities within their weekly timetable.

21

20

footba l & sports development case study: PUPIL c

CACT was asked to work with St Paul’s (Slade Green) C of E Primary School to support in developing a strategy to enhance behaviour and promote respect within the school community. Ivan, CACT’s Football and Sports Development Officer, went to meet with the headteacher. They “ identified a group of pupils to meet with once a week and take part in activities that would address specific issues or provide a week-by-week focus to “It has really helped develop develop positive behaviour traits at playtimes and after school. the leadership skills that he has and taken on Pupil C was one of the children identified as needing responsibility around the support for behaviour in the classroom. school. He really thrives on Pupil C was an exceptional student during the intervention at the school; Ivan saw significant being able to help others growth in his behaviour and character. and developing that skill is so important for him going He set an example, served as an excellent role forward in his life.”

He set an example, served as an excellent role model, and showed respect to both his classmates and teachers. With his weekly progress, he was assigned by the school to support Key Stage 1 during lunchtime, assisting in the lunch hall and serving as a role model for other students.

- WH, St Paul’s (Slade Green) C of E Primary School’s Vice Principal

23

22

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024 - . . - social action & enterprise

. . : . , . fi , During 2023/2024, the National Citizen Service Part of the newly-formed NCS 3.0 saw a separate ‘s (NCS) department embarked on the brand-new Community Grant programme. CACT were granted adapted and improved NCS 3.0 programme. delivery in Kent and Medway with Personal Best Education as the managing partner and granted An initial two-year project rolled out by the NCS delivery in Bexley and Greenwich for London Youth. Trust and the Department for Media, Culture Year one of this delivery was a roaring success. and Sport (DCMS) saw Ingeus win the contract CACT delivered employability, life skills and social for both the North and South as the Managing action to 579 different young people across Kent Partner. Holding a long-standing partnership with and Medway and 350 different participants in Ingeus meant that CACT were awarded the London Bexley and Greenwich. Delivery took place in various residential delivery area as a delivery partner. _ : . . . schools and youth centre settings, and we look forward to delivering again in year two. . : . .

Through a joined-up approach to recruitment, CACT engaged with a total of 1,025 young people in a residential setting. 371 of these came from a pilot Children in Need programme over a three-night weekend in November.

In September, we delivered bespoke residentials for Leigh Academy, Blackheath and Ilford County High School. October saw us deliver our annual residential to pupils at Wilmington Academy, Dartford. For the first time ever, we delivered programmes to year one students attending Capital City College and United College Group, both from Central London, with these taking place in November.

Residential programmes took place over two different sites; Inspiring Learning, Kingswood Residential Centre in Ashford, Kent – a location we have used a number of times before and have a fantastic working relationship with - and also a new site for us, YHA Lee Valley in Hertfordshire. Whilst on residential, young people learnt many valuable . a : - mo . life skills via workshops such as, ‘money and me’, ‘democracy matters’, ‘mental health awareness’, . > . - x ‘political engagement’ and ‘how to deliver effective . . * ; «.-. . social action’. As well as these skills, young people , of + . yote oe took part in team building challenges and a day of water activities and a day of outdoor rope and climbing activities.

We are excited to deliver for a further year where we will deliver a bespoke programme to our own internal CACT London and Kent Post-16 players.

. a a Friendships were formed, confidence was raised and young people well and truly stepped outside their comfort zones and became better people for it.

25117

24

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024 EQUALITY, DIVERSITY & INCLUSION

social action & enterprise case study: AW

AW started off with CACT as a participant on the National Citizen Service (NCS) programme. As AW joined the programme in the midst of the “ COVID-19 pandemic, it was an adapted programme for just one week based around creating a social action project in their local area. “It’s tiring work, the week is q quite long but just seeing the AW loved the programme and when she was offered difference in the young people to join again the following year to give her a longer experience with NCS, she leaped at the chance. This from the Monday when they first time the programme was two weeks long but still did come in, because a lot of them not include a residential trip due to the COVID-19 do come by themselves, so to restrictions. see them all shy in the corners of the room and by Friday they During her experience with NCS the second time, AW are begging you, they don’t got to know her leaders more and began asking them about their roles with NCS and what they enjoy about want to go home – they are it. The team leaders thought AW would be a good loving it.

During her experience with NCS the second time, AW got to know her leaders more and began asking them about their roles with NCS and what they enjoy about it. The team leaders thought AW would be a good fit to be a staff member so once AW turned 18, she applied for the role. AW has been employed by NCS since 2022.

“We see them all the time after the residential and they really remember you and the experience you give them. I think that’s the best part of the job.”

AW also works with CACT’s Early Help and Prevention team as a mentor for young people. With her background as a Criminology student, AW was interested in what being a youth mentor could be like.

- AW on NCS Summer Programme

A member of the Crime Reduction team came along to one of the NCS programmes to introduce youth mentoring and talk about how NCS staff members could continue working with CACT.

“ “It really inspired me. I went in for the training session and we were talking about the day to day, and it just seemed like quite a good role. I do love talking to people about my experiences, as someone who didn’t grow up in the UK and having to find my own way. So just talking about it and trying to help people – I love it.

As an organisation, we are committed to promoting equality, diversity, and inclusion (EDI), as a key organisational and operational priority. We are dedicated to creating a welcoming and inclusive environment for everyone in our community and our ' , : ° - workforce, regardless of background or identity.

All Together, All Charlton, ahead of their games at The Valley.

' , : ° - , Football v Homophobia . -

The Charlton Athletic Football v Homophobia themed games were held on February 3rd and 4th 2024. The matches were planned and delivered in - partnership with Proud Valiants, the club’s LGBTQ+ - i . : ” \ supporters’ group, Charlton Invicta, the club’s affiliated LGBTQ+ inclusive team, and club partner University of Greenwich.

Our EDI programme of work and initiatives include:

EDI

Charlton Athletic FC – EFL EDI Assessment

The EFL confirmed that Charlton Athletic have been awarded both the Bronze and Silver Awards under the EDI Code of Practice assessment process. The award was presented to the club by the PFA’s CEO Maheta Molango at The Valley. Of the 72 EFL Clubs, Charlton Athletic are one of only eight clubs to achieve this level, and now enter the next gold stage. Nearly 500 Charlton fans, local community groups, and local school children were joined by Charlton Athletic Academy players in what proved to be the biggest turnout for a Charlton RWB Community Parade, ahead of our men’s first team game against Reading.

Charlton Athletic Values-Driven Culture Project

CACT are part of the club led initiative aiming to capture and develop the club’s core values and principles that will ‘drive health and elite performance’. They are looking at 3 key areas:

  1. Leadership Development 2. Stakeholder Engagement

  2. Health & High Performance

3 : oO As part of the EFL Together Against Racism initiative and Black History Month, the week-long series of ~ i 7 .° . | . a ‘ . . RWB activities included:

a

CACT CPD

As part of CACT CPD, a session focusing on allyship was delivered to CACT Staff by Chikere Igbokwe from Inclucive. Being an ally is about actively supporting and advocating for colleagues from underrepresented groups, fostering an inclusive ; environment, and working together to dismantle . 7. 1 systemic biases.

- AW on CACT Mentoring

27

26

equality, diversity & inclusion case study: cC CC joined Charlton Invicta, an LGBTQ+ friendly team affiliated with CACT and the club, at the beginning of the 23/24 season over the summer. “ CC transitioned from male to female five years ago ’ and has experienced significant confidence loss. : : : : | ’ She felt like she needed to meet more people with , ’ > _ : “It has been the best thing I - _ similar interests to help bring her confidence back. could do. The club is wonderfully >)... . eee re open and inviting, and they have Growing up she was an avid footballer playing been fantastic I couldn’t rave Sunday league football and following Manchester about it any more positively. United home and away. After transitioning, she thought there was no way for her to get back into football but when she came across the Charlton “It’s made me laugh, it’s made me Invicta online through Meetup, she began to see a smile which is something I had pathway back to the sport she has always loved. lost, and it’s given me an element of friendship as well and people CC came along to Invicta’s first session back after LA! . : ae their summer break. She signed up to be part of the — _ | ow with similar interests. :So > —= Oo club from her very first session and hasn’t looked : So ; back since. “For anybody who is trans, there are lots of options out there so 2 4 ’ ’ : : Being part of Charlton Invicta has helped CC make new friends, feel more confident and stay active, all ’; ne S ’ : ’ 2 oF 3 I would recommend going on the ’ : ’ ’ ’ _ ’ ’ 2c ’ " 30 °R a whilst reigniting her love of football. : internet and finding one [a club], Charlton is one of the best ones.” y / ’ _ '

- CC

----- Start of picture text -----
2 / an =. . _ : oes a =
1 ; - a i: E . "Saal
: ee . “ Pe is sil” 4 % ¥
: aay NWN ERS cv e ise —
: aos a REEN emai os wee . Z i
.
= cee5 ¥ > ae i
54 _ee e -
6,000
current Charlton
people have received
Invicta participants,
the EDI Insights
42 being regular
: : attendees newsletter
:
28
----- End of picture text -----

29

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

education Improved access to education and employment is Re-engaging KS3/4: one of CACT’s core outcomes, that underpins its work • 60% now attend school on a regular basis in the community. Education is integral to our work • 75% increase in confidence and CACT is committed to providing engaging and impactful opportunities for the community. As a result of successful delivery of the above

As a result of successful delivery of the above programme, CACT were funded by KCC to deliver adult education (Numeracy) interventions via the Multiply programme. In addition to this, support , : . uo . : was also provided for KCC’s SEND localities work, a crucial piece of consultation to help determine the future landscape and structure of the county’s SEN provision.

Education provision this year has been delivered . across two key programmes, as detailed below. ad . ’ > .

