2021-03-31-accounts - Centre For The Acceleration Of Social Technology

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REGISTERED COMPANY NUMBER: 09544506 (England and Wales) REGISTERED CHARITY NUMBER: 1161998

REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

FOR

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

Gibson Whitter Limited Statutory Auditors Larch House Parklands Business Park Denmead Hampshire PO7 6XP

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

		Page
Report of the Trustees	1	to	9
Report of the Independent Auditors	10	to	12
Statement of Financial Activities		13
Balance Sheet		14
Cash Flow Statement		15
Notes to the Cash Flow Statement		16
Notes to the Financial Statements	17	to	31

CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2021. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Introduction

CAST seeks to address the urgent need for the UK's social sector to make better use of digital technology in order to become more resilient and responsive. Operating without the support of this most powerful tool makes social organisations less efficient, relevant and sustainable. In contrast, charities that embrace digital, data and design respond more effectively to their users' needs and behaviours, and are much more resilient to volatility. The challenge is to accelerate the use of digital by charities of all sizes to transform their services and the way in which the serve and support their communities. This has been CAST's focus and purpose since our launch in 2015.

We work with charities and social enterprises helping them to maximise the value they create - becoming more responsive to the changing needs, behaviours and expectations of their communities; more test-driven in the way in which they balance the value created for individuals, community and environment; and embedding these digital principles into their organisational strategy, culture and services. CAST also supports trusts and foundations to improve how they assess, select and support charitable digital projects and programmes. By building their digital capacity, CAST helps social sector organisations to become better equipped to thrive in the face of rapid social, economic and technological change.

CAST has taken a networked approach from the outset, working closely with trusts and foundations, training and advisory bodies, and design and development agencies, to radically improve the quality, range and uptake of charity digital tools, training, funding and advice. We openly share what we are learning; and build on the work of others through our strong commitment to sharing and reusing resources which reduces the costs - while increasing the pace and scale - of change.

The COVID-19 pandemic has created a great urgency for civil society organisations (and businesses more widely) to adopt digital technologies to continue to provide value: ensuring continuity in running their organisations effectively; experimenting with how they can deliver services and support at a distance, and exploring how digital, data and design can help them achieve their broader charitable objectives. In response to this, along with a wide range of partners as part of Catalyst, we have supported thousands of charities and civil society organisations to respond to the pandemic and ensure their vital work has continued at this critical time. The pandemic created the need for charities to engage rapidly with digital tools and approaches; CAST and the Catalyst network responded providing hundreds of thousands of points of support: direct training and support; access to funding and resources, and connecting charities with the best placed digital experts.

How CAST contributes to the public benefit

CAST seeks to address our society's most pressing challenges through the effective use of digital, data and design. This year, more than ever, the way in which charities could create public benefit relied on their access to, and use of digital tools and approaches. Without such access, or the support to make best use of digital, there would have been a significant reduction in the public benefit of charities, at a time where individuals and communities needed charities the most.

In accordance with the requirements of the Charities Act 2011 and the associated Charities (Accounts and Reports) Regulations 2008, the trustees confirm that they have complied with their duties to have due regard to the guidance on public benefit as published by the Charity Commission, in exercising their powers and duties in the year under review.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

ACHIEVEMENT AND PERFORMANCE

Review of performance and achievements

It's been quite the year. With it, the beginnings of a transformation of the sector. In part, this transformation has started as individual organisations have scrabbled to use digital tools to ensure business continuity and to deliver their support to those that they cannot physically meet. This has resulted in thousands of charities starting out with digital tools and taking their first steps in delivering digital services, but is quickly leading to many charities being more deliberate about the design of their digital services and the shape of their team delivering it; being more aware of some roles for digital in their work, and less adverse to developing more modern practices.

Of course much of this transformation has come because of the huge increase in demand for many charities' support and the dramatic falls in income leading to many having to rethink how they might organise to address those two opposing trends. The transformation too, of course, is driven by global and UK based social movements - Black Lives Matter and environmental groups.

The work of CAST, and in particular our contribution to Catalyst sits at the heart of this: a desire to support charities to evolve their deliberate digital practice, and an ambition to find new ways to organise that catalyses more resilient communities and activities that build the ambition, capacity and practices of a sector. The Catalyst network has provided an incredible response to the crisis of COVID-19. In part, this is because of the ground-work already laid by the Founding Funders, CAST team and strategic partners who have built relationships, ways of working and practices that could quickly be reorientated to provide emergency support to the sector.

The change of context also meant, of course, that CAST, as a contribution to Catalyst, was positioned in a way to support The National Lottery Community Fund to deliver c£5m work of support and funding to the sector.

The CAST team, plus significant contributions from critical partners such as DOT Project, Shift, SCVO, Deepr, Third Sector Labs, Dev Society and many more, were turned to focus on providing this immediate support, whilst aiming to do so in a way that added to the longer term aims of Catalyst.

To support civil society this past year we've seen the services and resources from Catalyst accessed over 600,000 times; supported thousands of charities to develop better deliberate digital practices; run the biggest ever Discovery programme - for over 100 charities - supported by digital partners; created the conditions that has generated over 750 open assets (using open source and creative commons licenses), and seen the beginnings of shared infrastructure that can support the sector to be more responsive and resilient in the future.

By building on the foundations of Catalyst and focusing on those worst affected by the pandemic, CAST's work has grown in importance, urgency and achievement in this past year.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

FINANCIAL REVIEW Financial position

Results for the year

We are pleased to report that despite the many problems caused by the pandemic (and in part because of them), 2020/21 was a momentous year for CAST, with turnover of £6.26m being generated, which was almost treble the amount earned the year before.

