**Charity registration number 1099366**
**Company registration number 04851552 (England and Wales)**
## **EVERTON IN THE COMMUNITY**
**ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2022**
## **EVERTON IN THE COMMUNITY**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
|**Trustees**|Sir J F Jones||
|---|---|---|
||Mr Martin Carey||
||Mrs Susan Russell||
||Ms A A Craig|(Appointed 9 September 2022)|
||Mr M Finn|(Appointed 9 September 2022)|
||Ms T Gore|(Appointed 9 September 2022)|
||Mr B Osu|(Appointed 9 September 2022)|
||Ms Hannah Robinson|(Appointed 9 September 2022)|
||Ms Carol Rogers|(Appointed 9 September 2022)|
||Mr G R Walters|(Appointed 9 September 2022)|
||Ms L Williams|(Appointed 9 September 2022)|
|**Charity number**|1099366||
|**Company number**|04851552||
|**Registered office**|Goodison Park||
||Goodison Road||
||Liverpool||
||Merseyside||
||L4 4EL||
|**Auditor**|McLintocks (NW) Limited||
||2 Hilliards Court||
||Chester Business Park||
||Chester||
||Cheshire||
||CH4 9PX||
|**Bankers**|Barclays Bank plc||
||335-339 Stanley Road||
||Bootle||
||Liverpool||
||Merseyside||
||L20 3EB||
|**Solicitors**|Brabners LLP||
||Horton House||
||Exchange Flags||
||Liverpool||
||Merseyside||
||L2 3YL||
|**Investment advisors**|Quilter Cheviot||
||5 St Pauls Square||
||Liverpool||
||Merseyside||
||L3 9SJ||
## **EVERTON IN THE COMMUNITY**
## **CONTENTS**
||**Page**|
|---|---|
|Trustees' report|1 - 18|
|Statement of Trustees' responsibilities|19|
|Independent auditor's report|20 - 23|
|Statement of financial activities|24|
|Balance sheet|25|
|Statement of cash flows|26|
|Notes to the financial statements|27 - 48|
## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
The Trustees present their annual report and financial statements for the year ended 30 June 2022.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016)
The charity extended the reporting date from 31 May 2018 to 30 June 2019 to fall in line with the reporting date of Everton Football Club. The figures presented in the Financial Statements represent period of 12 months, while the comparative figures for the period ended 30 June 2019 represent 13 months.
## **Objectives and activities**
The charity was incorporated as a company limited by guarantee on 31 July 2003 and registered as a charity on 10 September 2003. It commenced activities on 1 June 2004.
It is governed by its memorandum and articles of association and its objects are:-
- To promote community participation in healthy recreation by providing facilities for the playing of football and other sports capable of improving physical health;
- To provide and assist in providing facilities for sport, recreation or other leisure time occupation of such persons who have need for such facilities by reason of their youth, age, infirmity or disablement, poverty or social and economic circumstances or for the public at large in the interests of social welfare and with the object of improving their conditions of life;
- The relief of sickness and preservation of people with a disability by the provision of facilities for recreation and other leisure time occupation for such persons, in particular but not exclusively by providing opportunities for competitive and non-competitive sport to assist their integration into society;
- To advance the education of children and young people and to provide opportunities for them to develop their full capabilities and enable them to become responsible members of society so that their conditions of life may be improved.
The user groups are local schools, colleges and disability organisations.
The day to day business of the charity is conducted under the control of the Chief Executive Officer, who reports to the Board of Trustees at their regular meetings.
## **Public benefit**
The Trustees are aware of the Charity Commission's guidance in relation to public benefit. It is the opinion of the Trustees, that this report demonstrates how the charity provides public benefit.
The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Strategic report**
The description under the headings "Achievements and performance" and "Financial review" meet the company law requirements for the Trustees to present a strategic report.
## **Achievements and performance**
## **Overview**
July 2021 to June 2022 was yet again another extremely successful year for Everton in the Community – one which saw our charity continue to grow, develop, and adapt to the changing needs of our community.
Working together - as always - with our fans, neighbours, partners, and community groups across the local area, we once again enhanced and evolved our delivery, expanded our workforce and embarked on new partnerships to allow us to support even more people throughout Liverpool 4 and beyond.
As we navigated through the final months of the Covid pandemic and returned to a level of normality, we were faced with many new challenges as a result of the ongoing lockdowns and the emerging cost of living crisis, both of which had a significant impact on the health and wellbeing of our community and brought new areas of need to light - including the widening education inequality gap, digital, uniform and food poverty, and social isolation.
Through these difficult times, the support for Everton in the Community from fans, our partners and the public has been key and their generosity has been vital in allowing us to step up our delivery and reach even more people than ever before.
Among a range of other new programmes and provisions, we expanded our Blue Family campaign to offer further support in areas of need and launched our Blue Base Pantry service, which provides participants and people living in Liverpool 4 with access to discounted food and wrap-around support, such as advice and guidance on benefits, welfare and housing support, access to a registered GP and wellbeing activities.
As we look back proudly on another milestone year for Everton in the Community, we reiterate our heartfelt appreciation of our dedicated team of staff and volunteers, without whom our success and continued growth would not be possible.
Below are selected highlights from across the charity’s pillars and key projects from July 2021 to June 2022.
## **Impact Model**
2021/22 saw Everton in the Community’s Youth Engagement team continue to support young people in need across the Liverpool City Region and inspire them to a brighter future.
Delivery of our programmes was affected for the first quarter of 2021/22 as we continued to face Covid-19 restrictions and were not able to return to relaxed face-to-face delivery in larger classroom settings until the second half of the season.
The funding landscape changed for the Youth Engagement team with a large percentage of our funding coming from Premier League Community grants and Steve Morgan Foundation and we continued to work closely with Merseyside Police with them providing invaluable support and guidance for 41 Goodison to help us tackle gang culture across Liverpool.
The continued support from Premier League Community grants meant that we were able to build on the impact of our PL funded programmes including PLPS, PL Inspires, PL Kicks and 41 Goodison and we were able to offer targeted delivery and intervention for at-risk individuals within some of these programmes.
We entered into the second year of our partnership with Steve Morgan Foundation and continued to deliver, develop and adapt the Steve Morgan Impact Model across Speke-Garston to inspire young people, reduced the number of ‘at risk’ young people from disengaging in school, becoming NEET (Not in Education, Employment or Training) or engaging in criminal culture.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
The Steve Morgan Impact Model has been perfectly placed to tackle these problems as well as the rising number of issues caused by the pandemic and we have prevented thousands of young people across Speke and Garston from slipping further behind in their social, emotional and education recovery.
Thanks to additional funding received from Steve Morgan Foundation and the Community Match Challenge in 2020/21, we were able to expand this Impact Model into South Sefton and support more young people in need of our support whilst building a resilient and thriving community.
The strategy behind the Steve Morgan Impact model centres around four interlocking themes that play an important role in the work Everton in the Community does within communities and schools; Community, Education, Support and Pathways.
## **Community**
## Kicks
The 2021/22 season has seen our staff deliver some impactful and positive work within our communities. Through the season we have engaged with young people across multiple sites within Merseyside. From these sessions, we have been able to build some excellent relationships with our young people and make a difference in their lives. These positive relationships have allowed us to offer numerous opportunities to young people across the season, including attendances at local, national and even international tournaments.
Highlighting one event is our upcoming trip to Qatar and with 10 of our young people representing ‘Team England’ at the Street Child World Cup’. Over the spring and summer, our participants have engaged in several events including workshops, training sessions and tournament visits.
We have also developed the staff team and area at Kicks – giving us the opportunity to increase delivery and to a wider audience. The new staff and structure has allowed us to really promote youth within the reporting period. Our youth zones have now extended to Speke/Garston, with over 120 young people attending the Walton (L4) Youth Zone each week. The sessions also allow us the chance to engage with more diverse communities and continue to offer new and exciting opportunities across Kicks.
Kicks has also linked in with 41 Goodison to deliver a ‘celebration event’. This ran under our community and support model and as with 41, allowed us to showcase and celebrate the achievements of these young people. Going forward, we will continue to grow these events for them to become bigger and better.
## Kicks Targeted
Over the last 12 months, the charity’s PL Kicks Targeted programme has continued to run and grow.
The team has delivered targeted workshops and sessions to young people from within the Kicks programme and those referred in by our partner schools. The sessions delivered aim to reduce youth violence and risk-taking behaviour by providing positive alternatives, advice and information, raising aspirations, improving confidence and building positive relationships within a safe environment.
Some of the projects young people have taken part in include animal therapy, intergenerational sessions, social action, football and multi-sports, cookery and independent living, music and qualifications.
A key achievement for the Kicks Targeted programme during the 2021/21 season was that a previous participant was offered full-time employment within the team as a ‘Peer Mentor’ and is now using her own experiences to help other young people achieve their aspirations.
The Kicks Targeted programme successfully met and exceeded all of the KPI’s set by the Premier League by engaging 88 young people during the season including 26 female participants. 39 young people achieved a qualification which meant we exceeded the KPI target in this category by 100%.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Education**
## PL Primary Stars
The 2021/22 season saw the Premier League Primary Stars team achieve its highest engagement number of children and teachers involved in the programme. 1,770 children and 63 teachers were supported over four key subjects; English, Maths, PE and PSHE. More than 142 Maths and 135 English lessons were delivered in response to bridging the attainment gap along with 162 PSHE lessons to increase social and emotional development.
Schools were engaged in social action projects, tournaments, events, educational trips and anti-discriminatory workshops. The programme also introduced its ‘life-skills’ programme aimed at tackling transitional problems and online safety issues.
Children were also given the opportunity to play at a Premier League football stadium as part of a Premier League Schools tournament.
## PL Inspires
The PL Inspires programme provides bespoke education and support to Key Stage 3 and 4 young people situated in some of the most deprived areas in the Liverpool City Region. The programme aims to reduce the risks of young people achieving their potential through targeted interventions that increases knowledge and skills, mental health and wellbeing, confidence, self-esteem and educational attainment.
The programme aims to reduce educational inequalities by creating opportunities for young people to develop practical skills as well as being able to manage their personal, social, and emotional problems. Through group work and through intense mentoring, we have reduced barriers to education and helped many young people reach their potential.
This year, following emerging problems created by the pandemic, the programme has increased its work around mental health and inclusion and has incorporated cultural and social awareness sessions to embed an element of cohesion across school and community. Expanded careers guidance and employer engagement have provided opportunities to raise aspirations, whilst targeted interventions have helped young people recover from lost education.
The Inspires programme has continued to support students in all elements of their transition, throughout their academic journey. During the last academic year, we engaged with over 3,000 young people through target group work, awareness events and intense support. On average 70% of students reported an increase in their aspiration levels, improved wellbeing, higher attainment and attendance, and felt better supported and connected.
## **Pathways**
The charity’s Pathways programme is designed to connect ‘disengaged’ young people to the ‘world of work’ and continues to be offered within secondary schools to both Year 10 and year 11 pupils.
The Pathways programme focusses on specific industry sectors of employment and helps to develop the skills needed to work within the sector. Pupils are challenged to think about the variation of roles within a sector and have experienced site visits and Q&A’s with occupational experts. Alongside site visits, large scale events are held at Goodison Park for young people to engage with employers. A ‘Women in Construction’ event was also held in March 2022 in support of International Women’s Day to raise aspirations and to provoke conversation on international themes.