Isle of Sheppey Attendance and Attainment Project

Funded by Kent County Council (KCC), this project was an evolution and expansion of the CACT Connects programme delivered last year. Funded from KCC’s school improvement budget, the work built upon impactful work with young people, to further CACT’s reach into an identified priority area for the . of . ° . i . ; » . Department for Education.

Make it Make Sense Project.

Funded by the University of Greenwich (UoG), Make it Make Sense (MiMS) programme planning began in . . . . July 2023, with delivery beginning that September at the start of the academic year.

Objectives

• Pre-schoolers, preparing to start primary school (Number Fun family learning programme) a ee To date MiMS has been delivered in 12 Secondary | Se • Transition to secondary school. schools, engaging with 1,212 young people, exceeding • KS3/KS4 re-engaging students with severe targets and with positive feedback from participants extended absence and partners. Delivery is continuing through the • Increasing parental confidence and engagement to summer term and planning meetings for provision in support attendance and learning. , ° ~ oo co id ° ° _ the next academic year are underway. _ oo . A :

In addition to the above education provision, towards the end of the 2023/24 delivery year CACT launched the Young Greenwich Learning Hub (YGLH). Funded by Royal Borough of Greenwich (RBG), this two-year pilot intervention programme, based at Woolwich Common Youth Hub, provides young people with a blended education, sport and youth activities offer. Young people will attend for a maximum of three months, before reintegration into their school.

Impact

Number Fun:

Year 6 Transition:

The launch and early weeks of YGLH delivery have been successful, which the newly appointed Intervention Manager and Officers will build upon and continue to strive for positive outcomes for young people. i ad ; ; oo . . a

31

30

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

: . education fundraising case study: MAKE IT MAKE SENSE our vital work across South London and Kent.

2023-24 was another successful fundraising year for CACT with many new and existing donors supporting our vital work across South London and Kent.

Fundraising Events

Fundraising events continue to be an important source of income for CACT. ve . .

Corporate Partners

During 2023-24, we again raised a record

Make it Make Sense (MiMS) is an education

programme for year nine and 10 students which aims to raise aspirations whilst covering topics such as mental health and financial literacy. The programme has engaged 1100 young people across 10 schools in 2023-2024 academic year. “ Students from St Augustine’s Academy in Maidstone enrolled on the MiMS programme for their Year 10 work experience week. “It was really interesting to see Over the course of a week, CACT ran five workshops students that normally would not to 150 students including: Confidence and Raising engage appropriately in normal Aspirations, Financial Education and Problem lessons to actually interact and Solving, Careers and Role Modelling, Qualifications take part in these workshops and Personal Development, and Mental Health and Resilience. positively which highlights how impactful these workshops “I think MiMS has been very helpful because it helps have been for the students. The you learn what you are facing when you are older. students particularly engaged well I’ve enjoyed coming to the workshops every day and with the group work activities it makes me feel more prepared for the future.” - SE and the whole class feedback from “I think it’s been helpful and pushed me in a direction topics discussed by students was where I know what to do when I finish school with really impressive and positive and finances and stuff. Also, how I should be resilient clearly showed how much they had with future changes.” – TE taken in from taking part in the “I’ve found MiMS very supportive of what I want to group works.”

“I’ve found MiMS very supportive of what I want to do when I’m older. It’s starting to help me want to do good in my grades.” – JR

“It’s been very helpful, and it ensures that you’re very employable in the future, especially with the selfconfidence. It helps you to be resilient.” – BW

amount through our annual Upbeats Walk. Over 180 fundraisers walked nine miles between the Charlton Athletic Training Ground and The Valley for Charlton’s last home match of the season and helped us to raise £48,000 for our flagship Down’s syndrome programme.

Our corporate partnership scheme offers businesses the chance to align their brand to CACT’s work and enhance their social value reputation by supporting award-winning work.

Our partnership base again grew throughout the past year, and we now have 14 companies that partner with CACT.

partner with CACT. Our annual CACT Awards was held at the House of Lords in October 2023 and saw 150 partners, A warm welcome to new partners: . . stakeholders, and participants celebrate CACT’s ‘. programmes. The event has become a fixture in the • Elkins Construction CACT calendar, and we would like to place on record • Able Projects our thanks to our Vice-President, Lord Michael • Grade CBE, for continuing to host this event.

Other events in the CACT calendar include the Charlton Athletic Legends Match at The Valley and the CACT Charity Golf Day, both of which contribute vital funds to support our work.

Thank you also to our existing partners, many of whom have reached new agreements to continue their support in the past year. These are:

CACT Patrons

The CACT Patrons are some of CACT’s closest supporters and provide significant support to our projects. Thank you to the following people for their ongoing support:

• Paul Statham • Marilyn Toft • Russell Mears • Keith Wisdom • David Sumners • Richard Burton • John Rees • John Baker • Bob Munro

We would also like to place on record our sincere thanks to our principal partner, ITRM, who have now supported CACT for over a decade.

Grants

Funding from philanthropic trusts and foundations are incredibly important to CACT’s ongoing work in the community. As well as commissioned services, charitable grants represent the largest source of funding for the charity, and new grants that were ; ’ agreed in the past year include:

Friends of CACT

Finally, we would also to recognise the many individuals who regularly give to CACT on a monthly, quarterly, or annual basis as a Friend of CACT. This ‘ ‘ : support is crucial to us and helps to fund our vital work.

32

33

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

fis . . . BURSARY

CACT’s bursary fund is an important support mechanism for individuals who are struggling to access a CACT programme due to an issue or disadvantage that is directly impacting their ability to attend a session. The system that has been created to access grants is designed to be simple, quick, and robust so that CACT ensures that support reaches those who need it most.

Case Studies

(AC)

AC had been regularly attending Hawksmoor Youth Hub in Thamesmead, engaging with our Welcoming Spaces programmes that welcomes families in the community into the hub to bond as a family unit.

A CACT Manager completes an application form, it is authorised by the Bursary Manager and Finance teams, and payment will be made as soon as possible so that urgent cases are dealt with in a timely fashion. The maximum grant that any single applicant is entitled to is £200 and repeat applications are discouraged unless there are extenuating circumstances meaning that further support is needed.

Unfortunately, AC, had been experiencing bullying at their existing school and wished to transfer to a new school, however the costs related to transferring made it unfeasible for the family. CACT bursary scheme supported AC and their family with a grant of £177 to help AC purchase a new school uniform and help with the travel expenses associated with the school transfer.

AC continues to attend the Hawksmoor Youth Hub During 2023-24, CACT processed 19 applications and is settling into their new school well which has with an age range of 12 to 64 years old. 72% significantly improved their mental and physical . ‘ . . ‘ of applicants were aged under 18 and 80% of wellbeing. applications related to emergency equipment, clothing, or travel costs to help them attend a CACT session or course and continue with their co — development. This highlights the importance of (DW & AW) the fund to CACT and our mission of making our programmes accessible for all. DW and her sister AW became known to CACT

DW and her sister AW became known to CACT through our LiveWell social prescribing work across the borough of Greenwich. They became young carers to their mother, who had health issues, and were living in extreme deprivation and poverty with poor living standards. DW’s house was filled with mould due to damp conditions and this was causing ae respiratory issues for the sisters.

CACT’s Health Improvement team referred both DW and AW onto CACT’s football course programme to improve their physical and mental wellbeing, however, due to their financial deprivation, they could not afford the required equipment to attend.

£48,000

CACT’s Bursary Fund supported DW and AW with £200 to cover the course fees and essential equipment to attend.

34

35

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

Governance, Structure & Management (continued)

----- Start of picture text -----
: . ‘ °
. . ° : . .
GOVERNANCE, STRUCTURE & MANAGEMENT
----- End of picture text -----

----- Start of picture text -----
: . ‘
.
Trustees
----- End of picture text -----