The main reason for this was the £4.95m grant funding received from The National Lottery Community Fund for providing grants and digital support services to non-profits as part of TLNCF and Catalyst Digital Covid Response Fund. Of this emergency funding that we were proud to deliver on behalf of TNLCF, we spent £3.92m of it during the financial year, with the balance of £1.03m being carried over in our restricted reserves for paying out by the end of September 2021.

Income

In addition to the emergency funding referred to above, we generated £1.32m income, and this included other grants from The National Lottery Community Fund (£430k), Comic Relief (£352k), City Bridge Trust (£200k), Paul Hamlyn (£75k), plus £43k of smaller grants. We also earned £220k unrestricted service delivery fee income (up 23% on the year before).

Expenditure

The charity's primary expenditure continues to be incurred on supporting charities and social enterprises to improve their services with digital technology, and with the emergency funding provided by TNLCF we were able to substantially increase the amount of support provided during the year. Expenditure on digital capacity development was £5.24m during the year, almost treble the previous year's level and of course this is directly attributable to the emergency funding provided by TNLCF for accelerating this support during the pandemic. Of this expenditure, £1.76m was paid out as direct grants, and £2.85m was spent on sub-contracted digital support provided by external partners.In addition to the digital capacity development costs we incurred £495k on support costs, £32k on governance and £29k on fund-raising.

Reserves policy

We continue to develop and manage our free reserves so that they represent from three to six months' operating expenditure. With the increase in unrestricted fee income during the year our free unrestricted reserves increased from £281k to £330k (this figure comprising unrestricted reserves of £333k less the £3k fixed asset net book value).

With our current operating costs running at £62k per month, this represents free reserves cover for 5.3 months' operating costs, which is within our target range.

Our restricted reserves contain funding provided towards the delivery of specific programmes of work, and it will be spent over the coming year. At 31.3.21 the balance of our restricted reserves was £1.07m, all of which will be spent this year, and the main element of this was the balance of £1.03m emergency funding from TNLCF which will be spent by the end of September 2021.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

FUTURE OBJECTIVES AND PLANNED ACTIVITIES

This past year has highlighted just how important civil society is, and indeed how important digital, data and design are to how charities in particular can be even more responsive and resilience to change. Based on this, CAST's future objectives will be to strengthen the work so far and to ensure we reach further and deeper into supporting civil society's capacity and capability in digital, data and design.

In particular, this means a renewed commitment to supporting Catalyst and to ensure we build on the collective work to date. As part of this, we will review the best structures and governance that support this network-based approach to thrive to maximise its impact. Similarly, we will continue to review the best role that CAST plays in contributing to this shared mission.

We will continue to champion and advocate for open working and the use of open licences across civil society. In the past year we have evidenced the benefit of grant funding using open source and creative commons approaches, and will now look to build on this foundation, working with grant-making partners; creating the structures than enable reuse and collecting the evidence that demonstrates the value of this approach. This will be at the heart of our continued focus on building the technical infrastructure that supports greater reuse, and that decreases the cost of high-quality digital work across civil society.

In addition to the technical infrastructure that can support civil society, CAST will also focus on the vital relational infrastructure that supports those with responsibility for digital within charities. We will continue to innovate models that support digital leads and ultimately the development of digital capacity within and between organisations across civil society.

As the sector rebounds from COVID-19, it is vital that we act now to rebuild using the most flexible and powerful tools and approaches available to us. In doing so we aim to ensure charities across the UK:

integrate digital in their organisational strategy and culture so that they remain responsive and resilient in the face of ongoing social and economic change
can exploit new opportunities afforded by digital for the development of shared solutions and greater efficiencies
remain abreast of technological advances so they can continue to champion and safeguard the most disadvantaged in society, especially as government automates and tech companies make greater use of personal data;
can actively contribute to the development and use of new technologies and platforms to ensure they are open, responsible and inclusive.

As we rebound from COVID, CAST's mission remains urgent and important. We'll structure our team and work to ensure we provide maximum value to charities, civil society organisations, and ultimately to individuals and communities across the UK.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006. The charity's trustees are also directors and members of the company.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governance

CAST has appointed trustees that bring a strong understanding of the potential of technology to address social challenges. At the end of 2020 we recruited six new trustees to further strengthen our Board, and in March 2021, one of our founding Trustees, Nat Hunter, stepped down after providing five years of leadership and support for the charity. We are incredibly grateful for Nat's huge contribution and also to the new Trustees for their commitment to our mission and objectives. The new Trustees were recruited through an open process supported by the B-Corp Society (https://www.society-search.com/) and appointments made following interviews that has ensured the right fit for the organisation and the prospective trustee.

The names of the trustees who served during the period are set out as part of the reference and administrative details within this annual report and accounts, and brief biographical details on each of the current trustees are given below.

