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2021-03-31-accounts

Registered company: 10197205 Registered Charity: 1168090

EARLY CHILDHOOD PARTNERSHIP (LIMITED BY GUARANTEE)

REPORTS AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

REPORTS AND ACCOUNTS

FOR THE YEAR ENDED 31 MARCH 2021

CONTENTS

Page
Corporate information 3
Report of the Trustee Board 4
Operating & financial review and Strategic Report 11
Independent auditor’s report to the members of Early Childhood Partnership 17
Statement of financial activities (including summary income and expenditure account) 20
Balance sheet 21
Statement of cash flows 22
Notes to the financial statements 23

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

CORPORATE INFORMATION

TRUSTEE BOARD
Chair Sal Thirlway
Trustees: Eve Burt
Deborah James
Sal Thirlway
Robert Thompson
Alan Victor
Company Secretary: Jonathan Kalemera
Business Manager: Serreta Pritchard
CORPORATE INFORMATION
Registered Charity: 1168090
Registered company: 10197205
Registered office: 30 Meadway, Bedford, MK41 9HU
Website: www.ecpbedford.org
Parent Company: One YMCA, Charter House, Watford, WD17 2RT, www.oneymca.org
AUDITORS, BANKERS, INVESTMENT MANAGER AND SOLICITORS
Auditor (External) Haysmacintyre LLP, 10 Queen Street Place, London, EC4R 1AG
Auditor (Internal) BDO (UK) LLP, 55 Baker Street, London, W1U 7EU to 31 March 2021
Beever and Struthers, 15 Bunhill Row, London, EC1Y 8LP
Bankers: HSBC Plc, 44-52 Lattimore Road, St Albans, Hertfordshire, AL1 3XL
Solicitors: Bates Wells Braithwaite LLP, 10 Queen Street Place, London, EC4R
1BE

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

REPORT OF THE TRUSTEE BOARD

The Trustee Board presents its annual report together with the audited financial statements for the year ended 31 March 2021.

Organisation

The Charity operates out of a number of centres across Bedfordshire.

The Charity’s main activities are to deliver the children’s centre contract in Bedford Borough, as well as Therapeutic and Specialist Support Services including Domestic Abuse, Perpetrators and Sexual Violence. The Trustee Board is responsible for the operation of the Charity. Its Business Manager reports to the Trustee Board and is line managed by the Group Chief Executive. The Trustee Board is supported by a Company Secretary.

The Charity closely works with a number of non-profit organisations. These are:

Given that these organisations work closely with the Charity, a conflict of interest policy is in place and all necessary matters are disclosed.

Trustee Board

The Trustee Board is responsible for the overall governance of the Charity. Those who have served during the year are set out on page 3. They hold a dual role of being Trustees of a registered Charity as well as being directors for the purposes of the Companies Act.

In accordance with the Articles of Association, Trustees serve for a three-year term after which they retire. A retiring member of the Trustee Board shall be eligible for re-election for a second and third full-term, but then having served a third term, must stand down as an elected member for a period of one year. Trustees can only serve for a maximum of nine years.

Strategic management

The Trustee Board is responsible for setting an appropriate strategy for the Charity. It also ensures that relevant performance measures are in place.

During the year, the Trustee Board:

As the Charity is a subsidiary of One YMCA, it benefits from a broader committee structure that operates on a Group basis and ensures that detailed governance arrangements are established and monitored. The structure is set out in the following matrix.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

ONE YMCA - TRUSTEE BOARD

----- Start of picture text -----
Governance & Property Health &
Resources Audit & Risk Safeguarding
People Development Safety
Trustee committee with Trustee Committee with Trustee Committee with Trustee Committee with Staff Forum with Trustee Staff Forum with Trustee
ELT support ELT support ELT support ELT support Board oversight Board oversight
governance structure and Board & committee review Investment Strategy with performance review and Financial strstegy & supervision Financial regulations, controls & Code of Governance Development ProgrammeScrutiny of Property Health & safety activities safeguarding / welfare re service users, staff and volunteersPromotion of
and succession planningdevelopment, training Trustee recruitment, management and ICT strategies and capital Property, asset programme Risk management policy and review Review/refine asset strategy/positionmanagement Staff representation safeguarding reportTrustee Board
People strategy, policies and training priorities Area strategies of specific focus arrangements and External audit scrutiny Undertake gateway reviews Safety culture safeguarding/ welfare Consider relevant matters
stakeholders and Vision, values, reputation operational & fundraising performance and KPIsValue for money, arrangements and Internal audit scrutiny Programme Procurement with Board oversight Health & safety managementperformance policies for safeguardingeffectiveness of Group Monitor/review
Youth & partnerships strategy Service development and oversight and recommendations to Review of final accounts Trustee Board contractor managment Programme and arrangements Monitoring Commission and consider audit reports
Employee remuneration policy and salary benchmarking due diligence & condition Strategic partnerships, precedent quality and complianceFraud, whistleblowing, decanting, nominations Workstreams around etc Reviews regulation complianceEnsure legal and
----- End of picture text -----

EARLY CHILDHOOD PARTNERSHIP - TRUSTEE BOARD

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

Recruitment of members of the Trustee Board

Members of the Trustee Board were recruited from partner organisations and comprise the following skill sets:

New Trustees are inducted into the governance arrangements by the Company Secretary using an agreed framework and ongoing training is provided through a combination of: trustee updates, attendance at Charity conferences / training events and bespoke training. A number of the Trustees also serve, or have served as Trustees of other charities which broadens the available skills base and the exposure to training and best practice of the Charity sector. On a periodic basis, the Trustee Board reviews its skills mix in order to ensure that any recruitment exercises are targeted at areas of need.