Reappointments (CCOP). The CCOP sets out recommendations for effective governance and management for Marilyn Toft, who was first appointed in organisations related to football clubs, December 2013 and had served three which are assessed and graded through an Trustees consecutive terms of office up to December independently audited evidence based self2022, was reappointed for a further three-year assessment process. CACT achieved an overall The trustees are directors for the purposes of The South of England Foundation is term ending in December 2025. CACT’s Articles assessment of 93% and was categorised as company law. , . ; . . . A . i : : ~oe , incorporated as a company limited by guarantee and registered as a charity. i ‘ : . . : . \ of Association specify a maximum of three terms of office. However, there is provision in : . ~ the . _ . “exemplary”, the highest possible rating. : . o . . ' . . - The trustees’ report has been prepared in The charity is registered with the Charity the Articles for trustees to serve additional Sub-committees accordance with the Charities Act 2011 and is Commission. terms if, as in this case, the board determines also the report of the directors for the purposes that this is in the best interest of the charity of the Companies Act 2006. . : The charity has a board of ten trustees which . . : and its beneficiaries. ' . . CACT has three sub-committees – Equality, . ‘ . governs in line with its governing document, Diversity, Inclusion, HR and Safeguarding, The financial statements have been prepared the Articles of Association, vision, values, Trustees complete a register of interest Finance and Governance and Marketing, in accordance with the accounting policies set mission and charitable objectives. The board is annually and declare interests and potential Fundraising and Communications. An annual out on pages 42 to 45 and comply with the responsible for overall governance and strategic conflicts of interest at the beginning of every calendar of meetings is agreed for board and charitable company’s Articles of Association, ° 4 direction of CACT and compliance with the : oot. board and sub- committee meeting, in line with : . : sub-committees which all meet quarterly. ; applicable laws and Accounting and Reporting legal and statutory requirements of a UK charity the Articles of Association and our Conflict of by Charities: Statement of Recommended and of a registered company. Interest policy. A key objective in CACT’s strategic plan is a Practice applicable to charities preparing their ns . ae - . ‘~“ . . commitment to develop and embed equality, 2 . : . . accounts in accordance with the Financial La D . . . a , . ; . . Trustees receive no remuneration with respect . diversity and inclusion (EDI) as a core element a : ; Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), Kingdom and Republic of Ireland (FRS 102), ‘ . - . . . , : . to their role and no expenses were claimed during the reporting period. . . . across all areas of CACT’s work which are delivered through an Equality Action Plan (EAP). y ° ‘ . : . a , i 7 . . . . . . . . . . . ht wo ~ updated October 2019. The EDI, HR and Safeguarding Sub-committee er . . . L . . : : . : .. + The charity purchased indemnity cover of up monitor the impact of the charity’s EAP and to £5 million as protection for Board members oversee the safeguarding function of CACT. against any legal claims against them arising from their role as trustees (premium 2024 - Equality, Diversity, Inclusion (EDI), HR and Trustee Appointments, Resignations and Reappointments ' - . . £4,412; 2023 - £4,412). Safeguarding Sub-committee: membership . comprises four trustees - Marilyn Toft The board is conscious of the need to have Trustees who served during the period from 1 (Chair and EDI Trustee Lead), Ken Palmer an appropriate skill mix to ensure trustees contribute fully to the charity’s continued os . . > « 5 ‘ April 2023 to 31 March 2024 are: , co ; . . The Charity Governance Code (Safeguarding Trustee Lead), Calum Coker and Martin Griffiths. Jason Morgan (Chief Executive), Me . . : development, as well as the need for continuity • Marilyn Toft (chair) and the necessity to refresh the board. io “ “ +- i • : . Stuart Butler-Gallie . 3 Trustees have continued to implement , °. Charlie Macdonald (Director of Youth, Health . : ; : . and Inclusion, Dr Michael Seeraj (Head of EDI) • Simon Charlick FCA recommendations from the Charity Governance . ’ a ~ . a ’ . - . and Barry Simmons (Head of Safeguarding . James Rodwell was appointed to the board on • Calum Coker Code in order to develop and maintain a high « . o, : . . : and HR) provide the necessary input to the - . 27 March 2024 . 7 sO ‘’ . 2 moNe ~ - . • - Martin Griffiths CBE ‘ . . : standard of governance. The recommendations . . . . p ‘ . .«..>’ .. ca • ze Fiona Harris . actioned during the reporting period include meetings. we . . • Tracy Herd the following: Finance and Governance Sub-committee: • Ken Palmer ? ‘ woe * ’ i . . membership comprises three trustees: Simon : 1 ..+..8 • Paul Statham Trustees attended workshops on topics Charlick (Chair), Paul Statham, and Fiona Harris *- “. . . . ‘ . . . , . including strategic planning, self-evaluation and . . ‘ ” are trustee members. Jason Morgan (Chief . . - oan - . : . * yo . . . . emotional health and wellbeing. - « . Executive) and Zanele Mayo-Condon (Director . . . of Finance, Governance and Compliance) A register of hospitality and gifts is maintained provide the necessary input to the meetings.

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 42 to 45 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 ns . ae accounts in accordance with the Financial La D . . ‘ - . . . Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), Kingdom and Republic of Ireland (FRS 102), a , i 7 . updated October 2019.

Trustee Appointments, Resignations and Reappointments

A register of hospitality and gifts is maintained and updated at every board meeting.

In addition, CACT is compliant with the English ot . : . Football League Trust and Premier League Charitable Fund Capability Code of Practice . r :

36

37

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

Governance, Structure & Management (continued)

Governance, Structure & Management (continued)

Charlton Athletic Football Club

Other Partners

Marketing, Fundraising and Communications Sub-committee: membership comprises four trustees – Tracy Herd (Chair), Calum Coker, Marilyn Toft and Stuart Butler-Gallie. Jason Morgan (Chief Executive) Chris Baker (Head of Fundraising and Development) and Olly Groome (Marketing and Communications Manager), ; . ; . . . A . i : : ~oe provide the necessary input to the meetings.

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

for equivalent staff in similar organisations. CACT is Charlton Athletic Football Club’s CACT works with several other partners and Marilyn Toft and Stuart Butler-Gallie. Jason (CAFC) charitable arm and operates via a agencies in the public, private and charitable Morgan (Chief Executive) Chris Baker (Head of Employees Trademark Licence Agreement to use the club’s sectors. This includes local authorities, (Royal Fundraising and Development) and Olly Groome name and badge. CACT’s head office is situated Borough of Greenwich, London Borough of (Marketing and Communications Manager), ; . ; . . . A . i : : ~oe , CACT seeks to develop a culture of trust and i ‘ : . . : . \ at the club’s Training Ground in Sparrows : . ~ the . _ . Bexley and Kent County Council), Oxleas NHS : . o . . ' provide the necessary input to the meetings. respect where all employees are valued and Lane in New Eltham. The Health Improvement Foundation Trust and other NHS Trusts, National treated fairly, in accordance with our Equality Call Centre and Valley Central Youth Hub are Citizenship Service, English Football League, Ambassadors Policy. based at the football stadium, highlighting the Premier League, Football Foundation, strong association and sense of responsibility English Football League Trust, Premier League, . : CACT is committed to promoting equality in all . . : between the football club and community in ' . . Football Association, Professional Footballers’ . CACT Ambassadors are advocates for CACT areas of work including the recruitment process delivering activities within the local area. Association, schools, colleges and universities initiatives and use their expertise to assist and employment. There are three employee/ as well as local and national businesses. ’ continued growth, development and success ..”.””. network groups: A strong partnership exists with the Club, who of community programmes. The following were support the positive impact of CACT’s work. appointed as ambassadors in recognition of °44 • Women’s network : oot. This mutually beneficial relationship was : . : Subsidiary Companies ; their outstanding contribution and consistent • Equality, diversity and inclusion working recognised by both the Club and the Trust in support of CACT’s work: group a formal agreement signed by both parties in The charity has two trading subsidiary r : • Dave Berry ‘ ns La - D . . . . ae .- ... • Green Team a ‘~“ , . . ; . . . July 2022. The agreement sets out the core principles of the working relationship betweenprinciples of the working relationship between . . . companies, South of England Foundation (Community Facilities) Limited (CFL) and (Community Facilities) Limited (CFL) and a : 2 ; ‘ . : . ~ • Paul Dunn MBE . . , : both parties, acknowledges CACT as an integral, . . Community Scheme Solutions Limited (CSSL). y ° . We offer a range of benefits and incentives • Keith Peacock including: albeit independent part of Charlton Athletic, CFL was established to develop an artificial • ° Martin Simons er . . . L : . and outlines the resources which the Club : . training pitch under the Barclays Spaces for ~ . -. • Steve Sutherland • London Living Wage Foundation employer will provide to support CACT in achieving its Sport scheme in 2006. It also undertakes other • Employee Assistance Programme charitable objectives. These resources include projects relating to the development and on• A range of internal and external training rent-free accommodation, other office services going use of sporting facilities for the use of the Honorary President & Vice and donated sports kit. community.

CACT is Charlton Athletic Football Club’s CACT works with several other partners and Marilyn Toft and Stuart Butler-Gallie. Jason (CAFC) charitable arm and operates via a agencies in the public, private and charitable Morgan (Chief Executive) Chris Baker (Head of Employees Trademark Licence Agreement to use the club’s sectors. This includes local authorities, (Royal Fundraising and Development) and Olly Groome name and badge. CACT’s head office is situated Borough of Greenwich, London Borough of (Marketing and Communications Manager), ; . ; . . . A . i : : ~oe , CACT seeks to develop a culture of trust and i ‘ : . . : . \ at the club’s Training Ground in Sparrows : . ~ the . _ . Bexley and Kent County Council), Oxleas NHS : . o . . ' . . - provide the necessary input to the meetings. respect where all employees are valued and Lane in New Eltham. The Health Improvement Foundation Trust and other NHS Trusts, National treated fairly, in accordance with our Equality Call Centre and Valley Central Youth Hub are Citizenship Service, English Football League, Ambassadors Policy. based at the football stadium, highlighting the Premier League, Football Foundation, strong association and sense of responsibility English Football League Trust, Premier League, . : CACT is committed to promoting equality in all . . : between the football club and community in ' . . Football Association, Professional Footballers’ . ‘ . CACT Ambassadors are advocates for CACT areas of work including the recruitment process delivering activities within the local area. Association, schools, colleges and universities initiatives and use their expertise to assist and employment. There are three employee/ as well as local and national businesses. ’ continued growth, development and success ..”.””. network groups: A strong partnership exists with the Club, who of community programmes. The following were support the positive impact of CACT’s work. appointed as ambassadors in recognition of °44 • Women’s network : oot. This mutually beneficial relationship was : . : Subsidiary Companies ; their outstanding contribution and consistent • Equality, diversity and inclusion working recognised by both the Club and the Trust in support of CACT’s work: group a formal agreement signed by both parties in The charity has two trading subsidiary ns . ae - ‘~“ . . 2 . : . . : • Dave Berry ‘ La - D . . . .- ... • Green Team a , . ; . . . July 2022. The agreement sets out the core principles of the working relationship betweenprinciples of the working relationship between . . companies, South of England Foundation (Community Facilities) Limited (CFL) and (Community Facilities) Limited (CFL) and a : ; ‘ . ~ • Paul Dunn MBE . . , : both parties, acknowledges CACT as an integral, . . Community Scheme Solutions Limited (CSSL). y ° . : We offer a range of benefits and incentives • Keith Peacock including: albeit independent part of Charlton Athletic, CFL was established to develop an artificial • ° Martin Simons er . . . L : . and outlines the resources which the Club : . training pitch under the Barclays Spaces for ~ . -. . • Steve Sutherland • London Living Wage Foundation employer will provide to support CACT in achieving its Sport scheme in 2006. It also undertakes other • Employee Assistance Programme charitable objectives. These resources include projects relating to the development and on• A range of internal and external training rent-free accommodation, other office services going use of sporting facilities for the use of the Honorary President & Vice opportunities and donated sports kit. community. President ' - . . • Eye-care vouchers . • Cycle to Work scheme In the opinion of the trustees, the current Lord Grade of Yarmouth CBE , a former Director • Healthy Workplace Award activities of CFL fall within the charitable of Charlton Athletic Football Club, is honorary os . . > « 5 ‘ • , Investors in People accreditation co ; . . objects of the charity itself and therefore Me . . : vice-president of CACT. • Charity worker discounts the activities of the group are all regarded as + CACT ensures employees are well informed : . 3 ° charitable activities in the report which follows and the financial statements which accompany : ; Key Management Personnel . ’ a ~ . a ’ . - . . through weekly staff newsletters including HR it. . Trustees and the executive team are . 7 sO ‘’ . 2 « moNe. ~ - . o, updates, department and team meetings and - : . ‘ . . . : : . CSSL was active between 2007 and 2009 . . - . . p ‘ . responsible for the strategic direction, control . a“ . . - ’ . . ca . information including updates to staff ‘ ze . . . ~ aawe . . . policies and procedures via our HR Information running the “Football in the Community and operation of the charity. The executive Scheme”, formerly run by Charlton Athletic team comprises: y ‘ woe Management System. * ’ i . . : 1 Football Club until these activities were ..+..8 • Jason Morgan MBE - Chief Executive Officer *- “. . . . ‘ . . . , . . . ‘ transferred to the Trust itself. The company is ” now dormant. ann • Zanele Moyes-Condon - Director of Finance . . - oan - . : . * yo . . . . - « . . . . and Support Services (Mark Gregory until 31st December 2023) • David James - Director of Education and Sport . ; oo 7 : . - ; . . ot . : . . . . . • Charlie Macdonald - Director of Youth, Health and Inclusion