In January 2022, a new ‘Employability’ programme for post 16s was launched; the SCORE programme (Supporting Career Opportunities, Recruitment and Employment) is delivered in partnership with The Prince’s Trust and is funded by the Department of Health and Social Care. The programme will aim to support 150 young people, between the ages of 16 to 30, to secure employment within the Health and Social Care sector.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## New Futures
The New Futures programme, which was targeted at working with young people aged between 15 and 24 years old reached the end of its contract term during the 2021/22 season with formal delivery ending in May 2022.
The programme was specifically funded to work with young people at risk of/or already categorised as NEET (Not in Education, Employment or Training). The programme suffered significant losses in retention and achievement due to the pandemic, however over the course of the programme, 53% of NEET or at risk of NEET young people were supported into employment.
## Everton Apprenticeships and Training
Everton in the Community ended its delivery of Apprenticeship provision in March 2022 as a result of a renewed strategy to deliver accredited qualifications. Over the 2021/22 season, 87% of Business Administration apprentices achieved distinction with 90% of Management apprentices securing a distinction overall. Delivery of Level 2 and Level 3 Mentoring qualifications saw 142 participants undertake the qualification with Everton in the Community.
## National Citizen Service
The 2021/22 season saw our NCS programme engage with young people through various projects both in the community and in schools. The summer programme resumed to some normality allowing residentials to take place. The young people were able to design and deliver social action projects collectively delivering 12,720 hours, raising £6,777,37 and supporting 14 different charities across the summer.
Our Skills Booster programme saw us engage with 186 delivering a mixture of PSHE style sessions in schools across Liverpool City Region, with the main aim being to support young people with personal development activities.
The Changemaker program was repurposed to work with young people who had taken part in NCS and those who hadn’t. To date, we have worked with 141 young people and are set to work with another 40-90 before the end of the year, those being a mixture of NCS Graduates and students from our college remit. The young people who part of the Changemakers will deliver 30 hours of social action within the local community, one being supporting vulnerable people at Christmas by providing them with care packages.
## E-STEAM
Our STEAM (Science, Technology, Engineering, Arts, Maths) education programme has gone from strength to strength over the 21/22 period of delivery. Our priority was to embed STEAM initiatives across our wider provision and to tackle the widening STEM skills gap across our most deprived communities. We have delivered training (alongside partners) to 20 staff from across Everton in the Community to increase their confidence and competency in delivering STEAM education. Our programme engages with all age groups, from early years to adults.
Throughout 2021/22 we have engaged with over 1,200 participants through a range of coding and Lego Education based programmes resulting in significant increases in knowledge, confidence, and competence in digital skills. Over this period, we have strengthened our relationships with employers such as such as AstraZeneca, Liverpool School of Tropical Medicine and the Royal Institution of Science and are working together on the development of new educational programmes that will inspire young people to engage with STEAM topics.
Work is underway to redevelop an existing site into a Digital Skills Lab which is due to be launched in the autumn of 2022. The lab will provide an inspiring learning environment for schools and community groups to engage and develop interest and skills in STEAM activities, whilst accelerating our work to reduce the widening STEM skills gap
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Support**
## 41 Goodison
41 Goodison offers young people aged 10-19, from Merseyside the opportunity to make significant and lasting life changes. At 41 Goodison, we currently offer two programmes of support for young people to access; Footsteps 41 and School Support.
## · Footsteps 41
Through the 2021/22 season, our Footsteps 41 programme has gone from strength to strength. We have been able to develop our programme offers with the addition of new members to our team. Through bringing in new staff, we have been able to offer a more inclusive and engaging programme that meets the needs of a wider audience. An example of this has been through the introduction of our ‘female’ only cohorts. Out of the 133 individuals we engaged with over the season, 56 (42%) were females. We were also able to deliver a greater range of qualifications as a result of more staff, and so this saw us introduce the ASDAN PSHE award to the programme. Through the season we were able to successfully support 60 young people through at least one qualification.
Our celebration events continued, with the 41 Goodison team holding three separate celebrations during the season. These events allowed staff and young people the chance to celebrate their achievements to parents/ guardian and families and reflect upon their progress.
It was also a season to recognise achievement – none more so than being able to present past participant, Matty Eyre with the ‘PL Community Captains’ award. This was in recognition for the ‘positive impact Matty has had on the lives of people connected to the football club and the steps taken in changing his life’. This served as a really powerful platform in showcasing the invaluable work of the programme and the impact it can have.
## · Mentoring for ME
One of the support programmes delivered within our targeted schools is 'Mentoring for ME'. This programme is aimed at targeting young people who are considered of high risk of being excluded or who are persistently absent from education as well at presenting with behavioural issues and mental health worries.
The school's team have received over 200 referrals from several schools across Merseyside requesting support and working with topics such as anti-social behaviour, family dynamics, attendance, grief and loss, self-harm, worries and anxiety and low resilience levels.
The six-week programme is designed to work with the young person around the issues highlighted with a pathway plan identified in weeks four or five on how the young person will progress onto other support programmes identified within EitC Impact Model to continue to their needs.
The programme has been a huge success for the schools engaged and has been able to empower, educate and support a vast number of young people, directing them onwards to lead positive, healthy and holistic journeys into adulthood.
## Home Is Where the Heart Is
The charity’s four-bedroomed house, which offers supported accommodation living to young adults facing homelessness, has now been operational since August 2019, accommodating up to four residents at any one time with staffing 24 hours per day.
Over the course of the 2021/22 season, five young adults have lived in and moved out of the house and we currently have three residents living in the house.
80% of the young adults who we have supported in the house have since moved into their own tenancy and 80% of the young adults have gained employment on a full or part-time basis.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
In addition to residential placements, the HIWTHI team provide outreach support to young adults aged 16-23 years of age who are at risk of being homeless in the community. Intervention is bespoke and centred around the individual’s needs to enable them to identify risks, build confidence, resilience, and emotional coping strategies to identify positive choices to be safe and live independently.
We have set up an outreach support programme in the City of Liverpool College. Working with their safeguarding team, referrals are identified and referred into HIWTHI. We have been dealing with issues around housing, family, mental health, low mood, low self-esteem etc. We currently have one day per week allocated to city of Liverpool College and their students.
## **The People’s Place**
The previous 12-months has seen significant progress with the build of The People’s Place, with funding secured to complete the build and the build on track to be completed this year. Continued fundraising efforts and funding applications are in progress to ensure that furniture, fittings and innovative technologies will be housed within the facility to allow new, high quality mental health and wellbeing provision for all who access our services. Significant consultation activity has been undertaken to ensure that all provision within The People’s Place is coproduced and informed by those who will be using it, as well as allowing for a network of local and regional partners to be established to inform its provision and impact.
Recently, The People’s Place steering group consulted with over 40 primary care providers and Voluntary, Community, Faith and Social Enterprise (VCFSE) organisations, focusing questioning around how they would like to work with the facility, what activities and services they feel should be housed with The People’s Place and what would success look like. This valuable feedback will be used to design provision within the building, and to ensure impact is captured and disseminated.
Further community and staff consultation exercises are planned in, with a community survey being produced as well as a broader consultation piece being designed with Influential to allow for input from all key stakeholders. These consultation exercises will be continuous once The People’s Place is open to make sure we are meeting the needs of all people who access it.
Current expectations are for the build to completed mid-October, with referral pathways being formed with local organisations and care providers, programmes being developed, and funding applied for to ensure that The People’s Place is sustainable and providing a number of innovative mental health and wellbeing provisions.
## **Health and Wellbeing**
Everton in the Community’s Health and Wellbeing department has continued to fulfil a vital role supporting the health and wellbeing needs of Merseyside’s most vulnerable and hardest to reach population groups. The charity’s commitment to engage and support those living in the highest levels of deprivation has seen the launch of several new initiatives targeting those living with long-term health conditions, vulnerable older people, carers and military veterans.
The charity’s health and wellbeing provision aims to positively challenge health inequalities and improve overall quality of life for society’s most in-need and at-risk. This work continues to expand its reach and reputation for designing and delivering responsive and impactful public health initiatives that generate significant social return. Everton in the Community’s involvement in the European Alliance for Sport and Mental Health (EASMH), has further cemented the charity’s credibility in the sector by collaborating with leading sport, physical activity and mental health clinicians, academics and practitioners from across Europe. EASMH helps raise awareness of the added value sport and physical activity can have for promoting better mental health and wellbeing outcomes. This collaborative partnership has resulted in a ground-breaking research paper being published in the International Review of Psychiatry journal with the charity due to present its evaluation at the European Congress of Psychiatry in Paris next year.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
Everton in the Community’s commitment to supporting serving and ex-military personnel has continued to grow thanks to funding secured through the Armed Forces Covenant Trust Fund, which has seen the launch of ‘Laughing Away the Blues’ a new comedy-for-wellbeing support programme. This programme harnesses the therapeutic benefits of laughter and comedy to help veterans process their military related experiences to build express their emotions through comedy whilst simultaneously boosting mood and mental health literacy.
Meanwhile, Everton Veterans Hub continues to make a significant difference in the lives of veterans and their families, further cementing its position as a market leader in veteran support community. This has been demonstrated with the programme being shortlisted for the ‘Health and Wellbeing Project’ award at the English Veterans Awards for a second consecutive year. The charity’s Aged Veterans Programme has increased its engagement with socially isolated older veterans by incorporating intergenerational social actions projects to ensure senior veterans can share their life experience with younger generations and vice versa.
The past 12 months has seen Everton in the Community develop several new programmes supporting those living with long-term health conditions. These programmes build upon the great work already being delivered supporting those recovering from cancer treatment with the charity’s ‘Kick Cancer’ physical activity rehabilitation programme. Thanks to funding received from Parkinson’s UK, our walking football programme has expanded with the launch of a dedicated programme for people living with Parkinson’s Disease which enables people living with a diagnosis of Parkinson’s to meet others living with the condition, share experiences can get physically active. This programme has been so successful it has led to the charity developing an additional activity programme for individuals recovering from a stroke. This represents a significant area of growth for Everton in the Community’s Health and Wellbeing department and is one in which further expansion to engage people living with other neurological conditions will continue.
Everton in the Community’s refugee and asylum seeker support programme ‘Welcome through Football’ has continued to provide life-enhancing opportunities through its weekly football training sessions, education workshops, tournaments and social enrichment events. Participants were given the opportunity to represent the Club at the Amnesty International ‘Football Welcomes’ competition hosted at St. Georges Park, the home of England’s national teams. In addition, participants were also given the opportunity to be guests of honour to watch a live Everton Premier League match in a hospitality box, as well as playing on the pitch at Goodison Park in an end-of-season tournament.
Further developments have seen an innovative partnership developed with Rosetta Stone, one of the world’s leading language learning providers. This has enabled our Welcome through Football participants to access free 12- month licenses to improve their English language and feel more confident and connected to others within their communities. This added value has helped the charity generate a total of £1,159,000 worth of social benefit to its participants and wider health economy, (Real Worth SROI analysis, 2022).
Everton in the Community’s older adult provision has continued to grow in size and reach with funding secured from the Big Lottery and the Queen’s Platinum Jubilee Fund to launch an intergenerational carers support programme. ‘Off the Ball’ provides a safe place for young, older and former carers to connect, share experiences and engage in respite activities to prevent burn out and boost their overall health and wellbeing.