Nat Hunter	Founder of Airside, Director of Design at the RSA and Strategic Director
	at Machines Room, Nat is one of the UK's most influential digital
	designers committed to using digital technology to drive social change.
Lord Jim Knight	Chair of the Board, Jim is the Chief Education Adviser at TES Global, a
	visiting professor at the UCL Knowledge Lab and a member of the
	House of Lords. Jim served as an MP from 2001-2009, during which
	time he was a minister for rural affairs, schools and then employment,
	spending his final year as a Cabinet minister. Jim is a founder of XRapid
	Ltd, the first company to sell disease diagnosis commercially via an
	iPhone app.
Mary McKenna MBE	MBE Mary is a technology entrepreneur and angel investor. She
	co-founded the online learning company Learning Pool in 2006 which
	she exited in 2014. She is a resident expert at Said Business School and
	an Entrepreneur in Residence at the Northern Ireland Science Park.
	Mary was awarded an MBE in 2014 for services to digital technology,
	innovation and learning.
Emma Thomas	Emma joined YoungMinds, the UK's leading children and young people's
	mental health charity, as CEO in July 2018, with overall responsibility for
	the organisation and its impact for young people. Prior to this, she
	worked as a consultant supporting digital adoption and strategic
	development for a range of charities such as Barnardo's, YMCA and
	London Youth. She was CEO of YouthNet (now The Mix) and has
	worked at the BBC developing new services and leading campaigns to
	drive adoption of new platforms.
Lara Burns	Lara is Chief Digital Officer of The Scouts, where she leads the digital
	transformation strategy across an organization of 165,000 volunteers in
	a network of 8,500 local groups, who deliver weekly Scouting to nearly
	half a million young people to help develop their Skills for Life. She has
	spent 25 years delivering digital innovation across diverse sectors. In the
	last decade Lara has driven digital transformation and strategic change
	in the charity sector, where she is passionate about using technologies
	to increase the effectiveness of the charities.
Kate Collins	Kate has worked in UK charities for nearly 20 years and joined Teenage
	Cancer Trust in 2009 initially to lead fundraising, becoming a Director in
	2013 and, in March 2018 Chief Executive. Teenage Cancer Trust has
	led the way in the creation of world-class cancer services for young
	people, providing life-changing care and support. Kate is leading a
	strategy to ensure the charity can reach all young people with cancer in
	the UK and is ensuring that young people and their needs remain at the
	heart of everything the charity does.
Gaia Ines Fasso	Advisor on digital innovation strategy, programmes and operating
	models. Working with multinational companies, social impact incubators
	and startups. CareerTech founder, curator of THRIVEatLearning
	community and contributor to EdSurge.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

STRUCTURE, GOVERNANCE AND MANAGEMENT

Professor	Kerensa	Jennings	Storyteller, strategist, writer, digital impact specialist. Previously Head of
FRSA			Strategic Delivery at BBC and CEO of iDEA at the Royal Household,
			now BT Group Director of Digital Impact.
Prue Quarcoo			A finance professional, Prue is the Group Head of Reporting (UK) and
			sits on the Management Board at GroupM UK, the world's leading
			investment group. Prue is passionate about equity in society and social
			mobility. She is a mentor and also a secondary school Governor.
Pema Radha			Chief of Staff, Global Managed Services @EY. Organisational change,
			business operations and HR expertise. Passionate about diversity and
			inclusion.

The trustees are committed to ensuring that the Board has the combination of skills necessary to support the effective provision of access to capital to charities and social enterprises. In particular, the Board of Trustees includes skills and expertise in the following areas: digital and social innovation, charity and social enterprise, grant-making and social investment, financial and risk management. The Board has adopted the Charity Governance Code and ensures compliance through regular review.

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

The Board of Trustees systematically reviews risks faced by the Charity, reviewing the detailed risk register on a quarterly basis.

The key risks to the Charity are:

Post-EDA funding and potential succession planning for Catalyst is delayed due to the intensity of EDA delivery. This is being mitigated by ongoing and advanced conversations with the Founding Funders as well as with prospective new funders.
The need to respond to another lockdown. This is mitigated as staff are set up to work from home and operate flexibly around childcare. CAST was able to operate effectively through the previous lockdown and since then have invested in home-working infrastructure to support staff. The impact on support partners and grantees is similar to that of CAST.
Failure to deliver the intended outcomes of the funded programmes and enable lasting change in the charity sector. This has been mitigated by thorough research and engagement with a large number of charities and sector organisations, who have participated in the development of the tools and resources that support and enable VCSOs to embrace digital development within their activities.
Failure to secure long-term funding to deliver CAST's mission of sector change. This is being mitigated by the maintenance of a rigorous system of financial control which is enabling the charity to grow its unrestricted reserves and achieve value for money across its activities. Discussions with the charity's major funders has also led to a number of funded programmes being extended and others being secured for at least two years.
Failure to spend grant income within agreed timeframes. This has been mitigated by developing robust financial controls and expanding the CAST team and partner network to deliver our increasing number of programmes.
Failure to retain key staff. This is being mitigated by the recruitment of a strong and experienced team who share CAST's aims and values, communicate effectively with each other and the wider network, and are supported by a wide range of specialist partners.
Reputational damage caused by any of the above. This is mitigated by close oversight by an experienced board of trustees that ensures the charity continues to develop; work effectively with its partners and funders; and maintains strong financial and organisational controls.

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

STRUCTURE, GOVERNANCE AND MANAGEMENT MANAGEMENT COVID-19

The pandemic continued to have a significant impact on CAST. Our income almost trebled so that we could coordinate, and provide, urgent support to the sector to harness digital, data and design to respond to the crisis. With that, our team grew modestly to ensure we could manage the scale of the work, whilst the strength and number of partnership grew considerable. The Catalyst network grew from 50 partners to 500; the resources and services available we accessed over 500,000 times. The scale and urgency of demand highlighted the importance of CAST's mission, and the team and partners responded incredibly to successfully provide support at scale. CAST continued to operate as a distance-based team with all staff operating wholly remotely and all Board meetings conducted in the same way. The confidence and competence of the team in operating using digital tools and remote practices ensured we delivered to an exceptional standard, and we continue to support other charities to develop their digital behaviours and ways of working.

