2021-03-31-accounts

REGISTERED COMPANY NUMBER: 06510559 REGISTERED CHARITY NUMBER: 1124569

REPORT OF THE TRUSTEES AND

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

FOR

THE BACA CHARITY

Duncan & Toplis Limited, Statutory Auditor 3 Princes Court, Royal Way Loughborough Leicestershire LE11 5XR

THE BACA CHARITY CONTENTS OF THE FINANCIAL STATÉMEIITS FOR THÉ YEAR ENDED 31 MARCH 2021 Rern olthe Trusiees Report ofth• Independert A*lltors 35 to 38 Statemont ol Flnandal A¢tl¥ltl 39 Staleffientol Flnandal Posltlon Statement ol Cash Aows 41 N¢•tes to the St•iement of C•sh A Notes to the Flnand•l Ststefflents 43 to 58

investing hope, shaping futures THE BACA CHARITY ANNUAL REPORT 2020-21

TABLE OF CONTENTS REFERENCE AND ADMINISTRATIVE INFORMATION ABOUT BACA OBJECTIVES AND ACTIVITIES STRUCTURE, GOVERNANCE AND M4NAGEMENT STRATEGIC GOALS 14 ACHIEVEMENT AND PERFORMANCE 15 FINANCIAL REVIEW 26 PLINS FOR FUTURE PERIODS 29 STATEMENT OF TRUSTEES, RESPONSIBILITIES 33 THANK YOU TO OUR SUPPORTERS 34

REFERENCE AND ADMINISTRATIVE INFORMATION Trustees M. Vyner (Chalrl S. Cromle G. Boocock T. Butler Sarah Short Loulse Lloyd.Jarvls L. Connell (appolnted 1 October 2020) A. Brackett (appolnted 1 October 2020 Management Commlttee J. Zacharlah, Chlef Executlve A. Dando, Flnance Dlrector S. Smout, Buslne55 Development Dlrector M. Banlster, Servlce Dlrector Charlty Number 1124569 Company Number 06510559 Prlnclpal Address & Reglstered offlce CIO Duncan & Toplls 3 Prlnces Cwrt Royal Way LOUGHBOROUGH LE115XR Independent Audltor Nlall Kln8sley ACA D￿Can & Toplls 3 Prlnces (￿rt Royal Way LOUGHBOROUGH LE11 5XR Bankers The Co-operatlve Bank PO Box 250 Delf House Southway Skelmersadale WN8 6WT

ABOUT BACA The Baca Charity (Bacal works with unaccompanled minors who have been forced to leave their home5 because of war, persecution, exploitation and trafficking. Every year we work side by side with highly vulnerable young people to enable them to rebuild their lives and have hope for a better future. We believe each young person arriving on our shores has a dignity worth celebrating, talents worth discovering and a life worth living to its fullest potential, no matter thelr past experiences nor present circumstances. The Trustees (who are also directors of The Baca Charity for the purposes of company law present their report and Baca's financial statements for the year ended 31 March 2021. The financial Statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice Accounting and Reporting by Charitie5: SORP applicable to charities preparing their accounts in accordance with FRS 102.

OBJECTIVES AND ACTIVITIES VISION A world where forced migrants are welcomed, safe, and have hope to rebuild their lives for a better future. MISSION It is our mission lo seThe young people seeking refuge in the UK without families, some of whom have been victims of human traff icking, by offering them safe homes, as well as therapeutic support in all areas of their lives. We believe each young person arriving on our shores has a dignity worth celebratlng, talents worth discovering and a life worth living to its fullest potential. no matter their past experlence5 nor present circumstances. We are commltted to providlng an Insplrlng envlronment that ralses hope and strengthens re511ience, enabllng each young person to rebuild his or her life. VALUES Our values underpin all we do and how we behave as an organisation and as individuals. During the year, we undertook a review lin line with our annual goals) to reflne the already strong values In the organisation to enable us to have even more clarity and conviction in putting our values into practice. The staff team, volunteer team and the Trustees seek to demonstrate these values and behaviours to those we work with, those we seek to Influence, and wlder society. Our values Our Behavlours Respect Compasslon Treating everyone with dlgnity in all circumstances. Servlng sacrlflclally, rooted in an unwavering zeal to seek the best for those we se￿e and not self. Grace Costly addltlonal opportunlty for everyone, to enable us to be our best by being perpetual leamers. Unexaggerated truth. expressed with humility, purity of motive and slncerity of iDtentlon. in both our words and deeds. Embracing risk for the sake of the mission, with courage to take bold risks and to innovate de5plte adverslty. Flndlng a way through a challenge by listening, learning, perceiving what is at stake, applying insight and considering diverse options. Integrity Passion Wisdom

ACTIVITIES Our serykes Include: A 24171365 on call service for new arriva15 SO they can be met, welcomed and assessed without delay Specialised accommodation so they can feel safe and create a sense of belonging. Therapeutic Support to develop life skills to prepare them for independent livingi develop new skills, Improve res115ence, Increase wellbelng and personal safety. Therapeutlc Interventions through Art Therapy to enable young people to have tools to manage their emotional wellbeing. Social activities to enable the rebuilding of self-esteem and confidence which leads to better integration with the local community. Education to build skills and knowledge so they can gain independence, employment and make a contrlbutlon to soclety Ongoing support for YO￿)g people who have transltloned to adulthood to enable them to establish themselves 5UStainably and positlvely. Advocating on behalf of the young people to ensure they are able to have fair access to their rights. Working with central and local government to share best practice and contribute to the development of effective 5UPPOrt for all ywng forced migrants. PUBLIC BENEFIT STATEMENT Baca's objects, as set out In its Artlcles of Asscciation. are the advancement of education and the relief of poverty among forced migrants in the Unlted Klngdom and abroad, and the promotlon of radal harmony and mutual respect and dlversSty. Each year, the Trustees review the Charity's objectives and actlvltles to ensure they continue to reflect Baca's aims. In carrying out thls review, the Trustees have C￿P[led with thelr duty In sectlon 17 of the Charltles Act 2011 to have pald due regard to the Charity Crynmission's guidance on public benefit in decidlng vthlch actlvitie5 the charity should undertake. The Trustees conskler that Baca's activities provide beneflt both to the forced ml8rants who u* the Charity's services and to the wlder communlty.

STRUCTURE, GOVERNANCE AND MANAGEMENT Baca Is a cornpany (Imlted by guaranteÈ not havlng share capltal. The govemlng d¢xuments are the Companls Memorandum and Articles of Association. The Company obtained registered charltable status on 18th June 2008. The Trustees, who are also the directors for the purpose of company law, and who seNed (knrlng the year were: M. Vyner G. Boocock T. 8uttler S. Cromle S. Short L. Lloyd.Jarvls L. Connell A. Brackett In addltlon to the Trustees, the members of the Management Cornmlttee (Leadershlp Team} durlng the perl¢)d were: J. Zacharlah A. Dando M. Banlster 5. Smout APPOINTMENT OF TRUSTEES Trustees are appolnted by the Board. A recrultment proce551s undertaken In Ilne wlth the Charlty's pollcy and pr¢xedure. In consklerln8 Potentlal Trustee5, acc¢Junt Is taken of both thelr general Interest In the goals and actlvltles of the Charlty as well as any speclflc skllls or relevant expertlse, through a skllls audlt, wlth whkh they wlll enhance the Board's ablllty to carry out Its responslbllltles. Vacancles are advertlsed through networks and recrultment sltes or through dlrect contacts by current Board of Trustees. Appllcants are shortllsted and Invlted ¢0 an Interview wlth the member$ of the HR Sub-commlttee and the CEO. Recommendatlons are then made to the full Board. Recommended candldates are Invlted to a Trustee Board rneetlng to estab115h their suitabillty and to galn a vAder understandlng of the 8oYernance functlon carrled out by the Board. The flnal declslon to appolnt Iles wlth the full Board and Is made after th1$ meetlng. If necessary• a second Invltatlon to observe the Board will be made to the relevant candldate. All board members must be In agreement. Where an afflrmatlve declslon Is made, the neCe￿arY le8al process of appolntment Is COMMe￿ed. Trustees are recrulted to serve on the Board of Trustees for a five.year perkKI, at the end of which tfv may be re-elected. TRUSTEES, INDUCTION AND TRAINING New Trustees. induction consists of a briefing of thelr legal obligations under charity law, the cornmittee and decision making processes, the budgets and rffent financial performance of the Charlty. Durlng thls process they meet key employees and other Trustees. Trustees are

encouraged to attefKI aFvopriate external training events Whe￿ these wlll facllltate the undertaking of their rcle. In a(klition, they comFlete on.llne traln5ng In Safeguarding. Health & Safety and Ewaiity & Dfversfty. Addltlonallyi new T￿￿tee5 are invited and encouraged to attend a series of short induction sessiors to familiarlse themselves wlth the Charity and the context within which it operates. ORGANISATIONAL STRUCTURE The Charlty is organi5ed x) that TnJ5tee Board meetlngs are held quarterly. The Board is also divided into two sub groups - Flnance and Human ReS￿jrceS (HR) - whlch meets quarterly. Between s￿h meeting5 there are email exchanges as necessary. The Flnance wb grw takes the lead on all aspects of Baca's f7nancial re50urclng and rei>yt thelr recommendations to the Board. The HR sub group takes the lead on all aspects of the workforce, safeguarding, service dellvery overslght and makes recommwKlation5 to the full Board. The MemcYandum And Articles of Association state that there must be a mlnlmum of three Trustees aprx)Inted for the Trustees to be able to exercise the powers conferred upon them under the Canpany Law. T￿re are no restrlctlons on the T￿￿ee5. power in respect of the Charltys Investments. The Trustees may invest arKI apply all of Charlws mcffiles In all respects as if they were absolutely arKI beneficially entitled tlweto. A scheme of delegation is In place, deiegatlng respjnslblllty of runnlng the Charlty to the Chlef Executive along with t1￿ leadership team. The Chief Executive Is resp(￿5}ble for ensurlng that the Charlty dellvers the services stthfied and that key perforrnance indicators a￿ met. The Leadership Team is responsible for the day to day Operati(￿aL management of the Charlty, ensurlng that the team continue to develop their ski115 and working prKtlce5 are In Ilne wlth practice. REMUNERATION POLICY The aim of our remratlon whlch appiles to all employees. Is to offer saLiries that are falr and apwcylate for the rdes ttrw perform and the resixytslbllltks they undertake to deliver our d￿ritabLe aims. In setting remuneration for all staff. inclLkttir8 senior staff. a nufflber of crlteria are used Including con51derntlon of the nature and re5pMslbllltles of specifk roles, l<xal and national sector averages and other market factors. The Trustees consider the key management personnel of the Charity as the members of the Leadershlp Team, comprlslng the Chlef Executlve. Flnance Director, Servlce Dlrector and Business Development Director. The remuneratlon of the leadershlp team Is determined by the Tn￿tee$ upon recommerKlatI￿￿ made by the HR sub group. In agreeir@ the remuneration, the sub

group considers indicator5 in the wlder economy and the stewardship of our resources for the long term, RELATED PARTIES AND RELATIONSHIPS WITH OTHER ORGANISATIONS In order to best Serve the vulnerable unaccompanied forced migrant young people, the Charity is committed to working in partnership with a range of organisations f rom the public, private and charity sectors. The Charity works in formal partnerships with a growing number of Local Authorities to deliver services. We work with a range of charities who are specialists in working with vulnerable young people- including mental health, trafficking and child sexual exploitation. This can include referrals and sharing best practice. None of the Trustees received remuneration or other benefit during the reporting year. VOLUNTEERS Without volunteers, Baca would not be able to deliver our holistic support service. Volunteers gain new experiences within the voluntary sector, learn from highly-trained staff and gain and develop new skills that will stay with them forever. Volunteer5 make a real difference to the young people by giving their time through our volunteer programme. In total 30 volunteers have been involved in delivering our young people services. In the midst of the pandemic, the f lexibility and the determination shown by the volunteers to provide ongoing support through creative mean5 has been a significant hlghlight for us. We are very grateful for the support we receive from the volunteer5 in the community. person for a year. They were confident enough wilh each other to start dancing on the 5CTeen logether. Her feedback was- "Il started wlth a general chat wllh Sam (nol hls real name) about h15 plans for fhe comlng week. Som's Engllsh homework Yecenlly hos been to Ilnd oul and wrlle about somebody. Th15 week he has chosen Justin Bleber. He lold me o bit obovl hlm. Then I looked hlm up on my phone and gave hlm Some. facts ond talked around them. He follows hlm on Twltter. ond Ilkes hlj musl¢, 50 1 played hi5 favouTltes on Alexa. He asked whal ft. meant. l explolned Ihls meant featuring. whlch led fo dlscoyery of anolher song of Justln's to play. He lalked aboul regularly gelfring toge.ther wilh other house groups on Skype. and has plans for hls birthday on Fridoy. includlng a meal with muslc."was a greal Ideaf, SAFEGUARDING Baca continuously strives to priorilise the safeguarding of the young people placed with us. The Leadership Team continue5 to provide direct oversight of our safeguarding structure, with