Management arrangements

The role of Business Manager is provided by the Director of Family Services for the Group and reports to the Group Chief Executive. The Company Secretary supports the Board and provides governance and corporate services advice. They act within the authority delegated by the Trustee Board. Further support can be drawn from the Partners and Parent Charity. Remuneration for key management personnel is set in line with the Parent Charity and is externally benchmarked.

Employees

The strength of the Charity lies in the quality of all its employees and their contribution to achieving the goals of the objectives set for each department. The Charity shares information on its objectives, progress and activities through regular management and staff departmental meetings.

The Charity is committed to equal opportunities both in recruitment and retention of employees.

Gender pay reporting

The Charity has adopted the Living Wage Foundation’s Living Wage as the baseline for all employees who are engaged on a permanent contract of employment and are not apprentices. Moreover, the Charity has utilised an established job evaluation scheme to ensure that all job roles are properly assessed against an equal pay criteria. The overall workforce is 100% female.

The gender pay reporting principles demonstrate the following position as a snapshot on 5 April 2021 was:

As at the date of this report, the Charity was not required to submit gender pay statistics due to its size.

Indemnity insurance

The Charity’s insurance policies indemnify the Trustee Board and Officers against liability when acting for the Charity providing their actions are not reckless or fraudulent.

Health and Safety

The Trustees are aware of their responsibilities on all matters relating to health and safety. The Charity has prepared detailed health and safety policies and provides staff training and education on health and safety matters. During the year, the Parent Charity’s health and safety committee met on three occasions comprising of representatives of all service areas including this Charity. The meetings were chaired by the Director of Operations and one of the Charity’s children’s centre Managers is a permanent Committee member.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

Safeguarding

The Charity takes the protection of its service users, staff and volunteers very seriously. As a result, along with the Parent Charity, it has implemented a robust suite of Safeguarding measures, including comprehensive Policies and Procedures, as well as a clear Safeguarding reporting flowchart and a Safeguarding Link Trustee, who is also the chair of the ECP Board. There is also an active Safeguarding Leads Group, which meets regularly to review trends and learning from the range of safeguarding issues raised within the period. This Group is chaired by the ECP Business Manager and is attended by senior ECP staff members.

Safeguarding Data

The Charity takes the view that a key method of safeguarding people is to safeguard their data. As a result, it makes use of the external Data Protection Officer services of the Group, which are led by a specialist lawyer. The Charity holds a great deal of personal and sensitive data about children and their families, so it takes care to map where data is held and to undertake Data Protection Impact Assessments where appropriate. The Charity’s senior staff also participate in the Data Group along with the Parent Charity, which, among other things, also considers cyber security and protection from external attacks.

Creditors’ payments

The Charity’s aim is to pay purchase invoices within 30 days of receipt, or earlier if agreed with the supplier.

Public Benefit

The Trustee Board held service users at the heart of its approach to formulating the strategic objectives and associated strategies. In doing so, the Trustee Board referred to the guidance contained in the Charity Commission’s general guidance on public benefit when planning for the future. Through the work that the Charity undertakes in its service areas, it delivers public benefit and serves a wide range of people, many of whom are vulnerable.

Complaints

There is a clear and simple complaints policy available to all service users. All complaints received are reported to the relevant Manager and are monitored by the Business Manager to help ensure an appropriate and timely resolution and also to help identify any recurring issues that may require a different approach.

Donations

No charitable or political donations were made by ECP during the year.

One YMCA donated £150,000 to ECP to be spread in equal amounts across the next three years, restricted to the service delivery and administration costs for existing and new activities delivered by ECP staff which help the wider Group’s ambition and strategy to “Double its Impact”.

Going Concern

In light of the material uncertainties arising from the impact of the coronavirus pandemic the Trustees have reviewed the Charity’s financial position and financial forecasts to test how those uncertainties might affect the entity’s ability to continue as a going concern. The Executive has modelled income and expenditure as well as cashflows over the foreseeable future and demonstrated that both are resilient. The main contract with Bedford Borough Council was renewed for a 5 year term from October 2021 which gives greater financial certainty.

Accordingly, the Trustees have a reasonable expectation that the Charity and the Group have adequate resources to continue in operational existence for the foreseeable future, being a period of twelve months after the date on which the report and financial statements are signed. As a consequence, they continue to support the going concern basis in preparing financial statements.

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Report and financial statements for the year ended 31 March 2021

Reserves Policy

Reserves that are unrestricted funds held by the Charity should be sufficient to meet all payment obligations and to contribute to the Charity fulfilling its aims and purposes. The target level of free reserves is determined annually by 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.