The 2021 Charity Digital Skills report has further evidenced the importance of CAST's mission as the sector now consolidates and builds on the huge changes driven by the pandemic: 83% of charities changed their services in response to demand and close to 8 out of 10 (78%) used digital to reach new audiences. The majority of charities are now committed to digital service delivery, with 73% planning to continue delivering in this way and 71% embedding digital as part of a hybrid model. This explosion in new digital experiments means a greater-than-ever need - and opportunity - for coordination and collaboration, to ensure good practice, prevent needless duplication and make best use of sector resources. Catalyst resources and services have reinforced and accelerated a sector-wide shift in digital culture and mindset - 77% of Catalyst charities are collaborating or sharing learnings externally, compared to the sector figure from the Charity Digital Skills report of 41%. However, there is need for still more support: while over two thirds (67%) continue to deliver all work remotely, just under a third (31%) say their staff are burned out from the demands of intense remote working. We'll look to understand how we can address this, both within CAST and across the sector. Big sector challenges like tackling digital inclusion and safeguarding will benefit from a joined-up response; over 1 in 5 organisations cancelled services because either their users don't have the skills or tech to use them, or because their staff lack the skills or tech needed to deliver them. A Catalyst-convened panel event of key players in the space attracted over 150 attendees and led to the creation of an open list of national programmes and resources, while the DigiSafe resource created with CAST and Catalyst support has been accessed and integrated by hundreds of charities.

Finally, with many more organisations now contributing to the conversation and practice around digital, there is all the more need for common language, standards and shared conceptual models to communicate/operate effectively and inclusively. These challenges and opportunities, amplified by the COVID-19 pandemic reinforce the importance of CAST's mission and work.

REFERENCE AND ADMINISTRATIVE DETAILS Registered Company number

09544506 (England and Wales)

Registered Charity number

1161998

Registered office

Broul Cottage Bath Road Nailsworth Stroud Gloucestershire GL6 0QL

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

Trustees

Lord Jim Knight Emma Thomas Mary McKenna Nat Hunter Kathryn Collins Gaia-Ines Fasso Kerensa Jennings Prue Quarcoo Pema Radha Lara Burns

(resigned 1 March 2021) (appointed 25 November 2020) (appointed 25 November 2020) (appoInted 25 November 2020) (appointed 1 March 2021) (appointed 25 November 2020) (appointed 25 November 2020)

Auditors

Gibson Whitter Limited Statutory Auditors Larch House Parklands Business Park Denmead Hampshire PO7 6XP

Bankers

Unity Trust Bank London WC1B 3LN

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The trustees (who are also the directors of Centre for the Acceleration of Social Technology for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charity SORP;
make judgements and estimates that are reasonable and prudent;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

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

In so far as the trustees are aware:

there is no relevant audit information of which the charitable company's auditors are unaware; and
the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

AUDITORS

The Trustee Directors have made the decision to go out to tender for the 2022 audit.

Approved by order of the board of trustees on 8 September 2021 and signed on its behalf by:

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

Lord J Knight - Trustee

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

Opinion

We have audited the financial statements of Centre for the Acceleration of Social Technology (the 'charitable company') for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 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 United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Report of the Trustees has been prepared in accordance with applicable legal requirements.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or
the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion.

Procedures performed by the audit team included:

Discussions with management regarding known or suspected instances of non-compliance with laws and regulations; and
Assessing journals entries as part of our planned audit approach. Evaluation of management incentives and opportunities for fraudulent manipulation of the financial statements including management override, and considering that the principal risk were related to the posting of inappropriate journal entries to improve the result for the year.

There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. As in all of our audits we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by the trustees that represented a risk of material misstatement due to fraud. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

GAVIN WHITTER FCA (Senior Statutory Auditor) for and on behalf of Gibson Whitter Limited Statutory Auditors Larch House Parklands Business Park Denmead Hampshire PO7 6XP

24 September 2021

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2021

Notes INCOME AND ENDOWMENTS FROM Donations and legacies 2 Charitable activities 3 Digital capacity development Total EXPENDITURE ON Raising funds 4 Charitable activities 5 Digital capacity development Total NET INCOME/(EXPENDITURE) RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD	Unrestricted funds £ - 220,422 220,422 29,019 545,159 574,178 (353,756) 686,950 333,194	Restricted funds £ - 6,047,742 6,047,742 - 5,220,732 5,220,732 827,010 242,669 1,069,679	31.3.21 Total funds £ - 6,268,164 6,268,164 29,019 5,765,891 5,794,910 473,254 929,619 1,402,873	31.3.20 Total funds £ 200,000 1,942,181
				2,142,181 22,585 1,775,904
				1,798,489
				343,692 585,927
				929,619

The notes form part of these financial statements

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BALANCE SHEET 31 MARCH 2021

Notes FIXED ASSETS Tangible assets 13 CURRENT ASSETS Debtors 14 Cash at bank CREDITORS Amounts falling due within one year 15 NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES NET ASSETS FUNDS 17 Unrestricted funds Restricted funds TOTAL FUNDS	31.3.21 £ 3,298 119,040 2,843,159 2,962,199 (1,562,624) 1,399,575 1,402,873 1,402,873 333,194 1,069,679 1,402,873	31.3.20 £ 6,342 356,609 1,227,657 1,584,266 (660,989) 923,277 929,619 929,619 686,950 242,669 929,619

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved and authorised for issue by the Board of Trustees and authorised for issue on 8 September 2021 and were signed on its behalf by:

Lord J Knight - Trustee

The notes form part of these financial statements

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CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2021

Notes Cash flows from operating activities Cash generated from operations 1 Net cash provided by operating activities Cash flows from investing activities Purchase of tangible fixed assets Net cash used in investing activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period	31.3.21 £ 1,618,301 1,618,301 (2,799) (2,799) 1,615,502 1,227,657 2,843,159	31.3.20 £ 437,876 437,876 (8,038) (8,038) 429,838 797,819 1,227,657

The notes form part of these financial statements

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NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2021

RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM	OPERATING ACTIVITIES	OPERATING ACTIVITIES
	31.3.21	31.3.20
	£	£
Net income for the reporting period (as per the Statement of
Financial Activities)	473,254	343,692
Adjustments for:
Depreciation charges	5,843	2,667
Decrease/(increase) in debtors	237,569	(229,966)
Increase in creditors	901,635	321,483
Net cash provided by operations	1,618,301	437,876

2. ANALYSIS OF CHANGES IN NET FUNDS Net cash Cash at bank Total	At 1.4.20 £ 1,227,657 1,227,657 1,227,657	Cash flow £ 1,615,502 1,615,502 1,615,502	At 31.3.21 £ 2,843,159
			2,843,159
			2,843,159

The notes form part of these financial statements

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

Voluntary income including donations, gifts and legacies and grants that provide core funding or are of a general nature are recognised where there is entitlement, the receipt is probable and the amount can be measured with sufficient reliability.