a mernber of the Leadership Tearn being our Designated Safeguarding Officer IDSOI. The Leadershlp team C￿SIstentlY ensure that safeguarding practices and behaviours are embedded in the culture of the (ganisation. The DSO works closely with the service delivery teams. conducting weekly safeguardinq reviews. They ensure the roLwst escalation system, as descrlbed In safeguardlng poilcy, Is fdlowed, whkh Is reviewed annually. We follow safe recruitment practices whkh Inv¢Aves all recnjlts golng thr¢￿Sh an enhanced DBS check and two references. SericKJ5 incidents of safeguardiTr4 concern5 are reported initially to the Tru5tee5. They are also revlewed In detall by the HR Subcommlttee whkh Includes the deslgnated lead Trustee on Safeguarding. Ilththly report to the Trustees I￿ludeS safeguarding as a Standing Item. Baca works very closely wlth the local auth(lty s¢xlal work teaws to ensure we are complying with governrnent guidaTKe. Further work has been done in past year to strengthen the processes across the organisatlon to ersure safeguardlng considerations are a CO￿ part of all decision making. Risks to your@ people are reviewed in weekly team meetings. ALI staff and volunteers have clear Infomiatlon on how to report any concerns wlthln the Charlty. This information is reviewed arrtl refresw ar￿llY through trainir¥a and incKKtion. y the very natwe of the vulnerabilities faced by the young Fwie supported by Baca, safeguarding is an area of cwsistent change and challenge. Whilst there are ￿goIng low level instances of safety concerns which are regularly monitored and resolved. we have not had any serl(Mts incldents In the past year. On the ot￿er hand, we are noticing clear signs of the impact of COVID.19 on the safety of young Fwie. There are some sI￿S that yOLmg people are more vulnerable to online Bro￿7ng and eXpLoitatiL￿, as their access to day-to.day soclal actlvltles, friendships etc have been severely curtailed by lockdowns. These 0￿rVationS are in line wlth wider observations from tPthe in the sector. These c¢xKems have trcwht forward our agenda to revlew our work in strength￿1￿8 reslllerKe In the young people. Thi5 has led to the fomation of a lead grwp for developing a mental health strategy, and explorlng further partnershlps vAth key specialists external agencles worklng with wlnerable Unacc(￿Panied young people FUNDERS AND SUPPORTERS Baca would Ilke to slrterely thank all those vtho have supported us djring the 2020-21 financial year. Baca's fur*diroA primarily comes from the contracts It ha5 in place with various partner local authwities. We w(xAd like particularly ackrMThledge our partnwshlp wlth Lekestershlre c￿nty Cwtrcll, vlth we have been workÉng for 13 years. Much of the rThi.statutory value added wcrt Baca carrles out is supported thrcwgh funding from grants and donations from those in the communlty. We are grateful for all the fantsstic suppcKt we have retelved for thls work frcKn the different grant funding bodies arKJ f￿ndatIOnS listed at the 10

end of the report. We are particularly thankful to Samworth and CHK Foundations for thelr generous emergency funds as the pandemic hit. We also want to express our gratitude to the National Lottery and Henry Smith foundation for their continued support of our work, enabling us to run effectlvely and efficiently. The belief shown in our vision expressed through our activities have enabled us to not step back in investing in our vulnerable youn4 people5, lives, particularly in light of one of the most difficult years in recent times. The generosily and commitment, is much appreclated. Baca recognises that much of the non-statutory work such as extra-curricular activities through volunteers, vocational skills exposure, additional education support, art therapy, day trlps would not have been able to run had it not been for this investment. Baca subscribes to the Code of Fundraislng Practice In all of its fundralsing activlties. The code is implemented through our HR and Fundraising processe5. Every person involved in fundraising for Baca, Is trained and inducted on the expecfations as set out in the code of practice. It is also reflected in our fundraising pack and we comply with all the GDPR legal requirements regarding donors. or fundraisers. personal data. No third party organisations or consultants were used for raising funds for Baca. There have no breaches and complaints recelved with the application of this code and GDPR regulations in the reporting period. RISK MANAGEMENT The Trustees have revlewed the major rlsks to whlch the Charity is exposed and systems have been established to mitigate those risks. A full risk assessment is carried out as part of the Strategy and Buslness Planning process. Rlsks are presented at each quarterly Trustees meeting. In these meetings, significant external risks to income and resetves are reviewed to ensure that sufficient funds are in place. Internal risks are revlewed and mlnlmSsed by the Trustees and Leadershlp Team by the Implementation of approprlate procedures. The core risks to the Charity are highlighied below. Rlsk Summary Mltfgatlons Safeguardlng of Young People Weekly review of risks to personal safety across the Baca works wlth hlghly vulnerable orqanisatlon at different levels of responsibility. young people, who have been Holistic support service, providing a detailed picture victims of exploltation and of the vulnerabilities, needs and posilive progress traffickTng. The risk5 to safety are made by the young people. also intensified due to the Risks highlighted in monthly trustee reports. Critical incidents discussed at quarterly Trustee meetings with clear actions plan5 agreed. Further work is being undertaken to create a mental health challenges posed by poor emotional wellbeing, lack of trust, weak knowledge of English and unknown

Immlgratlon status - all of It made more challenging by COVID.19 Occupancy levels Uncertainty over our occupancy levels contlnues to be the key challenge we face as a Charlty as It is not posslble to plan when youn8 people ml9ht arrlve {drlven by several external factors outside of strategy that would strengthen reslllence In ywng people and thereby Improve thelr personal safety. Baca has contracts wlth multlpie local authorltles thereby reducing reliance on any one. We are seekin8 to L￿11d partnerships with more local authorltles who have a need far safely supportln8 Unaccompanied Asylum Seeklnq Children IUASCsl. We are focused cm ensurlng our servlce dellvery Is of the highest quallty whilst maintaining excellent cost effectlveness. Baca Is worklng closely wlth var5ous advocacy groups to posltfvely Influence the 80vernment proposals and provlde sustalnable solutlons to the challenges ralsed by the 80vernment. We are worklng to Ilmlt the Impact of fiuctuatlons In ¢he numbers of young people, and the level of Income we recelve by Increa51n8 the proportlon of Income we generate from altematlve sources such as donors. our controll. Thls makes It dlfflcult to budget and plan for any slqnlflcant perlod of tlme. V0￿￿lIty of Income Baca's Income Is prlmarlly from contracts wlth the Local Authorltles, m05t of whom are under Incredlble pressure to reduce thelr expendltures. We would expect thls pressure to Increase In 118ht of the pandemlc. Wlthln each contract, Income Is only guaranteed at the polnt of placement of a youn8 person wlth Baca. Bud8etln8 for varfable Income remalns a We have revlewed the fundralslns strategy to respond to the challenges posed by the pandemlc. Baca Is also engag1n8 wlth local authorltles and foundatlons to understand thelr needs and provlde reallstlc solutlons for dellverin8 a seTvlce that ts both affordable and sustalnable. Baca has rlgorous processes for budgetlnq management reportln8 and monltorln8 of flnanclal performance throu8h the Trustees and the leadershlp tearn, Thts has meant that we have been able to bulld slx challenge, as we cannot predlct how many young asylum seekers wlll be placed wlth us, and the level of fundlng we wlll recelve per placement. Furthermore, the pandemic has affected the capacity of exlstlng and potentlal donors. External envlronment months, reseThes to meet operational expenditure. Baca's vislon encourage5 US t0 seek positive solution5 to thls challenglng sltuatlon. The past year ha5 seen extremes of oplnlon and behavknrs towards Indlvl•Juals seeklng refuge In the 12

UK. Thls poses a rlsk to the young people In Baca's care and the overall Support received by the Charity from the community for Its activitie5. Baca works proactively with young people to ensure they know their rights, responsibllltles and how they an seek help in an unfrlendly situation. We are atso commltted to sharfng Stories of hope, highllghtlng the positives of each individual's life and how that contrlbutes to the wider c¢)mmunity to ensure barrlers and myths are broken down. Whi15t the sStuatlon posed by COVID - 19 15 unprecedented and there are lots of unknowns, It a150 presents opportunltles for innovation and testing new idea5. These wlll be delivered in line with the government guidance on safety to ensure the health of 5tafflvolunteers and young people are not put at rlsk. Baca has already delivered some of the service remotely using technology. We wlll contlnue to seek and implement solutions whllst learning from recent experiences. At t1￿ Same tlme, It has to be acknowledged that It wlll not replace face-to-face support. We have had positive attempts at Using dlgltal methods to raise awareness and thr￿sh It funds. We will continue to develop our capability in th15 COVID- 19 As with the entlre Charity sector and indeed the natlcrf), COVID -19 has presented unknown and disruptive rlsks to the organisation In a number of ways. 1. Health and wellbeln£ of young people, staff and volunteers. 2. Ablllty to dellver ￿rvIceS wlthln social distancing restrlctions. 3. Ability to raise fund5 from the c￿￿mUnitY and through donations. area. Finally, Baca are focusing on team and young people wellbeing through concerted engagement with both groups, to gather thoughts on how best to ensure all are supported as best as posslble.

STRATEGIC GOALS The focus of our three.year strategy 12019-20221 is to enable unaccompanied forced migrant young people to maximise their potential to be positive empowered individuals who can contribute to society. These goa15 build on the excellent foundations of previous years, whllst being committed lo our approach of continual learning. both from the young people themselves and other agencies. Through this strategic framework we are challenging ourselves to bring about signif icant and sustainable change both in meeilng the depth of need for each young person and in the number of young people we work with directly or Indlrectly. I . STRENGTHEN Baca's holistic service for young forced migrants, continuing lo inspire hope and share futures. 2. ENHANCE Baca's service to maximise Ihe potential in eoch young person, 3. ENGAGE locally, regionally and nalionally to see a world where . forced migrants are welcomed, feel safe and hove hope to rebuild Iheir live5 for a better future. The above Strategic goals drive us closer towards achleving the 5 outcomes and long term Impact for each individual young person, Identified In our Theory of Change. Increased engagement with education, employment & training Increased Personal Safely Improved emotional wellbeing Increased physical wellbeing Incréased social engagement Positive & Empowered young people, able to live independently as nel conlribulors lo society 14

ACHIEVEMENT AND PERFORMANCE The context of 2020-2021 has been one where we have faced the unprecedented disruption of the COVID-19 pandemic. However. we made the intentional choice, followed by concerted effort by our team, to not Standstill. Our achievements against our priorities and goals are summarised in this section. HOW WE MEASURE OUR IMPACT Although it is challenging measuring impact when working with young people who have suffered trauma, do not have a good understanding of ihe English language and have significant cultural differences, we are able to use certain proxies to help us capture progre55 againsl the 5 outcomes mentioned above. For example, to establish whether we reach our intended measure of progress with the emotional wellbeing of a young person, we review data on the number of Art Therapy sessions attended by the young person. In addition, two key considerations have shaped our approach to measuring external impact. It takes time to achieve impact in much of our work. We know we make the m05t impact when we work on issues over a number of years, particularly when we are seeking to bring about major change. Reflecting this. the impact stories in this report are taken from a period beyond the given reporting year. Throts£h our work we aim to influence the fundamental approach of supporting UA5Cs. Although thi5 15 difficult to capture, we are developing our capability to gather 50ft intelligence as evidence of Subtler and intangible changes. PLACEMENTS FROM LOCAL AUTHORITIES Over the last year Baca has worked to provide care for 44 young people from 4 local authorities: Leicestershire County Council - 31 young people Cambridgeshire County Council - 4 young people Leicester City Council - l young people Rutland County Council - 8 young people 15

Our support is delivered through the placement of vulnerable UASCS with our supported accommodation provision which catered for 26 young people at any one time in this past year. We have had an average occupancy of 80% over the year, requiring 18000 support hour5. The average occupancy is not reflective of real need. When split, the average occupancy of boys was 87% whilst that of the girls was only 41%. This is a ref lection of a national pattern of lower numbers of girls who are UASCS making it safely to the UK, due to exploitation and trafficking. Furthermore, it does not represent all the support hours delivered a5 It 15 unrealistic to charge the local authority for every hour of support delivered. The demand for our service continues to exist and is increasing. This is evidenced by the increase in placements f rom Leice5ter5hire and Rutland County Council, in comparison to the last year. It is important to note Ihat this increase in number of placements does coincide with a reduction in placements from Cambridgeshire County Council ICCCI. This is because of a shift in policy by the council to place as many looked after UASCS within their county borders. Despite the reduction in placements from CCC, Baca continues to have a very strong relationship with the council and are working towards delivering a service within their county borders, f urther detai15 will be explained later in the report. Several key prioritie5 were designated as objectives in our 2020-2021 Operational Plan. Here we report on the achievements against these objectives under each Strategic goal. GOAL I: STRENGTHEN Baca's holislic service for young forced migrants. continulng to inspire hope and share futures a. Improving outcomes for the young people "Baco provide good levels of support and successfully help young people In thls adjustment peTlod. We feel confldent Ihat Ihey can meet young people's needs" Local AukhoTStv Social Worker Increased Engagement with Educallon, Employment and Tralnlng Over the year we have delivered our education programme for two hour5 every weekday morning. Our education programme helps our young people who often arrive with no literacy in their home language, to gain solid foundations in English at Entry Level 1. We also provide lessons in Maths and ICT, preparing our young people lo pass these additional Entry Level 1 qualifications. Our two teachers and one teaching assistant split the class into three separate group5 according to learner needs. Depending on the time the young people join Baca, some were enrolled under Ihe Wyggeston and Queen Elizabeth CollegelBaca Partnership. In the last academic year, we supported 11 young people, 5 as part of the partnership. 16