39

38

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

Financial Review (continued)

oo . » . uw° FINANCIAL REVIEW - a : . an > - . Financial Report for the Period . i . - 2

Total income for the financial year to March 2024 was £7.2 million, compared with £6.9 million the fous . . - year before. Income from charitable activities was maintained at £5.8 million in 2023/24 as in the previous year. Income from grants and donations was £1.2 million in the year to March 2024 compared with £1 million in the previous year, reflecting additional Early Help and Prevention grants and the value of sports kit and office , : ° , . ~ services donated by CAFC. . . ” .

Total expenditure was maintained in the 2023/24 financial year at £6.7 million as in the year to March 2023.

Restricted funds totalled £1.2 million at the end of the financial year, compared with a balance of £1 . million at the beginning of the year. The increase reflects net operating income from programmes of Ey . i . . £229,000 and transfers of £(61,000), partly offset by £21,000 depreciation of capital assets. Designated funds balances totalled £1.7 million on 31 March 2024 and £1.4 million at the end of 31 March 2023. . : : 5 . ‘ - . . .

Free reserves increased from £486,000 at the . ‘ « 5 beginning of the year to £589,000 on 31 March 2024.

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 * . “ oan . . . . 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 Mitigating actions include: All staff and trustees residual exposures. . . », . . . . are subject to DBS checks; all staff undergo : a 1 . 2 : mandatory safeguarding training; a full-time On 31 March 2024 free reserves represented Safeguarding Officer is employed to support . . 1 months’ expenditure, and total unrestricted . - . . i fe . staff and volunteers, our service users and an . . . funds represented 4.2 months’ expenditure partners, and to provide quarterly reports to (both excluding the impact of the pension fund the board of trustees; safeguarding policies actuarial adjustment and procedures are in place and are reviewed : . annually by trustees; staff have access to and - , te Free reserves are stated including a are required to adhere to the policies and £25,000 pension surplus as a share of CACT’s procedures; the board includes a trustee with surplus of the Royal Borough of Greenwich professional safeguarding expertise.

Free reserves are stated including a £25,000 pension surplus as a share of CACT’s surplus 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.

Any serious violent or potentially violent incidents are reviewed for learning, relevant training and support is provided to staff and measures are in place to keep participants and ~ : . + . 7 . staff safe from physical harm. • Data protection issues, including confidential or sensitive personal data being lost, published or held inappropriately. The resulting damage to the Trust’s reputation could lead to external funders being . . unwilling to work with CACT, and nonhe ran compliance with legislation may lead to financial penalties being imposed. Mitigating actions include: an Information Governance Steering Group meets regularly . . to oversee information governance including . . oo. reviewing incidents or “near misses”; data protection and related policies are reviewed regularly; staff have access to and are required . . . ° to comply with data protection policies and procedures - disciplinary sanctions highlight the importance of compliance; staff are required to complete mandatory online data protection training; system security and physical security measures prevent unauthorised access to data; an external . : . 1 i data protection consultancy service provides guidance and a designated Data Protection Officer (DPO). CACT achieved Cyber Essentials . certification and has taken out cyber insurance coverage to mitigate against financial losses arising from data protection breaches or cyber crime.

The pension surplus is based on a full actuarial . ‘y . . valuation of the fund’s assets and liabilities as at 31 March 2022, updated for changes in demographic and financial assumptions since that date.The pension surplus will be offset by future contributions and so it is unlikely to crystallise. In this situation current guidance allows a charity to ignore a pension reserve . . when assessing its free reserves. oo :

.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 2024. The three most significant potential ongoing risks identified, and actions taken to mitigate or eliminate these . . _ . risks, are as follows: Safeguarding issues, including inappropriate actions by employees or volunteers, affecting service users or others, as well as the risk to participants, staff and others if violent incidents should occur in the vicinity of youth hubs or diversionary activity sessions. . . . ay - i . .

41

40

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

Risk Management (continued)

Statement of Trustees’ Responsibilitie (continued)

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

Company law requires the trustees to prepare financial statements for each financial period

Mitigating actions include: ensuring that financial statements for each financial period that the charity’s auditor is aware of that ’ support as well as direct cost recovery is built into funding bids; maintaining free reserves .. which give a true and fair view of the state of affairs of the charity and the group and of the aA . Lk & information. s * . . . in line with the agreed reserve policy, which A . i , income and expenditure of the charity and the ‘ : . . . \ This confirmation is given and should be ~ . . . . ' . is reviewed annually by trustees, ensuring group for that period. In preparing these interpreted in accordance with the provisions budgets are closely monitored and considering financial statements, the trustees are required of s418 of the Companies Act 2006. efficiency savings that do not impact on to: services. The trustees are responsible for the . : • select suitable accounting policies and then . . : maintenance and integrity of financial ' . . . ‘ apply them consistently; information included on the charity’s website. • observe the methods and principles in Legislation in the United Kingdom governing Accounting and Reporting by Charities: the preparation and dissemination of financial ’..”. Future Plans Statement of Recommended Practice (the statements may differ from legislation in other ° Charities’ SORP); jurisdictions.

A new Strategic Plan for CACT Is now in place. It sets out our key strategic priorities for the next few years, and defines how these will ns . ae be delivered and financed, to ensure that we La _ . . sustain, grow and lead the way in our sector over the coming years. . ‘

We will continue to work closely with the • prepare the financial statements on a going partners, funders, employees and volunteers Football Club to develop commercial concern basis unless it is inappropriate to without whom none of its excellent work could partnerships and fundraising opportunities. presume that the charity will continue in be done. The current Live Well health contract is due to operation. t end in March 2025. CACT intends to submit '-.. Approved by the trustees and signed on their a tender to be recommissioned, and we feel The trustees are responsible for keeping behalf by: that we are in a strong position to continue to proper accounting records that disclose with provide this service for the Royal Borough of reasonable accuracy at any time the financial Marilyn Toft - Chair of Trustees Greenwich. . « « 5 ‘ , co ; . Me . .

The trustees are responsible for keeping behalf by: proper accounting records that disclose with reasonable accuracy at any time the financial Marilyn Toft - Chair of Trustees . « « 5 ‘ position of the charity and enable them to , co ; . Date: 25/09/2024 Me . . bl.. ~ c i » . . . ensure that the financial statements comply ‘ . “ . . : . . : . ae with the Companies Act 2006. o oa a ° . . .

The Royal Borough of Greenwich have now ae . ’ a ~ . confirmed a one-year extension of the Young Greenwich contract, that will now end In September 2026. « . ‘ 7 s . nosy. - September 2026. sO. . ~

Greenwich contract, that will now end In September 2026. . ‘ « 7 sO. . s -. - ’ . « nosy. . ~ . - . cao, . They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention . - ze: . “ . . . . . : 7 . . ~7 wea . - . . . ‘ t . . . and detection of fraud and other irregularities. ? ‘ woe * ’ i . . : a Each of the trustees confirms that: ..+..8 *- “. . . . ‘ . . . , . . . ‘ ” Statement of Trustees’ Responsibilities . : ’ ? • . so far as the trustee is aware, there is no i . “ | - j . . - oan - . : . * yo . . . . - « . . . . relevant audit information of which the The trustees (who are also directors of South charity’s auditor is unaware; and of England Foundation for the purposes of • the trustee has taken all the steps that he/ company law) are responsible for preparing she ought to have taken as a trustee in the trustees’ report and financial statements • so far as the trustee is aware, there is no in accordance with applicable law and United relevant audit information of which the Kingdom Accounting Standards (United . ~ charity’s auditor is unaware; and * . . . . . - .

43

42

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

----- Start of picture text -----
: . ‘ °
. . ° : . . ‘
Independent auditor’s report to the members of the South of England Foundation
----- End of picture text -----

45

44

TRUSTEES’ REPORT | YEAR TO 31 MARCH 2023

TRUST E S’ REPORT | YEAR TO 31 MARCH 2024

Responsibilities of trustees

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

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.

. . aA . 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 . . A Py . , : ‘ : . 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 7 : . . :

Auditor’s responsibilities for the audit of the financial statements 7 : . .