In addition to this, the charity secured a two-year commissioned tender to deliver a new postural stability falls prevention programme to support residents across Knowsley who have experience of falls or are at risk of falls. One in three people aged 65+ experience a fall at least once a year, rising to one in two among those aged 80 years and older based on research from The Royal Society for the Prevention of Accidents. Safe and Steady’ delivers a series of low-impact physical activity sessions for residents across Knowsley to access to improve their balance, strength and coordination. The programme also delivers a comprehensive range of evidence-based health and wellbeing support to assist older people to improve health behaviours, mental wellbeing and overall quality of life.
Premier League funding has also helped to ensure that our Stand Together programme has been able to continue providing vital wellbeing support and further expand its provision supporting socially isolated older people in residential settings as well as carers of loved ones living with Dementia.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Neighbourhood**
The 2021/22 season has been a strong period of growth for the charity’s Neighbourhood team with new programmes developed and introduced to meet the growing needs of the Liverpool 4 community.
they were at risk of developing Type 2 Diabetes. The team delivered healthy lifestyle workshops to schools, participants and local neighbours and also attended various charity sessions, drop-ins and events to test a variety of people. In addition to this, we also ran a 12-week project to engage with people who presented a real risk of developing Type 2 Diabetes and worked to improve their mental and physical wellbeing as well as developing their knowledge and understanding.
In November 2021 we introduced Starting Well, a project specifically for new and expectant fathers that consists of a monthly walking group, a monthly dad’s group and a weekly Stay and Play session at the Blue Base for parents to bring children aged three and under to play, interact and develop. In addition to this, we have also delivered workshops with the Women’s Hospital to make new and expectant fathers aware of the challenges that childbirth and being a new father can bring as well as advice and guidance on how to deal with these challenges.
In summer 2021, we received funding to deliver HAF (Holiday, Activities and Food) camps during school holidays for children who receive free school meals. Each school break has seen staff deliver fun activities, sports and arts and crafts to local school children as well as educating them on healthy eating and provided them with a healthy meal and snacks. To date we have hosted six sessions at EitC sites with more planned for the future.
The Neighbourhood team continued to support the Blue Family initiative by making daily check-in calls to those in need as well as collecting food donations from local businesses and shops to be distributed to those in need of our support.
With the relaxing of Covid restrictions, many of our Neighbourhood projects such as Sit and Knit and a weekly yoga class were able to return to face-to-face delivery at Everton in the Community sites.
At Christmas time we received toy donations from Alpha Taxis and HisChurch and were able to provide dozens of presents to local families over Christmas as well as engaging with Little Looks nursery during the festive period with weekly sessions culminating in a Christmas-themed activity session.
The 21/22 season also saw the Neighbourhood team take part in several days of action across the Blue Mile, working alongside local stakeholders such as Merseyside Police, Merseyside Fire and Rescue, Liverpool City Council and local councillors. In our role we spoke to local residents, making them aware of what was being done in the area to keep them safe and how they could report any issues they have.
The Neighbourhood team also continued its matchday presence during the season. Working with Merseyside Police, we had a team of litter pickers present at all 19 league games who were made up of Blue Mile school children or youth groups. The junior litter pickers would spend time before the game collecting litter from streets surrounding the stadium alongside the police before receiving a match ticket.
Our Blue Buddy scheme continued to grow with a team of volunteers making weekly calls to people who were socially isolated due to Covid, illness or injury and regularly engaged with them through phone calls to provide them with a source of companionship during a hard time.
## **Disability**
## Disability football teams
With Covid restrictions lifted, the charity’s 11 disability football teams for various ages and both genders were able to return to weekly coaching and training sessions as well as monthly competitive fixtures and games in the 2021/22 season.
Because of lack of disability female football development nationwide, we received permission from the Football Association to put enter female teams in a male pan-disability league. The ladies performed well throughout the season with one of our teams winning their league.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
Other highlights for our disability teams during the season included the Down syndrome team winning their end of season cup competition against Liverpool on penalties, the under-16 pan-disability team winning the Greater Manchester Ability Counts League and the under-13 pan- disability team winning the Warrington pan-disability league.
Funding from Club sponsor hummel enabled the charity to put 20 of our disabled participants through the Football Association ‘Introduction into Football’ course with our disability staff spending time mentoring these individuals. Six of the participants who completed the course have since been taken on as casual members of staff, helping to diverse the Everton in the Community workforce.
## Special Educational Needs school’s project
With the relaxation of Covid restrictions we were again able to engage with our Special Educational Needs school’s project. Working with 12 schools across Merseyside from September to July, we liaised with special school staff and delivered a bespoke and varied physical activity curriculum to meet the individual needs of the disabled children.
Throughout the year, the charity’s disability staff engaged with over 350 disabled children to improve their physical literacy building blocks as well as delivering sports festivals each term to provide the children with competitive and social interaction opportunities.
## Holiday activity delivery
The 2021/22 season saw us renew our Short Breaks contract with Halton Borough Council until April 2024 and our disability staff set up fun and engaging activities such as bowling, outward bounds activities and youth club days during half-term periods and Easter holidays for local disabled children and young people.
Thanks to Holiday Activity Funding from Edsential and Halton Council, we were able to deliver physical and enrichment activities and a nutritious meal at Ashley Special School in Widnes and Woodchurch High school in Wirral.
## Alder Hey Children’s Hospital
Everton in the Community staff have supported sick and disabled children within Alder Hey Children’s Hospital for more than 13 years, helping to provide them with a distraction from long-term hospital care and putting smiles on faces.
During the pandemic, charity staff were not allowed into the hospital to deliver face-to-face sessions but have continued to deliver online sessions using iPads and during the 2021/22 season we engaged with 39 children. We are hoping to return to the hospital for face-to-face sessions after the summer of 2022.
## Equality, diversity and inclusion
Everton in the Community staff have continued to deliver equality, diversity and inclusion work across the Club and charity, taking an active role in working groups supporting different protective characteristics supporting the Club’s ‘All Together Now’ campaign.
There is a key calendar of dates around various equality diversity and inclusion themes that community staff celebrate alongside participants, fans and Club staff. One of the highlights from this calendar during the 2021/22 season included a signing video to celebrate World Down syndrome day incorporating Down syndrome participants from our disability team, special school pupils and the inclusive hub.
Other highlights through the year include supporting International Women’s Day, LGBT month, World Mental Health Day, the rainbow laces campaign, Chinese New Year and World Autism Day.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## Volunteering
After the enforced halt of the majority of volunteering activities in 2020/21 due to Covid restrictions, our focus shifted to increasing the number of volunteers actively working across the charity’s extensive programmes. We started 2021 with 120 volunteers who had decided to return to volunteering after the pandemic, leaving us thin on the ground across the board in comparison to previous years.
In July 2021 we completed a survey with 113 volunteers to capture their feedback regarding volunteering during the pandemic whilst allowing them the opportunity to outline any concerns they had before returning to Everton in the Community. The response was overwhelmingly positive with the Volunteering team being rated as 9.5 out of 10.
2022 brought a change in Volunteer Manager in April and our emphasis changed to increasing volunteering numbers to support our growing demand. Our February cohort recruited an additional 25 volunteers into the charity with our overall aim being to end 2022 with 50 new volunteers on our team.
The opening of the ‘Blue Pantry’ in June 2022 brings a new opportunity for the volunteers to be involved in, as well as supporting our regular Fundraising, Health and Wellbeing and Youth Engagement activities. Our community volunteers have worked with external organisations to support their efforts over the last year including testing a new system for evacuating large ships with Seahaven as well as raising vital funds for the Ukraine Crisis fund. Lastly, they played a key role in the successful delivery of the EFDN Conference in May 2022.
As we move into the 2022/23 season, the charity’s Volunteer department will start the Investors in Volunteers Accreditation process which will involve a review of all existing processes as well as an opportunity for feedback from a large majority of volunteers and staff. Additionally, the postponed Kenya trip is due to take place in 2023 and the volunteers attending will be fundraising and preparing for the trip of a lifetime.
## **The Blue Base**
The Blue Base continued to offer programmes which support our elderly participants who are living with dementia and/or suffering from social isolation during the 2021/22 season as well as continuing to host disabled Season Ticket Members ahead of all home games, allowing them to escape the hustle and bustle of the surrounding streets around Goodison Park.
The Blue Base is also available for private hire, with all profits generated going back into Everton in the Community.
## **Development**
We entered the new 2021/22 season still within the midst of pandemic restrictions which provided the charity’s Development arm with an opportunity to review the infrastructure of some departments and provide insight into areas of potential growth for income generation and brand enhancement for Everton in the Community.
The requirement for digital engagement of donor supporters, lottery members and charity stakeholders informed the income generation strategy as we emerged post pandemic. A key focus and specific insight required to look at what current data we have to be able to utilise and build on our ambitions for the strategy.
A succession plan was also implemented as the Director of Development advised of retirement planning, providing a year-long handover to ensure continuity of future ambitions.
The Development team changed in personnel to build the income generation strategy and to provide enhanced communication outputs from our youth voice.
For increased brand awareness, during the 2021/22 season the Development team successfully delivered EFDN’s annual conference at Goodison Park, showcasing the Everton in the Community campus and the work we do in our community to other foundations across Europe.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
Particular highlights during the two-day long conference included escorting 170 delegates from foundations across Europe through our campus and showcasing our key assets – The People’s Hub and the soon to be Digital Lab, The People’s Place site, Everton Free School and the Blue Base. The feedback received from EFDN staff and delegates was outstanding as we continue to be a valued member of the network.
## Income Generation - High net worth, legacy and data strategies
Our first cohort of philanthropists (First STEAM squad) continued to grow to support the build of the Digital Skills Lab, to date donating more than £200,000. The lab is due to launch in Autumn 2022 and will see the cohort visit our campus for the grand opening. The Development team now has a full Stewardship programme in place for all Major Donors inclusive of the First STEAM squad.
The team have been driving forward the Development arm’s data integration and strategy project. The charity has ambitious future growth plans and utilising data will play an important role in underpinning these plans. At present, charity data is fragmented and managed separately from the data held by the Club. As a result, the practical uses for data collected by the charity are limited when compared with data held by the Club. This project will work to integrate charity data into the Club’s single supporter view, which will help to support the growth ambitions of the charity – this project has the potential to transform the way we acquire and retain donors.
The charity’s Legacy proposition is continuing to take shape. The legacy strategy consists of both short term and medium-longer terms tactics that will drive awareness of the proposition and ultimately nurture our target audience to pledge to leave a legacy gift. Following the Covid pandemic and the raging cost of living crisis, achieving financial sustainability remains a key focus. Like many charities we are looking to invest in infrastructure and digital and accelerating the adoption of technology particularly post a near-total halting of faceto-face fundraising, the past couple of years has highlighted more than ever the need to explore new methods of giving. Launching a formal legacy proposition will further help to support our growth ambitions.
During the 2021/22 season processes have been put in place to ensure the Development team and the programme leads/managers work productively together, through regular meetings and sharing insight, further understanding each other’s areas of work to successfully secure and retain investment and highlight any shortfalls of funding in a timely manner. This has proven particularly useful when discussing ambition for projects and further innovation success for the charity.
Philanthropy growth for major donors and creating the legacy proposition is a very slow burn but the team are now back to regularly attending networking events through membership organisations to continue to grow professional network opportunities in the Liverpool City Region and beyond.
To support our vision, the team have regularly attended online and in person third sector training to ensure we are at the forefront of industry knowledge, to network with industry experts, business partners, peers and clients as well as generating new ideas/ fresh perspectives.