The reserves as at 31 March 2021 were as follows:

Reserves
Revenue reserve
Restricted funds
Total funds		 £
£257,579
£150,000
£407,579

The revenue reserve amounted to £257,579 which are classed as free reserves. In determining the level of unrestricted funds held as free reserves to cover working balances and payment obligations without any designation or subject to earmarking for particular purposes, the Trustees have taken into account the following matters:

Accordingly, the Trustees consider it prudent to retain working balances of £60-100k in cash at each month end that are not designated or earmarked in order to meet unforeseen risks or obligations. This is an ongoing objective which is currently being met.

Risk Management

The Trustee Board is responsible for ensuring that an active risk management process is in place and forms part of the ongoing organisational activity. During the year, the Parent Charity reviewed the group risk management policy. The strategic risk register is a standing item at each Group Trustee Board meeting and was reviewed four times. The register identifies the types of risks the Charity faces and prioritises them in terms of potential impact and likelihood of occurrence. The Trustees are satisfied that the internal financial controls comply in all material respects with the guidelines issued by the Charity Commission and has established a separate internal audit function (carried out by an independent internal audit firm) to review risks on a rotational basis. The principal risks affecting the Charity relate to loss of contract income or mismanagement of a Safeguarding issue. We undertake regular strategic meetings with Bedford Borough Council to monitor the service level agreement. We have received positive feedback and work internally to ensure that our services are well managed and exceed expectations. The management of the safeguarding risks are detailed in the Risks and Uncertainties section on page 16.

For the last year, risk management has been primarily focused on managing and in some cases mitigating the impact of the Coronavirus pandemic on the safety of our service users and staff along with the resilience of the Charity. Trustees and the Executive Team set out to explore ways in which our assets and resources would be used to support the vulnerable people we serve through this difficult period. The Executive Team and Trustees

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

put in place an action plan to address these areas and have worked with the Senior Leadership Team to successfully deliver the plan.

The Trustees confirm that they have identified and understand the risks to which the Charity is subject and that they are being actively managed.

Internal Controls Assurance

The Trustees acknowledge their overall responsibility for establishing and maintaining the whole system of internal control and for reviewing its effectiveness.

The system of internal control is designed to manage, rather than eliminate, the risk of failure to achieve business objectives, and to provide reasonable, and not absolute, assurance against material misstatement or loss.

The process for identifying, evaluating and managing the significant risks faced by the Charity is ongoing. The Trustee Board reviews the strategic risk register at every meeting.

Key elements of the control framework include:-

A fraud register is maintained and is reviewed by the Company Secretary on a regular basis. During the year there were no findings of fraudulent activity.

The Board benefits from internal controls work undertaken by the Parent Charity on corporate services activities. This included the handling of receipts and payments.

The Parent Charity monitored the internal audit plan for the Group throughout the year.

Code of Governance

The Parent Charity complies with the National Housing Federation’s Code of Governance (2015) on a Group basis which incorporates the activities of the Charity. During the course of the year, the compliance framework has been reviewed. As an evolving organisation, the Charity will continue to review and develop its governance in order to best serve its beneficiaries.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEE BOARD FOR THE REPORT AND FINANCIAL STATEMENTS

General Financial Responsibilities

The Trustee Board is responsible for preparing the Report of the Trustee Board, Operating and Financial Review and Strategic Report and financial statements in accordance with applicable law and regulations.

Company law requires the Trustee Board to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable laws). Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity and the surplus or deficit of the Charity for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the Charity enable them to ensure that the financial statements comply with the Companies Act 2006. The Trustees are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees confirm that:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approval

The Report of the Trustee Board was approved by the Trustees on 6 July 2021 and signed on their behalf by:

_______ Sal Thirlway Chair & Trustee

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

OPERATING & FINANCIAL REVIEW AND STRATEGIC REPORT

Introduction

The report and accounts for the financial year ending on 31 March 2021 are set out in this document.

Principal Activity

The Charity’s principal activity is to improve outcomes for young children and their families and reduce inequalities between families in greatest need and their peers in:

These activities are delivered from a number of Centres, virtual platforms and additional outreach sites in the Bedfordshire area.

Partners

Early Childhood Partnership works in close partnership with three not-for-profit organisations:

The Charity is led by its Trustee Board and Business Manager with governance support from its Company Secretary.

BUSINESS AND FINANCIAL REVIEW

During the year, the Charity has worked in a strategic manner so that it:

The Trustee Board supports these measures and the ways that they can maximise the resources available for delivering the Charity’s objectives and serving beneficiaries.

Financial review

The financial statements are prepared in accordance with the Statement of Recommended Practice (SORP) for Charities. The Charity returned an operating surplus of £327,270 (2020: £61,095).

During the 2020/21 financial year, the Trustee Board has focused the staff team upon delivering a programme to improve underlying effectiveness of the children’s centre operations and the development of new Therapeutic Support Services so that the Charity is well placed for the future. This included:

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

On an ongoing basis, the Trustee Board is committed to operating a balanced operating budget.

It is pleasing to report that the Charity received a performance incentive payment during the year. This was as a result of achieving the stretch targets in the Bedford children’s centre contract.