Given the pandemic, the teaching team had to make sudden changes from established classroom teachlng methods to online lessons for the first 6 months. This meant that the young people were accessir¢g le5$0ns in a format that was completely unfamiliar to them. Combine this with the very low Starting point of ICT literacy and the of loss of routine, the impact on their emotional wellbeing has been significant. The team made every effort to continue to deliver these le550ns and the support workers worked with the teachers to facilitate their learning. However, whilst every effort was made to enable learning for the young people, the impact of the pandemlc cannot be understated. The young people have tried their best to stay engaged and to learn. Those who took exams had mixed results. The key takeaway for us from this experience has been the significance of strengthening the young people's reslllence. their ability to face unforeseen change5 and practically developing their ICT literacy ski115. Work has begun wlth developing our mental health strategy in light of this learning. was lo boost emolional Intelligence and coplng sklllj as well aj Improve Engllsh leve15. One of fhe teachers provlded some feedback. - "Although Khalll (nol hls real name) hos only Just jolned the class and the content Is really above hls level of understandlng. I noticed In the last couple ol lessons he has been re(Tlly paylng atlenlion. He wa5 especially attentlve on Tuesday when we lalked about not labelling emotlons goodlbad or rlght/wrong, but rather thlnklng slmply In terms of pleasanllunpleasant. We wenl through examples ol when It wovld be perfeclly legltimate and Ivslified to leel ongry or sad elc. I Ihlnk th15 may huve been helpful foi Khalll wllh hls current emotional state. as he looked Ilke he was really taking11 In. We also dlscussed the emollonal response ol feellng "numb" and how Ihls can happen when thlngs become too much and emotions loo Inlense. Belng open oboul emollons In class has helped Khalll See Ihls as normol. and not somelhing he has to always keep inslde. Slnce Ihls sesslon l understand Khalll has had hls Ilrst art therapy 5es$lon. Whlle he SNII has dlfflcult days Khalll IJ more locused, ond generally $eems hoppler In class. Our ESOL mentoring programme uses volunteers to help young people, with their reading, writing, speaking, listening and even Maths. In the past year the numbers of young people accessing this support was lower due to a reduction in the number of mentors available for the programme, as a result of the pandemic. However, for those who have been available for these sessions transitioned online and they were very successful. It provided young people with contact with a trusted adult who was just focused on their education. These sessions supported 10 young people through the year. We will be taking forward the learning from the

delivery of these sessions, particularly the p055ibililies of blended approaches for specific young people to meet their circumstances. Alongside thi5 our education coordinator supported 14 young people who are enrolled at a local college, to enable them to engage and learn a5 best as possible with their courses. Thirteen passed their course, one of the boys left Baca before the end of the academic year, 50 we are unsure if he passed his course. During this academic year which Started in August 2020 we initially supported 16 young people to either join college f or the first time, join new courses or new college5. The support we provide includes taking the students through the full process of enrolment which involves initial assessments and applications for bursaries. We have also provided additional classes during holidays and assisted the young people who have transferred colleges. Improved Emotional Wellbeing and Personal Safety Art Therapy has been key in supporting the young people with Improving their emotional wellbelng. For some this improvement, has been as simple as recognizing the impact of their experience5 on their wellbeing and therefore taking the very first steps to processing their emotions. For others, it has been a journey of processing their past traumatic experiences In order to find a way to become more resilient in their day to day life. Art Therapy build5 on the innate creativity of the young people at Baca. This is in part because they have often come from naturally creative cultures. While the lockdowr¢ ha5 made it hard to provide therapeutlc support, our art therapist has made the most of the opportunitles when She could meet with the young people. She has been able to provide small group and 1.1 support to 15 young people this year. During such a mentally challenging year, it is invaluable that the young people have been able to access some OYFUL original EnEereri5inJ < PEFUL• face-to-face stjpport if they needed it. When we were in the Young Person's artwork f ir5t lockdown we delivered an art pack to each young person's house. This gave them the ability to have the materials to Use if they wanted to acce55 online sessions from home, or just draw for f un. 18

Furihermore, online video tutorials were made to enable young people to use these materials to express themselves. Specific sessions were run to help young people to focus on the positives in their day to day including positive relationships and new life Ihat is birlhing round them in nature. This was helpful in enabling young people to notice aspects of life that are not diff icult so as to encourage them and build resilience. These sessions were well altended, especially given the remote nature of them during the height of the pandemic. 6E CAREF14 LL + ASH YOUR HWOS PRolEcf ts<O￿A Amonuel (not hls rèal nome) had a sesslon wllh me. the resldentlal volunleer explalned that Amonuel was worrled about Covld.19. Th15 was prlor lo the Ilrsl lockdown. so we were able to meet up face-to-face, whlch really helped. Durlng Ihe sesslon Amanuel was qulck to stort Ihlnking about what lo draw and soon found o plclure whlch represented coffonaviru5. It W05 clear to See Ihut he was onxlous obout It. We worked together lo lry lo recreate Ihe Imoge. He chose yellow paper as a bock ground. as he sold thls iepre$ented the danger. The red lace wllh the vlrus attocklng Ihe neck Is Ihe donger of the Illness. Amanuel sald the plctvre wus an older person and he 15 warnlng people lo be prepared. After lalklng Ihrough hls drawlng. l Can see hls concern Is fw olhers. not hlmseff. He wants lo slop the vlrus spreadlng. We dlscussed how drawlng Is a good dlslrocllon from anxlety ond he agrees thot It has helped lo settle h15 thoughls. He wanls lo coffry on drowlng on hls own In hls room. even If we con't meet agaln for a whlle. He also wanled to dlsplay Ihe plcture and 1$ good at explalnlng the meanlng behlnd11 If you ask hlm. 11 Is now up In Ihe receptlon lor all the people vlslllng lo see. Whlle I had some conlact wllh Amanuel over the nex elght monlhs. 11 appea￿ Ihal Pfocesslng hls thoughts ol Ihls early slage helped hlm lo mentall co e wllh the andemlc." Having Just built some momentum with the WQE College art therapy sessions, it was frustrating. If underslandable that these workshops had to stop in March. Our art therapist used this time to create the Baca Art Space. a YouTube channel with video resources for the young people. This has proved to be really successful with over 400 vlews. One of the young people commented that they like being able to watch Ihe vide05 at any time. When our art therapist shared the detai15 of the channel with the WQE College Welfare Lead Advi50r she said 'Thanks for this. I had a Ii)ok at some of it this morning, it looks greatl I will share the link with our team if that's ok? 11 could be useful for other students. 19

Our approach to safeguarding has been highlighted above. One of the key measures of increased personal safety adopted by Baca. is the number of young people going missing from placement. This is based on research that suggests disappearing from care being one of the biggest risks faced by unaccompanied minors, due to trafficking and exploitation vulnerabilities. We have had no young people go missing from placement in the last year. This is a significant achievement in comparison to a national average. Increased Social Engagement and Improved Physicol Wellbeing While the lockdown has dramatically limited the number of sport5 sesslons we have undertaken, we were st711 able to provide some activities. As always football remained the most popular choice, but when restrictions were reduced some of the young people were also able to go swimming, play pool and attend boxing sessions. ¢￿er the year 21 young people have taken part in at leasl one session. When we were able, we took the young people out on Saturday activities, these included going to crazy golf and ice skating. While they enjoyed taking part, they mainly just loved being out with their housemates. While we haven't been able to deliver the day trips as we originally hoped to this year, we have been able to adapt our plans. When lockdown restrictions eased over the summer, we were able to go on some day trips that would challenge the youn8 people. One of the trips was to Sprlng Lakes Water Park. This was a fantastlc day with an aqua park obstacle course, wakeboarding and different boats. Two of the young people c￿ldn't swim and were initlally quite scared of the water, but with the guidance of our support workers, and the encouragement of the other young people, they showed great courage by glvlng It a go. Gradually, as the day went on they built up their confidence, and by the end of the trip both said it was a great day. We had a similar experience when we went to Go.Ape. One of the boys was quite scared of heights, but he showed bravery and determination to complete the course. serlous lear of heights and dolng Ihe whole course." In lolol 19 young people hov beèn on ol least one day frlp. On the 18th August we had our annual Baca celebration, unfortunately this year it had to be onllne. While we all missed spending time with the young people in person. and sharing thelr amazing food, It was still a very upliftlng evening. It was a shame that we were unable to invite our supporters and friends of Baca, but the support team helped by our residential volunteers did a great job of making sure we could still celebrate our young people, and recognise their achievements. There were awards, speeches, and of course a quiz. It was such a great atmosphere and a night to remember. 20

b. Strengthen the use of good quality houses over the long terni A core part of the %Yvice delivered to the young people is safe and secure accommcwjation. Last year, we secured a social investment loan frorn Social and Sustainable Capital {SASC) to buy properties to replace our rentals arKI thereby reduce wr dependency on a hlghiy comFetltfve, unaffordable, rental h(wsing market. The stability that ovmed housing will bring will in tum improve the wellbeing of the Y￿n8 people v#ho have already suffered tremerthis trauma and disruption. In thls year, desplte COVID, we managed to purchase two more wopertles and we are at the end of the process of C￿pleting the purchase of our first 1.bed fiat. The first of the two hou￿ is being used by 4 younq people. It has been a safe place that has created a sense of belonging and permanency in kthsino. The 1-bed flat will provide a solution to those young people who have received leave to remain ar￿ are on the cusp of moving into social housing but are delayed due to shortages In soclal hcxtsing stock and the cwesponding high demand for this form of accommodaticffj. These develownents have been an excltlng step frThard for Baca, enabllng us to establlsh safe and secure housing, suited to the y(Mmg people's reeds. for the ItX)g tern). GOAL 2: ENHANCE Boca's service to maxlmise the potentlal of each young person a. Better support young people In the transition to adulthood in independent living This year is the seCc￿d year of our Leaving Care Project. The woject recogni5es that while many of our young people successfully transition from our care. some need additional support to ensure this move is 5￿ceSSfUl. We were delighted to secure funding from several funders who have wlorltlsed the need to Improve the significant unsafe clrcumstances f2£ed ty young people leaving care. Their support wcthrs have becorne advcKates helping them navigate Ihrough language and cultural barrier5, while a150 helping them think through choices, Just as a parent would. The roie also includes identifying the latest requirements of the complicated processes invclved in applying for benefits and the social krtYJ51ng. A second part of the project Is that Baca's education cwrdinator has expanded her role to also supwrt the Y￿n8 people through this transition. enabiinq ytyjng people to have opportunitie5 to learn new skills through V￿rk.experienCe, traineeshlps, apprentlce5hlps, or even accessing ed￿ational yjpport at Baca. The education coordinator15 also building apprwiate partnerships to facilitate these placements. In this past year. we have 5￿Ported 15 young people through a variety of area5 of need. The most common areas of SuPp(￿t needed by the youn8 people have been In education transiti￿ to a vocati¢Mal cwrse, dealing with the council and job centre with benefits and cLwncil housing, tenarKy issues with landlord5 and finally re5pondin8 to instance5 21

of online fraud faced by the young people. A year of delivering this projeci has shown us that there exists an assumption in the statutory world that those moving on to living independently at age 18 as a care leaver need very little support and are able to manage the transition5 on their own. Wider evidence available in the sector points to the opposite. Our own experiences have shown the same. Challenges such as online financial fraud, complicated utilities bills payment processes. extremely disruptivelaggressive neighbours mean it is nol realistic to expect young people who have just moved to independence to negotiate these by themselves. They need guidance, advice. support to enable them to build the skills, knowledge, confidence and literacy of the systems that they have to engage with. Whilst the initial aim of the project was to support those of the highest need, our work has shown that most of the young people needing support were not just of the highest need. Instead. most youn8 people, even those who seemed quite confident, needed the support provided by the Leaving Care project. Both these elements of the project involve Baca helping the young people develop strong links with their community, as they move away from Baca's care and Into local houslng. employment or training. and managlng hls own money. He has a good group of frlends al home and outsld• and, even If sometlmes frustfoled. has always shown great respect for all role4ilonali.:.I¢W. W*etF.wnment On a speclal note, we had the privilege of supporting one of the glrls who lef t us, transltlon Into motherhood. Our support ensured that she was able to access the right support as a new mother and have the relatlonal support around her to ensure that she was not lonely. The flnal element of this new project Is to glve the young people a volce in shaping the type of leaving care support we provlde In the future. Those who have left Baca are the best placed to tell us what they needed, and how our support could be Improved. Core Worker Lead. He faced consl$lenl dlsfurbance and aggiesslon from hls nelghbours In the councll flat bulldlng he was Ilvlng In. The slluallon was so exlrem thal the young person's sleep and routlne was slgnlflcanlly affected. He was ready lo drop oul ol college because he was not feellng sofe or able lo engage wllh hls educallon. He needed the support to help hlm make Ihe nece$sary submlsslons to the council, lo udvocale on hi3 behalf to college and the Job Centre. He was oble to. after much perseverance, get back on Ihe houslng reglsler lo move lo a new flol. This was Ihe only option available to him as Ihe nelghoui's behavlours were n changing. He has learned Ihrough Ihls challenging process several 5ki71s and hi5 understandlng of the processes involved in deallng with such o challenge. 22

b. Setup provision to meet UASC needs in a new location Last year we made the decIsI(￿ to Invest In setting up a new provlslon In a new location, namely wlthln the Cambridgeshlre County re91c￿. We want to partlcularly thank the CHK Foundation for their support of thi5 project, which gave us the financial basis to build the project. The team conducted a location scoping a feasibility analysis, even though there were several unavoidable delay5 caused by the pandemlc. The research, based on analysing 17 different criteria, concluded that Cambridge city would be the best l¢xatlon for us to atternpt to start our new provSsion. We have started an actlve search for sultable houslng In the wider area of Cambridge City. The search has coincided with conversations with a potential funder specialising in funding accomrnodation service for vulnerable people. The FY)Sitive connectlon we were able to establish has led to a conditional pledge from the funder to fund deposits for the purchasing of two h￿se5. ThTS has been a significant boost to our plans and a vote of confldence in our strategy to develop our servlce In the new area. Our search for housing Is in full swing al￿9 with our plans to build a team for the new location. Finally, we have been building connections with local organisations in the clty to ensure that our work is not imposln8 on existing excellent local activity, instead we are working in partnership lor the benefit of the young people. We are looking forward to the development of these partnershlps. c. Internship programme for Residential Volunteers Residentlal Volunteer roles are one of the most cruclal roles 5n Baca. As adults who Ilve in the houses, they take the lead in creating a safe home environment for the young people in their homes. Flndlng these trustworthy and capable Indlvkluals who are wllllng to be posltlve role models for these young people, is not easy. In response to this challenge, 8aca has initiated a project to create an Internship programme a5 a solution to recruit suitable adults as Resldentlal Volunteers. We were able to reerult 3 Snterns in our first year, who alongside bei Residential Volunteers fulfilled the roles of Sports Intern, Education Intern and Young People actlvities Intern. This additional capacity was e55entlal in enablln8 US to meet young people's needs durlng the pandernic. The ¥￿t5 intern was able to ￿ganIse one.to.one sessions durlng the lockdown. They a150 organised vari￿5 taster sessions that enabled yc4Jn8 people to be exposed to sports that they may not have naturally had a go at. Sesslons had an average attendance of 5 young people during the peak of the pandemlc. Some of the young people have now bjilt into their routines actlvltles Ilke golng to the sym regularly. One young person joined a l¢xal football club. The educatlon Intern supported the teaching team to put on one.to.one sessions for students when they had to move thelr learnlng to onllne platforms. They assisted with creating bespoke learning resources for the students. In addition to all of the above, the presence of these adult5 as Residential Volunteers was significant in wovldlng a safe envIr￿rnent Tn the houses for the young people to manage the challenges of the pandemic. 23