## Corporate Partnerships Development
The charity’s corporate partnership portfolio grew during the 2021/22 season with the addition of Weightmans Solicitors and CAE Technology, joining Causeway, Appreciate Group, Relish, Telefonica Tech, Chamber of Commerce, Professional Liverpool, Creative Hut, Everycloud and DarkTrace.
Weightmans Solicitors kindly donated £15,000 towards the Digital Lab along with valuable pro bono support on the Goodison Legacy Project.
CAE Technology Services joined forces to support the charity’s ambition to eradicate digital poverty. To date they have donated over £20,000 enabling EitC to provide iPads and laptops to support the most vulnerable across the city along. CAE has pledged its support in the form of a long-term partnership and will work with EitC to develop a digital training programme.
The E-STEAM corporate consortium continues to support the development of the charity’s wider STEAM ambition building on the £35,000 investment from Appreciate Group for the Everton Sphero robots. To date, more than 1,200 participants across 26 schools have engaged through this this innovative way of learning.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
Causeway, EitC’s largest partner to date continues to support the charity, working in partnership to raise awareness of mental health within the construction sector.
Causeway, supported by the Health and Wellbeing and Development teams has produced a survey which has been distributed across relevant sites to evaluate the stigma associated around mental health in the sector. Once this has been collated, the results will be issued and amplified through charity channels.
The Volunteering and Development teams have worked together to develop a corporate volunteering proposition which will offer our corporate partners and give their workforce the opportunity to support our work through a number of different opportunities including programme alignment and social action programmes.
The end of the season culminated in all corporate partners receiving an award for their commitment during the season. This was presented by Everton in the Community CEO Sue Gregory in recognition of their generosity, time and support.
Our Charity of the Year proposition has recently undergone a review and we have a focus on growth in this area. The first company to sign up for the proposition is St John’s Market. Whilst there are most definitely fundraising opportunities to be had from their 100+ staff with a current target of £15,000, we have also been offered use of the huge media wall to push charity messaging and also window wrap some of the vacant units with key information and signposting to our sites.
## Lotteries Development
During 2021/22 season we made the decision to review the lottery systems that have been in place since the early 1990s and because of the pandemic and our inability to operate remotely, we undertook a review to engage with a new External Lottery Manager. After rigorous research and review of five possibilities, we decided to move the £1 Lotto Super Draw product from Tower Lotteries to the provider of The People’s Lottery – Sterling. We have worked with them consistently over many years and they created an enhanced product and commission sharing option which outbid all other providers.
This season also saw the closure of our cash collections due to pandemic restrictions on face to face working
and physical handling of cash.
The majority of the season was spent focused on the detail of transferring the existing lottery membership of the Lotto Super Draw to our new product with Sterling. The decision was taken that it was not going to be, in the short term, financially viable to continue with our affiliate program. To fulfil legal obligations, we had to contact each affiliate partner to explain our decision and then officially end the contracts.
The team informed our own loyal members about our plans and introduced the new lottery product. Again, legally we were required to contact members by letter with the right to cancel advising we would appreciate their continued support by playing our brand-new lottery. Initially, we lost a minimal amount of members and we began a period of transferring our member data to Sterling so they could start entering them onto their lottery system. We did this every week for eight weeks leading up to the first draw made by Sterling which required a large cleansing of data and quite an onerous task.
As with all change there is risk; the updated administration system utilised and administered by Sterling is state of the art and will eventually remove the necessity of onerous administration tasks and data input by the Lottery team. However, the move necessitates some of the existing members who currently pay by standing order to move over to direct debit instruction (some 980 members) and we run the risk of their cancellation. We are currently in the process of monitoring take up with a follow up retention call from the Lottery team.
There were numerous small challenges to overcome around the data cleanse and reconciliation of accounts, but in late April 2022, the Lottery team conducted the last ever draw at Everton and one week later, Sterling held the first draw for all of our ex-Lotto Super Draw members.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
With two products administered by Sterling – a £1 offering and a £2 offering - it was necessary to look at differentiators to enhance the £2 product and encourage sign up of new members in this area. Marketing and messaging were key and a robust marketing outline has been created to ensure we begin to push out our new offer. We have positioned these two products under one name, The People’s Lottery. Appearance on the website provides a simple option to play The People’s Lottery at either £1 or £2 per week.
The enhancement of the £2 product is via a monthly draw, held on the last Saturday of each month. Members who pay £2 per week are all entered into this draw. Prizes consist of Everton hospitality, signed shirts, match tickets, £100 shopping voucher etc to incentivise people to pay £2 per week.
With less onerous administration and clear marketing strategies, we are ready to build the lottery again to pre pandemic levels. We currently have 1,910 entries on our £2 per week lottery and 1,607 entries on our £1 per week lottery, totalling 3,517 entries on a weekly basis playing The People’s Lottery. A solid base to build upon over the coming season. With a much-reduced headcount in the Lottery team, an increased focus on marketing campaigns to push lottery membership and an enhanced member retention programme, we are ambitious for focused net growth in the new season.
## Fundraising
The season was again challenging for fundraising activity due to Covid restrictions preventing many of the challenge events and the frustrating lack of resource within the department. Two recruitment initiatives went live during the season with no candidates of note.
Whilst fundraising targets were not met, an approximate amount of £250,000+ was still raised via various initiatives from charity fun runs, fashion shows, matchworn shirt auctions and a further round of sales of the commemorative bricks which will form the pathway to The People’s Place. With help from all team members, the wider EitC community and the volunteers, the Fundraising department was still able to function but a focus for the new season will be resource with a review of skillsets required for the digital era we find ourselves competing in.
## Communications
The 2021/22 season was another busy yet successful period for Everton in the Community’s Communications department, with continued improvements to the website - including the introduction of a new fundraising calendar – and further significant growth across all the charity’s social media channels.
The Communications team was expanded to include a Communications and Youth Voice Assistant role, which has allowed for increased communications support across the charity, as well as improved internal communications between delivery staff and the communications team and an enhanced focus on highlighting our ‘youth voice’.
Increased communications and PR support for all pillars of the charity, in line with the continued expansion of its programmes and provision, generated positive media coverage in a wide range of outlets including local, regional and national print, broadcast and online media, consumer media and monthly long-lead titles, Everton fan sites, Liverpool City Region business platforms, bespoke charity media relevant to each of the charity’s key themes and sport media.
Total viewing figures across online, broadcast and print media reached approximately 361 million, with key coverage including regional and national TV segments, an internationally broadcast documentary, thought leadership articles in business and charity media, and a variety of local and national news outlets – increasing the profile of the charity and its provision while enhancing its reputation and providing increased visibility for its corporate partners.
Continued growth across the charity’s owned channels saw website page views rise 228% on the previous season, with the total number of users up 266% and a 257% rise in new users. The number of sessions - the period of time a user is actively engaged with the website – also rose by 265%.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
Similarly, Everton in the Community’s social media channels continued to grow, with total followers across all platforms increasing by 35%. Our Facebook page saw a 28% rise in engagement, with LinkedIn, Twitter and Instagram achieving significant follower growth of +34%, +11% and +25% respectively.
An overview of key PR highlights throughout 2021/22 includes:
- Everton Free School appointed a new principal, which was covered by charity and business media.
- A new ESTEAM programme was launched, achieving coverage in local online and print outlets.
- Everton in the Community was shortlisted for 15 awards across the Football Business Awards, Sports Business Awards, Northwest Football Awards, Charity Today Awards and Corporate Engagement Awards, with the nominations covered by FC Business, Liverpool Chamber, The Guide Liverpool and Charity Today
- The charity’s annual If You Know Your History run returned in person, with coverage from Liverpool Echo, Royal Blue Mersey, Professional Liverpool, MSN and Sky Sports News along with a number of regional publications.
- Charity directors featured in a variety of thought leadership articles including Charity Times, Liverpool Chamber of Commerce, Liverpool Business News, Communicate magazine and North West Business Insider.
- First team player Andros Townsend spoke to Premier League Inspires participants on equality for Black History Month with the story featured by premierleague.com, PLP, The Voice and The Athletic.
- The annual Goodison Sleepout returned, with club Ambassador Ian Snodin in attendance alongside UFC Fighter Molly McCann. The event was covered on Liverpool Echo (online and print), BBC Radio Merseyside, Radio City, Capital FM, and the Guide Liverpool among others. The sleepout also featured in BT Sport’s documentary film, Meatball Molly, which was aired globally
- Everton was named the third most charitable football club in England in an article in the Liverpool Echo (online and print) which spoke about the work of EitC and also plugged the Santa Dash, encouraging Evertonians to take part to raise money for the charity
- Everton in the Community’s Veterans Hub took part in Camelot and the National Lottery’s Christmas campaign, which saw EitC’s oldest veteran, Tom Beevers, surprised by local EuroMillions winners. The campaign was picked up by multiple local, regional and national media outlets including BBC News, the Independent, ITV News, The Mirror, Evening Standard, Belfast Telegraph, MSN and The Sunday Times
- Everton Free School Principal, Steve Baker was recognised by Her Majesty The Queen with an OBE for services to education. Steve was part of The Queen’s Birthday Honours list back in 2020 but, due to the pandemic, his award was delayed. He was finally able to accept his honour from HRH The Princess Royal at Windsor Castle and the story was covered with an in-depth interview on BBC Radio Merseyside
- Everton in the Community hosted an event at The Hub to celebrate 15 years of the Premier League Kicks programme, with the event featuring nationally on multiple media channels including premierleage.com and Sky Sports News
- Disability Manager, Steve Johnson, featured in Pick Me Up magazine to tell his unique story and how it led him to the work he does with EitC. Steve also featured on Neville Southall’s new podcast to talk about EitC’s disability programmes
- An update on the progress of the People’s Place was issued to coincide with EitC’s 34th birthday and was covered by numerous outlets including BBC North West Tonight, BBC Radio Merseyside, ToffeeWeb and The Guide Liverpool
- EitC’s Premier League Primary Stars programme was featured nationally on Match of the Day’s community segment
- Tackling the Blues was involved in the ‘Little Amal’ puppet event in partnership with Tate Liverpool and Royal Albert Dock as part of World Refugee Week – children from the programme took part in an art session and photo opp with the puppet at the Albert Dock. Extensive coverage achieved including multiple Liverpool Echo articles and ITV Granada Reports
- The launch of the new Blue Base Pantry gained widespread media interest, including a feature in Liverpool Echo and a film for The Guardian online.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Financial review**
Incoming resources for the year amounted to £5,040,490 (2021 £5,275,360). Overall income exceeded expenditure by £314,541 (2021 £963,734), including capital grants received of £607,067 (2021 £375,000) and loss on investments on £133,458 (2021 £95,959 gain). Unexpended grants and restricted donations and legacies amounted to £4,491,177 (2021 £3,957,050) and general reserves amounted to £2,690,206 (2021 £2,909,792). Of the general reserves £1,475,246 (2021 £1,603,491) had been designated for specific purposes. Unrestricted free reserves amounted to £1,208,964 (2021 £1,274,150).
The cash and bank balances stood at £2,559,292 (2021 £3,200,009).
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six month’s expenditure. The Trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.
## **Investments policy**
Under the Articles of Association the charity has the power to make any investment the trustees see fit. The Board approved the appointment of Quilter Cheviot as Investment Fund Managers to the charity with discretionary powers to invest funds in line with the Ethical Investment Policy restrictions detailed below:
Fund Managers will have discretion to invest in any assets subject to the following restrictions:
- no more than 5% of the entire portfolio under discretionary management may be invested at any time in any one stock. This rule is to apply on a look-through basis;
- funds are to be placed in regulated assets and markets.