Value for money

The Charity’s objective is to provide children’s centre and Therapeutic & Specialist Support Services to meet the needs of its beneficiaries. The key driver is to achieve a balance between reasonable cost and excellent quality.

The Charity measures its value for money in terms of impacts, outcomes and outputs as well as financial ones. This includes:

The Charity’s value for money strategy is to:

As a commissioned service provider, the value for money objectives over the next three years are to:

Over the last year, the Charity has continued to make good progress in delivering value for money. Activities that develop the effectiveness of the Charity have embraced beneficiary impact, operational improvement and good governance.

Initiative Status, saving
orgain		 Comments
Children’s centre services
Deliver the budget
for the Bedfordshire
area		 £327k surplus The budget maximised the deployment of financial resources for
beneficiaries.
Deliver the children’s
centre contract to
the required
performance levels		 Successfully
delivering the
contract		 The children’s centre contract is underpinned by a series of key performance
indicators (KPI) sitting within four performance areas. These KPIs are
regularly monitored by the Trustee Board, Council and managers. The team
members are clear about which KPIs their activities contribute to, and they
understand the links between the KPIs and achieving good outcomes for our
children and families. In 2020/21 the Charity achieved two out of three
incentivisation KPI targets. These targets covered the number of children
seen at the children’s centres, target groups engaging in children’s centres
services, parents reporting increased confidence in age appropriate child
development andparents making positiveprogress in the education and

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Report and financial statements for the year ended 31 March 2021

Initiative Status, saving
orgain		 Comments
learning area of the family star for targeted intervention. This allowed us to
increase staff time to enable us to support more vulnerable families.
Achieving
performance		 Activities are delivered in each centre as part of the termly timetable along
with family support activities and home visiting. These activities interface
with the KPIs and a simple performance management system of “plan,
deliver, review and develop” means that good progress is being made to
meet targets. The Data Officer, in partnership with the local authority, is now
using the children’s centre database to produce increasingly robust evidence
ofperformance.
Meeting the
needs of
beneficiaries		 The design and delivery of the timetable of activities is informed by local
available data. There is an appropriate split between universal, targeted and
perinatal activities. For example, ECP deliver Parents as First Teachers (PAFT)
as the parenting programme of choice and this is delivered as a targeted
service, with the addition of PAFT Connections as a universal group activity.
The perinatal team offers Baby Brasseries across five centres, a daily breast-
feeding support session, weekly ante natal classes for first time parents (BBB)
and one to one support ante-natally and post-natally. In 2020 they worked
hard to ensure a high-quality universal service offer was available remotely.
This included live and pre-recorded sessions on social media as well as videos
to replace information sessions such as Introduction to Solid Food and
Preparing for Baby. Our targeted work also was delivered via video or
telephone, ensuring that families continued to receive the support they
needed despite the pandemic restrictions.
Expanding the
reach of
services		 The Charity continues to focus on its success in engaging with priority or
excluded groups and are increasingly able to use data to focus resources
where they are most needed.
The team works with the local authority to deliver play activities on local
traveller sites which are very popular.
The Charity is supporting a new unborn baby pathway with BBC Head of
Social Care. Children’s centres are one of the lead providers for antenatal
work to support the Social Worker’s unborn babysingle assessment.
Obtaining
positive
beneficiary
feedback		 The Charity’s fourth parent survey was carried out at the end of 2020
specifically asking about support offered during the pandemic. We received
very positive feedback and a good response rate. Parent feedback was
collected via our social media sites. Our effective online parents’ forum
continues to generate a great deal of discussion. When emerging needs arise,
this online forum is a good space to start early discussions with the
communityto respond to these emergingneeds.
Achieve the contract
key performance
indicator
requirements to the
satisfaction of the
commissioner		 Successfully
delivering the
contract		 Monitoring meetings with the local authority take place three times a year.
These meetings form part of the annual review.
Following our end of year Contract Monitoring visit, our commissioners
wrote to us saying “I have been so impressed with the resilience that you
have all shown through this challenging period. The creative skills that you
have used to enable families to access services via technology have been
superb and I have enjoyed watching some of you tell stories and lead singing
sessions.” The local authority highlighted priority action areas, including the
production of a performance report that could be shared with local
councillors.
Continuously
planning for
future
improvements		 There is clarity around the priority areas for development in the coming year.
The Charity will be looking to compare its performance, particularly in
relation to registration and seen figures, with a particular emphasis on
targeted groups. The areas for development reflect feedback from the local
authority arising from the monitoring meetings and form the basis of the
annual service development plan. This plan is considered by the
management team and updated monthly.