GOAL 3: ENGAGE locally, reglonally and natlonally a. Actively increase Young People's Voice in the service Baca Is committed to ensuring we conslstently Ilsten to young people. It Is part of our DNA to learn from them and use their voice to shape our servlces. The need for this development was further acceieraled by the traglc death of George Fioyd, as m05t young people feel that they are not heard In day to day Ilfe. It has highlighted the absolute Imp￿ance, across the sector, of the need for the volce of the young people at the centre. For Baca, It has further clarlfled our desire to ensure that those we serve are at the centre of the plans we have and the service5 we dellver. Practlcal outworking of the plans was affected by the restrlctlons Imposed by the pandemlc. However, durlng thls past year, we have Setup a Staff core group to lead ￿ the young people's volce project. The 8roup Is made of representatlves of the staff team from across the organlsatlon. The next steps wlll Involve the formatlon of a youn8 people's tore qroup to represent the wlder group of young people. Thls wlll then lea¢J to Jolntly formln8 sorne key outcomes that the young people belleve we need to fcrus on In order to enable them to contribute and partlclpate wlth the day to day Ilfe events In Loughborough. Exlstln8 work where youno people shape annual events Ilke the resldentlal, the annual celebratlon, the trlps etc have contlnued. The experlence of last year has fed Into the plannlng of thls year and It ha5 created greater Interest amongst the youn8 people to partlclpate and shape these events. b, Bulldlng partnershlps to learn, and share knowledge and expertlse In response to our strateqlc prlorltyi we actlvely shared our knovAed8e both locally and rbatlonally. The need for thls Is greater now than ever before due to the sl8nlflcant challenges faced by the youn8 people and the fast paced changes In the wlder context. Over the past year we have made a number of valuable connectlons wlth other or8anlsatlons: Opportunitie5 to share knowledge have been Ilmlted thls year, however we have contlnued to do thls both locally and natlonally. Locally thls has been throulh our work with East Midlands Strateiic Partnership. Thi5 partnershlp has led to Baca belng IDvlted to present our model of work to the Reglonal MSgration Board In JurE 2021. Natlonally we are stlll worklng wlth the Centre for Sotlal Justlce and the M￿ern Slavery Policy Unit formed in partnershlp wlth Justlce and Care. Thls lorum has been Instrumental in enabllng us to represent the vlews of unaccompanled asylum seekSng and trafflcked young people In response to the challen8es ralsed by the Home Offlcé. 24

We have joined the Refugee Migrant Children's Consortium and also the Children's Task and Finish Group for Anti Trafficking, which enables us to rep￿sent the views and experiences of the young people in policy conversations. We are now part of a group with other larger charities in the sector. collaborating on the aim to raise awareness through a jOTnl campaign on Anti-Slavery day in October 2021. This has given Baca the opportunity to share our knowledge, make new contact5. be part of a network thal is committed to raising awareness about trafficking. Finally, we are in the midst of the development of a joint working partnership with Professor Kohli from the University of Bedfordshire. exploring how best practice in creating long term impact can be shared with a wider group of local authorities and other key stakeholders who are responsible for the care of unaccompanied young people. c. Engaging wtth the local community Now more than ever before, Baca believes that it 15 Vltal to engage with the local community in order for us to achieve our vision. It is important for us to be part of the local conversation and the local solution to build bridges between community groups. This is necessary in light of the general negative sentiments, that may be pervading the various parts of the country, and particularly in the East Midlands region, towards those entering the UK to seek refuge from exploitation, war, persecution and trafficking. butcher in Loughborough. he said to the support woiker.. "It's SO good how you are helping these young people. Keep aTolng whal you're dolllg. You are whol makes England greati These were some of the successes we have had ID this area. in the midst of the pandemic. We were invited to pitch to groups of young people who were attending an NCS scheme that had partnered with various Leicestershire colleges. Off the back of the pitch they have chosen to fundraise for Baca for the second year running. This time round, they are asking all of the NCS groups in the IIKal area to raise awareness of Baca's work. We have built partnerships with local primary and secondary schoo15. This work is going to further develop into opportunities where schools aim to Use the expertise f rom those at Baca to be a resource to meet the curriculum requirements through assemblies and various creative lesson activitie5 for teachers. Finally, we have also been approached by the local parish church with the offer making us their lead partner charity for the next 3 years. This will lead to opportunities to connect with the local community through new events, thereby raise awarene55 and build bridge5 between the young people and the local community. 25

FINANCIAL REVIEW Revlew of Income and expendlture for the year ended 31 March 2021 Total income for ihe yeai am(xJnted to £1.128k {£1.136k in 2020) of whith £1.094k (£1.080k in 2020) was generaied from charitable activitses and £34k (£56k in 2020} from donation and gifts. Income Irom direcl delivery of serrfi￿ was £60k k>wer than 2020 as a resuh of a slight decrease in support hours delivered and a ￿ightlY Iw occupancy rate durHvJ the year compared to p￿vIouS year. Income trom non<ontract sources also irthased during Ihe year and made up 34% of lolal income {29% in 20201. Through Ihe excellent passi(￿ shown by the fundraisiNJ ieam in expressirKJ Baca's wsion and the young people's needs. the Charity has been able to achieve 65% success In grant awlications made, which equated ￿ £345k1£270k in 2020}. Income from gifts from individuals and c(Kporaies continues to be a srnall woportion of total income. £34k 1£56k in 2020}. We are very graleful for Ihe incredble generosty of Baca's many supporters. especialty in this challengirwJ year. Total expenditu￿ for the year in 2021 was £963k {£917k in 2020) induding £21 k depreciaiion charge {£21 k in 20201. The main reason for the increase in cosls was due io an increase in staff costs which were £543k during the year {£488k in 20201. This was driven by an increase in the average number of staff duriro the year of 28 {26 in 2020. a(hJrtional rdes were intrOdU￿d 10 achieve our Strategr obiecbves.) Net assets and mlsslon relaled Investment The Charity's eonsolkdaled net assets at 31 March 2021 were £1.031k. The net assets comprise fixed assets of £975k. net current assets of £1.027k and k￿g-lerrn l￿bilItIeS of £971 k {mortgage and SASC housing loan). All deb￿ts are deemed recoverabte aThJ there are no maierial amounts Ihal need lo be written off. Access lo hOU￿ng oPt￿S in Loughborcvjh is extremely cornpeibtive bcth in Choi￿ of h￿jSe$ and in their affordabilty. In order to minimise the annual disrupb'on caused by one-year renlal conlracts aThJ to afford better quaW housing in the I￿ lerm. the Charity decided lo move towards a model of ownirvj properbes. This was deemed ne￿sSary io secure best posslble accommodation prOVi￿on for our young peopk. Raising capital lor deFX)sits ￿peated￿ prior lo securing mortgages is a signiftsnl challenge for small charities. Therefo￿. we have ulilised a soc￿1 inveslmeni hjan for a maximum amount of £1.75 million for a period of 10 years, from Sooal and Sustainab￿ Capiial {SASC). This loan enabled us ￿ purchase two prcperties in the financial year, Ihus making great progress in line with property purchasry strategy. The108n will facilitate the purthase of a total of 7 26

properties to provide Imgh quality SUPKK)rted acc(￿nMQdal10n. with 4 of the 7 properties replacing current rented properiies. The remaining 3 properties will help us create an Irmalive short temi independeni accommodatiM solution for those leav1r￿ Baca and are strugoling kn gel access lo sooal housing. This type of housiNJ ts in very hwJh demaThJ arKI Ihere is a chronic shortage in the suppty of counci1-0wr￿ flals. The properties will be mainiairwd at good slandard. in accordance with the chantable objectives of Ihe Organi5alion. Regular financial reports, including a quarterly reseNes assessment arrtl a deS￿nated cash reserves slalemenl. are woduced for ihts Trustees, giving the Board clear regular oversp3ht ol the loan ￿payMent strategy. Reserves Revlew The Tiustees have examined Ihe requiremeni lor reSe￿eS. lo énsure that the Charity can méèi all ils obligations. The business plan is regularfy reV￿Wed lo ensure the Organisation's funds are not in deficti. The Trusiees have decided ihal the Charity musi have. or be working towards al least 6-monlhs ol operational costs as reserves. The purpose of such reseThes is to ensure 8ae8 can Continue to meet its obligations to our young people. slaff. funders and uedilors and also lo ensure that 8aca has suffKienl funds lo all of its oulslandry commltments in Ihe unlikely eveni the charity Is forced 10 dose. The fvmonlh coniingency period wlll also enable Baca 10 explo￿ allemative ¢JPlions to ensure thai service delivery can conlinue. should Ihe Charlty face sudden unforeseen challenges to rls futu￿ viability. The irnportance of Ihis buffer has been highlighted by the iecenl COVID-19 paThlemic. wilh loss of income from donatsons experienced widely across Ihe sector. The Cufrent level of totsl reserves for Baca, induding both cash reserves and fixed assets lincludino properties used for service delivery). is £1.031 k. Thr8 Is well in excess of the £550k (approximatety) 6-monihs operational costs. 6 months k'quid operalional cosls is 81s0 a requiremenl ol the SASC loan. The Truslees have also cor£luded thal there is a need to maintain a18vel of operating reserves to mitigate the lollowiNJ risks - To cover perlods of low occuparKy drlven by complex lactors such as unknown of Impact of Immlqratlon c¢Jntrois, new Immiqratlon poiky and Brexlt. on spontaneous arrivals of young peq)le. To cover rlsks as%xlated wlth flnanclal cO￿traInES faced by Lttal Authorltles translating into lower arnounts paid for placement5. Finalty, 10 cover risks associated with Ihe unpthtybility of raising income through dcffiailons and gifts. due 10 the Impaet of the pandeffdc. The loThJ term Impact of thts risk on raising income from these sources is an unkn(y•m. The Charity currendy holds restricted reserves of £26k. Furthernore. the Truslees have also designated a loial of £25Ok ol unrestricted resenrfes io ihe 'Baca Housing Fu￿1.. This fund will fom the ba￿S lor Baca's ability to secure mortgages on all prcyerttes bought through the SASC soclal Investrnent loan - Ythen such b)ans have to be ￿plaCed by commercial mortgages al the end of the loan pericKI. The Trustees have decided io conSol￿ale furKls of at least £500k in the 27

Housing Fund over Ihe 10-year period, lo enable Baca to raise mortgages lo repay the SASC loan. A further £50k has been designated towards other slralegic projects lo cover any shortfalls in lunding in respecl lo Ihese. Baca Reserves make up in £'k 8(M) 6CK) 400 200 Reslricled * Designate(J •Unresliicted Charily carries out a variety of bolh long term and short-lerm strategic projects. The amount of funding required for these purposes is growing. a reflection of Ihe rapid growlh of Ihe Organisalion. The availabilily of some unrestricted reserves enables the Charity lo invest in Ihese strategic projects Iwhere funding might be difficull to acquire). Following this review, Ihe Truslees are satisfied that the current reserves give the assurance Ihal Baca can meet all ils obligations and commitments. 28