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

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 ° 4 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.

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 . to . ; . ‘ 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. ° . . .

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 ° er . . . L . . 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:

47

46

Statement of financial activities Year ended 31 March 2024

financial statements

DRAFT

Restricted funds Restricted funds
Total Total
Unrestricted Designated Revenue Capital funds funds
Notes funds
£’000		 Funds
£’000		 projects
£’000		 development
£’000		 2024
£’000		 2023
£’000
Income:
Donations and legacies 1 607 — 637 — 1,244 1,042
Income from charitable activities 2 2,862 — 2,986 — 5,848 5,769
Income from other trading activities 3 66 — — — 66 43
Investment income 34 — — — 34 33
Total income 3,569 — 3,623 — 7,192 6,887
Expenditure:
Cost of raising funds 4 223 — — — 223 187
Expenditure on charitable activities 5
. Health Improvement 34 — 2,122 7 2,163 2,001
. Youth Services 1,444 — 48 — 1,492 1,345
. Early Help and Prevention 59 — 989 — 1,048 1,135
. Football and Sports Development 1,103 — 134 23 1,260 1,133
. Social Action and Enterprise 329 — 5 — 334 692
. Education 72 — 96 — 168 109
. Equality, Diversity and Inclusion 52 — — — 52 74
3,093 — 3,394 30 6,517 6,489
Total expenditure 3,316 — 3,394 30 6,740 6,676
Net income (expenditure) before
investment gains and transfers 7 253 — 229 (30) 452 211
Gains on investments — 82 — — 82 (68)
Net income (expenditure) for the
year 253 82 229 (30) 534 143
Transfers between funds 14 (158) 219 (61) — — —
Other recognised gains and losses
Gains on pension scheme 16 72 — — — 72 748
Net movement in funds 16 167 301 168 (30) 606 891
Reconciliation of funds:
Fund balances brought forward at
1 April 2023 447 1,396 824 217 2,884 1,993
Fund balances carried forward at
31 March 2024 614 1,697 992 187 3,490 2,884

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

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

Detailed comparative information is provided in notes 19 to 22, which form an integral part of the accounts.

South of England Foundation

49

Group and Charity Balance Sheets 31 March 2024

Consolidated Statement of Cash Flows Year to 31 March 2024

DRAFT

DRAFT

Group Group Charity Charity
31 March 31 March 31 March 31 March
2024 2023 2024 2023
Notes £’000 £’000 £’000 £’000
Fixed assets:
Tangible fixed assets 10 268 238 68 14
Investments 11 1,179 1,097 1,179 1,097
Total fixed assets 1,447 1,335 1,247 1,111
Current assets:
Debtors due within one year 12 1,044 475 1,035 469
Cash at bank and in hand 1,477 1,816 1,452 1,794
Total current assets 2,521 2,291 2,487 2,263
Liabilities:
Creditors: amounts falling due
within one year 13 (503) (703) (509) (694)
Net current assets 2,018 1,588 1,978 1,569
Total net assets excluding pension
asset (liability) 3,465 2,923 3,225 2,680
Net pension asset (liability) 16 25 (39) 25 (39)
Total net assets 3,490 2,884 3,250 2,641
The funds of the charity:
Restricted funds
. Relating to fixed assets 14 187 217 6 14
. Other 992 824 987 818
1,179 1,041 993 832
Unrestricted funds
Designated funds 15
. Fixed asset fund 81 21 62 —
. Development fund 1,259 1,008 1,259 1,008
. Young Leaders’ Program 2 — 2 —
. Patron’s Club 32 — 32 —
. Training Fund 4 4 4 4
. Youth Service underspend 319 363 319 363
1,697 1,396 1,678 1,375
General funds
. Free reserves 589 486 554 473
. Pension reserve 16 25 (39) 25 (39)
614 447 579 434
Total unrestricted funds 2,311 1,843 2,257 1,809
Total funds 3,490 2,884 3,250 2,641
2024 2023
Notes £’000 £’000
Cash flows from operating activities:
Net cash (used in) provided by operating activities A (298) 699
Cash flows from investing activities:
Investment income received 34 33
Purchase of tangible fixed assets (75) —
Disposal of tangible fixed assets — 4
Net cash (used in) provided by investing activities (41) 37
Change in cash and cash equivalents in the year (339) 736
Cash and cash equivalents at 1 April 2023 B 1,816 1,080
Cash and cash equivalents at 31 March 2024 B 1,477 1,816

Note to the consolidated statement of cash flows for the year to 31 March 2024:

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

2024 2023
£’000 £’000
Net income as per the statement of financial activities 534 143
Adjustments for:
Depreciation charge 45 38
FRS 102 pension charge 8 74
Investment income received (34) (33)
(Surplus) on disposal of fixed assets — (4)
(Gains) losses on investments (82) 68
(Increase) decrease in debtors (569) 981
(Decrease) in creditors (200) (568)
Net cash(used in) provided by operating activities (298) 699

B Analysis of changes in net debt

Analysis of changes in net debt
At 1 April Cash Non-cash At 31 March
2023 flows changes 2024
£’000 £’000 £’000 £’000
Cash and cash equivalents
Cash at bank and in hand 1,816 (339) — 1,477
Total 1,816 (339) — 1,477

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: 25/09/2024Marilyn Toft – Chair of Trustees Date:

South of England Foundation

South of England Foundation

51

50

Principal accounting policies 31 March 2024

Principal accounting policies 31 March 2024

DRAFT

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

Assessment of going concern (continued)

DRAFT

¨ Financial controls

Basis of preparation

These accounts have been prepared for the year to 31 March 2024.

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.

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.

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.

In addition to cash balances held to meet CACT’s short-term operating needs, the charity holds approximately £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.

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

Basis of consolidation

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:

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

Assessment of going concern

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. Several factors have been taken into account, including:

¨ Source and security of future income

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

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.

South of England Foundation

South of England Foundation

53

52

Principal accounting policies 31 March 2024

Principal accounting policies 31 March 2024

DRAFT

Income recognition (continued)

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.

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:

DRAFT

Tangible fixed assets (continued)

¨ Other sports facilities 4% on cost ¨ Machinery and office equipment 25% on cost ¨ Motor vehicles

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.

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:

Over the life of its lease, which is 25 years

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

South of England Foundation

South of England Foundation

55

54

Notes to the financial statements Year ended 31 March 2024

DRAFT

Principal accounting policies 31 March 2024

DRAFT

Fund accounting (continued)

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.

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 as detailed in note 16 to the financial statements. There were 7 active members and 10 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.

1 Income from donations and legacies

Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2024
£’000		 Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2023
£’000
Donations
Income from patrons
Legacy
Grants
Total funds		 192
70
186
159		 62
—
—
575		 254
70
186
734		 229
66
—
86		 47
9
—
605		 276
75
—
691
607 637 1,244 381 661 1,042

Income from donations includes £246,843 from central and local government grants (2023 - £274,000).

The largest grants received in the year were £115,000 from the Premier League for the “Kicks” social inclusion programmes, and £50,000 from Ashford Borough Council for a diversionary and mentoring programme.

2 Income from charitable activities

Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2024
£’000		 Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2023
£’000
Service delivery
Greenwich Youth
Service
Fees from the delivery
of projects
Other charitable income
Total funds		 1,107
1,202
478

75		 2,961
—
—
25		 4,068
1202
478
100		 1,112
1,202
375
64		 2,989
—
—
27		 4,101
1,202
375
91
2,862 2,986 5,848 2,753 3,016 5,769

Income from charitable activities includes a total of £2,683,580 from local government contracts (2023 - £2,709,100).

The largest amounts of service delivery income are £1,717,315 from the Royal Borough of Greenwich (RBG) for ‘Live Well’ health improvement services, and £1,336,768 from Oxleas NHS Foundation Trust for the RBG Start Well.

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

Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2024
£’000		 Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2023
£’000
Fundraising events
Other trading income
Total funds		 40
26		 —
—		 40
26		 18
22		 —
3		 18
25
66 — 66 40 3 43

South of England Foundation

South of England Foundation

57

56

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

4 Cost of raising funds

Cost of raising funds
Total
(un-
restricted)
funds
2024
£’000		 Total
(un-
restricted)
funds
2023
£’000
Staff costs (note 8)
Other costs
Total funds		 178
45		 168
19
223 187

5 Expenditure on charitable activities

Expenditure on charitable activities can be analysed as follows:

Direct costs Direct costs Support costs Support costs Total
funds
2024
£’000
Staff
costs
(note 8)
£’000		 Other
costs
£'000		 Staff
costs
(note 8)
£’000		 Other
costs
£’000
Health Improvement
Youth Services
Early Help and Prevention
Football and Sports Development
Social Action and Enterprise
Education
Equality, Diversity & Inclusion
Total funds		 1,630
640
526
815
198
107
38		 201
630
360
264
88
37
6		 209
137
103
109
29
15
5		 123
85
59
72
19
9
3		 2,163
1,492
1,048
1,260
334
168
52
3,954 1,586 607 370 6,517

DRAFT

6 Support Costs

Support Costs
Staff
costs
(note 8)
£’000		 Other
support
costs
£'000		 Total
funds
2024
£’000		 Staff
costs
(note 8)
£’000		 Other
support
costs
£'000		 Total
funds
2023
£'000
266
176
153
147
92
14
10
858
Health Improvement
Youth Services
Early Help and Prevention
Football and Sports
Development
Social Action and
Enterprise
Education
Equality, Diversity &
Inclusion
Total funds		 209
137
103
109
29
15
5		 123
85
59
72
19
9
3		 332
222
162
181
48
24
8		 169
114
96
95
58
9
6		 97
62
57
52
34
5
4
607 370 977 547 311

The above support costs include the following governance costs:

Total
funds
2024
£’000		 Total
funds
2023
£’000
Staff costs
Legal and professional fees
Auditor’s remuneration
Other costs		 14
—
14
7		 14
1
14
5
35 34