The Trustees attach great importance to avoiding investments that could be seen to be at odds with its values and mission. To that end there shall be no investment in any company which derives more than 10% of its global turnover from those assets which are deemed to be unethical, as agreed with the Investment Manager from time to time.
The exclusions agreed shall apply on a look-through basis. It is recognised that from time to time there may be a technical breach of these exclusions which does not result from an overt investment decision made by the Investment Manager. In such a case, the Investment Manager will be required to act to rectify the position at the earliest opportunity and to report such action to the charity.
The Investment Manager provides custody of assets. the charity has a nominated list of authorised Trustees, at least two of whom are required to sign instructions to the Investment Manager.
The Investment Manager will submit a report to the Trustees each quarter outlining performance, asset allocation, risk profile and position of the portfolio against the Investment Objective.
The Trustees have responsibility for agreeing strategy and monitoring the performance of the investment assets. The Trustees will meet every six months to review the portfolio, including an analysis of return, risk and asset allocation. Performance will be monitored against agreed market benchmark, against the Investment Objective of inflation plus 4% over the long term, and a peer group index.
## **Risk assessment**
The Trustees have assessed the major risks to which the charity is exposed, and are satisfied that systems are in place to mitigate exposure to the major risks.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Structure, governance and management**
The charity is a company limited by guarantee, incorporated on 31 July 2003 and is therefore governed by a Memorandum and Articles of Association which have been subject to revision and were formally adopted in May 2018.
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Sir J F Jones Mr A S McTavish (Retired 9 September 2022) Professor C G Mills (Retired 9 September 2022) Mr Paul Bibby (Retired 9 September 2022) Mr Martin Carey Mrs Susan Russell Ms A A Craig (Appointed 9 September 2022) Mr M Finn (Appointed 9 September 2022) Ms T Gore (Appointed 9 September 2022) Mr B Osu (Appointed 9 September 2022) Ms Hannah Robinson (Appointed 9 September 2022) Ms Carol Rogers (Appointed 9 September 2022) Mr G R Walters (Appointed 9 September 2022) Ms L Williams (Appointed 9 September 2022)
Trustees are drawn from Everton Football Club and from the wider community. Most trustees are already familiar with the practical work of the Charity when appointed, but new trustees are invited and encouraged to attend short training sessions to familiarise themselves with the charity and the context within which it operates. The Chief Executive Officer ensures that the Board of Trustees is kept up to date with any changes in legislation, rules and regulations which may affect the charity.
None of the Trustees has any beneficial interest in the company. All of the Trustees are members of the company and guarantee to contribute £10 in the event of a winding up.
The day to day management of the charity is delegated to the Senior Management Team which comprise:
- Richard Cronin - Chief Executive Officer
- Sue Gregory - Director of Youth Engagement, Employability and Sports Development
- Mike Salla - Director of Health and Sport
- Linda McMullen - Director of Finance Resources and Operations
- Lesley Beattie - Director of Development
The Board of Trustees meet on a regular basis and are provided with monthly status reports to enable them to monitor the performance of the charity.
The Trustees induction procedure includes training in relation to governance, the role of a Trustee and their responsibilities and any other matters that support their role.
The remuneration of Everton in the Community employees is set by the Board of Trustees, having taken advice from Everton FC HR department and benchmarked against similar roles in the charity sector.
All Trustees give of their time freely and no Trustee remuneration or expenses were paid in the year.
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## **EVERTON IN THE COMMUNITY**
## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT AND STRATEGIC REPORT) (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **Auditor**
In accordance with the company's articles, a resolution proposing that McLintocks (NW) Limited be reappointed as auditor of the company will be put at a General Meeting.
## **Disclosure of information to auditor**
Each of the Trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.
The Trustees' report, including the strategic report, was approved by the Board of Trustees.
## **Sir J F Jones**
Trustee Dated: 7 March 2023
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## **EVERTON IN THE COMMUNITY**
## **STATEMENT OF TRUSTEES' RESPONSIBILITIES**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
The Trustees, who are also the directors of Everton In The Community for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company Law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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## **EVERTON IN THE COMMUNITY**
## **INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF EVERTON IN THE COMMUNITY**
## **Opinion**
We have audited the financial statements of Everton In The Community (the ‘charity’) for the year ended 30 June 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 30 June 2022 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the _Auditor's responsibilities for the audit of the financial statements_ section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of our audit:
- the information given in the Trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report and the strategic report prepared for the purposes of company law, is consistent with the financial statements; and
- the strategic report and the directors' report included within the Trustees' report have been prepared in accordance with applicable legal requirements.
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## **EVERTON IN THE COMMUNITY**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF EVERTON IN THE COMMUNITY**
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors' report included within the Trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of Trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of Trustees**
As explained more fully in the statement of Trustees' responsibilities, the Trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
- 21 -
## **EVERTON IN THE COMMUNITY**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF EVERTON IN THE COMMUNITY**
## **Extent to which the audit was considered capable of detecting irregularity, including fraud**
Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:
- the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;
- we identified the laws and regulations applicable to the charity through discussions with trustees and other management, and from our knowledge and experience of charity sector;
- we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the charity, including the Companies Act 2006, Charities Act 2011, data protection, anti-bribery, employment, food hygiene and health and safety legislation;
- we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management team and inspecting legal correspondence; and identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of noncompliance throughout the audit.
We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:
- making enquiries of management team as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and
- considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.
To address the risk of fraud through management bias and override of controls, we:
- performed analytical procedures to identify any unusual or unexpected relationships;
- tested journal entries to identify unusual transactions;
- assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and
- investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:
- agreeing financial statement disclosures to underlying supporting documentation;
- enquiring of management as to actual and potential litigation and claims; and
- reviewing correspondence with HMRC and relevant regulators.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
- 22 -
## **EVERTON IN THE COMMUNITY**
## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF EVERTON IN THE COMMUNITY**
## **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.
**Helen Furlong FCCA (Senior Statutory Auditor) for and on behalf of McLintocks (NW) Limited**
.........................
**Accountants Statutory Auditor**
2 Hilliards Court Chester Business Park Chester Cheshire CH4 9PX
- 23 -
## **EVERTON IN THE COMMUNITY**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** _**FOR THE YEAR ENDED 30 JUNE 2022**_
|**Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2022**
**Notes**
**£**
**£**
**Income from:**
Donations and legacies
**3**
953,540
1,009,065
Charitable activities
Employ
**4**
85,269
222,082
Health
**4**
19,634
507,402
Sport
**4**
112,063
389,745
Youth
**4**
305,863
955,979
Other trading activities
**5**
465,726
-
Investments
**6**
14,122
-
**Total income**
1,956,217
3,084,273
**Expenditure on:**
Raising funds
**7**
404,497
-
Charitable activities
**8**
1,667,246
2,520,748
**Total expenditure**
2,071,743
2,520,748
Net gains/(losses) on
investments
**12**
(133,458)
-
**Net (outgoing)/incoming**
**resources before transfers**
(248,984)
563,525
Gross transfers between
funds
29,398
(29,398)
**Net movement in funds**
(219,586)
534,127
Fund balances at 1 July 2021
2,909,792
3,957,050
**Fund balances at 30 June**
**2022**
2,690,206
4,491,177|**Total Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2021**
**2021**
**£**
**£**
**£**
1,962,605
897,887
857,666
307,351
109,285
362,746
527,036
21,069
616,000
501,808
87,512
441,534
1,261,842
322,838
1,142,711
465,726
405,304
-
14,122
10,808
-
5,040,490
1,854,703
3,420,657
404,497
340,401
-
4,187,994
1,584,290
2,482,894
4,592,491
1,924,691
2,482,894
(133,458)
95,959
-
314,541
25,971
937,763
-
29,398
(29,398)
314,541
55,369
908,365
6,866,842
2,854,423
3,048,685
7,181,383
2,909,792
3,957,050|**Total**
**2021**
**£**
1,755,553
472,031
637,069
529,046
1,465,549
405,304
10,808|
|---|---|---|
|||5,275,360|
|||340,401|
|||4,067,184|
|||4,407,585|
|||95,959|
|||963,734
-|
|||963,734
5,903,108|
|||6,866,842|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 24 -
## **EVERTON IN THE COMMUNITY**
## **BALANCE SHEET**
## _**AS AT 30 JUNE 2022**_
|**Notes**
**Fixed assets**
Tangible assets
**13**
Investments
**14**
**Current assets**
Stocks
**16**
Debtors
**17**
Cash at bank and in hand
**Creditors: amounts falling due within**
**one year**
**18**
Net current assets
**Total assets less current liabilities**
**Income funds**
Restricted funds
**21**
Unrestricted funds
Designated funds
**22**
General unrestricted funds|**2022**
**£**
**£**
3,813,999
974,749
4,788,748
2,000
520,763
2,559,292
3,082,055
(689,420)
2,392,635
7,181,383
4,491,177
1,475,246
1,214,960
2,690,206
7,181,383|**2021**
**£**
**£**
2,690,085
1,102,017
3,792,102
1,503
514,559
3,200,009
3,716,071
(641,331)
3,074,740
6,866,842
3,957,050
1,603,491
1,306,301
2,909,792
6,866,842|**2021**
**£**
**£**
2,690,085
1,102,017
3,792,102
1,503
514,559
3,200,009
3,716,071
(641,331)
3,074,740
6,866,842
3,957,050
1,603,491
1,306,301
2,909,792
6,866,842|
|---|---|---|---|
||||3,792,102
3,074,740|
||||6,866,842|
||||3,957,050
2,909,792|
||||6,866,842|
The financial statements were approved by the Trustees on 7 March 2023
Sir J F Jones
**Trustee**
## **Company Registration No. 04851552**
- 25 -
## **EVERTON IN THE COMMUNITY**
## **STATEMENT OF CASH FLOWS** _**FOR THE YEAR ENDED 30 JUNE 2022**_
|**2022**
**Notes**
**£**
**£**
**Cash flows from operating activities**
Cash generated from operations
**25**
558,142
**Investing activities**
Purchase of tangible fixed assets
(1,206,791)
Purchase of investments
(722,526)
Proceeds on disposal of investments
716,336
Interest received
14,122
**Net cash used in investing activities**
(1,198,859)
**Net cash used in financing activities**
-
**Net (decrease)/increase in cash and cash**
**equivalents**
(640,717)
Cash and cash equivalents at beginning of year
3,200,009
**Cash and cash equivalents at end of year**
2,559,292|**2021**
**£**
**£**
1,694,685
(67,187)
(800,245)
293,521
10,808
(563,103)
-
1,131,582
2,068,427
3,200,009|
|---|---|
- 26 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **1 Accounting policies**
## **Charity information**
Everton In The Community is a private company limited by guarantee incorporated in England and Wales. The registered office is Goodison Park, Goodison Road, Liverpool, Merseyside, L4 4EL.
In the event of a winding up, the liability in respect of the guarantee is limited to £10 per member.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.
Designated funds comprise funds which have been set aside at the discretion of the Trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Incoming resources**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
Donated facilities and donated professional services are recognised in income at their fair value when their economic benefit can be reliably measured and the charity has control over the item. Fair value is determined on the basis of the value of the gift to the charity. A corresponding amount is recognised in expenditure.
- 27 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **1 Accounting policies**
**(Continued)**
Income from capital grants is recognised when the charity has entitlement to the funds, any performance conditions have been met and the amount can be reliably measured.