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Report and financial statements for the year ended 31 March 2021

Initiative Status, saving
orgain		 Comments
Service Delivery Plan
(SDP) established to
improve delivery to
beneficiaries		 Adopting a
reflective
practice to
develop
services		 ECP has a service delivery plan which allows us to reflect on how well the
Charity is meeting the required outcomes for families. It is used to evaluate
strengths and identify areas for improvement.
Team members are also encouraged to work reflectively. Each team member
completes at least one case study per month where they consider “what
worked well” with a particular family, and “even better if”, what they might
have done differently. This reflective practice continues into their monthly
supervision, where they are supported to consider how past experience can
inform futurepractice.
Embracing
effective
planning		 The SDP focuses on annual targets and breaks them down into a series of
priority actions.
The SDP is completed with input from a range of stakeholders. It is actioned
by the management team and updated monthly and is considered by the
Trustees Board and at the monitoring meetings with Bedford Borough
Council.
Monitoring
performance
andprogress		 The SDP operates on a RAG system (red, amber, green) with good progress
being made. All priority actions are now set against the appropriate KPI(s)
and each action is the responsibilityof a namedperson and time limited.
Efficiencies
Releasing
operational savings
to increase the
workforce delivering
front line services		 Effectively
managing
partners’
Service Level
Agreements
(SLAs)		 Regular contract monitoring meetings take place between the Charity’s
Partners and the Business Manager. Each partner reports back on the
progress it is making towards meeting the service requirements of their
service level agreement. This regular performance review is a key part of the
Charity’s objective of maximising the benefit of services to parents,
prospective parents and young children. Each contract monitoring meeting is
also used as an opportunity to develop further joint working outside the
contract frameworks.
Governance and support services
Develop ICT
accreditation for
information security		 External
accreditation		 The Cyber Essentials accreditation remains in place for information security
purposes.
Undertake a finance
and electronic
payments internal
audit		 Complete A finance and electronic payments internal audit was undertaken by BDO and
a substantial assurance rating was achieved.
Scrutinise electronic
payments via
internal audit		 Complete A full review of expenditure payments was undertaken by BDO using data
analysis methods to ensure probity and good order. This encompassed every
individualpayment made. Apositive assurance ratingwas obtained in 2020.
Undertake
benchmarking on
financial matters		 Comparing
performance		 The Parent Charity participated in the Charity Finance Group’s Finance Count
benchmarkinginitiative.
Developing for
the future		 The electronic ordering, commitments and invoicing system was successfully
implemented. It now automates a number of manual processes and deliver
efficiencies.
Undertake
benchmarking on
people matters		 Comparing
performance		 The Parent Charity participated in the Charity Finance Group’s People Count
benchmarking initiative. Opportunities for organisational development are
sought for continuous improvement
Developing for
the future		 Our restructured staff team are now able to work more fluidly across the
whole of Borough.

The Charity’s on-going commitment to value for money and continuous improvement will remain a key priority given the challenges to income streams that every commissioned service provider faces and the need to keep service users at the heart of decision making. Specific on-going activities will include:

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Report and financial statements for the year ended 31 March 2021

External Influences

As a Charity delivering community services, the Charity is influenced by Government policies towards children’s services.

Objectives and Strategy

The Charity’s objects are to:

The strategies employed to achieve the Charity’s objectives are to:

Achievements and performance

In relation to the strategic objectives, the Charity has made a positive impact upon many lives during the year.

Service delivery plan developed to deliver KPIs and new operating model

Matrix management and partnership working in action

General

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

The services provided are subject to Commissioner review and the suite of outcomes and key performance indicators agreed in the Council’s contract. Performance against these is monitored on a regular basis.

Strategic developments on new activities

The Charity has worked hard to incorporate and deliver services in a compressed timescale. It will seek to expand its operations when it is prudent and sensible to do so and where there is a need to expand the delivery of services to beneficiaries.

Looking to the future

The Charity is committed to developing a strong and vibrant organisation in order to serve its beneficiaries and the local community. In doing so, it will

Risks and uncertainties

Risks that may prevent the Charity achieving its objectives are considered and reviewed by the Group Trustee Board on a periodic basis as part of the corporate planning processes. The risks are recorded and assessed in terms of their impact and probability. Major risks, presenting the greatest threats to the Charity are reported to the Group Trustee Board at every meeting. The Charity’s major risks relate to:

One of the principal risks relates to safeguarding given the beneficiary group that is being worked with. Whilst the Trustee Board reviews controls and standards, One YMCA provides extensive safeguarding support through its Safeguarding Leads Meeting which operates on a Group basis to challenge, support and review the protection and prevention arrangements in force. ECPs Head of Family Support attends the Safeguarding Leads meeting as well as advising on any concerns for the Charity. The Safeguarding Policy is regularly reviewed by One YMCA, the Business Manager and Partners to ensure that it meets the needs of the services being provided.

On an annual basis, the Group reviews its key policies and controls frameworks. These included the financial regulations as well as the Code of Governance, committee terms of reference, code of conduct, safeguarding, fraud, whistleblowing, health & safety and equal opportunities policies. The next review is scheduled for Summer/Autumn 2021.

The risk management and internal controls arrangements are described in more detail in the Report of the Trustee Board on pages 8 and 9.

Approval

In approving the Operating and Financial Review, the Trustees are also approving the Strategic Report in their capacity as directors of the Charity. The Operating and Financial Review and the Strategic Report were approved by the Trustee Board on 6 July 2021 and signed on their behalf by:

Sal Thirlway Chair and Trustee

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF EARLY CHILDHOOD PARTNERSHIP

Opinion

We have audited the financial statements of Early Childhood Partnership for the year-ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows 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, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the 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 Report of the Board, and the Operating and financial review and Strategic Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Board (which incorporates the director’s report), the operating and financial review or the strategic report.