PLANS FOR FUTURE PERIODS Our strategic plan covers a three-year period. of which we have corn￿eted the second year. Whllst we have made g￿)d pyogress In the 5ecoTrJ year, we have a long way to go, especially with the impact of COVID - 19. We are committed to investing hope and shaplng futures of Yc￿n8 people thr￿sh the strategy Set out. Below is a summary of our key prioritie5 for the year ahead. GOAL I: STRENGTH EN Baca's hollstk servlce for young forced mlgrants. continuing lo insplre hope and share fvlures a. Improving outcomes for the young people Baca's commltment to investing W and shaping futures, means th7s objective will always be a focus for future periods. Through this year, we have encolmtered a new level of emotional vulnerabllity experienced by young people. The urKlerlying areas of vulnerability have been signifkantly exacerbated by the pandemlc. We are noticing patterrts and working hard to understand tIE underlying causes for these vulnerabilities. efforts in making proqress In thls area have been slowed down due the clrcLThStances of thts year. We belleve that wlth certain ethnic groups, their past experiences, their potential lack of development of attachment at a young age wwld be signiflcant reasons for thelr emotlonal vulnerabllity. Therefore, in response, we are focused on finding solutior6 to trelp ycwng people build their resilience, through b)listic therapeutic supi>xt. We will be looklng at understandlng better the cultural nuances of certaln ethnklties. whKh will include incorporating more of the posltive aspects of their hcrtne culture in the life in the UK. It will also include starting to engage in conversatiorrs around bel￿1￿8, identlty and security and how thts affects thelr resi1￿Ce. We are fccusing on building a cohesive mental strategy that is ernbedded across all areas of our service. Lastly. we are fcKused on strengthenlnq thelr own resilierKe and also include better equlpplng our team with knowledge and skilts to reS[￿d to the vulnerablllties. b. Strengthen the use of good qualfty houses over the long term We are in a strong positi(￿ going into next year, having seCU￿d investment frc#n SASC. The impact of COVID .19 on the tbyjsing rnarket is Significant and not yet fully quantlfled. However, we wlll be pushlng forward vAth (Kjr purchaslng strategy, 2 more hwses and 2 more flats, as best as we can in the coffling year, to ensure we secure t1￿ rl8ht houses to Improve our accJnn)odatlon experlerKe for our young rwie. c. Developing our Education offer to meet the Indlvidual needs of the young people r education classes. ccAleqe SWKM)rt and reading support will C￿tInUe to develop. Before this year almost all our Y￿n8 rwLe went to WQE College, twt now many are also golng to 29

eTther Lwghbor(xth College or Leicester College. where we dcffi't have stroTr4 connections. For the year ahead we w)11 contirKE to IwSld on the work we have done to establish connections with key members of staff at Lekester CtAlege and Loughtxough College. Finally, the impact of wellbeing on the ability to learn. retain learnSng and apply learning Is well establlshed. Therefore, we also plan to grow the inter-connected work between the Education leam and Therapy work to enable young people to have the best chance to engage with their lessons and embed their learning. This will involve developing our resources, skil15 and new arvoaches in hcrw lessons are delivered. GOAL 2: ENHANCE Baca's servlce to moxlmlse Ihe polentlal of each yovng person a. Better support young people in the transition to adulthood in independent Ilvlng We have c￿nPleted the flrst year of wr Leaving Care project. We have galred invaluable insights from the Y￿n8 people who left us recently ab￿t the challenges they face. Thls learnlng has already started to shape tyjr entlre provlslon. The key areas of challenges fKed by young people have given us insights Into the preparatlon we need to enable the young people to focus on well before they become a care leaver. Speclflc resources. workshop sessl¢Jns and learnlng oprxtunltles for tkM)se leaving care to help them better understand the processes invcAved in setting up benefits, a couKil flat. utilities, paylng bills and managing tenancles, wlll be developed. Alongs5de thls, we wlll be I[￿king at way5 to enable the young people to bulld strw4 SUPPOrt networks In thelr lrnlependent Ilfe, to reduce depende￿leS between a young person and an organlsatlon. We will a150 be taking further 5tep5 to enable young pe4le to access work ￿CeMents or tralneeships through partnerthlps wlth experts In the area who are able to adapt their offer to meet the needs of our Y￿J￿4 people. We wlll be actively seeking to form partnerships to fulfil this alm. Flnally, we witl be actfvely worklng towards reconnectir8 with the young Feopie who have left U5 in the past 5 year5 to under5tarKI arKI learn from their experlences. Where apwopriate, we W￿[d Ilke to Invlte them to share with the current ywng people and even become peer mentixs. b. Setup provlslon to meet UASC needs fin a new location Baca 15 committed to extending its impact to more UASCS in need. As the need faced by young people In the Cambridgeshlre area has been weil established in our initial research, we will be working hard In the coming year to establish a sultable provision in Cambridge City in partner5hlp wlth local or8anisations viith shared visi¢Jn and values. This will involve settlng up our f irst houses arrtl then building wr holistic senlices. 30

c. Internshlp programme for Resldentlal Volunteers We have completed first year of the intemship wograrnrne where we have been able to recrult 3 Intems across three areas of focus - Swrts, Educatlon and Young people activities. As it was our first attempt at delivering an intern prograrnrne and it has enabled us to gather a significant amount of leamlng. Uslng thls leaming, we will be establishing a programme that will look at creatlng a pathway for deveicynent for interns and for more active engagement with the various aspects of Baca's day to day operaticffjs. This will iKlude having members of team become mentors to the lfttems. GOAL 3: ENGAGE locally. reglonally and nallonally . Actlvely increase Young People's voice in the service and the community Thls past year has been significant for us in how we have *t the for seeklng ￿t young FwLe's voice in shaping our servke. Whllst this has been a very successful start, we beileve there is fflo￿ we can athieve together with the YOU￿ perpie In ensurfng thelr volces are heard. We would Ilke to ralse leaders from amongst the young wpie. An avenue we wlll be exploring to make this happen, is f(Thlng a Small group of young people wtrKJ would Ilke to represent the wider gr(w. We wwld like to Use the growl to be a F￿ce where discussions around leadership arKI u￿rStandIng cultural aspetts of Influencing and leadlng people could be explored. We also believe they tske the lead along with some of wr team to shape yearly attfvltles Ilke the celebrntlon, the resldential. alongslde glwn8 us feedback about service. We also want to create a safe space for the young people to e￿￿e what it weans for them to be part of the l(Kal ccffirnunity. t7Th￿. we want to draw in some of the young people who have left U5 to share their experiences and learning from moving out into the big wide world. b. Ensure better support Is avafilable for UASC young people regionally and nationalty The change In the external context has been signrficant In the past year. The pandemlc has had a slgnificant impact on the emotional and mental wellbeing of the young people. However. the resources availatAe for 5UPtNxiing twAe in thi5 area are negligible. Therefore, there Is a great need to develop soiutlors In partnerships. We will be seeking out key organisati￿$ and agencie5 in the local area. Furthermore, recent annw￿efftents In government polky woposals, hlghllght the Smportanee of the volce of the young peq)le belng represented amongst those who are shaping and implementing policies that affect their Ilves. Baca belleves that it 15 IK)t our mi55ion or expertlse to dlrectly engage In Fx)ilcy adV￿aCY work. However, it is Important fcf us to engage wlth key ￿ganIsatIonS in the sectw vtho are experts in the area. To thls end, we wlll be working with PJKC, EM5PMP, Modem Slavery Policy Unlt from CSJ and Children's Task and 31

Finish group from the Home Office. modem slavery unit and ottrtt key organi5ation to feed the experiences and perspectives of unaccompanled Yc￿n9 rwle. Baca are concerned that if local authorities see their funding cut for young asylum seekers, there is a risk that more young ￿Ople wlll be placed In unsuitable accommodation with very litlle or no specialist supporl. We See it as a challenge that we must face on behalf of young asylum seekers. We are focused on Imwoving this sltuat?on by adv¢Xating on behalf of these young people regionally with IKal authorities and sharing our learning wlth other providers wcrfklng wlth UASCS. ThTS work is in line with Baca's mission supwting all yourff4 forced migrants. Baca will be seeking to a(fvocaEe fLY best practice guidan￿ to be established nationally, by influencing stakeholders regionally and nationally. thr￿gh thjr partnerships with organisatlons like Centre of Social Justice, Justice and Care and finally the regional migration partnerships. c. Engage with the local community to inspire an environment that welcomes young forced migrants It is Baca's vision to see the world be a more welc￿1ng and safe place for young forced migrants. In our history. we were actively engaged with the cornrnunity in a variety of way5, namely our Passage prt)gramme in schoots, to build bridges and break down barrlers. In this past year, we have delivered scPwi a5sembLies, engaged in social rnedia campaiy)s and church lent projects to raise awarene55 in the cornrnunity. We are committed to buildlng on this work in the year ahead. We will also engage in drfferent ways to hear tpe concerrts our local community May have atwt young f￿Ced rnigrant5. We are working with a reputed medla consultant establlshed In the migratlon sector, imix, to develop our communication and media strategy to ensure we are clear, focused and targeted with our ffessaging with the communlty. 32

STATEMENT OF TRUSTEES, RESPONSIBILITIES The Trustees are responsible for preparing the Trustees, Annual Report and Accounts in accordance with applicable law and regulations. Under Charity law the Trustees must not approve the accounts unle55 they are satisfied that they give a true and fair view of the state of affairs of the Charity and the group and of their net outgoing resources for that period. In preparing these accounts. Ihe Trustee5 are required to: select 5Ultable accounting policies and then apply them consistently. make judgements and estimates that are reasonable and prudent state wheiher applicable accounting standards have been followed. subject to any material deparlures di5c105ed and explained in the accounts prepare the accounts on the going-concern basis unless it is inappropriate to presume that the Charity will continue to operate. The Trustees are re5pon5ible for keeping proper accounting records that are sufficient to show and explain the Charity's transactions and disclose with reasonable accuracy al any time the financial position of the Charity and enable them to ensure that the accounts comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the Chaflty and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so lar as the Irustees are aware.. -there is no relevani audit inlormaiion of vihich the charitable company's auditors are unaware., ancl -the trustees have laken all steps that they oughl lo have iaken lo make themselves aware ol any relevant audit information and io eslablish that the auditors are aware of thai infom)alion. Approved and authorised for issue by order of the board of Irustees on........ signed on it5 behalf by and Mark Vyner Chair Dale: 33

THANK YOU TO OUR SUPPORTERS Thank you to everyone who has campaigned for us, made donations, volunteered their valuable time and skills, and supported us financially. With your generosity we've been able to keep more young forced migrants safe, find more stability and help maximise their inner potential. We remain committed to our vision to see a world where young forced migrants are welcomed, safe and have hope to rebuild their lives for a better future. We can only do this by coming together and making sure no young person is left behind. Their stories of courage and tenacity contlnue to Insplre us all. and drlve everything we do. Special thanks to our funders: Leicestershire Counly Council Rulland County Council Cambridgeshire County Council Leicester City Council The National Lollery Reaching Communily Fund Samworth Foundolion Lloyds Bank Foundation Henry Smith Chorily- The Henry Smith Charity CHK Foundolion BBC Children in Need Leicestershire Counly Council Shires Community Grant Big Lottery Fund Awards for All The Police and Crime Commissioner's Preventative Fund Newby Trvsl Happy Doys Childrens Charity Intelligent Energy Chariloble Trust Balcombe Trust - The Bolcombe Choritable Trust The Swire Charitable Trust AB Chorilable Trust Leslie Aldridge Trust Rondall Foundation The Leigh Trust 34

REPORT OF ThE INDEPENOENT AuorroRS TO THE MEMBERS OF THE BACA CHAAITY (REGISTERED NUMeER: 065105591 Opinlon We have audited the flnancial statement5 of The Baca Charity (the 'chafitable cornpanVI for the year ended 31 March 2021 which comprise the Statement of FSnancial Activitie5. the Statement of Flnanclal Position, the Statement of Cash Flows and notes to the financial statements. including a summary of signSficant accounting policies. The financial reportine framework that has bèen applied in their preparation is applkable law and Unlied Klngdom Accounting Standards Iunited KiThgdom Generally Accepted Accounting Practice). In our rjpinlon the financial ststements.. give a live and fair vlew of the state of the charitable company's affairs as at 31 March 2021 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 ijnited Kingdom Generally Accepted Accountin8 Prartice,. and have been prepared in accoidance with the requifements ofthe Corroanie5 Act 20(6. 8asls foroplnlon We conducted our audit In accordan￿ with International Standards on Audltln8 IUKI IISAs IUKII and applicable law. Our responsibilitles under those standards afe further described in the AuditOfS' responsiblllties lor the audlt of the flnancial statement5 Section of our report. We are independent of the charitsble company ￿ accordance with the ethical requirernents that are relevant to our audit of the financial statements in the UK, Including ihe FRC'S Ethical Standard. and we haye fulfilled our other ethical responsibilities in accordance with these requirements. We believe thatthe audit evidence we have obtained IS SLSfficient and appropriate to provide a basis foreuropinion. Conduslons relJtlnE to golng concem In avditing the financial statements. we have concluded that the trustees. Lt5e of the 80in8 concern basi5 of accountlng in the preparation of the financial statements 15 appropriate. Based on the work we have performed, we have not Identlfied any mateflal un¢ertaintles reLitin8 to everits or condltlons that, individually or collectively, may cast significant doubt on the ¢haritable company's ability to cootinue as 3 8oin8 concern lor a pedod of al least twelve rnonths from when the financial si¥tements are authorfsed lor Issue. Our responslbiutles and the re5ponsibiltties of the trustees with respect to golng concern are destribed In the relevant 5ertions of this report. oiher Informailon The irustees are responslble for the other Infofmatlon. The other information comprlses the Tnformation induded In the Annual Report, other than the finan¢lal statefflenis and our Report of the Indepeadent Audltors thereon. Our opinion on the financial statements does not tover the other Inlormatlon and, except to the extent otherwise expllcltly stated in our report, we do not express any form of assuran￿ ¢tsntlusion thereon, In connection with our audit of the financial statements, our responsibility is to read the other information and. In doing SD. eonslder whether the other informatlDn Ss mateNally inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material Incon515tencie5 or apparenl material misstatements, we are required to determlne whether this gives rise to mHterial misstatement in the flnanclal 5tstement5 themselves. If. based on the work we h3ve performed, we conclude that there Is a material mlsstatement of thi5 Qther informatlon. we are required lo report that fxt. We have nothing to report in this regard. Opihitsns on other matters pyescrlbed bythe Companles Act ZIJ06 In our opinion, based on the work undertaken In the course of the audlt.. the informatlon given in the Report of the Trustees for the financlal year for whl¢h the financial statements are prepared 15 con5islent with ihe h"nancial siatements; and the Report of the Trustees has been p￿pared In accordance with applicable legal requlrement Pa8e 35