7 Net expenditure for the Year

Direct costs Direct costs Support costs Support costs Total
funds
2023
£’000
Staff
costs
(note 8)
£’000		 Other
costs
£'000		 Staff
costs
(note 8)
£’000		 Other
costs
£’000
Health Improvement
Youth Services
Early Help and Prevention
Football and Sports Development
Social Action and Enterprise
Education
Equality, Diversity & Inclusion
Total funds		 1,538
632
536
729
436
83
49		 197
537
446
257
164
12
15		 169
114
96
95
58
9
6		 97
62
57
52
34
5
4		 2,001
1,345
1,135
1,133
692
109
74
4,003 1,628 547 311 6,489

This is stated after charging:

Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2024
£’000		 Unrestricted
funds
£’000		 Restricted
funds
£’000		 Total
funds
2023
£’000
Staff costs (note 8)
Operating lease rentals
Auditor’s remuneration
. Statutory audit services
– charity
. Statutory audit services
– subsidiary
. Other services
Depreciation		 2,318
9
11
3
4
15		 2,421
—
—
—
—
30		 4,738
9
11
3
4
45		 2,322
9
11
3
3
8		 2,396
—
—
—
—
30		 4,718
9
11
3
3
38

8. Employees and staff costs

Employees and staff costs
Staff costs during the period were as follows: 2024
£’000		 2023
£’000
Wages and salaries
Redundancy
Social security costs
Pension costs
FRS 102 pension charge
Agency staff
Other staff related costs		 4,198
15
372
129
8
7
10		 4,102
—
363
119
74
54
6
4,739 4,718

South of England Foundation

South of England Foundation

59

58

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

8. Employees and staff costs (continued)

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, Governance and Compliance. 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:

2024
£’000		 2023
£’000
Wages and salaries
Benefits in kind
Social security costs
Pension costs		 365
24
45
18		 345
24
45
17
452 431

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:

2024 2023
£60,001
-
£70,000
£70,001
-
£80,000
£80,001
-
£90,000
£130,001 - £140,000		 1
—
2
1		 —
1
2
1
4 4

Payments to defined contribution pension arrangements in the year amounted to £17,824 (2023 - £16,864) in respect of the above employees.

Staff costs have been charged as follows:

2024
£’000		 2023
£’000
Cost of generating funds (note 4)
Charitable activities (note 5)
Support costs (note 6)		 178
3,954
607		 168
4,003
547
4,739 4,718

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

Fixed
hours		 Variable
hours		 Total
2024		 Fixed
hours		 Variable
hours		 Total
2023
Cost of generating funds
Charitable activities		 2
117		 —
99		 2
216		 2
117		 —
97		 2
214
119 99 218 119 97 216

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 £4,556 (2023 - £4,142) and provides cover of up to a maximum of £5 million (2023 - £5 million).

No trustees received any remuneration or any reimbursed expenses from the charity during 2024 or 2023.

South of England Foundation

DRAFT

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 2023
Additions
At 31 March 2024
Depreciation
At 1 April 2023
Charge for year
At 31 March 2024
Net book value
At 31 March 2024
At 31 March 2023		 569
—		 60
—		 60
—		 158
75		 847
75
569 60 60 233 922
366
22		 39
2		 60
—		 144
21		 609
45
388 41 60 165 654
181 19 — 68 268
203 21 — 14 238
Charity Office
equipment
£’000		 Motor
vehicles
£’000		 Total
£’000
Cost
At 1 April 2023
Additions
At 31 March 2024
Depreciation
At 1 April 2023
Charge for year
At 31 March 2024
Net book value
At 31 March 2024
At 31 March 2023		 54
—		 158
75		 212
75
54 233 287
54
—		 144
21		 198
21
54 165 219
— 68 68
— 14 14

11. Investments

(a) UK investment funds

Total value of investments at 1 April 2023
Investment gains(losses)
Total investments at 31 March 2024
Historical cost of investments at 31 March 2024		 2024
£’000
1,097
82
1,179
950		 2023
£’000
1,165
(68)
1,097
950

South of England Foundation

61

60

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

DRAFT

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.

13 Creditors: amounts falling due within one year

Group
2024
£’000		 Group
2023
£’000		 Charity
2024
£’000		 Charity
2023
£’000
Amounts due to subsidiaries
Expense creditors
Social security and other taxes
Accruals
Deferred income
Wages and salaries
Business bounce-back loan		 —
84
108
150
137
24
—		 —
44
91
170
344
21
33		 14
82
110
145
134
24
—		 —
44
92
165
339
21
33
503 703 509 694

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
2023
£’000		 Investment
losses
£'000		 Transfers
between
funds
£’000		 At 31
March
2024
£'000
Fixed asset fund
Development fund
Young Leaders Programme
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 21
1,008
—
4
—
363		 —
251
—
—
—
—		 60
—
2
—
32
(44)		 81
1,259
2
4
32
319
1,396 251 50 1,697
Charity At 1
April
2023
£’000		 Investment
losses
£'000		 Transfers
between
funds
£’000		 At 31
March
2024
£'000
Fixed asset fund
Development fund
Young Leaders Programme
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 —
1,008
—
4
—
363		 —
251
—
—
—
—		 62
—
2
—
32
(44)		 62
1,259
2
4
32
319
1,375 251 52 1,678

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.

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.

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
2023
£’000		 Income
£’000		 Expenditure
£’000		 Transfers
between
funds
£’000		 At 31
March
2024
£’000
Health Improvement Funds
Extra Time
Walks Coordinator
Welfare Rights Fund
South London Healthy Homes
Live Well Greenwich
Live Well – PCN
Bereavement Walks
Family Cycle Club
TFL Travel Buddies
Health & Wellbeing Navigator
Community Devt. Service
The Source
Polio Vaccination
Hospital Discharge
Blackheath & Carlton Community
Development Service
Youth Service funds
Jack Petchey Achievement Award
Jack Petchey Tutoring Project
Youth Hub Small Grants
Champions for Children HAF
Early Help and Prevention
funds
Children in Need
Colyer Ferguson
Twinnings Project
Kent VRU
Vanguard Project
RBG Low Level MH Transitions
Start Well Mentoring		 —
—
63
—
63
—
2
4
3
48
205
48
59
21
—		 21
35
251
31
614
1,104
—
—
—
28
—
—
2
250
—		 (21)
(36)
(151)
(27)
(652)
(937)
—
—
—
(33)
(3)
(14)
(36)
(209)
(3)		 —
—
—
—
—
—
—
—
—
—
(60)
—
—
—
60		 —
(1)
163
4
25
167
2
4
3
43
142
34
25
62
57
516 2,336 (2122) — 730

7
—
6
5		 10
—
42
—		 (14)
—
(32)
(2)		 —
—
—
—		 3
—
16
3
18 52 (48) — 22
—
—
—
6
22
—
7		 33
17
2
1
160
30
100		 (33)
(2)
(2)
(7)
(176)
(26)
(99)		 —
—
—
—
(1)
—
(1)		 —
15
—
—
5
4
7

South of England Foundation

South of England Foundation

63

62

Notes to the financial statements Year ended 31 March 2024

DRAFT

Notes to the financial statements Year ended 31 March 2024

DRAFT

At Transfers At 31
1 April between March
2023 Income Expenditure funds 2024
Group £’000 £’000 £’000 £’000 £’000
Health Improvement Funds
Balance carried forward 35 343 (345) (2) 31

14 Restricted funds (continued)

Restricted funds(continu ed)
Group At
1 April
2023
£’000		 Income
£’000		 Expenditure
£’000		 Transfers
between
funds
£’000		 At 31
March
2024
£’000
Balance brought forward
MOPAC
Bexley Targeted Mentoring
Bexley Targeted Residential
Bexley Youth Activity Sessions
London Marathon Girls Kicks
extension
Premier League Kicks
Premier League Inspires
Bexley Outreach Bus
Greenwich Outreach Bus
Ashford Diversionary & Mentoring
PL Fan Referral
Charlton Upbeats
Kent Mental Health
Kent Squash
Kent NHS Wellbeing Project
Shaw Trust Mental Health
Bexley Short Breaks
Oxleas Up & At Em
Short Breaks Summer and
Residential
Oxleas Early Intervention
Saturday Short Breaks
Holiday Short Breaks
BATS Transport
City Bridge Trust
Football and Sports
Development
Community Outreach G’wich
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
KCC SEN Project
Kent Reconnect
Revenue projects total funds
Relating to fixed assets
Spaces for Sports Scheme
Other fixed assets
Total restricted funds		 35
—
1
8
15
5
48
15
—
8
34
—
18
—
5
—
—
1
—
49
—
—
—
5
—		 343
25
39
12
24
—
115
35
25
46
50
7
52
25
—
5
25
54
12
26
22
24
44
8
15		 (345)
(22)
(37)
(20)
(35)
(5)
(104)
(32)
(25)
(35)
(52)
—
(40)
(25)
(1)
(5)
(25)
(55)
(12)
—
(22)
(24)
(44)
(13)
(11)		 (2)
—
—
—
—
—
(2)
—
—
(16)
—
—
1
—
—
—
—
—
—
(42)
—
—
—
—
—		 31
3
3
—
4
—
57
18
—
3
32
7
31
—
4
—
—
—
—
33
—
—
—
4
247 1033 (989) (61) 230
18
1
1
3
—
—
—		 —
10
—
7
16
26
53		 (18)
(11)
—
(10)
(16)
(26)
(53)		 —
—
—
—
—
—
—		 —
—
1
—
—
—
—
23 112 (134) — 1
— 14 (5) — 9
— 14 (5) — 9
—
20		 25
51		 (25)
(71)		 —
—		 —
—
20 76 (96) — —
824 3,623 (3,394) (61) 992
203
14		 —
—		 (22)
(8)		 —
—		 181
6
217 — (30) — 187
1,041 3,623 (3,424) (61) 1,179