Responsibilities of trustees for the financial statements

As explained more fully in the Statement of Responsibilities of the Trustee Board set out on page 10, 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.

Auditor’s responsibilities for the audit of the financial statements

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

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

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the regulation of registered charities, regulation by Ofsted and Health and Safety regulation, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011, and we considered other factors such as taxation compliance.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to areas of estimation uncertainty and manual accounting journals. Audit procedures performed by the engagement team included:

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

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

Tracey Young (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of Haysmacintyre LLP, Statutory London Auditor Date 10 September 2021

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EARLY CHILDHOOD PARTNERSHIP

Report and financial statements for the year ended 31 March 2021

STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income and expenditure account) FOR THE YEAR ENDING 31 MARCH 2021

Income
Donations and legacies
Charitable activities
Total income
Expenditure
Charitable activities
Total expenditure
Net income
Net movement in funds
Reconciliation of funds
Total funds at start of period
Total funds carried forward		 Notes
3
3
4
11		 Unrestricted
Funds
2021
£
9,332
1,366,628		 Restricted
Funds
2021
£
151,177
369,849		 Total Funds
2021
£
160,509
1,736,477
1,896,986
1,569,716
1,569,716
327,270
327,270
80,309
407,579		 Unrestricted &
Total Funds
2020
£
-
1,141,866		 Unrestricted &
Total Funds
2020
£
-
1,141,866
1,375,960 521,026 1,141,866
1,180,534 389,182 1,080,771
1,180,534 389,182 1,080,771
195,426 131,844 61,095
195,426 131,844 61,095
80,309 - 19,214
257,579 150,000 80,309

The accompanying notes form part of these financial statements.

20

EARLY CHILDHOOD PARTNERSHIP

Report and financial statements for the year ended 31 March 2021

BALANCE SHEET

Registered company 10197205

AS AT 31 MARCH 2021

Current assets
Debtors
Cash at bank and in hand
Total current assets
Liabilities
Creditors: falling due within one year
Total current liabilities
Net current assets
Provisions for liabilities and charges
Total Net Assets
The funds of the Charity
Unrestricted funds
Restricted funds
Total Charity funds		 Notes
8
9
10
11		 2021
£
77,750
641,677
719,427
239,848
239,848
479,579
72,000
407,579
257,579
150,000
407,579		 2020
£
91,860
279,726
371,585
219,276
219,276
152,309
72,000
80,309
62,153
18,156
80,309

The accompanying notes form part of these financial statements.

The accounts were approved by the Trustee Board on 6 July 2021 and were signed on its behalf by:

Sal Thirlway ________ Chair and Trustee

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDING 31 MARCH 2021

Net cash inflow from operating activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the period
Cash and cash equivalents at the end of the period
Reconciliation of net income to net cash inflow from operating activities
Net income for the year
Decrease / (increase) in debtors
Increase in creditors
Net cash inflow from operating activities
Analysis of cash and cash equivalents
Cash
Cash equivalents
Total cash and cash equivalents		 2021
£
2020
£
361,951
111,454
279,726
168,272
641,677
279,726
327,270
61,095
14,109
(67,793)
20,572
118,151
361,951
111,453
641,677
279,726
-
-
641,677
279,726

The accompanying notes form part of these financial statements.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

1.

Status

The Company is limited by guarantee, registered under the Companies Act 2006 registration number 10197205 and a registered Charity number 1168090. The Charity meets the definition of a public benefit entity under FRS 102.

The registered office is 30 Meadway, Bedford, MK41 9HU.

The sole corporate member is One YMCA.

The Member of the Company undertakes to contribute such amount as may be required (not exceeding £1.00) to the assets of the Company in the event of the same being wound up while it is a member for payment of the debt and liabilities of the Company contracted and of the costs, charges and expenses of winding up. If upon the winding up or dissolution of the Company there remains, after the satisfaction of all its debts and liabilities, any property whatsoever, shall transferred to the Member (One YMCA) or if the Member no longer exists or declined to receive the assets, then to the National Council of Young Men’s Christian Association (Incorporated) or, in the event that these routes are inoperable, as directed by the Charity Commission.

2.

Principal accounting policies

The financial statements are prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities second edition, effective 1 January 2019, preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102).

In the view of the trustees in applying the accounting policies adopted, the only area of judgement relates to the provision for dilapidations as disclosed in 2(j). No other judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year. No complex financial instruments are held.

(a)

Basis of accounting

Assets and liabilities are initially recognised at historical cost or transaction values unless otherwise stated in the relevant accounting policy notes. Those assets measured at fair value are re-measured at each balance sheet date.

(b)

Going concern

The Charity’s business activities, its current financial position and factors likely to affect its future development are set out within the Operating and Financial Review. On this basis, the Trustee Board has a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future, being a period of twelve months after the date on which the report and financial statements are signed. As a consequence, they continue to support the going concern basis in preparing financial statements. No material uncertainties exist.

Recognition of income

These are included in the Statement of Financial Activities when:

Contractual income is included in the Statement of Financial Activities once the Charity has delivered its obligations.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

(d) Volunteer help

The value of any voluntary help received is not included in the accounts, but is described in the Trustees’ annual report.