REPORT OF THE INDEPEMOENT AUDITORSTO THE MEMBERS OF THE BACA CHARifi IREGISTEREO PIUMBER: 065105591 tters on whlth vrt •rt requlred to report by ex¢epllon In rhe light of the knOw￿ge and Undersianth.￿ ol the charitable CL¥npany and Its emiironment obtained In the Coufse of the audiL we have not hlentilied material misstatements in the Report of the Trustees. We have nothin8 to report in respect of the followiTr8 mailers where the Companies Act 2￿6 reqvires US to report to you il, in ovr opinion.. adequate accountin8 recofds have not been kept or ￿lYIn5 adequate for our audit ha¥t not been received from branches not V151ted by us. or the financial siatements afe noi in a8ieement *rfth ihe accounti￿ records and returns- or certain di5c105ures ol trustees, remuneration specified by law are not rnade.- or we have not feceived all the tnformation •nd explanations we requiie for our audiL or the trustees were noi entitled to take advantage ol the small ¢M)panles exempiion from ihe fequlremerbt to Pfepare a strateg￿ Report or in prep•ring the Report of the Trustees. ResponslbMltl•s ol ttust•os As explained rnore fully in the Staternent of Trustees, Aespon51bilitios, the trustee5 (who are 3150 the directors of the charitable company for the purposes of compa¢iy lawl are responsible for ihe preparaiion of the financial siatements and lof being satisfied ihat thcy 8Ne a true and lair v￿. and lor such internal control as the trustees determine Is necessary to enab￿ the Pfepar31ion ot financlal statements ihat aro free Irom material rni55ratomont. whether due to fraud or error. In preparlng financlal statemenis, Ihe trusiees afe fesponsible lor assessifvd the charitable comparty's •bik'ty to Continue a5 a ooln8 concern. db5¢1os1￿ as applicable. maitors related io 8olng eorKern and usffi8 the 806￿ concern sis ol a<¢ounling unless the trustees eTriher Iniend to Ibiu￿•le the charltable company or to cease operath)ns. or have no reallsiic alternative bui to do so. Page 36

REPORT OF THE INDEPENOEP•T AUDITORSTO THE MEMBERS OF THE 8ACA CHARifi IREGISTÉREO NUMBER: 065105591 Our respwsdlllltbes for the audli olthe Ilnancial Maiements Ovr obie¢tives are to obtain reasonable assurar￿e about whether ihe linancial statemertts as a whole are free from materlal misstatemeni, whether due to liaud Of error. and to 155ue a Report of ihe Independenl Audiiors thaE 1nclude5 our opinion. Reasonable assurance is a h¥h level ol assurance. but 15 nol a guarantee that an audit conducted In accordance with ISAS IUKI will always detect a materièl mi5sts1errent when it exists. Missiatements can arise from Iraud or error are considered material if. individualty or in the aggregate. Ihey cO￿d reasonab￿ be expeaed to fluence the economic decisions ol users taken on the basis of these financial staiements. Irregularities. Inc1￿11n6 Iraud. are instances of non•compli•nce with laws and regulaiions. We design procedures line with our fesponsibilitie5. Outlined above. to deiecl material misstatements in iespect ol irregularities, includlng fraud. The extent to which Dur prosures In the linèncial statcments. We Ideniih'ed thc followlng areas as those most Ilkety to havo such an effect.. Ch'klren'5 act 1989. Modem Slavery Act 2015. Immigfatlon Act 2016, and the Charity is ISO 90JI..025 (The management ol wpported housinq services and learnln8 to unaccompanled asylum-seoklng childrtn coverin6 learnlng ol En81i5h Lan8ua8e. Mathematic5 and information Technology and the provision ol a$￿uM seeking 5upponl Kcredited. The company 15 subjeEt to r￿ulaT iniernal and external audits io onsure complianco with these areas. Audsting ?tandards limit the requlred audit Pf+xeduies io identify non￿mpli4nCe with th￿e laws and re8ulations to enquiry of the Trusiees and other key mana8ement and Inspect￿n. This inspeciion included a review of the external audits condutted within the year for any evthKe of non-compliance. readtsn8 minuiQS of meetings of those charBed wilh governance, in addition to an assessment of the charity's formal Nsk assessmeni. Through ihese procedures, if we became aware ol any non-crmnpknance, we considered the impact ihe pro¢edur¢s perfornied on the related rinancial siatemenr item5. Chving to the inherent limii•tions ol an audit, there 15 an Unavoidab￿ risk ihht we may not have detected some maierial missiaremen15 in the financial siaiemenis, even thou8h we have properly planned and performed our audit in accordance with audilin8 Standards. The lunher rEmoved non<ompliance with law5 and regulattons is from the events and ¢ran5actions relknted in the financlal staiernen15. the le55 likely ihe inherently limited procedures required by auditing standards would Klentify it. As with any audit. there is a 8reaier risk of non.deleclion of ifre8ularities 35 these may invol¥È col￿$10n. intentional omissions of the override ol internal contfols. We ère not responsible for prevenilr4 non.complian¢e and tahmt be expected to delect non-compliance with all laws and re8ulation5. Pa8e 37

REPORT OF THE INDEPENDEP4T AVDrroRS TO ThE MEMBERS OF THE 8ACA CHARITY (REGISTERED MUM8ER.' 065105591 A further description of our responsibrlities for the audit ol the fmancièl statements is located on Financlal Reporting Council's website at www.frc.org.uVauditorsresponsibilities. Thi5 description forms part of our Report of the Independent Auditor Use of ¢)tsr rewt This report 15 made solely to the charrtable comparfs rnembers. a5 a body, in accordance with Chapier 3 01 Part 16 of the Companie5 Act 21x6. Our audli work has been undertaken so that we might State to the chariiable company's members those matters we are required to state to ihem in an auditors. rewrt and for other purpose. To the fultesi extent permiited by law, we do not xcepi or assume responsibility io anyone other than the charitable company and the chafitabk company's members a5 a body. for our audit worl for ttHS report, or for the opinions we have formed. Mr N A Kingsley ACA ISÈnior Statutory Auditor) for arKI on behalf ol Duncan & Toplis Limited. Statutory Au(litor 3 Prince5 CourL Royal Wav LwghbortyJ8h Leicestershire LEII 5XR Date.. Pa8e 38

ThE 8ACA CHAAiri STATEMENT OF FINAMCIAL AcnVI￿ES IINCORPORATING AN INCOME AND EXP£NDITUAE Accoumn FOR 7HE YEAR E140E0 31 MAACH 2021 2021 Toial funds 2020 Total funds Unfest￿led funds Oe5ign3ted funds RestiKted funds Notes INCOME AND ÉNDOWMElnS FROM OonatlCrf15 and ￿aC￿$ 33.782 33,782 56.078 char1tsl￿e actlvltles Grants & trust income Attomrywjdaiion and suppcwt work In¥e5tment incorne Other Income 120.834 746.695 223,945 344.779 746.695 270.128 807266 2.7LKI 2.S20 240 70 Total 904.081 223.94S 1.128.026 1.136.232 EXPENDITURE OPI Raising funds 50.170 37.419 87.S89 79.S91 Chadtable actlvities Accomrnodatson & support work 667.505 180.664 848.169 7,662 Other 11.154 16.5SS 27.709 29.520 Total 728.829 234.638 963.467 916.773 NET INCOMEI(EXPENOITUREI 175.252 110,6931 164.559 219.4159 Transfers between fwKIs 22 I250.C￿l 250.C Net mo¥Èment kn fur 174.7481 250.oc 110.6931 164.559 219,459 RECDNCILIATION OF FUNDS Total lunds brought fmvard 780, 36.651 866.714 647.255 YOTAL FUNDS CARRIED FORWAAO 705.315 25.958 1.031.273 866,714 The notes lorm part ol these financial siaiements Pa8e 39

ThE BACA CHARITY IREGISTEREO NUMBER: ￿510559) STATEMENT OF ANANaAL posmoN 31 MARCH 2021 2021 Total funds 2020 Total nds Unrestricted De￿gnated Restr*ted funds furwjs furKIs Notes RxeD ASSETS Intanbrible assets Tangible a55ets 15 16 ?￿16 950.610 7.816 967.6S9 11,232 413.628 17,049 958.426 17,049 975.475 424,8f CURRENT ASSÉTS Debtors Cash at bank 17 184.253 651,079 184.253 1,049,556 132,803 720,623 98.477 835332 98.477 J.233.•J9 853.426 CREDITORS ArrK)unls fallin8 due wthin o vear 18 1117,3121 189,5661 1206,8781 1180.9011 NET CURRENT ASSETS 718,020 8.911 1.026.931 672 S25 TOTAL ASSETS LESS CiIRREI UABILMES 1.676,446 25.960 2.002,4( lJJ97,385 CREDITORS Am￿nts fallln8 due after rrmye than one year 19 1971.1331 1971,1331 I230￿?1) NET ASSETS 705.313 3CQ.IXK) 25,960 1.031.273 866,714 FUND5 Unrestricted fund5 Re5tritted lunds 1.005,313 25.960 830.063 36,651 TOTAL FUND5 1.031,273 866.714 These finanoal rtatements have been pwepared In accwdance with the provt5iDns appliL3ble to tharltable companie5 subject lo the small companies regime. The financial statements were apwo¥ed by ihe Board of Trustees and atsthorised for issue on ? /.e)g/.ZO- j . and were signed on its behalf by. Vyner. Trustee The notes forrn part of thest financial statements Page 40

ThE BACA CHARITY ATEMENT OF CASH FLOWS FOR ThE YEAR E14DEO 31 MARCH 2021 2021 2020 Cash flows froffl operatlng acrfvltles Cash generated From operaiions Interest paid 9)4.560 16.9961 266.767 18.8071 Net cash provided by Operati￿ actbwtits 897,564 257,960 Purchase ol intanglt￿e fixed assets Purchase of tsn8ible ftxed assets Sale ol tangible fixed assets Interest receNed Is.oc￿l 1566,3311 113.4561 18.8421 240 2.520 2.7C Net cash used in investir4 aciNit 1568.6311 119,5381 Change kn cash and ush eqylvaknts In thÈ reportlng perlod C•sh offid cosh equ5¥alents ai the beglnnkn¢ of the reponlne perfod 328.933 238.422 720.623 482.201 tash and rash equivalents ai the er￿01 Ihe raportin8 P*f•)d 1.049.S56 720.623 The notes fomi part of thest linartial stètements Page41

THE BACA CHARITY NOTES TO THE STATEMENT OF CA5M FLOWS FOR THEYEAR ENDÉD31 MAACH 2021 RECONCILIATION OF NET INCOME TO NETCASH FLOW FROM OPUtATING AcnvmES 2021 2020 Net Incon* for ihe rep￿Ing pwknd las perthe Slatement of Flnandal Actlvltlesl Adlustments for: Depreciation charges Pfofit on dsspos31 of fixed assets Interest received Interesi paid Ilncreaselldecrease in debiors Increase in creditor5 164,S59 219,459 20.713 20,713 12401 12,5201 8.807 10,314 10.234 12,700) 6.996 151,4501 766.442 Net cash prn￿ded by opwatknns 904.560 266.767 ANALYSIS OF CHA￿E$ IN NET FUNDS Al 1_4.20 Cash flov4 At 31.3.21 Nei Cash Cosh ai bank 720,623 328,933 1.049,556 720,623 328.933 1.049.556 Oebl Debts lallin8 due wiihin l year Debt5 lalling due after l year 110,8081 1230.6711 366 1740,4621 110.4421 971.1331 1241.4791 1740.0961 1981.5751 Totsl 479,144 141L1631 67.981 The ngte5 ft>rm of these financial 5tatement5 Page 42

THE BACA NOTES TO THE FINA140AL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 GENERAL INFORMAnON The Baca Charity is a Private Charitable Company knmiled by Guarantee. re8iStere(l in England and Wales. The charitys re8istered number is 1124569 aNI the Company wbstration number is 06510SS9. The re8lStefed 15 3 Pfinces Royal Way, Louthbor0￿. LEII SXA. The financial statements are presented in sterfir¥ which is ihe fU￿10n?1 currery of the charity and rounded to the nea￿t £. The significant accountty￿ policles ap￿d in the preparation of ihe5e finaKlal ststement5 are set out below. These policies have been consistently applied to all years presented unkss otherwise stated. The financial statements c¢y4er the indpiidual eniiry. The entity constituies a publK be￿1 entity as defined by FRS 102. There are no material ur￿ertaIntS with golrq concern. ACCOVNnK pouaES Basls of preparing the f•Mndal slaternents The financial statements of the thèntable company. whlch Is a public benefit entity under FRS 102. have been prepared in accordance with the (haritie$ 50RP IFRS 1021 'Attounting and Reporting by Charities.. Statement ol ftecommended PractKe appltable io charities preparing thelr accounts in accordance wlth the Financial Reporting Siandard ap ￿1(ats￿ in ihe UK and Republic of Irekind IFRS IOZI leffettive l January 20191.. Flnancial ReportirKg Standard 102 The Financlal Reportw Standar(l applicable in the UK and Republic of Ireland, and the Companies Act 2()6. The finarKial Statements ha¥e been prepared under the histor￿al cost ¢onventlon. Income All incorne is recognised in the siatement of Financial ALtivities once the charity has entitlement to the funds, It Is probable that the income wll be re¢eived ar¥J the amount can be meaSu￿d reliablv. The chartty receive5 grants in reS[￿tt of the charitable a¢tNitses it ¢arrles out a5 detailed In the trustees. reF)0rt. Income from 8rants are reccfnised at fair value when the charity has entitlement after any perfDmance conditions have been ￿t. r< is probable that the income will be receNed arml the amount can be measured reliably. If entitlernent is not met then these amounts are deferred. For donation5 to be feco8nised the tharity will have been notif￿d of the amount5 and the settlemeni date In writlng. If there are condit￿n5 aitached to the donation and this requires a level of Performan￿ before entitlement cart be obt&"ned then ￿KOme 15 deferred until those conditions are ful￿ met iy the fulfilrnent of those conditths is within the Control of the charity and it 15 probable that they wi11 be fulfiled. Incorne from tradin8 activities irtludes income earned from the provLsion of accommodatK)n and support wort and ESOL te3chin8 as detailed in the trustees, lTr¢ome is receNed in exchange for supplying services in order to raise funds and ts recogni5ed when entitknent has otturred. EMpen(I￿re Liabilities are recognised as expenditu￿ as as there Is è legal ￿ construthe Obl￿tIon ¢cthmittinB the charity to that expendlture. ￿ 15 probable that a transfer of economic benefrts will be required in settlement and the amount of the obfigatvjn can be measured reliably. Expenditure is attounied for on an accruals basls and has been classifieil under heading5 that aeyegate all CO￿ relaied w the category. Where costs tannot be directly attributed to wtKular he>Ji￿5 they have been allocated io activltles orb a basis CODSiStent with the use of resources. Pa6e 43 continued...