Income received under contract or where entitlement to grant funding is subject to specific performance conditions. Such income is only deferred when:

the donor specifies that the grant or donation must only be used in future accounting periods; or
the donor has imposed conditions which must be met before the charity has unconditional entitlement.

Income from activities to generate funds, such as services provided, and investment income are recognised on a receivable basis.

Volunteers and donated services

The value of services provided by volunteers is not incorporated into these financial statements.

Where goods or services are provided to the charity as a donation that would normally be purchased from suppliers, this contribution is included in the financial statements at an estimate based on the value of the contribution to the charity.

Expenditure

Expenditure is recognised when a liability is incurred. Contractual arrangements are recognised as goods or services are supplied.

Expenditure on raising funds are those costs incurred in attracting voluntary income.
Charitable activities include expenditure to support the wider and more effective use of technology to drive social change. Charitable activities include both the direct costs and support costs relating to these activities.
Support costs include central functions and governance costs and have been allocated to activities on a basis consistent with the use of resources.

Irrecoverable VAT

All resources expended are classified under activity headings that aggregate all costs related to the category. Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Plant and machinery - 33% on cost Fixtures and fittings - 20% on cost Individual assets costing £500 or more are capitalised.

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

1. ACCOUNTING POLICIES - continued

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

2. DONATIONS AND LEGACIES

Grants Grants received, included in the above, are as follows: Esmee Fairbairn 3. INCOME FROM CHARITABLE ACTIVITIES Activity Grants Digital capacity development Service income Digital capacity development Grants received, included in the above, are as follows: Comic Relief- Tech for Good/HIV Think Digital The National Lottery Community Fund - Fuse The National Lottery Community Fund- Beehive Comic Relief- Spark Co-op Foundation Carried forward		31.3.21 £ - 31.3.21 £ - 31.3.21 £ 6,047,742 220,422 6,268,164 31.3.21 £ 29,260 162,381 17,877 73,000 - 282,518		31.3.20 £ 200,000 31.3.20 £ 200,000 31.3.20 £ 1,762,936 179,245	31.3.20 £ 200,000
					31.3.20 £ 200,000
				1,942,181
				31.3.20 £ 3,276 16,549 5,296 175,000 50,000
				250,121

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

3. INCOME FROM CHARITABLE ACTIVITIES - continued

Brought forward Department for Digital, Culture, Media and Sport Paul Hamlyn Foundation City Bridge Trust The National Lottery Community Fund- Catalyst Charity IT Leaders TNLCF - EDA grant TNLCF - Services grant Comic Relief - Explore Clothworkers Foundation IVAR Cisco Lloyds Foundation 4. RAISING FUNDS Raising donations and legacies Staff costs Subcontractors	31.3.21 £ 282,518 - 75,000 200,000 250,000 - 1,863,000 3,085,000 250,000 5,224 7,000 20,000 10,000 6,047,742 31.3.21 £ 29,019 - 29,019	31.3.20 £ 250,121 977,815 75,000 200,000 250,000 10,000 - - - - - - -	31.3.20 £ 250,121 977,815 75,000 200,000 250,000 10,000 - - - - - - -
		1,762,936
			31.3.20 £ 11,785 10,800
			22,585

5. CHARITABLE ACTIVITIES COSTS

		Grant
		funding of
	Direct	activities	Support
	Costs (see	(see note	costs (see
	note 6)	7)	note 8)	Totals
	£	£	£	£
Digital capacity development	3,481,616	1,757,296	526,979	5,765,891

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

6. DIRECT COSTS OF CHARITABLE ACTIVITIES

Staff costs Subcontractors Marketing and advertising Travel and subsistence Event attendance Venue hire and catering Other direct costs 7. GRANTS PAYABLE Digital capacity development The total grants paid to institutions during the year was as follows: The Engine Room Inc SCVO Lancashire Women's Centre Shift Foundation Datakind UK NCVO Kingston Voluntary Action Citizens Online Vonne Breast Cancer Care Clore Parkinson's UK Your Sanctuary Action for Children Disability Rights UK Hope Support Services Promo-Cymru Comic Relief - Explore TNLCF- EDA Discovery Phase1 TNLCF- EDA Development Phase 2A TNLCF- EDA Development Phase 2B TNLCF- EDA Development Phase 2C TNLCF- EDA Sector Challenge	31.3.21 £ 611,394 2,846,329 4,287 - - - 19,606 3,481,616 31.3.21 £ 1,757,296 31.3.21 £ - 50,000 - 48,700 - 3,037 - - - - - - - - - - 3,400 219,500 500,000 193,820 231,586 268,955 238,298 1,757,296	31.3.20 £ 520,716 775,042 2,616 15,350 427 26,090 6,507
		1,346,748
		31.3.20 £ 232,158
		31.3.20 £ 20,000 57,598 2,200 91,850 2,332 15,888 7,800 5,600 2,200 2,500 8,690 2,500 5,000 2,500 2,500 3,000 - - - - - - -
		232,158

Comic Relief- Explore

41 grantees applied and received grant funding for the explore programme.