(e) Expenditure

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

The Charity has incurred expenditure on support costs. Support costs have been allocated between governance costs and other support. Governance costs comprise all costs involving public accountability of the Charity and its compliance with regulation and good practice.

Support costs include central functions and have been allocated on a basis consistent with the use of resources.

Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the Charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

Debtors and creditors

Short term debtors are measured at transaction price, less any impairment and short-term creditors and measured at the transaction price.

(g)

Deferred income

Where income has been received in respect of service to be provided in a future period, the relevant income has been deferred as a creditor.

Operating leases

Rentals payable under the operating leases are charged on a straight-line basis over the lease term. The benefits of lease incentives entered into after the date of transition to FRS102 are recognised in income and expenditure over the lease period.

(i)

Pensions

Group Personal Pension Plan (defined contribution)

The Charity also makes contributions to a group personal pension plan (defined contribution) provided by Aviva which is open to all employees.

(j)

Provisions for Liabilities

Provision has been made for expected property costs at the end of the leases based on the lease terms, management’s assessment of the property condition and external evidence supporting the likely costs. The estimation involves a level of judgment and will be reassessed annually.

(k)

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.

24

EARLY CHILDHOOD PARTNERSHIP

Report and financial statements for the year ended 31 March 2021

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

3. Income

Income
Donations and legacies
Donations
Charitable activities
Bedford Borough Council
children’s centres contract
Therapeutic and specialist
support services
Other
Total income		 Unrestricted
Funds
Restricted
Funds
2021
£
2021
£
9,332
151,177
1,090,768
-
209,534
66,326
369,849
-		 Total Funds
2021
£
160,509
1,090,768
579,383
66,326		 Total Funds
2020
£
-
1,072,025
20,409
49,432
1,375,960
521,026		 1,896,986 1,141,866

Restricted income received in 2020 relating to charitable activities totalled £20,409.

4. Expenditure

Charitable activities
Children’s centre service delivery
Programme delivery by partner
organisations
Therapeutic and specialist
support services
Support costs
Total expenditure		 Unrestricted
Funds
Restricted
Funds
2021
£
2021
£
952,954
25,969
78,030
-
-
149,550
363,213
-		 Total funds
2021
£
978,923
78,030
363,213
149,550		 Total funds
2020
£
717,216
265,054
-
98,500
1,180,534
389,132		 1,569,716 1,080,770

Restricted expenditure relating to charitable activities in 2020 totalled £2,253.

5. Support costs

Auditors remuneration (excluding VAT) for audit
services
Company secretarial
Governance costs
Finance, human resources, property & safety (inc.
VAT)
Total support costs		 Children’s
Centre
2021
£
2,553
3,647		 Children’s
Centre
2021
£
2,553
3,647		 Therapeutic
Services

2021
£
947
1,353		 Therapeutic
Services

2021
£
947
1,353		 Total
funds
2021
£
3,500
5,000		 Total
funds
2020
£
2,500
5,000
6,200 2,300 8,500 7,500
102,879
109,078		 38,171
141,050
91,000
40,472
149,550
98,500

Support costs and governance costs are apportioned between the children’s centres and Therapeutic Services based upon the time spent on each activity.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

6. Trustee Board

The Trustees are the non-executive directors of the Company and are also the Trustee Board. None of the Trustee Board received emoluments. No expenses were reimbursed during the financial period (2020: nil).

7. Employee information

Average monthly number of employees
Children’s centres
Therapeutic Support Services
Total
Staff costs (for the above persons)
Wages and salaries
Social security costs
Other pension costs		 2021
2020
No
No
28.8
14.5
26.7
-
43.3
26.7
2021
2020
£
£
907,746
404,741
73,311
28,217
33,745
15,470
1,014,802
448,428

There were no employees earning more than £60,000 per annum (2020: nil).

The aggregate emoluments of key management personnel were £37,228 (2020: £22,602). The role of Business Manager is performed by the Director of Family Services employed by One YMCA and recharged to the Charity as detailed in note 13.

8. Debtors

9.

Debtors
Trade debtors
Prepayments and accrued income
Creditors
Amounts falling due within one year
Trade creditors
Accruals
Deferred income
Other taxes and social security costs
Other creditors
Amounts owed to parent company		 2021
2020
£
£
57,316
91,860
20,434
-
77,750
91,860
2021
2020
£
£
44,349
15,728
75,196
76,014
63,727
110,650
16,940
10,329
23,776
3,869
15,860
2,686
239,848
219,276

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

10. Provisions for liabilities and charges

At 1 April
Arising during the year
Used during the year
At 31 March		 2021
2020
£
£
72,000
47,000
-
25,000
-
-
72,000
72,000

A provision for dilapidations to premises is being held to cover the costs of any necessary reinstatement and repairs to the properties at the termination of the leases.