THE 8ACA CHARITY NOTES TO THE FINANCIAi STATEMEMf5. ¢ontlnued FOR THE YEAR ENOED 31 MARCH 2021 ACCOUNTING POLiaES. contlnued Allocation and appDrtlonment of costs Costs of raislng funds ale those costs Incurred in attracting voluntary Income. Chafltable activities include expenditure directly associated with individual projects and sUPPOrt costs relarin to those activities. support cosis are rhose incutted in connection with the management of the Chariiy and its assets, or6an45Otion adfflinistration and compliance with constitutional and siatutory fequiremenis. Support cost5 inElude central lunctlon5 and hove been allocated to actlvity cost ¢ategorles on a basls consistent with thelf use ol re5oyrce. Rentals paid under operating leases are chafied against Income on a straight line basls ovor the lerm of the leèse. IntanWblÈ Ilm￿ assets Intangible lixed assets are inlflally measured at COSI. After Inllial recognit￿n. intanelble asset5 are measured at cost less any accumulated amortlsailon and any accumulated impaimieni losses. The bespoke computer software is beln8 arnortlsed cvonly over its esiimated uselul life of ihree years. T•nilble fl*ed •ss•ts Tanglble flxed asseis are slated ai cost less depretlation. Depreciatlon Is provided at rates calculated to wrlte oll the cost loss estlmated resldual v4lue ol each a55et ovef Its expected useful life. as follows.. Computer equlpment Fixiures, IlttlnAs & equipment 33.33% straighi Ilne 25% straight line The trustoes have chosen not to depreclate the houses acqulred for the purpose ol dellverlng 5UPPOrted accommodation. on the basls thai they intend to maintaln Ihern to a standard whereb¥ ihey retaln iheii resSdual valuo. Fieehold Propertv Tamatlon Tho ¢hari¢Y is oxempi frorn corporation tax on it5 charitable activ11￿5. Fund •¢¢ounil Unrcstrlcied funds can be used in accordonco wilh tho charitable objecliYe5 at the discretion of the trusiees. Restricted lund5 can only be used for par¢icular rostrlcted purposes wlthin the objects of the charltv. Restriction5 arise when specified by the donor or when funds aro raised for partl¢ulor restrlcied purposes. Desi8nated funds are sel up at tho discretion of the Trustees. Furthor explanation ol the naturt and purpose ol each fund is Included in the notes to the linanclal statoments. Penslon costs and other p05t.r•tlr•m•nt benefits The charitable company operatQ5 a defined conlribution pensiDn seheme. Contributions payable to the charltable company's penslon scheme are charged io the Slatoment of Flnanclal Activities in the period to which they relate. Page 44 continued...

7HE BACA CHAAITY NOTES TO ThE FINANCIALSTATEME P¥t5- ubntlrn￿d FOR THE YEAR ENDEO 31 MARCH 2021 ACCOUNTING POLICIES- ¢ontknued Loans and bwroww Bank loans and borfowings are initialty recognised at the transattton includin8 transaction costs. subseq￿￿1￿. they are measured at arn¢rtised cosi USI￿ ihe effective interest rate rneihod. less Impairment. If an arrangement constitutes a finaAce iransaction it is measured ot p￿￿nI ¥3￿. The SASC fundbn8 a8reerneni has been ireaied as dEscribed in Noie 20 to the ac¢ounts. V￿e Added Tax The charity is not required to reelster for VAT. All income and expenses indude VAT wthere applicable. Dèbtors credltors re¢elvth I pardble wlthln ont yèar Oebtors and creditors with no stated interest rate and receivable 01 payable within one year are recorded at transaction prsce. Any losses arising from impairment are recognised in exppwKliture. SlgnifKant ac¢ountln8 ￿dlementS •nd estlrnatitin uncenaknty In the application of rhe charitable company's accouhting policie5. maftaeement is roquired to make judgemenis, estirnate5 and aswmptions aboul the Car￿n8 value of assets and liabdities that a￿ nol readi appa￿n¢ Irorn other source5. The estimates and underlyir aswmptK)ns are based on hisloral experience othei lauors that are consxlered to be relevant. Adual results may differ from these est¥maies. The estimates and undertyiThg aSSumpt￿n5 are revbewed on an ongoing bays. Revisions to attovnting estimates are recognrsed in the pe￿ in TthKh the e5timale s rewsed if the revision alfects only that period, or in the peiiod of the revrsion and future periods rf the I￿1510n affeLI5 IKIth current and futu￿ periods. The anrnual depreciation charye is sensitive 10 thanees in the estimated uselul economic lives and residual values of the a55ets. The useful economic lives and residual ¥ahJes are re-assessed annually. They are amended when necessary to ref*t current esiiniaie5. based on technological èdvanceff¢n¢. luture Investrnents. economical ulilisation and the ph￿1¢31 condition of the asseis. The valuaiion ol the SASC fund￿￿ liability ha5 been accounted for as descrlbed in Note 20 w the aCC￿JnIs. DONATIONS AIID LEGACIES 2021 2020 Oonations GEft aid 32.867 915 54.787 1.291 33.782 56.078 Page 4S continued...

THE BACA CHARITY NOTES TO THE FINANCIAL STATEMENTS- continued FOA THE YEAR ENOED 31 MARCH 2021 OTMER TRADING ACTIVITIES 2021 2020 Accommodation and Support Work ESOLteaching SASC Housin8 Income 731,236 15,459 787.532 11,034 8.700 746.695 807.266 INVESTMENT INCOME 2021 2020 Oeposit accounl interesi 2.700 2,520 INCOME FROM CHARITA8LE ACTivmES 2021 2020 Activity Granr5 & trust income Grants 344,779 270.128 Included within grants above are the following amounts, which are governrnent 8rants as defined by ihe SORP: - £20,33612020- £19,802) from 88C Children in Need. .£1.99712020.' £9.1321 from Leicestersh1￿ County Council Shire Cornmunity Grants. -É6.57512020.. £5.1451 from The Police and Crime Commissionw's Early Interyention Youth Fund towards cole C051S. .£1.66712020.. £3,288) Ifom The Police and Crime Commissioner's Early Intervention Youth Fund towards the Care Leavers Project. -£5.18912020.. £NILI Irom Leicestershire Couniy Council- Communities Fund- Emergency Computer Funding. The purposes of all tndividual eranis ovef £IOk are disclosed In Note 22 to the account5. and details of thè project$ and activities funded are disclosed in the trustees, report. Pige 46 continued...

TIIE 8ACA CHARITY NOTES TO THE HNAfrICIALSTATEMElnS- contlnwl FOR THE YEAR ENDÉD 31 MARCH 20ZI RAISING FLINOS Ratslni donatlons and le8acl•s 2021 2020 Staff costs Adminisiiation costs 25.329 62.260 18,385 61.206 87,S89 79,S91 C￿lARITABLE ACTMnES COSTS Support costs (see n￿e 91 Oirtci Cosls Tota15 Accommodatw & sJpport work 808152 39,317 848,169 SUPPORT COSTS GovernJn¢e costs Other Totals Accomm¢daiion & 5UPPOrt Work 31.730 7.587 39,317 Support costs. included ITr ihe above. are as lolbws.. Othor 2021 Accomrnod•iion & support work 2020 Total tNities Tiustees. expenses Wales 5oclal securiiv Pènsions IT Ccsts Ltgal and Prolessional fees Consultancy HR consuliancv D8S checks RecNilmertt 608 20,865 2.998 1,463 1.782 313 14.378 2.708 1,296 1,050 9,420 IX114 3,￿0 496 2,211 31.730 35.472 Page 47 Continued...

THE BACA CHARITY NOTES TO THE FINAhlCIAL STATEMENTS- continued FOR THE YEAR ENOED 31 MARCfrI 2021 SUPPORT COSTS- contlnued Governan￿ costs 2021 AccOmmodat￿n & support 2020 Total tivities Awlit and A¢(ountancy fees 7,587 7,360 io. NET INCOMEIIEXPENOITUREI Net Incomellexpendllurel 15 Stated afterchar¥in8llcreditin81.. 2021 2020 Depreciation- owned assets Surplu5 on disposal of fixed assets Computer software amortisation Auditors. remuneration Operalin8 lease rentals 12,300 12,299 12401 8,413 7,360 142,878 8.416 7.587 139,429 A￿aItors, fee5 of £7.S87 12020. £7,360) which are included within governance costs include costs for the preparatlon of the account5, and other advite and asslstsnce provided throughout the year. IL TRUSTEES. REMUNERATION AND BENEFrrs There were no irustees. ￿mUneratIOn ¢r other benefits for the year ended 31 March 2021 nor for the year ended 31 March 2020. Tmstees. e4)ensos The feimbursement of trustees, expenses was as follows: 2021 Nurnber 2020 Number 2021 2020 Travel & Subslsien¢e 313 313 Page 48 continued...

THE BACA CHARITY NOTES TO THE FINANCIAL 5TATEMENTS- contthued FOR THE YÉAR ENOED 31 MARCH 2021 STAFF COSTS 2021 2020 Wages and salarles Social security Costs Other pension costs 498,542 29.981 14,634 447.276 27,770 12,959 543,157 488.005 The total employmeni benefits ol the kEY managemEnt personnel of the charity were £129.030 12020- E107.0601. The avefa8e monthly number of employees durlng the year wa5 as follows.. 2021 2020 Mana8¢menl and Admln Charltoble A(tlvltle5 Oirectors 21 19 36 32 No employees received emoluments in excess ¢1 £60,000. 13. INTEREST PAYABLE AND SIMILAR EXPENSES 2021 2020 Bank loan Interest payable 6,996 8,807 6.996 8.807 14. COMPARATIVES FOR THE STATEMENT OF FINANCIAL AcfiviTIES Unrestricted lunds Des58naied funds Restrlcted funds Total funds INCOME AND ENDOWMENTS FROM Oonations and le8acles 56,078 56.078 Charlt•ble actl¥ltles Grants & trvst income Accommodaiitin and support work Invosiment income Other income 56,S42 807,266 2,520 240 213,S86 270,128 807,266 2,520 240 Total 922,646 213,586 1.136.232 EXPENDITURE ON Raisin8 funds 39,250 40.341 79.591 Page 49 continued...

ThE BACA CHARITY NOTES YO THE ANANaAL STATEMENTS- coDtIn￿l FOR THE YEAR EP4D£D 31 MARCH 2021 14. COMPARATNES FOR THE STATEMENT OF FINANCIAL AcnvtfiES- corrtlN•d Un￿Str￿ted Designated fuNIs fvnds Restrlrted fvnds Total funds Charltabk •ctl¥llles Accommodation & 5UPWt work 636.957 170.705 807.662 Other 10.638 18.882 29,520 Total 686.845 229.928 916.773 IIET114COMEIIWENDITURE) 235,801 116.3421 219.459 Tranilers ljetween fvnds 150.(ml N•t mov•m•nt In tunds 185.801 116.3421 219.4S9 RECOm￿lAIKIN OF FUNDS Totsl funds bro4hi IokW• 594.263 52,992 647,255 TOTAL FUNDS CARftIED FORWARD 780.064 36.6SO 866,714 15. INTANGI8LE FIXED ASSErs Computer 50ftwHre COST At l Aprll 2020 Addlllons 37.740 s.ooo At 31 March 2021 42.740 AMORTISATIOM At l Aprll 2020 Char8e for year 26,508 8,416 At 31 March 2021 NEf BOOK VALUE At 31 March 2021 7.816 At 31 March 2020 11,232 PaBe 50 contlnued...

THE BACA CHARITY NOTES TO THE FINANaAL STATEMEP4TS-tOb)tlnued FOR THE YEAR eNDE0 31 MARCH 2021 TANGIBLE FIXEO ASSETS Firtures and fittings FreelMJhJ property Crynputer equipmeni Totals COST At l April 2020 Additions 386.8lS 566.331 49.200 3.031 439.046 566.331 Al 31 Mar¢h 2021 953.146 49,209 3.031 IJJOS,377 DEPRECIATION Al l April 2020 Char8e for year 21.387 12,300 3.031 25.418 12.300 Al 31 Mar¢h 2021 34.687 3.03L 37.718 N￿BoOK VALUE At 31 March 2021 953.146 14.513 967.659 At 31 March 2020 386.815 26.813 413.628 17. DEBTORS: AMOUNTS FALLING DUE i*ifTriiN IJNE YEAR 2021 2020 Trade debtors Other debtors Prepayments and accrued income 71.568 89.362 23.323 89.774 13,677 29.352 184.253 132.803 i& CREDITORS: AMOUPnS FAWNG OUE WITHIN ONE YEAR 2021 2020 Bank loans and ovwdralts Isee nvte 201 Trade credi¢ors social security and other taxes Othèr crÈditors Accruals and deferred income 10.442 22A64 7.7SI 4.028 161.793 10,808 10.389 6,512 4,011 149,181 206￿?8 180,gJI Page51 continued...