Income from charitable activities includes income received under contract or where entitlement to the grant funding is subject to performance conditions. Income is recognised in the Statement of Financial Activities when the related services have been provided, income in advance of those services being provided is deferred.
Income from trading activities, includes income from fundraising events and trading activities to raise funds for the charity. Income is recognised when earned and the charity is entitled to the receipt.
## **1.5 Resources expended**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit 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.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
Support costs are those that that assist the work of the charity but are not directly attributable to the charitable activities. Support costs include office costs, administrative payroll costs and governance costs which support the charity's activities. Where the support costs cannot be attributable to a direct activity they have been allocated to the costs of raising funds and charitable activities on a pro-rata basis.
Governance costs represent costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
|Freehold land and buildings|2% on cost|
|---|---|
|Leasehold land and buildings|2% on cost|
|Fixtures and fittings|25% on cost|
|Motor vehicles|33.33% on cost|
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
- 28 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **1 Accounting policies**
## **(Continued)**
## **1.7 Fixed asset investments**
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
## **1.8 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
## **1.9 Stocks**
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost.
Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.
## **1.10 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.11 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
## _**Basic financial assets**_
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
- 29 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **1 Accounting policies**
**(Continued)**
## _**Basic financial liabilities**_
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
## **1.12 Employee benefits**
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## **1.13 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
- 30 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **3 Donations and legacies**
|**Unrestricted**
**Restricted**
**funds**
**funds**
**£**
**£**
Donations and gifts
498,903
401,998
Capital grants receivable
-
607,067
Donated goods and services from Everton FC
454,637
-
953,540
1,009,065
**For the year ended 30 June 2021**
897,887
857,666
**Grants receivable**
Department for Digital, Culture, Media & Sport
-
375,000
The Football Foundation
-
232,067
-
607,067|**Total**
**2022**
**£**
900,901
607,067
454,637
1,962,605
375,000
232,067
607,067|**Total**
**2021**
**£**
895,120
375,000
485,433|
|---|---|---|
|||1,755,553|
|||1,755,553|
|||375,000
-|
|||375,000|
- 31 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **4 Charitable activities**
|**Employ**
**£**
Grants
276,662
National Citizen Service
-
Other income
30,689
307,351
Analysis by fund
Unrestricted funds
85,269
Restricted funds
222,082
307,351
**For the year ended 30 June 2021**
Unrestricted funds
109,285
Restricted funds
362,746
472,031
**Performance related grants**
The Premier League
74,001
UEFA Foundation
-
NHS
-
The Big Lottery
-
Steve Morgan
Foundation
148,080
Sport Tech
-
Police & Crime
Commissioners
-
Edge Hill University
-
ECOS & EFDN
-
Knowsley Borough
Council
-
Liverpool City Council
-
Liverpool CVS
-
PSS
-
Veterans Foundation
-
BBC Children in Need
-
Champs Public Health
-
Armed Forces Covenant
-
The Charity Trust
-
ESFA
54,581
Other
-
276,662|**Health**
**£**
523,902
-
3,134
527,036
19,634
507,402
527,036
21,069
616,000
637,069
166,500
17,185
37,395
60,142
-
-
-
72,996
1,237
11,320
19,552
52,806
37,975
10,000
-
2,370
24,520
-
-
9,904
523,902|**Sport**
**£**
389,745
-
112,063
501,808
112,063
389,745
501,808
87,512
441,534
529,046
239,542
-
-
-
115,140
32,500
-
-
-
-
-
-
-
-
2,563
-
-
-
-
-
389,745|**Youth**
**£**
955,979
301,120
4,743
1,261,842
305,863
955,979
1,261,842
322,838
1,142,711
1,465,549
480,538
-
-
-
218,241
-
250,950
-
-
-
-
-
-
-
-
-
6,250
-
-
955,979|**Total**
**2022**
**£**
2,146,288
301,120
150,629
2,598,037
522,829
2,075,208
2,598,037
960,581
17,185
37,395
60,142
481,461
32,500
250,950
72,996
1,237
11,320
19,552
52,806
37,975
10,000
2,563
2,370
24,520
6,250
54,581
9,904
2,146,288|**Total**
**2021**
**£**
2,676,831
275,290
151,574|
|---|---|---|---|---|---|
||||||3,103,695|
||||||540,704
2,562,991|
||||||3,103,695|
||||||904,297
8,900
12,465
43,827
1,217,436
32,500
140,002
66,364
21,552
-
-
-
-
5,835
30,688
18,965
26,250
31,250
95,340
21,160|
||||||2,676,831|
- 32 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **5 Other trading activities**
|||**Unrestricted**|Unrestricted|
|---|---|---|---|
|||**funds**|funds|
|||**2022**|2021|
|||**£**|£|
||Match day income|-|4,964|
||Fundraising events|100,927|138,858|
||Cafe and Blue Base income|144,068|2,850|
||Sponsorships income|220,731|258,632|
||Other trading activities|465,726|405,304|
|**6**|**Investments**|||
|||**Unrestricted**|Unrestricted|
|||**funds**|funds|
|||**2022**|2021|
|||**£**|£|
||Income from listed investments|14,122|10,808|
- 33 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **7 Raising funds**
||**Unrestricted**|Unrestricted|
|---|---|---|
||**funds**|funds|
||**2022**|2021|
||**£**|£|
|Fundraising and publicity|||
|Staging fundraising events|37,671|22,513|
|Other fundraising costs|5,625|7,483|
|Staff costs|167,457|211,132|
|Fundraising and publicity|210,753|241,128|
|Trading costs|||
|Cafe and Blue Base costs|64,924|4,454|
|Staff costs|70,867|70,664|
|Support costs|50,020|20,071|
|Trading costs|185,811|95,189|
|Investment management|7,933|4,084|
||404,497|340,401|
- 34 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **8 Charitable activities**
|Staff costs
Programme costs
Motor and travel
Kit and equipment
Marketing
Premises costs
Training
Sundry costs
Share of support costs (see
note 9)
Share of governance costs
(see note 9)
**Analysis by fund**
Unrestricted funds
Restricted funds|**Employ**
**2022**
**£**
488,521
25,492
2,055
-
2,174
575
-
7,925
526,742
112,349
18,377
657,468
362,720
294,748
657,468|**Health**
**2022**
**£**
449,653
52,658
4,292
2,998
19,668
1,370
2,927
13,750
547,316
363,522
59,460
970,298
147,095
823,203
970,298|**Sport**
**2022**
**£**
399,297
28,956
9,905
4,549
1,078
-
3,977
3,487
451,249
196,265
32,103
679,617
289,698
389,919
679,617|**Youth**
**2022**
**£**
1,147,648
127,277
6,800
2,076
1,996
19,822
9,222
8,443
1,323,284
478,977
78,350
1,880,611
867,733
1,012,878
1,880,611|**Total**
**2022**
**£**
2,485,119
234,383
23,052
9,623
24,916
21,767
16,126
33,605
2,848,591
1,151,113
188,290
4,187,994
1,667,246
2,520,748
4,187,994|**Total**
**2021**
**£**
2,246,501
545,120
10,065
7,111
970
15,692
5,254
6,126|
|---|---|---|---|---|---|---|
|||||||2,836,839
1,029,766
200,579|
|||||||4,067,184|
|||||||1,584,290
2,482,894|
|||||||4,067,184|
- 35 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
|**8**
**Charitable activities**
**(Continued)**
**For the year ended 30 June 2021**
**Employ**
**Health**
**Sport**
**Youth**
**Total**
**2021**
**£**
**£**
**£**
**£**
**£**
Staff costs
311,660
404,661
314,374
1,215,806 2,246,501
Programme costs
28,204
322,442
6,563
187,911
545,120
Motor and travel
912
2,753
3,233
3,167
10,065
Kit and equipment
-
1,314
2,442
3,355
7,111
Marketing
106
-
100
764
970
Premises costs
-
-
-
15,692
15,692
Training
420
2,354
490
1,990
5,254
Sundry costs
1,329
1,103
259
3,435
6,126
342,631
734,627
327,461
1,432,120 2,836,839
Share of support costs (see note 9)
100,506
325,202
175,576
428,482 1,029,766
Share of governance costs (see note 9)
19,576
63,341
34,198
83,464
200,579
462,713
1,123,170
537,235
1,944,066 4,067,184
**Analysis by fund**
Unrestricted funds
163,325
375,941
243,394
801,630 1,584,290
Restricted funds
299,388
747,229
293,841
1,142,436 2,482,894
462,713
1,123,170
537,235
1,944,066 4,067,184
**9**
**Support costs**
**Support**
**costs**
**Governance**
**costs**
**2022**Support costs Governance
costs
2021
**£**
**£**
**£**
£
£
£
Staff costs
441,368
-
441,368
310,606
-
310,606
Depreciation
82,877
-
82,877
97,338
-
97,338
Administration costs
418,151
-
468,169
521,393
-
521,393
Facilities management
208,717
-
208,717
100,429
-
100,429
Audit fees
-
6,000
6,000
-
6,500
6,500
Accountancy
-
23,350
23,350
-
25,450
25,450
Legal and professional
-
158,940
158,943
-
168,629
168,629
1,181,113
188,290
1,389,424
1,029,766
200,579
1,230,345
Analysed between
Trading
50,020
-
50,020
20,071
-
20,071
Charitable activities
1,101,093
188,290
1,289,383
1,009,695
200,579
1,210,274
1,151,113
188,290
1,339,403
1,029,766
200,579
1,230,345|**8**
**Charitable activities**
**(Continued)**
**For the year ended 30 June 2021**
**Employ**
**Health**
**Sport**
**Youth**
**Total**
**2021**
**£**
**£**
**£**
**£**
**£**
Staff costs
311,660
404,661
314,374
1,215,806 2,246,501
Programme costs
28,204
322,442
6,563
187,911
545,120
Motor and travel
912
2,753
3,233
3,167
10,065
Kit and equipment
-
1,314
2,442
3,355
7,111
Marketing
106
-
100
764
970
Premises costs
-
-
-
15,692
15,692
Training
420
2,354
490
1,990
5,254
Sundry costs
1,329
1,103
259
3,435
6,126
342,631
734,627
327,461
1,432,120 2,836,839
Share of support costs (see note 9)
100,506
325,202
175,576
428,482 1,029,766
Share of governance costs (see note 9)
19,576
63,341
34,198
83,464
200,579
462,713
1,123,170
537,235
1,944,066 4,067,184
**Analysis by fund**
Unrestricted funds
163,325
375,941
243,394
801,630 1,584,290
Restricted funds
299,388
747,229
293,841
1,142,436 2,482,894
462,713
1,123,170
537,235
1,944,066 4,067,184
**9**
**Support costs**
**Support**
**costs**
**Governance**
**costs**
**2022**Support costs Governance
costs
2021
**£**
**£**
**£**
£
£
£
Staff costs
441,368
-
441,368
310,606
-
310,606
Depreciation
82,877
-
82,877
97,338
-
97,338
Administration costs
418,151
-
468,169
521,393
-
521,393
Facilities management
208,717
-
208,717
100,429
-
100,429
Audit fees
-
6,000
6,000
-
6,500
6,500
Accountancy
-
23,350
23,350
-
25,450
25,450
Legal and professional
-
158,940
158,943
-
168,629
168,629
1,181,113
188,290
1,389,424
1,029,766
200,579
1,230,345
Analysed between
Trading
50,020
-
50,020
20,071
-
20,071
Charitable activities
1,101,093
188,290
1,289,383
1,009,695
200,579
1,210,274
1,151,113
188,290
1,339,403
1,029,766
200,579
1,230,345|**8**
**Charitable activities**
**(Continued)**
**For the year ended 30 June 2021**
**Employ**
**Health**
**Sport**
**Youth**
**Total**
**2021**
**£**
**£**
**£**
**£**
**£**
Staff costs
311,660
404,661
314,374
1,215,806 2,246,501
Programme costs
28,204
322,442
6,563
187,911
545,120
Motor and travel
912
2,753
3,233
3,167
10,065
Kit and equipment
-
1,314
2,442
3,355
7,111
Marketing
106
-
100
764
970
Premises costs
-
-
-
15,692
15,692
Training
420
2,354
490
1,990
5,254
Sundry costs
1,329
1,103
259
3,435
6,126
342,631
734,627
327,461
1,432,120 2,836,839
Share of support costs (see note 9)
100,506
325,202
175,576
428,482 1,029,766
Share of governance costs (see note 9)
19,576
63,341
34,198
83,464
200,579
462,713
1,123,170
537,235
1,944,066 4,067,184
**Analysis by fund**
Unrestricted funds
163,325
375,941
243,394
801,630 1,584,290
Restricted funds
299,388
747,229
293,841
1,142,436 2,482,894
462,713
1,123,170
537,235
1,944,066 4,067,184
**9**
**Support costs**
**Support**
**costs**
**Governance**
**costs**
**2022**Support costs Governance
costs
2021
**£**
**£**
**£**
£
£
£
Staff costs
441,368
-
441,368
310,606
-
310,606
Depreciation
82,877
-
82,877
97,338
-
97,338
Administration costs
418,151
-
468,169
521,393
-
521,393
Facilities management
208,717
-
208,717
100,429
-
100,429
Audit fees
-
6,000
6,000
-
6,500
6,500
Accountancy
-
23,350
23,350
-
25,450
25,450
Legal and professional
-
158,940
158,943
-
168,629
168,629
1,181,113
188,290
1,389,424
1,029,766
200,579
1,230,345
Analysed between
Trading
50,020
-
50,020
20,071
-
20,071
Charitable activities
1,101,093
188,290
1,289,383
1,009,695
200,579
1,210,274
1,151,113
188,290
1,339,403
1,029,766
200,579
1,230,345|
|---|---|---|
||1,432,120
428,482
83,464|2,836,839
1,029,766
200,579|
||1,944,066|4,067,184|
||801,630
1,142,436|1,584,290
2,482,894|
||1,944,066|4,067,184|
|||2021
£
310,606
97,338
521,393
100,429
6,500
25,450
168,629|
|||1,230,345|
|||20,071
1,210,274|
|||1,230,345|
- 36 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **10 Trustees**
None of the Trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.