EDA- Discovery Learning Programme

Supporting cohorts of charities through a 'Discovery' process - early stage research and design to understand the needs, behaviours and expectations of the communities they serve to identify how digital may best be used to support them. Over 100 charities supported by 11 digital agencies - the largest ever collective discovery programme.

https://www.thecatalyst.org.uk/resource-articles/100-charities. 100 grantees received grants.

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

7. GRANTS PAYABLE - continued

Definition Programme

A responsive programme that supported charities through a 'Definition' process - the design approach to testing different ways to address the problems identified within the Discovery processes. 55 charities supported by seven digital partners over a 10 week period.

Development Programme

Once Discovery and Definition stages have been completed (either with EDA funding or outside) Development funding provides more in-depth support to build and apply the solutions to realise the charities' communities. Across the EDA programme were Development 2A and 2B - differentiated by when charities were ready for this funding and support.18 Grantees were support in phase 2A, 11 grantees in phase 2B and 55 grantees in 2C.

Sector Challenges

Funding to support charities to work together on shared sector problems, particularly aiming to address challenges that individual charities cannot solve alone, but that need to be addressed by groups of charities working together. Sector Challenges covered four areas: Mental Health and Wellbeing, Early Years, Sexual Abuse and Domestic Violence and Financial Wellbeing. 31 grantees received grant funding.

https://www.thecatalyst.org.uk/sector-challenge-grants/sector-challenge-grants.

8. SUPPORT COSTS

Governance
Management
costs
£
£
Digital capacity development
495,306
31,673
Support costs, included in the above, are as follows:
Management
31.3.21
Digital
capacity
development
£
Wages
312,271
Social security
25,855
Pensions
59,926
Rent
47,962
Telephone
673
Postage and stationery
51
Sundries
3,203
Equipment repairs and renewals
784
Software and licence expenses
20,632
Administration services
2,498
Bank charges
452
Subcontractors
-
Training
659
Bookkeeping and payroll fees
14,497
Depreciation of tangible and heritage
assets
5,843
495,306

Totals
£
526,979
31.3.20
Total
activities
£
41,506
445
2,270
62,214
1,089
309
13,962
1,365
4,469
3,039
308
2,383
1,890
53,527
2,667
191,443

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

8. SUPPORT COSTS - continued Governance costs

SUPPORT COSTS - continued Governance costs
	31.3.21	31.3.20
	Digital
	capacity	Total
	development	activities
	£	£
Auditors' remuneration	6,180	5,340
Trustee meeting and expenses	-	215
Legal fees	79	-
Recruitment costs	25,414	-
	31,673	5,555
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
	31.3.21	31.3.20
	£	£
Auditors' remuneration	6,180	5,340
Depreciation - owned assets	5,843	2,667
Other operating leases	47,962	62,214

9. NET INCOME/(EXPENDITURE)

10. TRUSTEES' REMUNERATION AND BENEFITS

During the year no trustees received remuneration from the charitable company (31.3.20: £8,600).

Trustees' expenses

During the year no trustee (31.3.20: one trustee) was reimbursed expenses by the charity for travel totalling £nil (31.3.20: £215).

11. STAFF COSTS

Wages and salaries Social security costs Other pension costs	31.3.21 £ 832,494 80,882 125,089 1,038,465	31.3.20 £ 475,198 49,476 52,048
		576,722

The average monthly number of employees during the year was as follows:

Charitable Support	31.3.21 13 4 17	31.3.20 8 2 10

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

11. STAFF COSTS - continued

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

£60,001 - £70,000 £80,001 - £90,000 £90,001 - £100,000 12. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrestricted funds £ INCOME AND ENDOWMENTS FROM Donations and legacies 200,000 Charitable activities Digital capacity development 179,245 Total 379,245 EXPENDITURE ON Raising funds 22,585 Charitable activities Digital capacity development 153,743 Total 176,328 NET INCOME 202,917 RECONCILIATION OF FUNDS Total funds brought forward 484,033 TOTAL FUNDS CARRIED FORWARD 686,950	31.3.21 1 - 1 2 Restricted funds £ - 1,762,936 1,762,936 - 1,622,161 1,622,161 140,775 101,894 242,669	31.3.20 - 1 - 1 Total funds £ 200,000 1,942,181
		2,142,181 22,585 1,775,904
		1,798,489
		343,692 585,927
		929,619

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

13. TANGIBLE FIXED ASSETS

Plant and machinery £ COST At 1 April 2020 7,873 Additions 2,799 At 31 March 2021 10,672 DEPRECIATION At 1 April 2020 4,522 Charge for year 2,852 At 31 March 2021 7,374 NET BOOK VALUE At 31 March 2021 3,298 At 31 March 2020 3,351 14. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade debtors Other debtors 15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade creditors Social security and other taxes VAT Other creditors Deferred grants Deferred income Deferred income comprises grant received for future financial periods. Balance brought forward mount release to incoming resources Amount deferred in the year Balance carried forward	Fixtures and fittings £ 3,739 - 3,739 748 2,991 3,739 - 2,991 31.3.21 £ 54,993 64,047 119,040 31.3.21 £ 427,944 29,590 2,532 1,089,315 13,243 1,562,624	Fixtures and fittings £ 3,739 - 3,739 748 2,991 3,739 - 2,991 31.3.21 £ 54,993 64,047 119,040 31.3.21 £ 427,944 29,590 2,532 1,089,315 13,243 1,562,624			Totals £ 11,612 2,799 14,411 5,270 5,843 11,113 3,298 6,342 31.3.20 £ 50,495 306,114 356,609 31.3.20 £ 287,975 5,037 10,790 72,669 284,518 660,989


		31.3.21			31.3.20
		£			£
		284,518			234,639
		(284,518)			(25,121)
		13,243			75,000