ThE BACA CHARITY NOTES TO THE FINANCIALSTATEMEP4TS- contlnued FOR THÉ YEAR ENDED 31 MARCH 2021 CREDITOAS: AMOUNTS FALUNG DUE wrrHIN OPIE YEAR- cantlnwl Oeferrnd IrKoma 2021 2020 Defeffed income is ind￿le￿ within". Creditors due wlthin one year 129,566 121,667 129.566 121.667 Movemerbt in the year was as tc4kn: Grants recdved: Totsl deferred incorn? at l April 2020 Amounts received in the year Amounis crediied to statement of financial activb 121.667 358.675 1350.7761 100.327 291.468 1270.1281 Grants. deferred incorn at 31 Marth 2021 129.566 121,667 Fundin8 for ESOL Teachire.. Totsl delerred income at l April 2020 Amounts received in the yezr Amounis uEdited to statement of financial activil 15.4S9 IS.4S91 11,034 11,0341 Fuftdl￿. delerred Income at31 Matth 2021 Income has been deferred in rela¢iffi to grani IrKomewhen performance con¢fitlons have not been met. CREDITORS: AMOUNTS FALUNG DUE AFfER MORE THAN ONE YEAR 2021 2020 Bank loan515ee note 201 other k)ans (see note 201 221.133 750.(J)O 230,671 971.133 230,671 LOANS An analysi5 of the matutityof loans is bek￿. 2021 2020 Amounts falli￿ due oneyearon demand.. Bank loans 10.442 Amounts la111￿ due between two and five years: Bank loans. 2-5 years 44,856 46.565 Amounts lalh.rvd due in rnore than fNe year5: Repayable by instalments-. 8ank loans ny)re S yf by Inst 176,277 184,1( Page 52 contlnued...

THE 8ACA CHARITY NOTE5 TO THE FINANOAL STATEMENTS- rnntiNed FOR THE YEAR ENDED 31 MARCH 2021 20. LOANS. tontinued 2021 2020 Repayable otherwise than by instalrnents.. Other loans more Svrs non-inst 750.CWJO In Marth 2020 the Bata Charity entered inio an agreement with Social and Sustainable Capital LLP ISASCI. Thls is a secured loan lacility. secured over the assets ol the chaiity. V4hereby SASC has sei aslde up to £1.75m for Baca to purd￿se elsgible properties wh.ch they can use to further their chariiable objecti¥es. The rnonies are reiained by SASC and Bata were pemiitled io drawdown on this amovnt over 18 months Irom the date of the aereemeni in Mwch 2020. as and when required in order to purchase eligible properties. awever. in li8hl of the Covid 19 pandemic and a550ciated disruption. the diawLlown period has sirKe been extended 10 21 monihs. eaca will pay back the equivalent of 85% of the rnarket value ol all propertie5 purchased via this facility on 20th Mar¢h 2030. The trustees have designated the Baca Housin8 Fund and thtend to set aside excess reserves over the next 10 years into this fuTrJ in order to repoy this. At the balance sheet date, a total of £750.IXI) had been drawn th)wnon thts agreement. 21. SECURED DE8TS The followin8 secured debts are included within creditor5= 2021 2020 Bank loans Other loans 231.575 750.00) 241.479 981.575 241,479 The bank klan is Secured with a fixed charge over the properry it was used to purthase. The other k>an is the SASC funding agreement as described in NO￿ 20 10 the accounts. Page 53 C￿tinued...

ThE BACA CHARITY NOTES TO THE FINANCIAL STATEMENTS- con￿n￿ed FOR THEYEAR ENDED 31 MARCH 2021 MOVEMENT IN FUNDS Net movement In funds Tiansfers between funds At 31.3.21 At 1.4.20 Unre5tr1ded funds General fund Bat8 Housing Fund Underfunded Strate8ic Projects 780.063 50,000 175,250 1250,0001 200,Crf)O 50.000 705,313 250,000 50.000 830,063 175,250 I,(L)5,313 Re5trlrted lund5 BBC Chlldren in Need The National Lottery Communlty Fund The Clothworkers, Fovndatlon 818 Lottery Fund- Awards lor All- Posi 18 Other Re$tri¢ted Funds The Randal Charltable Foundatlon CHK Fou#dation- Cambrldeèghlr• 1261 8.155 14,181 ioi 14.240 26 3.288 16,4341 358 17.9271 13 isi 11,443 7.747 459 6.313 13 151 10 6911 25,960 TOTAL FUNDS 866.714 164.559 1031,273 Ne¢ movement In funds, Induded In the above are as folltsw5'. Incomln8 resour Re50Urtes expended Movemeni In funds Unr￿tr1d*d funds General fund The Henry Smith Charity CHK Foundatlon Simw¢rth Foundatlon 783,247 27,500 33.334 50,000 1607,9971 127,SOOI 133,3341 17S,2SO 904,081 1728.8311 175,2SO Restrl¢ted lunds BBC Children in Need Uoyds 8Jnk Foundation Enable Thè National Lottery Community Fund The Clothworkers. Foundatlon Big Lottery Fund- Awards for All- Posi 18 Other ftestricted Funds The Randal Chari¢able Foundaiion CHK Foundatlon- Cambrldgeshlre The Swlre Charlrable Trusi- Volunteer Prole¢t 20,336 17,743 118,861 120,3101 117.7431 1115,5731 16.4341 17,4311 140.3101 110,9871 114,5981 26 3,288 16,4341 3S8 {7,927 13 iisi 7.789 32.383 11.000 14.583 1,250 11.2501 223,945 1234.6361 110,691 TOTAL FUNOS 1,128.026 1963,4671 164.559 PaBe 54 continued...

THÉ 8ACA CHAR NOTES TO THE FIP4ANCIAL STATEMENTS- Contin￿1 FOR THE YEAR ENO£0 31 MARCH 2021 Z2. MOVEMENT IN FUNDS-comlnued Comparntives for mwemÈnt In fvnds Net ￿￿VeMent in funds Translefs between funds At 31.3.20 At 1.4.19 Unrestrkted fur General 8a¢a Housing Fu￿1 594.263 235.8 150.CthI 50,OC 780.063 50,000 S94,263 23S.8 830,063 RestA¢ted funds Samworth FcwndatKsn Lwce5tershire CiyJnty Council Shire Community Grani 68C Children in Need The National Loiiery Community Fund The Cloihworkers, Foundat)n The Pok"£e and Crime Commissionerfs Early Intervention Youth Fun&Gve leavers her Aestricted Funds 2.986 12.1671 819 3.267 13.1471 1.954 110.6841 3.267 1261 8.155 14.181 3.121 6.201 24.865 188 15.819 15.7521 10.067 52.992 116.3411 36.651 TOTAL FUNDS 647.255 219.459 866,714 Page 55 ¢￿tInued...

THE BACA CHAAIIY NOTES TO THE FINANCIAL STATEMENTS- contlnued FOR THE YEAR ENDED 31 MARCH 2021 MOVEMENT IN FUNOS- contlnued Comparative net movemeni In funds, Incltyjed in the above are as lollow5.' Incomin8 resources Resources expended Movement in funds Unrestrlrted funds General fund The Henry Smlth Charlty CHK Foundation Samworth Foundatlon 866,104 19,875 16.667 1630.3041 119,8751 116,6671 20.0001 235,800 922,646 1686.8461 235,800 Restflcted lunds Charnwood 8orouih Council, Communlt¥ Development and Engagement Grant Samworrh Foundation leicestef5hife Couniy Council Shl Community Granr BBC Children in Need Lloyd$ 8ank FovndatK+n Enable The Pglice and Crimè Commissionèr's Early Inttrveniion Youth Fund-core costs The National Lgttery Community Fund The Clothworkers. Foundation The Police and cr￿rne Commissionerfs Early Inte¢ventlon Youth Fund(afe Leavers Other Resirlcted Funds 3,750 8,750 13.7501 110,9171 12.1671 9,132 19,802 23,604 15,8651 122.9491 123,6041 3.267 13,1471 5.14S 107.357 IS.14SI 1105,4031 110,6841 1,954 110.6841 3,288 13,1001 188 213,586 1229.9271 116,3411 TOTAL FLINDS 1,136,232 916,7731 219,459 Th• Henry Smlth Charliv Havlng prevlously funded 8aca's work for three year5. we are deli8hted io have received a new three.￿al grant Irom The Henry Smlih Charity, whlch will help cover sorne ol our running costs. CHK Foundailon Having previously funded 8acè's art therapy project. we were very grateful fof the CHK Foundaiions Continued support. This Brant was unrestricted, and cotsld be used at the d15creiitin ol the Trusiees to ur*dertake work io luriher the Chariiable Objects ol Baca. Samworth F?yndatlon aving previoysty received a ihree-year grant from The Samworth Foundation, we successfully applied for a new grant Iocu5èd around the issue of addressing sexual exploilation. Bac Chldr•n In Ne•d FollowinB the cgrnpletion of ovr three-year grant. we reeeived a one-year brid8ing 8rant Irom Children In Need. This erant enabled Baca to conilnue our volunteer and mentoring prtsjÈtt. Activitles where volvnteer support 15 Used include the daily ESOL sessiuns, Sports woikshops, helping wilh college hDrnewofk. and life skills workshops. Page $6 continued...

THE BACA CHARITY NOTE5TO THF FINANCIAL STATEMENTS- conilnued FOR ThEYEAR ENDED 31 MARCH 2021 21 MOVEMENT IN FUNDS. contlnued Uoyds Bank Foundatlon Enable Grant Having previovsly received a two-year 8rant from the Iloyds Bank Fot2ndation. we have now tompleted the final year of our two'year continuation 8rant. The continuaTion grant provided core lundin8, which enabled Baca to (oniinue ihe developrnent of our ongoing Work and or8anisational 8fowih. This included the exp4n>oTh of the Charity to meet Bfowin8 dernand. The National Lottery Communlty Fund We are now in the final year of our threeear National Lottery Community Fund erant. which Contrlbuies towards the cost ol delivering our Rebuild Project. The project enables Baca to provide the sUPPOrt and tralnlng the youn8 people need to help them to live independenily once they leave rhe charity. The Clothwowker5' Foundatlon We received a one off capital grant in 2020 from The Clothworkers. Foundati￿. which contiibuted iowards the cost ol relvrbishlnB our new hiÉh support house. 811 Lottery Fund- Awards lor All. Post IB Fvnding Irorn the Natitinal Lottery Award5 for All conlributed iowatds the ¢051 of delivering our new Leaving Care project. Whilst many ol our young people leave our care wiihout needing much additional support. this new projert provides assistance to those who do need help. The grant has been extended due to Covid-19 restdctions delaying the Irainin8 element ol the project. The Randal Chaiitsble Foundat>n This grant contributes toward5 the cost of delivering our in-house ESOL lesson's in partnership wilh Regent College. The grani also enabled Ouf ieachers to provide additional support to the wJung people who a￿ now atlending local colle8es. Thè Swire Charbtable Trust- Volunteer Proiert This grant contributes towards the cost of delivering our volunteer and mentoring project. Activlties where volunteer support is used include the daity ESOI sessions, sports workshops. helping with college homework, and life 5ki115 workshops. Baca Hou51ng Fund The Baca Housing fund 15 monies Set aside by the trustees in order to repay the SASC agreement described in N¢te 20. MER FINANCIAL COMMITME NTS The charitable company has the following commiimenis due as lollows.. 2021 2020 In one year 2-S years 92,152 40.436 101,070 21.166 132.588 122,236 Page S7 ¢ontinued...

THE BACA CHARiri NOTES TO THE FINANCIAL STATEMENTS. continued FOR THE YEAR ENDED 31 MARCH 2021 Z4. REL4TEO PARTY DISCLOSURES Ouring the year rent of £16,659 12020.. £16,376> was paid to A Dando, a member ol the mana8ement commlttee for the use ol ihe Cufrent office. £8,802 12020.. £8,701) 15 included in p￿paYMents and £8,125 12020.. £8,032) is included in trade creditors. During the year an amount of £NIL12020.. E2CQI was phid to the husband ol S Smoul. a member of the management committee foi work carried out on fundraisin8 artworl lor the charity. 2S. SUBSEQUENT EVENrs In April 2021, Ihe ¢harity completed the pvrchase of a lurther property, a flat. for approximately £87k using lunds drawn down ffom the SASC aBreerneni dotailed in Noie 20. 26. OTHER FINANCIAL INSTRUMENT> SASC FUNDING The carrying amount ol the charlly's financial instruments afe as follows.. 2021 2020 Flnancl•l114biiiiles at fèk v•lue throuih Income •nd eKpndltur• Orher loans dve >S years- Non- in5talmenlS 750,000 There wero no net galns or lossos or chan8es In Iblr value throu8h tho 5tat*ment ol Iln?nci31 actlvltles. 27. LIMITED BY GUAIIANTEE The chJrltable company Is a privaie Ilmlted company limlied by 8uatantee and consequontly does not have share czpital. Each member Is liable to cvnirlbute an omouni noi oxceeilln8 £1 iowards the J5Wts ol the cofflpany in the event OF liquidation. Page 58