2021-06-30-accounts

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Charity No: 1179016

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Martin James
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REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION

Content

Page

Reference and Administrative�etails	03-�� 1 03
Reference and Administrative�etails	03-��
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Report of the Independent Auditors	22-24 1 3
Report of the Independent Auditors	22-24
Consolidated Statement of Financial Activities	25 4
Consolidated Statement of Financial Activities	25
Charity Statement of Financial Activities	25
Consolidated Balance Sheet	27
Consolidated Balance Sheet	26
Charity Balance Sheet	28
Charity Balance Sheet	27
Consolidated Cash Flow Statement	29
Consolidated Cash Flow Statement	28
Notes to the Financial Statements	30-54
Notes to the Financial Statements	29-52

MARTIN JAMES FOUNDATION

REFERENCE AND ADMINISTRATIVE DETAILS

YEAR ENDED 30 JUNE 2021

Legal Status

The Martin James Foundation is a registered charity No. 1179016 ��. There were 4 members as of 30 June 2021.

��s M J S Cockburn A Cockburn G Pick (resigned September 2020) A Kabagabo (appointed December 2020, resigned June 2021) C McKelvie (resigned July 2021) P D Riley (resigned July 2021) B Harvey (appointed December 2020, resigned July 2021) L Herd (appointed July 2021) C Hanvey (appointed March 2022) M Heckel (appointed March 2022) Senior �� (resigned December 2020) Management: �� (appointed January 2021, resigned May 2021) �� (appointed May 2021) �� (appointed November 2020) �� (resigned October 2020)

Jamie Hodgson – Key Assets The Children’s Services Provider �� Dianne Jackson – Key Assets The Children’s Services Provider ��

Kathryn Rock – Key Assets Newfoundland and Labrador Inc, Key Assets Ontario Inc. and Key Assets Nova Scotia Inc. – Chief �� Margaret Bowen – Key Assets Newfoundland and Labrador Inc, Key Assets Ontario Inc. and Key Assets Nova Scotia Inc. – Interim Chief ��

Wayne Ferguson – Key Assets Foundation Limited – Chief ��

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MARTIN JAMES FOUNDATION

�� The Martin James Foundation Vicarage Court 4 Vicarage Road Edgbaston Birmingham B15 3ES Auditors: MHA MacIntyre Hudson Rutland House 148 Edmund Street Birmingham B3 2FD Bankers: HSBC UK Bank Plc P O Box 68 130 New Street Birmingham B2 4JU Solicitors: Bates Wells & Braithwaite London LLP 10 Queen Street Place London EC4R 1BE Mills and Reeve LLP 74-84 Colmore Row Birmingham B3 2AB

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MARTIN JAMES FOUNDATION STATEMENT FROM THE CHAIR

Statement from the Chair of the Board of Trustees

I am incredibly proud of what The Martin James Foundation has �� achieved in 2020/21. The way in which our employees and �� partners rose above the challenges of the pandemic to continue ��delivering necessary support to children and families is utterly �� inspiring to me. While we needed to pivot several of our projects �� and plans, our impact has not been significantly affected by the ��pandemic, and that reflects the dedication that every member of ��our team has made to create more family-based futures for �� children around the world. So, for that, I thank you all. ��

�� As experienced by many individuals, COVID-19 imposed a new set of problems on children in care in 2021. �� Placements were delayed, resources were scarce, and many global initiatives were put on hold. Today �� there are approximately 8 million children living in orphanages with 80% of them having at least one living ��parent, and their progression towards a safer and more secure future was made uncertain. What’s more, �� we saw an enormous number of children lose their parents and guardians to COVID-19.

�� I am proud to share in this report that MJF’s support towards children, families, and communities was not ��hindered by the pandemic. Our varying teams across the globe worked tirelessly to ensure that vulnerable �� individuals were provided with the funding and resources they needed. In 2021 Our Key Assets and �� FosterTalk affiliates pinpointed and relieved concerns that were not only urgent, but unique to each nation ��and their response to the pandemic.