South of England Foundation

South of England Foundation

65

64

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

14 Restricted funds (continued)

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

DRAFT

16 Pension commitments (continued)

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:

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
2023
£’000		 Investment
losses
£'000		 Transfers
between
funds
£’000		 At 31
March
2024
£'000
Fixed asset fund
Development fund
Young Leaders Programme
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 21
1,008
—
4
—
363		 —
251
—
—
—
—		 60
—
2
—
32
(44)		 81
1,259
2
4
32
319
1,396 251 50 1,697
Charity At 1
April
2023
£’000		 Investment
losses
£'000		 Transfers
between
funds
£’000		 At 31
March
2024
£'000
Fixed asset fund
Development fund
Young Leaders Programme
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 —
1,008
—
4
—
363		 —
251
—
—
—
—		 62
—
2
—
32
(44)		 62
1,259
2
4
32
319
1,375 251 52 1,678

16 Pension commitments

Value at
31 March
2024
£’000		 Value at
31 March
2023
£’000
UK equities
Other bonds
Property
Cash
UK & overseas unit trusts
Total market value of assets
Present value of Scheme liabilities
Surplus/Deficit in the Scheme		 559
240
101
22
124		 484
208
91
16
114
1,046
(1,021)		 913
(952)
25 (39)

Total expenditure recognised in the Statement of Financial Activities:

2024
£’000		 2023
£’000
Service cost
Net interest cost and administration expenses
Total expenditure recognised in the SOFA		 51
1		 96
18
52 114

The expenditure recognised in the 2024 SOFA is made up of £45,000 employer contributions and a FRS 102 adjustment of £8,000 (2023 - £40,000 employer contributions and £74,000 FRS 102 adjustment).

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

2024
£’000		 2023
£’000
Scheme liabilities at 1 April 2023
Service cost
Interest cost
Contributions by Scheme participants
Actuarial (gains)
Scheme liabilities at 31 March 2024		 952
51
46
17
(45)		 1,552
96
40
16
(752)
1,021 952

An actuarial valuation of the Scheme was undertaken as at 31 March 2022, which has set contributions for the period from 1 April 2023 to 31 March 2026.

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.

South of England Foundation

South of England Foundation

67

66

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

16 Pension commitments (continued)

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

Scheme assets:
2024
£’000		 2023
£’000
Scheme assets at 1 April 2023
Interest on Scheme assets less administration expenses
Return on assets less interest
Actuarial gains
Contributions by employer
Contributions by scheme participants
Administrative expenses
Estimated benefits net of transfers in
Fair value of Scheme assets at 31 March 2024		 913
45
28
––
45
17
(1)
(1)		 839
22
(46)
43
40
16
––
(1)
1,046 913

Movement in deficit during the year:

2024
£’000		 2023
£’000
Scheme deficit at 1 April 2023
Service cost
Employer contributions
Net finance cost
Administrative expenses
Actuarial gains
Scheme deficit at 31 March 2024		 (39)
(51)
45
(1)
(1)
72		 (713)
(96)
40
(18)
––
748
25 (39)

17 Lease commitments

Operating lease commitments

At 31 March 2024 the charity had the following future minimum commitments under noncancellable operating leases in respect of:

Office equipment Office equipment
2024 2023
£’000 £’000
Operating leases payments due:
Within one year 4 4
Between one and two years 2 4
Between two and five years 2 4

18 Connected party transactions

DRAFT

18 Connected party transactions (continued)

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 £10,000 (2023 - £11,100).

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
2024
£’000
Fund balances at 31 March
2024 are represented by:
Tangible fixed assets
Investments
Debtors
Cash (including short term
deposits)
Creditors: amounts falling
due within one year
Pension Asset/liability
Total net assets
—
—
1,044
48
(503)
25		 81
1,179
—
437
—
—		 187
—
—
—
—
—		 —
—
—
992
—
—		 268
1,179
1,044
1,477
(503)
25
614 1,697 187 992 3,490
Charity General
funds
£’000		 Designated
funds
£’000		 Fixed asset
restricted
fund
£’000		 Other
restricted
funds
£’000		 Total
31 March
2024
£’000
Fund balances at 31 March
2024 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
—
—
1,035
28
(509)
25		 62
1,179
—
437
—
—		 6
—
—
—
—
—		 —
—
—
987
—
—		 68
1,179
1,035
1,452
(509)
25
579 1,678 6 987 3,250

Notes 20 to 23 present detailed comparative information for the financial year ending 31 March 2023. These notes form an integral part of the accounts.

Charlton Athletic Football Company Ltd ("Charlton Athletic") operates a professional football club. Charlton Athletic supports the charity by providing office accommodation, free sports kit and other intangible support. The value of this support during the financial period is calculated at £134,214, comprising £20,000 for gift of kit, £56,500 for rent-free accommodation and £57,758 for other support (2023: £163,200, comprising £80,000 for gift of kit, £56,500 for rentfree accommodation and £26,700 for other support). This amount is included under “donations” in note 1 to the accounts.

South of England Foundation

South of England Foundation

69

68

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024

DRAFT

20 Consolidated Statement of Financial Activities Year to 31 March 2023

Notes
Unrestricted
funds
£’000		 Restricted funds Restricted funds Total
funds
2023
£’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
381

2,753

40
33
—		 661
3,016
3
—
—		 —
—
—
—
—		 1,042
5,769
43
33
—
3,207 3,680 — 6,887

187		 — — 187

43
1,307
35
982
687
16
15
3,085		 1,951
38
1,100
128
5
93
59
3,374		 7
—
—
23
—
—
—
30		 2,001
1,345
1,135
1,133
692
109
74
6,489
3,272 3,374 30 6,676
187 — — 187

(65)
(3)

(68)		 306
3
—		 (30)
—
—		 211
—
(68)
(136)
748		 309
—		 (30)
—		 143
748
612
1,231		 309
515		 (30)
247		 891
1,993
1,843 824 217 2,884

DRAFT

21 Restricted funds Year to 31 March 2023
Group At
1 April
2022
£’000		 Income
£’000		 Expenditure
£’000		 Transfers
between
funds
£’000		 At 31
March
2023
£’000
Health Improvement funds
Vaccination Support
L&Q Extra Time
Extra Time
GGA – Healthy Walks
Welfare Rights Fund
South London Healthy Homes
Hypertension
Live Well Greenwich
Live Well – PCN
TfL Small Grants
RBG Community Hub
Lateral Flow Testing
HWB Navigator Service
Community Devt. Service
The Source
Polio Vaccination
Virtual Wards Care
Youth Service funds
Jack Petchey Achievement
Award
Jack Petchey Tutoring Project
Youth Hub Small Grants
Champions for Children HAF
Early Help and Prevention funds
Children in Need
Thanet KCC Delivery
Twinnings Project
Kent VRU
Bexley Easter and Summer
Camps
Vanguard Project
Probation Pilot
Start Well 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		 8
5
—
2
114
—
—
22
—
9
11
2
—
—
—
—		 38
2
14
35
100
29
(24)
650
795
—
136
—
100
205
70
59		 (46)
(7)
(14)
(37)
(151)
(29)
24
(609)
(795)
—
(147)
(2)
(52)
—
(22)
—		 —
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—		 —
—
—
—
63
—
—
63
—
9
—
—
48
205
48
59
— 85
6
5
21
20		 (64) —
—
—
—
—		 21
1
—
3
—		 —
(5)
(18)
(15)		 7
—
6
5
4 52 (38) — 18
—
—
—
7
—
—
9
9
—
3
—
15
29
51
10
133		 32
15
6
19
20
234
13
100
(5)
19
27
29
4
115
45
673		 (32)
(15)
(6)
(20)
(20)
(206)
(22)
(108)
5
(21)
(19)
(29)
(28)
(118)
(40)
(679)		 —
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—		 —
—
—
6
—
28
—
1
—
1
8
15
5
48
15
127

South of England Foundation

South of England Foundation

71

70

Notes to the financial statements Year ended 31 March 2024

Notes to the financial statements Year ended 31 March 2024 DRAFT

DRAFT

21 Restricted funds Year to 31 March 2023 (continued)

Restricted fundsYear to 31 March 20 23 (continue d)
Group At
1 April
2022
£'000
Income
£'000		 Expenditure
£'000		 Transfers
Between
Funds
£'000		 At
31 March
2023
£'000
Early Help and Prevention funds
(cont.)
Balance brought forward
Bexley Outreach Bus
Greenwich Outreach Bus
Ashford Diversionary
Charlton Upbeats
Kent Mental Health
Kent Squash
Kent NHS Wellbeing Project
Bexley Short Breaks
Oxleas Up and At ‘Em
Short Breaks Summer and
Residential
Oxleas Early Intervention
Saturday Short Breaks
Holiday Short Breaks
BATS Transport
Football and Sports
Development
Community Outreach G’wich
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
133
—
15
23
33
—
—
—
6
—
57
—
5
2
4		 673
28
9
68
42
40
5
18
49
12
—
24
41
49
11		 (679)
(28)
(16)
(57)
(57)
(40)
—
(18)
(54)
(12)
(8)
(24)
(46)
(51)
(10)		 —
—
—
—
—
—
—
—
—
—
—
—
—
—
—		 127
—
8
34
18
—
5
—
1
—
49
—
—
—
5
278 1,069 (1,100) — 247
—
—
4
—
9
—
—		 20
10
1
15
23
19
50		 (2)
(9)
(4)
(12)
(32)
(19)
(50)		 —
—
—
—
—
—
—		 18
1
1
3
—
—
—
23
—
—
—
—
—
20
20
—
—
824
203
14
217
1,041
13 138 (128) —
5 — (5) —
5 — (5) —
—
3
1
35		 32
—
—
39		 (32)
(3)
(1)
(57)		 —
—
—
3
39 71 (93) 3
3 56 (59) —
3 56 (59) —
515 3,680 (3,374) 3
226
21		 —
—		 (23)
(7)		 —
—
247 — (30) —
762 3,680 (3,404) 3