## **11 Employees**
The average monthly number of employees during the year was:
|Charitable activities
Fundraising and administration
Total
**Employment costs**
Wages and salaries
Social security costs
Other pension costs|**2022**
**Number**
109
19
128
**2022**
**£**
2,808,116
240,092
116,603
3,164,811|**2021**
**Number**
91
17|
|---|---|---|
|||108|
|||**2021**
**£**
2,531,548
211,733
95,622|
|||2,838,903|
The number of employees whose annual remuneration was more than £60,000 is as follows:
|||**2022**|**2021**|
|---|---|---|---|
|||**Number**|**Number**|
|£60,000|- £70,000|-|1|
The key management personnel of the charity comprise the Chief Executive Officer, the Director of Health and Sport, the Director of Youth Engagement, Employability and Sports Development, the Director of Finance Resources and Operations and the Director of Development and the Executive Director.
The total amount of employee benefits received by key management personnel amounted to £301,475 (2021 £254,231).
- 37 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **12 Net gains/(losses) on investments**
||**Unrestricted**|Unrestricted|
|---|---|---|
||**funds**|funds|
||**2022**|2021|
||**£**|£|
|Revaluation of investments|(75,850)|83,015|
|Gain/(loss) on sale of investments|(57,608)|12,944|
||(133,458)|95,959|
- 38 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **13 Tangible fixed assets**
|**Freehold land**
**and buildings**
**£**
**Cost**
At 1 July 2021
1,102,708
Additions
2,780
At 30 June 2022
1,105,488
**Depreciation and impairment**
At 1 July 2021
81,880
Depreciation charged in the year
22,095
At 30 June 2022
103,975
**Carrying amount**
At 30 June 2022
1,001,513
At 30 June 2021
1,020,828|**Leasehold**
**land and**
**buildings**
**Assets under**
**construction**
**Fixtures and**
**fittings**
**Motor vehicles**
**£**
**£**
**£**
**£**
1,689,156
98,223
252,948
100,695
-
1,203,152
859
-
1,689,156
1,301,375
253,807
100,695
150,273
-
220,800
100,692
33,768
-
27,014
-
184,041
-
247,814
100,692
1,505,115
1,301,375
5,993
3
1,538,883
98,223
32,148
3|**Total**
**£**
3,243,730
1,206,791|
|---|---|---|
|||4,450,521|
|||553,645
82,877|
|||636,522|
|||3,813,999|
|||2,690,085|
- 39 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **14 Fixed asset investments**
|**Listed**
**investments**
**Cash in**
**portfolio**
**£**
**Cost or valuation**
At 1 July 2021
1,026,811
75,206
Additions
722,526
6,179
Valuation changes
(75,850)
-
Disposals
(780,123)
-
At 30 June 2022
893,364
81,385
**Carrying amount**
At 30 June 2022
893,364
81,385
At 30 June 2021
1,026,811
75,206
The historical cost of the investments held at 30 June 2022 was £952,677 (2021 £943,449).
**15**
**Financial instruments**
**2022**
**£**
**Carrying amount of financial assets**
Instruments measured at fair value through profit or loss
893,364
**16**
**Stocks**
**2022**
**£**
Goods for resale
2,000
**17**
**Debtors**
**2022**
**Amounts falling due within one year:**
**£**
Trade debtors
162,575
Other debtors
264,929
Prepayments and accrued income
93,260
520,764|**Total**
**£**
1,102,017
728,705
(75,850)
(780,123)
974,749
974,749
1,102,017
**2021**
**£**
1,026,811
**2021**
**£**
1,503
**2021**
**£**
112,057
358,373
44,129
514,559|
|---|---|
- 40 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **18 Creditors: amounts falling due within one year**
|**Notes**
Other taxation and social security
Deferred income
**19**
Trade creditors
Other creditors
Accruals and deferred income
**19**
**Deferred income**
Arising from Performance related grants
Deferred income is included in the financial statements as follows:
Deferred income is included within:
Current liabilities
Movements in the year:
Deferred income at 1 July 2021
Released from previous periods
Resources deferred in the year
Deferred income at 30 June 2022|**2022**
**2021**
**£**
**£**
78,795
58,750
466,086
440,124
61,196
41,844
26,600
20,932
56,743
79,681
689,420
641,331
**2022**
**2021**
**£**
**£**
466,086
440,124
**2022**
**2021**
**£**
**£**
466,086
440,124
440,124
362,011
1,989,228
2,776,704
(1,963,266)
(2,698,591)
466,086
440,124|
|---|---|
## **20 Retirement benefit schemes**
## **Defined contribution schemes**
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The charge to profit or loss in respect of defined contribution schemes was £116,603 (2021 - £95,622).
- 41 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **21 Restricted funds**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
|Community Properties
Active Blues
41 Goodison
Blue Family
Diabetes
Disability
E-Steam
Employability
Everton Veterans Hub
Falls Prevention
Girls on side
Health Improvement
Home is Where the Heart Is
Imagine Your Goals
Impact
Inspire
Kicks
Neighbourhood
New Dads
Off the Ball
Primary Stars
Stand Together
Steve Morgan Foundation Programmes
Tackling the Blues
Volunteers
Youth support|**Balance at**
**1 July 2021**
**£**
2,543,779
-
86,751
551,676
11,219
117,930
108,900
36,878
-
6,167
-
-
31,511
-
63,359
138,955
13,966
8,438
-
104,033
18,163
23,043
92,282
-
3,957,050|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**Balance at**
**30 June 2022**
**£**
**£**
**£**
**£**
643,246
-
(29,398)
3,157,627
2,250
(2,250)
-
-
354,001
(352,991)
-
87,761
172,775
(372,071)
-
352,380
51,948
(39,060)
-
24,107
137,715
(148,663)
-
106,982
85,700
(8,307)
-
186,293
27,640
(27,640)
-
54,240
(57,987)
-
33,131
6,320
(3,435)
-
2,885
-
(3,156)
-
3,011
28,456
(28,456)
-
-
38,598
(38,598)
-
-
100,419
(50,512)
-
81,418
208,711
(166,322)
-
42,389
195,442
(258,801)
-
-
388,530
(418,572)
-
108,913
62,806
(51,875)
-
24,897
37,975
(20,430)
-
8,438
6,375
(958)
-
5,417
255,140
(241,256)
-
117,917
102,395
(76,765)
-
43,793
-
(23,043)
-
-
105,000
(111,009)
-
86,273
5,240
(5,240)
-
-
13,351
(13,351)
-
-
3,084,273
(2,520,748)
(29,398)
4,491,177|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**Balance at**
**30 June 2022**
**£**
**£**
**£**
**£**
643,246
-
(29,398)
3,157,627
2,250
(2,250)
-
-
354,001
(352,991)
-
87,761
172,775
(372,071)
-
352,380
51,948
(39,060)
-
24,107
137,715
(148,663)
-
106,982
85,700
(8,307)
-
186,293
27,640
(27,640)
-
54,240
(57,987)
-
33,131
6,320
(3,435)
-
2,885
-
(3,156)
-
3,011
28,456
(28,456)
-
-
38,598
(38,598)
-
-
100,419
(50,512)
-
81,418
208,711
(166,322)
-
42,389
195,442
(258,801)
-
-
388,530
(418,572)
-
108,913
62,806
(51,875)
-
24,897
37,975
(20,430)
-
8,438
6,375
(958)
-
5,417
255,140
(241,256)
-
117,917
102,395
(76,765)
-
43,793
-
(23,043)
-
-
105,000
(111,009)
-
86,273
5,240
(5,240)
-
-
13,351
(13,351)
-
-
3,084,273
(2,520,748)
(29,398)
4,491,177|
|---|---|---|---|
||||4,491,177|
- 42 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **21 Restricted funds**
## **(Continued)**
Comparative information in respect of the preceding period is as follow:
|Community Properties
Active Blues
41 Goodison
Blue Family
Diabetes
Disability
E-Steam
Everton Vets
Girls on side
Health Improvement
Home is Where the Heart Is
Imagine Your Goals
Impact
Inspire
Kicks
Neighbourhood
New Dads
Primary Stars
Stand Together
Steve Morgan Foundation Programmes
Tackling the Blues
Youth Support|**Balance at**
**1 July 2020**
**£**
1,967,724
3,829
65,899
717,521
-
50,170
-
10,023
5,112
-
150,155
32,032
-
-
-
-
-
-
-
-
46,220
-
3,048,685|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**Balance at**
**30 June 2021**
**£**
**£**
**£**
**£**
605,453
-
(29,398)
2,543,779
-
(3,829)
-
-
150,411
(129,559)
-
86,751
58,482
224,327
-
551,676
12,465
1,246
-
11,219
186,846
(119,086)
-
117,930
121,000
(12,100)
108,900
79,336
(52,481)
-
36,878
1,000
55
-
6,167
44,229
(44,229)
-
-
-
(150,155)
-
-
23,340
(23,861)
-
31,511
160,505
(160,505)
-
-
362,746
(299,387)
-
63,359
408,047
(269,092)
-
138,955
24,363
(10,397)
-
13,966
9,375
(937)
8,438
278,788
(174,755)
-
104,033
52,601
(34,438)
-
18,163
716,670
(693,627)
-
23,043
100,000
(53,938)
-
92,282
25,000
(25,000)
-
-
3,420,657
(2,482,894)
(29,398)
3,957,050|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**Balance at**
**30 June 2021**
**£**
**£**
**£**
**£**
605,453
-
(29,398)
2,543,779
-
(3,829)
-
-
150,411
(129,559)
-
86,751
58,482
224,327
-
551,676
12,465
1,246
-
11,219
186,846
(119,086)
-
117,930
121,000
(12,100)
108,900
79,336
(52,481)
-
36,878
1,000
55
-
6,167
44,229
(44,229)
-
-
-
(150,155)
-
-
23,340
(23,861)
-
31,511
160,505
(160,505)
-
-
362,746
(299,387)
-
63,359
408,047
(269,092)
-
138,955
24,363
(10,397)
-
13,966
9,375
(937)
8,438
278,788
(174,755)
-
104,033
52,601
(34,438)
-
18,163
716,670
(693,627)
-
23,043
100,000
(53,938)
-
92,282
25,000
(25,000)
-
-
3,420,657
(2,482,894)
(29,398)
3,957,050|
|---|---|---|---|
||||3,957,050|
- 43 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **21 Restricted funds**
## **(Continued)**
## **Community Properties**
This fund represents community properties which have been grant funded. The fund will be reduced each year in line with the related depreciation charge.