�� Of course, this could not have been achieved without our invaluable partners around the world. This ��report highlights how our relationships with these charities has strengthened in the last year as we’ve �� been able to further their work to accommodate unprecedented circumstances. For instance, Key Assets �� Canada received funding from the Canadian Red Cross to support children whose challenges were �� intensified by lengthy school closures. Our work with Arabian Medical Relief also shifted last year to speed up the delivery of home-based care programmes for parents of children in the Za’atari refugee camp in �� northern Jordan. These are just a few of the new initiatives that we introduced in 2021.

holds, and assisted 693 families through non-fostering services last year. The resources and funding that were available across MJF and the wider Martin James Network have allowed our reach to continue in a time in which it was most compromised. But perhaps the biggest takeaway from 2021 is the necessity of quickly adapting to ever-changing circumstances surrounding children in alternative care. We must be prepared for all eventualities and acknowledge that however hard we try, and the results we achieve, there are still more children in dire need of support.

This ethos will continue to be at the heart of MJF moving forward.

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OBJECTIVES AND ACTIVITIES

Today an estimated 8 million children live in orphanages, yet 80% of them have at least one living parent. Despite decades of research that demonstrate the damage that institutions such as orphanages cause to children’s wellbeing and development, they continue to be used in many countries. We know family-based care has far better outcomes for children and we are committed to ensuring children have a chance to grow up and thrive in a safe and loving family.

SERVING CHILDREN, FAMILIES & COMMUNITIES

�� was founded in 2007 and has grown �� children, families and communities in New South Wales, Queensland, South Australia, Tasmania, Western Australia, Victoria and Norfolk Island. Key Assets Australia strives to continue its work developing innovative services and partnering with statutory bodies, foster carers, families and people with a disability to understand and meet their unique needs.

The Martin James Foundation seeks to support families to stay together whenever possible and works to enable solutions that are in the best interests of children and young people for when this is not possible. The Foundation is comprised of a global network of �� children, families and communities. This includes independent fostering agencies in Australia, Canada, Japan and New Zealand (Key Assets), and advice, practical guidance and independent support for both foster carers and fostering services in the UK (FosterTalk). We also use �� the Foundation to support partner organisations around the world to support children and families in those �� deinstitutionalising care practices.

�� is a children’s services provider with a commitment to improving outcomes for children and young people in Canada since 2007. Key Assets Canada supports and manages the recruitment and retention of foster carers across Ontario, Newfoundland and Labrador, and Nova Scotia. In addition to foster care services, Key Assets Canada also provides educational support and therapeutic services.

��[1] was established in 2010 as a social enterprise underpinned by strong values and a commitment to improving outcomes for children and young people across the country. As of 2020, Key Assets Japan provided fostering support services in Osaka Prefecture, Tokyo, Saitama Prefecture, Fukuoka City, Kawasaki City, and Chiba City from their respective local governments and has made positive changes in each region.

Who we are

�� achieve positive and lasting outcomes for children, families, and communities. All services conducted by these �� activities in their countries of operation, and each organisation is registered with its respective national charity regulatory body and is required to work according to the legislation and protocols of those countries. While Key Assets’ main work is in delivering foster care services, in recent years we have also built on our knowledge and experience of working with vulnerable children and �� support services. We strive to develop an innovative range of services for children, young people and families and �� and responsive in our services.

�� provides foster care and family support services for children and families in the Auckland, Hamilton and Christchurch regions. The organisation believes in a team approach to foster care and family support, working with carers and Oranga Tamariki, Ministry for Children to develop personalised ��

[1] The organisation in Japan is linked to our network, however it falls �� 0604 are not included in this report.

OBJECTIVES AND ACTIVITIES

FosterTalk provides advice, support and guidance on all aspects of foster care and works to ensure that foster #SUPPORTINGTHOSEWHOCARE carers in the UK receive the correct support and training to feel safeguarded in their role, from

pre-approval stages through to retirement. Learning

and development opportunities are provided for both FosterTalk provides advice, support and guidance on foster carers and social workers with services devoted to all aspects of foster care and works to ensure that foster supporting the team around the child to truly improve carers in the UK receive the correct support and training to feel safeguarded in their role, from the welfare and opportunities for all children and young pre-approval stages through to retirement. Learning people in care. FosterTalk also delivers Fosterline, a and development opportunities are provided for both government-funded free helpline for all foster carers in foster carers and social workers with services devoted to England. FosterTalk is committed to improving and The supporting the team around the child to truly improve organisation in Japan is linked to our network, however the welfare and opportunities all children and young it falls outside of the Foundation’s control therefore their people in care. FosterTalk also delivers Fosterline, a �� government-funded free helpline for all foster carers in �� England. FosterTalk is committed to improving and outcomes for every child and young person in the care influencing where they can in order to improve the outcomes system.for every child and young person in the care system.