22 Designated funds Year to 31 March 2023
Group At 1
April
2022
£’000



Investment
gains
£'000


Transfers
between
funds
£’000



At 31
March
2023
£'000
Fixed asset fund
Development fund
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 29
1,085
3
5
322		 —
(68)
—
—
—		 (8)
(9)
1
(5)
41		 21
1,008
4
—
363
1,444 (68) 20 1,396
Charity At 1
April
2022
£’000



Investment
gains
£'000


Transfers
between
funds
£’000



At 31
March
2023
£'000
Fixed asset fund
Development fund
Training fund
Patrons’ Club
Start Well fund
Total designated funds		 5
1,085
3
5
322		 —
(68)
—
—
—		 (5)
(9)
1
(5)
41		 —
1,008
4
—
363
1,420 (68) 23 1,375

South of England Foundation

South of England Foundation

73

72

Notes to the financial statements Year ended 31 March 2024

DRAFT

23 Analysis of net assets between funds 31 March 2023

Group General
funds
£’000		 Designated
funds
£’000		 Fixed asset
restricted
fund
£’000		 Other
restricted
funds
£’000		 Total
31 March
2023
£’000
Fund balances at 31 March
2023 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		 —
—
284
540
(338)
(39)		 21
1,097
—
278
—
—		 217
—
—
—
—
—		 —
—
191
998
(365)
—		 238
1,097
475
1,816
(703)
(39)
447 1,396 217 824 2,884
Charity General
funds
£’000		 Designated
funds
£’000		 Fixed asset
restricted
fund
£’000		 Other
restricted
funds
£’000		 Total
31 March
2023
£’000
Fund balances at 31 March
2023 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		 —
—
278
523
(328)
(39)		 —
1,097
—
278
—
—		 14
—
—
—
—
—		 —
—
191
993
(366)
—		 14
1,097
469
1,794
(694)
(39)
434 1,375 14 818 2,641

South of England Foundation

74

The Trustees South of England Foundation CAFC Training Ground

Sparrows Lane New Eltham London SE9 2JR

17 December 2024

Our ref S0581/EAF/RC

Dear Trustees

Post-Audit Report – Year ended 31 March 2024

The purpose of this letter is to bring to the attention of the Board as those charged with governance the findings from our recent audit of the financial statements of The South of England Foundation and its subsidiary company South of England (Community Facilities) Limited, for the year ended 31 March 2024, for your consideration and to enable you to address matters arising where appropriate.

Throughout this letter, “you” and “your” refer to the Board. “We” and “our” refer to Buzzacott LLP. We appreciate that you will already be aware of some of the matters contained in this letter. However, in accordance with International Standards on Auditing (UK) (ISAs) we are communicating them to you formally.

We have communicated with the Board of each entity covered by this report, as appropriate. The content of this report relates to the Group, except where indicated differently.

1. Purpose of the audit

As auditor, we are responsible for performing the audit in accordance with ISAs (UK), which is directed towards forming and expressing an opinion on the financial statements for the year ended 31 March 2024 that have been prepared by management with the oversight of those charged with governance, and other matters required by legislation.

Our work has been carried out in accordance with our audit planning letter dated 28 May 2024.

Buzzacott LLP is a limited liability partnership and is registered in England and Wales with registered number OC329687 A list of LLP members is available at our registered office address as above. Registered to carry out audit work by the Institute of Chartered Accountants in England and Wales.

Buzzacott

Our audit work included consideration of the internal controls relevant to the preparation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of your system of internal control.

The matters being reported are limited to those that were identified during the audit and that we conclude are of sufficient importance to merit being reported to those charged with governance.

2. Audit progress

We are pleased to report that the audit of the financial statements, from our perspective, went well

We would like to take this opportunity to thank all those with whom we dealt during the audit for their assistance and co-operation, in Zanele Moyo-Condon, Pearl Sebastian and Eleanor York.

3. Annual report and financial statements’ format

The financial statements have been prepared, as last year, in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Charities SORP FRS 102).

There are no significant changes to the format of the financial statements this year.

4. Auditor’s report

We do not propose any modifications to our audit opinion and, therefore, we intend to issue an unqualified opinion in our auditor’s report.

The wording of our auditor’s report is unchanged from last year.

5. Adjustments made during the audit

Other than presentational amendments which have no impact on the reported results for the year, there were no adjustments made to the figures presented to us for audit.

6. Unadjusted misstatements

A list of misstatements identified during our audit which remain unadjusted is attached in Appendix A. The list does not include items which are considered to be clearly trivial.

We will obtain written representations from you, as trustees, that these are not to be adjusted, due to their lack of significance to the overall result portrayed by the financial statements.

The Trustees South of England Foundation

Page 2 of 6

17 December 2024

Buzzacott

7. Accounting policies, accounting estimates and disclosures

The accounting policies used in preparing the financial statements are unchanged from the previous year.

Our work included a review of the adequacy of disclosures in the financial statements and consideration of the appropriateness of the accounting policies and estimation techniques adopted by the charity. We found the disclosed accounting policies, significant accounting estimates and the overall disclosure and presentation to be appropriate for the charity, however, we would like to bring to your attention the accounting treatment outlined below:

We will obtain written representations from you, as trustees, that you concur with this accounting treatment.

8. Letter of representation

We enclose the draft letter of representation which we will request management and the trustees to approve and sign at the same time as the financial statements. This includes acknowledgement of the trustees’ responsibility for the design and implementation of internal controls to prevent and detect fraud.

As set out in our planning letter, we understand the following applied to the year ended 31 March 2024.

If the above information is no longer correct, please contact Edward Finch or Robert Cloke.

9. Accounting and internal control systems

The Trustees South of England Foundation

Page 3 of 6

17 December 2024

Buzzacott

Our work during the audit included an examination of some of the charity’s transactions, procedures and controls with a view to expressing an opinion on the financial statements for the year ended 31 March 2024.

This work was not directed primarily towards discovering weaknesses, other than those that would affect our audit opinion, or towards the detection of fraud. We have included in this report only matters that have come to our attention as a result of our normal audit procedures and consequently our comments should not be regarded as a comprehensive record of all weaknesses that may exist or of all improvements that might be made.

We found no significant deficiencies in the accounting and internal control systems during our audit.

10. Prior year observation

We are, pleased to report that the following observations made last year have been satisfactorily dealt with:

Priority Relating to
C Fixed asset register maintenance

11. Materiality

Materiality threshold £137,000

Reporting threshold: £6,850

Materiality refers to the relative significance of a particular matter in the context of the financial statements as a whole. An item would be considered material if its omission or its erroneous inclusion would reasonably influence the decisions of those using the financial statements.

We are required to report corrected audit misstatements, and uncorrected audit misstatements in excess of our reporting threshold which is set at 5% of overall materiality.

Our materiality threshold is based on 1.5% of income. A lower level of materiality may be selected for specific areas of the financial statements and for some disclosure items e.g. transactions and other financial arrangements with trustees and their connected persons.

When considering the impact of misstatements discovered during the course of our audit and considering the implications for our report of such misstatements, we will refer to this level amongst other things. Whether a misstatement is ‘material’ or not is ultimately down to the auditor’s judgement.

12. Professional ethics

The Trustees South of England Foundation

Page 4 of 6

17 December 2024

Buzzacott

In accordance with our profession’s ethical guidance and further to our letter to you dated 28 May 2024 confirming audit planning arrangements there are no further matters to bring to your attention in relation to Integrity, Objectivity and Independence.

13. Current developments

We have attached a summary of other recent and ongoing developments as Appendix B to this report. The matters included in this appendix may not all be directly relevant to the Charity. However, we are aware that a lot of trustees are involved with more than one organisation, therefore we have included items for general information.

14. Updates, insights and seminars

As part of our commitment to the charity sector, during the year the Charity Team issues occasional Updates and Insights on matters of relevance to the sector and also holds a number of seminars free of charge throughout the year. We would be delighted to welcome representatives of your charity to our seminars or to add trustees and management to our email distribution lists if this would be welcome. News and Insights are also available on our website at News and insights (buzzacott.co.uk), where there is also an opportunity to sign up to our mailing list should you wish.

Conclusion

This letter has been prepared for your private use only. It has been prepared on the understanding that it will not be shared with any third party without our prior written consent and we can therefore assume no responsibility to any other party. Any recommendations contained herein are based on the information you have provided and UK law and judicial and administrative interpretation as of the date of this letter. Should the facts provided to us be incorrect or incomplete, or should they change, our recommendations may be inappropriate. Buzzacott LLP accepts no liability for losses arising from changes in UK law, interpretation or practice or in public policy that are first published after the date of this letter.

If you require any further information or assistance, we shall be very pleased to help you.

We would be pleased to receive your comments and reaction to this letter.

Yours faithfully

The Trustees South of England Foundation

Page 5 of 6

17 December 2024

Appendix A: Unadjusted misstatements

Statement of Financial Activities Statement of Financial Activities Balance Sheet Balance Sheet
Debit
£’000		 Credit
£’000		 Debit
£’000		 Credit
£’000
1 DR Fixed asset investments
CR Gains on investments
Being difference between third party
valuation of Rathbones investments and
estimated value recorded in financial
statements (arising because final
valuation was not available when
accounts preparation was completed)		 8 8
2 DR Prepayments
CR Expenditure
Being adjustment to calculation of prepaid
car insurance costs relating to 2024/25		 17 17

The above adjustments would have had the effect of increasing the charity’s surplus by £25,000.

The Trustees South of England Foundation

Page 6 of 6

17 December 2024