11.
Fund analysis - 2021
Fund
Unrestricted - general purposes
Restricted Funds:
Friends of Eastcott
Big Lottery – Horizons Project
Children in Need
Harpur Trust
Male Victims
Violence & Exploitation Reduction Unit
Bedfordshire and Luton Community
Children in Need Covid Booster
CAST (Comic Relief)
Bedfordshire police
National Lottery - Dads Aloud
Wishing Tree
One YMCA
Safelives
Total		 Funds b/f
Income
62,153
1,375,960
18,156
-
-
-
-
-
-
-
-
-
-
-
-
-
-
164,474
39,383
44,813
74,857
22,182
6,504
3,600
5,000
1,223
4,313
3,500
150,000
1,176		 Expenditure
1,180,533
18,156
164,474
39,383
44,813
74,857
22,182
6,504
3,600
5,000
1,223
4,313
3,500
-
1,176		 Funds c/f
257,579
-
-
-
-
-
-
-
-
-
-
-
-
150,000
-
80,309
1,896,986		 1,569,715 407,579

Big Lottery Fund – Horizons Project

A project working with families affected by domestic abuse, parental substance misuse and parental mental health issues. Funding of £164,474 was received against expenditure during 2021.

Children In Need

A grant funding the provision of a full-time therapist supporting children affected by domestic abuse. Funding of £39,383 was received against expenditure during 2021.

Harpur Trust

A grant funding the provision of a full time play therapist supporting children affected by domestic abuse. Funding of £44,813 was received against expenditure during 2021.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

Fund analysis continued

Male Victims

A project supporting male victims of domestic abuse. Funding of £15,000 was received during the year from the People’s Postcode Trust against expenditure incurred and £95,699 was received from the Bedfordshire Police and Crime Commissioner against expenditure of £59,857. A balance of £35,842 was held within deferred income.

Violence and Exploitation Reduction Unit

A project delivering targeted play therapy for children. Funding of £36,000 was received during the year of which £22,182 was expended and the balance of £13,820 was held within deferred income.

Bedfordshire and Luton Community

Covid-19 funding of £6,504 was awarded during the year to purchase laptops.

Children In Need – Covid Booster

A grant of £3,600 for the provision of emotional and wellbeing support for children affected by domestic abuse and Covid-19.

CAST (Comic Relief)

A grant of £5,000 was awarded to explore the use of digital services.

Bedfordshire Police

Funding of £1,223 was awarded to provide pop up banners relating to male victims.

National Lottery Grant – Dads Aloud

Early Childhood Partnership was awarded a grant from The National Lottery Awards for All fund during 2020. The funding allows the Charity to run a weekly group for fathers and their children aged under five. It provides them the opportunity to build social networks, creates an informal support system and strengthens relationships in and around the community. During 2021 £4,313 was expended with a balance of £2,444 being held in deferred income.

Wishing Tree

A donation of £3,500 was received from the Wishing Tree Appeal to fund overtime working for Christmas workshops.

Safelives

A donation of £1,176 to fund staff laptops was received from Safelives.

Friends of Eastcotts Fund

A fund of £18,156 was transferred to Early Childhood Partnership in 2020 to fund the replacement of items at the Eastcotts children’s centre. The funds were raised by the local community and was fully expended in 2021.

One YMCA

A donation of £150,000 was made by One YMCA to ECP to be spread in equal amounts across the next three years, restricted to the service delivery and administration costs for existing and new activities delivered by ECP staff which help the wider Group in the aspiration to “Double its Impact”.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

Fund analysis - 2020
Fund
Unrestricted – general purposes
Restricted – Friends of Eastcott
Restricted – National Lottery
Total		 Funds b/f
Income
19,214
1,121,457
-
18,156
-
2,253		 Expenditure
1,078,518
-
2,253		 Funds c/f
62,153
18,156
-
19,214
1,141,866		 1,080,771 80,309

12. Taxation

The Company is a registered Charity qualifying for relief from income and capital gains taxes on its Charitable activities.

13. Related party transactions

One YMCA

For the financial period under review, two of the Trustees are also Trustees of One YMCA. They were: Sal Thirlway and Alan Victor. One YMCA provides central services to the Charity such as finance, human resources, safety & compliance and company secretarial work on an arm’s length basis. A charge was made for these services amounting to £96,000 (inclusive of VAT) (2020: £96,000). In addition to this a charge of £33,494 (inclusive of VAT) was made for key management personnel during 2020/21 (2020: £27,123) and a charge of £3,666 (inclusive of VAT) was made for marketing services during 2020/21 (2020: nil). An amount of £13,997 is accrued for charges not yet billed relating to 2020/21 (2020: £2,686) and shown as a balance due to One YMCA.

The Charity benefits from an inter-company loan facility for short term cash flow purposes. It was not used in 2019/20. When used, interest is chargeable, it is subject to a debenture deed and One YMCA has a registered charge in respect of it. There is currently a nil balance (2020: £Nil).

Others

For the financial year under review:

Conflicts of interest

A conflicts of interest policy is in force and all interests are declared. Where appropriate, conflicted trustees do not participate in decisions.

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EARLY CHILDHOOD PARTNERSHIP Report and financial statements for the year ended 31 March 2021

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

14. Operating lease commitments

15. Post balance sheet events

Following a competitive tendering process, the Charity has retained the Bedford Borough children’s centre contract, with an average income of £993k per year, across five years. This achievement creates significant financial stability for the charity, but more importantly, allows us to reach, engage and help transform the lives of thousands of local families. We look forward to working with the Council and other ECP Partners to deliver this new contract.

30