��

In addition to the charitable activities in the countries of �� programmes team, based in the UK, who collaborate with organisations, social workers, care professionals, and local communities in other countries who are working to develop and implement family-strengthening and alternative care support for children and families. Support �� funding, sharing of resources, and peer learning from social work professionals across the Foundation. �� local, national and global commitment to, and action on, preventing children from being separated from their families and being placed in orphanages. We do this through a mix of strategies including advocacy campaigns, research, practice development, generation of evidence and practice models, and pilot programmes to explore what contextually appropriate approaches to successful family-based care can look like. We also have a project in the UK to support care-experienced and disadvantaged young people to start their own businesses. Our EPIC� initiative provides mentoring and funding support to enable young entrepreneurs to transform an idea into a business.

Together we represent an international network of over 800 foster care and other childcare practitioners, with over 30 years of collective experience of successful delivery of innovative, quality foster care and family strengthening services. The organisations within the Foundation share innovation and best practice through global Community of Practice sessions, and peer exchange to share learnings and to consider new services and ways of operating. This ��partners through practice-based online workshops, as �� learning and knowledge exchange opportunities through the First Nations Collaboration forum (Australia and New Zealand).

Together, these varied approaches and initiatives enable Martin James Foundation to work towards a world where children can grow up in safe and loving homes, not in institutions.

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MJF - KEY ACHIEVEMENTS
Key Assets Australia
Offered support to
Supported 1,081
children and young 654
people in their care Carer Households
Key Assets Canada
Delivered fostering Supported
placements for 248 125
children & young people carer households
Key Assets New Zealand/Aotearoa
114 Supported Assisted
6
91
carer households families through
non-placement services
FosterTalk
#SUPPORTINGTHOSEWHOCARE
Continued to
deliver the Fosterline
Plus contract for the
Department of Education,
Supporting over receiving between
Had 19,000
household memberships 36,000 250 & 300
foster carers
calls per month
Martin James Foundation
SERVING CHILDREN, FAMILIES & COMMUNITIES
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Partnered with 11 partner organisations in Colombia, Croatia, Greece, India, India, Indonesia, Jordan, Latin America, Madagascar, Poland, and Thailand by offering a mix of technical support and funding to advance care reform and deinstitutionalisation.

Supported the Arabian Medical Funded a joint research project Relief to develop and implement between the University of Bath home-based care programmes to and Thammasat University to deliver services to Syrian children explore children’s experiences in the Za’atari Refugee Camp growing up in alternative care in during Covid-19 restrictions Thailand

Supported Harum to raise awareness on the importance of children growing up in families and not institutions through workshops with CSOs and a radio campaign.

CONSOLIDATED FINANCIAL REVIEW

�� £57,577k of which £56,450k was generated by charitable activities ��and £968k is donations and legacies.

��

Income from charitable activities in Canada, Australia and New Zealand relates to the provision of children’s services. This income is restricted by the government agencies who provide this funding.

Charitable activities in Canada, Australia and New Zealand relate to the provision of children’s services.

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Key Assets
New Zealand,
Key Assets £1,450,506
Canada,
£23,495,576 FosterTalk,
£1,382,056
MJF UK
Charity,
£2,185,146
Key Assets
Australia,
£30,249,176
Key Assets Australia Key Assets Canada Key Assets New Zealand
FosterTalk MJF UK Charity
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Expenditure by Affiliate

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Key Assets
New Zealand,
Key Assets £1,417,058
Canada,
£23,498,968 FosterTalk,
£1,381,234
MJF UK
Charity,
£1,846,411
Key Assets
Australia,
£28,673,307
Key Assets Australia Key Assets Canada Key Assets New Zealand
FosterTalk MJF UK Charity
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Total consolidated expenditure for the year was £55,421k Total consolidated expenditure for the year was £55,421k of which £55,391k was spent on charitable activities both of which £55,391k was spent on charitable activities both direct and support. direct and support.

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ACTIVITIES, ACHIEVEMENT � PERFORMANCE

��

�� �� �� 1,081 children and young people in their care, support to 654 carer households, and assistance to 693 families with non-fostering services. The organisation also focused on several national priority areas including First Nations cultural development, the provision of disability services, the development of a comprehensive national risk framework and the delivery of new IT systems including, a new Case and Carer Management system. Key Assets Australia also continued to invest in Virtual Reality (VR) �� carers and others in the Key Care Teams to understand and experience interactions with vulnerable children and to assist in the prevention of placement breakdown. The technology allows the user to experience the impact of trauma, abuse and neglect through the eyes of the child which promotes accelerated learning and understanding of the needs of children in the care system.