## **Active Blues**
Funded through general fundraising and Everton Football Club partners, this project provides football and walking football weekly provision for inactive men aged 35+ who are primarily from North Liverpool.
## **41 Goodison**
Funded by BT and the Premier League, this programme supports young people who are at risk of being looked after and also those who are at risk of offending or have offended.
## **Blue Family**
In March 2020, Everton Football Club and Everton in the Community launched ‘Blue Family’, a coordinated outreach and engagement campaign to maintain contact with fans and provide vital support and assistance to some of the most vulnerable, socially isolated and at-risk members of the community in the wake of the coronavirus pandemic.
## **Diabetes**
Funded by the NHS, this project – in partnership with Edge Hill University – involves screening high-risk groups of people for Type 2 Diabetes followed by offering a health intervention to improve glucose levels and overall wellbeing. This project helps to prevent undiagnosed people developing serious health implications caused by Type 2 Diabetes.
## **Disability**
Funded through the Premier League and Children in Need, this programme includes projects that support children, young people and adults with various disabilities including learning, sensory and physical. Provision includes weekly sessions in schools and community settings alongside football teams that train weekly and compete in various regional, national and international tournaments.
## **E-Steam**
Funded by a range of sources this programme improves digital and maths skills along with problem solving, critical thinking, resilience, and team working. Combining robots and football challenges, the programme aims to enhance the interest of disadvantaged groups of young people in STEAM (Science, Technology, Engineering, Arts and Maths) careers with the aim to bridge the widening STEM skills gap across the Liverpool City Region.
## **Everton Veterans Hub**
Funded by the Big Lottery Fund, this project – in partnership with Edge Hill University – supports military veterans who have returned to civilian life and might be at risk of developing poor physical health and poor mental health. The project supports with health improvement, education and employment.
## **Falls Prevention**
Funded by Knowsley Borough Council, this programme delivers a series of low-impact physical activity sessions for residents across Knowsley who are at risk of falls.
## **Girls on Side**
Funded through general fundraising and Everton Football Club partners, this project provides weekly support through sport and non-sport activities to females who have been diagnosed with various types of mental illness who have been referred to us by Mersey Care.
## **Health Improvement**
Funded by a range of sources including the NHS and local authorities, this project identifies emerging health priorities and works alongside city-region stakeholders to develop campaigns and new projects to address the emerging health needs.
- 44 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **21 Restricted funds**
**(Continued)**
## **Home is Where the Heart Is**
Funded by specific fundraising activities, this programme develops a supported living initiative for homeless young people.
## **Imagine your Goals**
Funded through general fundraising and Everton Football Club partners, this programme supports males and females aged 18+ with various mental health conditions referred from Mersey Care. Weekly sessions take place across Merseyside including football and fitness sessions alongside providing training, volunteering and employment opportunities for participants.
## **Impact**
We secured an Impact Manager Funded by the Premier League to maximise any investment made in to our programmes to deliver the highest social value possible. This role has been vital to understand the key social need themes from our community to ensure we deliver and sustain the right support in the right areas.
## **Inspire**
Funded by the Premier League, this programme aims to deliver targeted support to identified students that need extra support to stay in education or to stop criminal exploitation.
## **Kicks**
Funded through the Premier League, this programme aims to reduce anti-social behaviour within the community by engaging young people in a variety of sports.
## **Neighbourhood**
Funded from specific fundraising and donations, this programme supports local residents and businesses in the Blue Mile surrounding Goodison Park
## **New Dads**
Funded by the NHS, this project – in partnership with PSS and LJMU – supports new dads with the transition into fatherhood to help prevent poor physical health or poor mental health from developing. A strong focus is on improving health outcomes for the whole family.
## **Off the Ball**
Funded by the Big Lottery, this programme brings carers from different generations together - enabling them to 'take their foot off the ball' from their caring role and focus on themselves.
## **Primary Stars**
This is a national curriculum-linked education programme using the appeal of the Premier League and Everton FC to inspire primary school children to learn, be active and develop important skills.
## **Stand**
## **Together**
Funded by the Premier League, this project supports men and women aged 70+ who have been identified as being socially isolated. Participants attend weekly sessions at the Blue Base alongside regular visits to various Merseyside attractions and landmarks.
## **Steve Morgan Foundation Programmes**
- EiTC and the Steve Morgan Foundation work together on a £4million early intervention programme within Speke-Garston to specifically tackle the barriers facing young people in attaining good education and employment. The five year partnership aims to prevent serious violence, tackle gang culture and protect young people from exploitation. In response to Covid -19 EiTC received a further boost of £1.5million from Steve Morgan Foundation and the Governments Community Match Challenge initiative to support the charity's essential work in supporting the City's most vulnerable people during and post Covid
- 45 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **21 Restricted funds**
**(Continued)**
## **Tackling the Blues**
Funded by the Premier League, this programme supports children and young people with, or at risk of developing, mental illness. It is a sports and education-based programme delivered in school settings.
## **Youth Support**
Funded by a range of sources this project identifies emerging youth priorities and works alongside cityregion stakeholders to develop campaigns and new projects to address the emerging education and health needs.
- 46 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2022**_
## **22 Unrestricted funds**
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:
|Community Properties
National Citizen Service
Health and Wellbeing
Projects
Youth Engagement
Programmes
Apprenticeship
Programme
General Unrestricted
Funds|**Balance at**
**1 July 2021**
**£**
1,216,212
95,206
97,104
194,969
-
1,306,301
2,909,792|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers Revaluations,**
**gains and**
**losses**
**Balance at**
**30 June 2022**
**£**
**£**
**£**
**£**
**£**
-
(26,465)
2,780
-
1,192,527
302,700
(312,873)
-
-
85,033
3,134
(5,066)
-
-
95,172
17,993
(110,448)
-
-
102,514
54,580
(54,580)
-
-
-
1,577,810
(1,562,311)
26,618
(133,458)
1,214,960
1,956,217
(2,071,743)
29,398
(133,458)
2,690,206|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers Revaluations,**
**gains and**
**losses**
**Balance at**
**30 June 2022**
**£**
**£**
**£**
**£**
**£**
-
(26,465)
2,780
-
1,192,527
302,700
(312,873)
-
-
85,033
3,134
(5,066)
-
-
95,172
17,993
(110,448)
-
-
102,514
54,580
(54,580)
-
-
-
1,577,810
(1,562,311)
26,618
(133,458)
1,214,960
1,956,217
(2,071,743)
29,398
(133,458)
2,690,206|
|---|---|---|---|
||||2,690,206|
Comparative information in respect of the preceding period is as follows:
|Community Properties
National Citizen Service
Health and Wellbeing
Projects
Youth Engagement
Programmes
Apprenticeship
Programme
General Unrestricted
Funds|**Balance at**
**1 July 2020**
**£**
1,242,622
137,641
104,231
265,357
-
957,010
2,854,423|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers Revaluations,**
**gains and**
**losses**
**Balance at**
**30 June 2021**
**£**
**£**
**£**
**£**
**£**
-
(26,410)
-
-
1,216,212
275,646
(318,081)
-
-
95,206
2,570
(9,697)
-
-
97,104
-
(70,388)
-
-
194,969
95,340
(95,340)
-
-
-
1,481,147
(1,404,775)
29,398
95,959
1,306,301
1,854,703
(1,924,691)
29,398
95,959
2,909,792|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers Revaluations,**
**gains and**
**losses**
**Balance at**
**30 June 2021**
**£**
**£**
**£**
**£**
**£**
-
(26,410)
-
-
1,216,212
275,646
(318,081)
-
-
95,206
2,570
(9,697)
-
-
97,104
-
(70,388)
-
-
194,969
95,340
(95,340)
-
-
-
1,481,147
(1,404,775)
29,398
95,959
1,306,301
1,854,703
(1,924,691)
29,398
95,959
2,909,792|
|---|---|---|---|
||||2,909,792|
- 47 -
## **EVERTON IN THE COMMUNITY**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 30 JUNE 2022**_
|**23**
**Analysis of net assets between funds**
**Unrestricted**
**Restricted**
**2022**
**2022**
**£**
**£**
Fund balances at
30 June 2022 are
represented by:
Tangible assets
1,198,523
2,615,476
Investments
974,749
-
Current assets/(liabilities)
516,935
1,875,701
2,690,207
4,491,177|**Total**
Unrestricted
**2022**
2021
**£**
£
3,813,999
1,248,363
974,749
1,102,017
2,392,636
559,412
7,181,384
2,909,792|Restricted
2021
£
1,441,722
-
2,515,328
3,957,050|Total
2021
£
2,690,085
1,102,017
3,074,740|
|---|---|---|---|
||||6,866,842|
## **24 Related party transactions**
Everton in the Community is the charitable arm of Everton Football Club. During the year Everton Football Club donated £360,000 (2021 £360,000) towards the operational costs of the charity. In addition Everton Football Club incurred operating costs amounting to £454,637 (2021 £485,433). These costs are included as donations and support costs.
|**25**
**Cash generated from operations**
Surplus for the year
Adjustments for:
Investment income recognised in statement of financial activities
Loss/(gain) on disposal of investments
Fair value gains and losses on investments
Depreciation and impairment of tangible fixed assets
Movements in working capital:
(Increase)/decrease in stocks
(Increase)/decrease in debtors
Increase in creditors
Increase in deferred income
**Cash generated from operations**
Per cash flow statement page
**26**
**Analysis of changes in net funds**
The charity had no debt during the year.|**2022**
**£**
314,541
(14,122)
57,608
75,850
82,877
(497)
(6,204)
22,127
25,962
558,142
558,141|**2021**
**£**
963,734
(10,808)
(12,944)
(83,015)
97,338
1,467
656,322
4,477
78,113|
|---|---|---|
|||1,694,684|
||||
|||1,694,684|
||||
- 48 -