		13,243			284,518

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

16. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fixed assets Current assets Current liabilities 17. MOVEMENT IN FUNDS Unrestricted funds General funds Esmee Fairbairn Restricted funds TNLCF- Fuse Indigo Trust Comic Relief- Spark The National Lottery Community Fund (TNLCF) - Catalyst Co-op Foundation TNLCF- EDA TNLCF - Services Comic Relief - Expore Cisco TOTAL FUNDS	Unrestricted funds £ 3,298 432,672 (102,776) 333,194 At 1.4.20 £ 286,950 400,000 686,950 - 17,032 122,436 88,876 14,325 - - - - 242,669 929,619	Restricted funds £ - 2,529,527 (1,459,848) 1,069,679 Net movement in funds £ 46,244 (400,000) (353,756) 95,337 (17,032) (122,436) (162,113) (14,325) 367,341 657,420 10,500 12,318 827,010 473,254	31.3.21 Total funds £ 3,298 2,962,199 (1,562,624) 1,402,873 Transfers between funds £ - - - (95,337) - - 95,337 - - - - - - -	31.3.20 Total funds £ 6,342 1,584,266 (660,989) 929,619 At 31.3.21 £ 333,194 - 333,194 - - - 22,100 - 367,341 657,420 10,500 12,318 1,069,679 1,402,873

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17. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Unrestricted funds General funds Esmee Fairbairn Restricted funds TNLCF- Fuse TNLCF - Beehive Comic Relief- Tech for Good Indigo Trust Comic Relief- Spark Paul Hamlyn Foundation City Bridge Trust The National Lottery Community Fund (TNLCF) - Catalyst Co-op Foundation TNLCF- EDA TNLCF - Services Comic Relief - Expore Clothworkers Foundation IVAR Cisco Lloyds Foundation TOTAL FUNDS	Incoming resources £ 220,422 - 220,422 162,381 17,877 29,260 - 73,000 75,000 200,000 250,000 - 1,863,000 3,085,000 250,000 5,224 7,000 20,000 10,000 6,047,742 6,268,164	Resources expended £ (174,178) (400,000) (574,178) (67,044) (17,877) (29,260) (17,032) (195,436) (75,000) (200,000) (412,113) (14,325) (1,495,659) (2,427,580) (239,500) (5,224) (7,000) (7,682) (10,000) (5,220,732) (5,794,910)	Movement in funds £ 46,244 (400,000) (353,756) 95,337 - - (17,032) (122,436) - - (162,113) (14,325) 367,341 657,420 10,500 - - 12,318 - 827,010 473,254

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17. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Unrestricted funds General funds Esmee Fairbairn Restricted funds Indigo Trust Comic Relief- Spark Joseph Rowntree Foundation The National Lottery Community Fund (TNLCF) - Catalyst Co-op Foundation TOTAL FUNDS	At 1.4.19 £ 284,033 200,000 484,033 20,000 77,138 4,756 - - 101,894 585,927	Net movement in funds £ 2,917 200,000 202,917 (2,968) 45,298 (4,756) 88,876 14,325 140,775 343,692	At 31.3.20 £ 286,950 400,000
			686,950 17,032 122,436 - 88,876 14,325
			242,669
			929,619

Comparative net movement in funds, included in the above are as follows:

Unrestricted funds General funds Esmee Fairbairn Restricted funds TNLCF- Fuse TNLCF - Beehive Comic Relief- Tech for Good DCMS Indigo Trust Comic Relief- Spark Joseph Rowntree Foundation Paul Hamlyn Foundation City Bridge Trust The National Lottery Community Fund (TNLCF) - Catalyst Charity I T Leaders Co-op Foundation TOTAL FUNDS	Incoming resources £ 179,245 200,000 379,245 16,549 5,296 3,276 977,815 - 175,000 - 75,000 200,000 250,000 10,000 50,000 1,762,936 2,142,181	Resources expended £ (176,328) - (176,328) (16,549) (5,296) (3,276) (977,815) (2,968) (129,702) (4,756) (75,000) (200,000) (161,124) (10,000) (35,675) (1,622,161) (1,798,489)	Movement in funds £ 2,917 200,000 202,917 - - - - (2,968) 45,298 (4,756) - - 88,876 - 14,325 140,775 343,692

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

17. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Unrestricted funds General funds Esmee Fairbairn Restricted funds TNLCF- Fuse Indigo Trust Comic Relief- Spark Joseph Rowntree Foundation The National Lottery Community Fund (TNLCF) - Catalyst TNLCF- EDA TNLCF - Services Comic Relief - Expore Cisco TOTAL FUNDS	At 1.4.19 £ 284,033 200,000 484,033 - 20,000 77,138 4,756 - - - - - 101,894 585,927	Net movement in funds £ 49,161 (200,000) (150,839) 95,337 (20,000) (77,138) (4,756) (73,237) 367,341 657,420 10,500 12,318 967,785 816,946	Transfers between At funds 31.3.21 £ £ - 333,194 - - - 333,194 (95,337) - - - - - - - 95,337 22,100 - 367,341 - 657,420 - 10,500 - 12,318 - 1,069,679 - 1,402,873	At 31.3.21 £ 333,194 -
				333,194 - - - - 22,100 367,341 657,420 10,500 12,318

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NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

17. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Unrestricted funds General funds Esmee Fairbairn Restricted funds TNLCF- Fuse TNLCF - Beehive Comic Relief- Tech for Good DCMS Indigo Trust Comic Relief- Spark Joseph Rowntree Foundation Paul Hamlyn Foundation City Bridge Trust The National Lottery Community Fund (TNLCF) - Catalyst Charity I T Leaders Co-op Foundation TNLCF- EDA TNLCF - Services Comic Relief - Expore Clothworkers Foundation IVAR Cisco Lloyds Foundation TOTAL FUNDS	Incoming resources £ 399,667 200,000 599,667 178,930 23,173 32,536 977,815 - 248,000 - 150,000 400,000 500,000 10,000 50,000 1,863,000 3,085,000 250,000 5,224 7,000 20,000 10,000 7,810,678 8,410,345	Resources expended £ (350,506) (400,000) (750,506) (83,593) (23,173) (32,536) (977,815) (20,000) (325,138) (4,756) (150,000) (400,000) (573,237) (10,000) (50,000) (1,495,659) (2,427,580) (239,500) (5,224) (7,000) (7,682) (10,000) (6,842,893) (7,593,399)	Movement in funds £ 49,161 (200,000) (150,839) 95,337 - - - (20,000) (77,138) (4,756) - - (73,237) - - 367,341 657,420 10,500 - - 12,318 - 967,785 816,946

Esmee Fairbairn

This unrestricted grant is to support the continued development of the Catalyst. Specifically, it will enable the Catalyst to galvanise a cross-sector network in providing digital support to voluntary and charitable organisations across the UK.

The National Lottery Community Fund- Fuse

This grant was to support charities across the UK in their digital service development, particularly smaller charities, helping organisations with significant resource constraints to embrace digital for greater efficiency and effectiveness.

The National Lottery Community Fund- Beehive/ 360 giving

Funding was received from TNLCF via 360 Giving to develop the Beehive Giving platform that uses open data from 360 Giving to provide a free grant funding suitability tool that uses funders' guidelines, priorities and 360 Giving to produce reports that help charities decide where to apply for support.

Comic Relief - HIV Think Digital

This funding supported charities funded from Comic Relief's HIV in the UK: Think Digital programme. This grant was to build the capacity, confidence and capability of the participating charities so that they could create effective digital services that help them achieve their charitable objectives.

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17. MOVEMENT IN FUNDS - continued

DCMS Catalyst

DCMS provided this grant to support the development of the Catalyst, a collaborative network supporting the social sector to become more resilient and responsive through the use of digital. The grant was specifically to support voluntary and charitable organisations in England to embed digital into their strategy and services.

Indigo Trust

£20,000 to support the development of Grant Advisor UK, a tool to promote and share open feedback between grant seekers and grant makers. This builds on GrantAdvisor, a tool created in the US by Minnesota Council of Nonprofits, aiming to increase collect honest, public feedback that is visible and benchmarked so that the 'foundation bubble' is burst - improving funder behaviours and practices, and creating more equitable relationships between grant makers and seekers.

Comic Relief - Spark

Funded with £350,000 over two years from Comic Relief, Spark is a partnership that brings together a group of organisations to test out new approaches that can help Catalyst achieve impact at scale. Comic Relief and Paul Hamlyn Foundation have brought together CAST, Think Social Tech, Dot Everyone, Working with Joe and Engine Room to increase the digital capability of the sector by testing out new approaches that can be scaled through the Catalyst network.

Joseph Rowntree Foundation

This grant from Joseph Rowntree Foundation was to cover costs associated with the pre-pilot phase of the Grant Advisor UK work, including collaborating with the Minnesota Council of Nonprofits, UK Trusts and Foundations. This grant directly led to the grant provided by Indigo Trust to continue this work through a pilot.

Paul Hamlyn Foundation

This grant is to use the Fuse approach (digital accelerator for established non-profits) in partnership between CAST and the Cardinal Hume Centre to develop a digital service that provides scalable and transparent immigration advice. Building on CAST's expertise in developing test-driven user-led digital services, and Cardinal Hume Centre's expertise and networks in delivering support for migrants and refugees, this partnership will develop a digital service that supports multiple advice-giving organisations to become more aligned with the capacity they have, providing more accessible/timely support to advice-seekers.

Co-op Foundation

This grant was received to contribute to the cost of developing the Charity Digital Code of Practice. Charity I T Leaders also provided a grant towards this project.

The National Lottery Community Fund (Catalyst)

This funding from TNLCF was provided so that the Catalyst network could continue to help civil society organisations, including small and medium sized groups, embed digital tools across their practice, respond to the needs of users, and be more resilient in the face of technological change.

City Bridge Trust

This grant was provided towards the London elements of the continuing development of the Catalyst network, which will make civil society more resilient by embedding digital in their strategy, services and governance.

The National Lottery Community Fund (TNLCF)- External Delegated Authority (EDA)

To provide grant funding to nonprofits as part of The National Lottery Community Fund and Catalyst Covid response.

The National Lottery Community Fund (TNLCF)- Services

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CENTRE FOR THE ACCELERATION OF SOCIAL TECHNOLOGY

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2021

17. MOVEMENT IN FUNDS - continued

Funding to complement the aforementioned EDA to provide digital, data and design services to support nonprofits as part of The National Lottery Community Fund and Catalyst Digital Covid response fund.

Comic Relief - Explore

Early stage digital funding and tailored support over 12 weeks to help charities explore digital service delivery challenges and prototype solutions.

IVAR, Cisco and Lloyds Foundation

Contribution to the development of the Charity Digital Code https://charitydigitalcode.org/

Transfer of funds

The transfer of funds between TNLCF-Fuse and TNLCF- Catalyst was granted to enable us to support charities to develop digital services. We used this funding to support charities to develop digital services in response to the pandemic by matching them with Digital Teams - this enabled the charities to develop digital services, whilst also piloting the process used within the EDA approach.

18. EMPLOYEE BENEFIT OBLIGATIONS

The charitable company operates a defined contribution pension scheme. The pension costs charge represents contributions payable by the charitable company to this scheme and amounted to £83,753 (31.3.20: £52,049). There was £12,627 of outstanding contributions at 31 March 2021 (31.3.20: £6,254).

19. RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 March 2021 (31.3.20: none).

20. ULTIMATE CONTROLLING PARTY

The charitable company is under the control of its members. No one member has control of the charitable company.

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