During 2020/21, Key Assets Canada reinforced its work delivering high quality services with fostering placements for 248 children and young people, supporting 125 carer households, and reaching a further 145 families with non-fostering services. The organisation saw meaningful progress on a number of projects including the on-going �� accomplishments on the path to opening Newfoundland’s Children and Youth Advocacy Centre and development and expansion of programs in Ontario beyond provincial borders to Nunavut. As in Australia, Key Assets Canada also began using VR technology designed for children’s services and education to enhance recruitment of foster families and to help children in care by using immersive VR therapeutic supports. The teams aim to help educators, �� and crisis support workers in assisting those who have experienced trauma by sharing knowledge through this innovative technology and helping them to understand the impacts of trauma and build empathy. Key Assets Canada received funding from the Canadian Red Cross (via the federal government’s COVID-19 relief funding) to provide specialized tutoring services for learners with learning gaps and/or special needs whose challenges were exacerbated by the province’s lengthy school closure.

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ACTIVITIES, ACHIEVEMENT � PERFORMANCE ��

During 2020/21 ��

maintained a focus on the delivery of foster care placements for children with complex needs, complemented by a new and successful pilot service supporting the transition of children from foster care back to their family. 114 children and young people were supported through foster placements during the year, 91 carer households were supported, and six other families were assisted through non-placement services. The organisation proudly celebrated the one-year anniversary of their development as a bi-cultural organisation ‘ma te huruhuru ka rere te manu’ translated this means ‘adorn the bird with feathers that it �� approach supports the commitment to uphold the mana of Te Tiriti O Waitangi to inform their bi-cultural journey, ever recognising what came before us to guide what lies ahead. The practice framework, called ‘Mana Tiaki or Key to Care’ was developed in collaboration with Key Assets Australia and the Parenting Research Centre and provides a systematic, evidence-informed and structured approach to developing family/carer capacity. This is achieved through the co-creation of learning projects and goal setting and forms part of the wider coaching and support provided.

brand. With this change, there has been an increase in referrals and new fostering organisations using the service. A priority of FosterTalk has been to raise the �� to society and the lives of children throughout the UK. FosterTalk Awards launched this initiative, which was followed by an online campaign ‘Faces of Foster Care’ showcasing the contribution of foster carers. FosterTalk achieved several recognitions during the year including ‘Foster Care Support Specialist’ for the second year, ‘Customer Service Excellence’ award for the fourth year in a row, and a Cyber Essential award which highlighted the organisation’s ability to maintain a good standard and service and safety within operational systems.

During 2020/21, �� supported over 36,000 foster carers through its membership services. FosterTalk continued to deliver the Fosterline Plus contract, which recognised the greater level of support required for existing and prospective foster carers during the pandemic. The programme was initially extended for six months, however towards the end of the year, the �� and Foste��ine Plus would be extended for a further 18 months, with a new contract end date of September 2023. FosterTalk underwent a professional rebrand of its outward appearance and products/services. FISS, our independent allegation support service, was renamed as AST (Allegation Support Team) and launched as a separate

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MJF UK CHARITY – FINANCIAL REVIEW

MJF UK �harity generated a surplus of £��k for the year ended June 2021. This has strengthened the net asset and reserves position at the year end.

Total income for the year ended June 2021 was £2,185k.

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Income Total expenditure of £1,846k includes
£517k of UK and international direct
project spend (see strategic plan for
20k details) and £1,329k of support and
governance costs.
Unrestricted donations - Key Assets
Group
700k Unrestricted donations - Other
950k
Restricted donations
Licence fees
11k
Other income
505k
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Direct Project Spend

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EPIC
17k
One Sky
Harum
153k
175k Alternative Care India
13k Better Care Network
13k Eurochild
52k
22k FAM International
17k
Hope Centre
55k
Other
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At 30 June 21 restricted reserves were nil and unrestricted reserves were £349k.

Total expenditure of £1,846k includes 1,848k £517k of UK and international direct project spend (see strategic plan for details) and £1,329k of support and governance costs.

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��

��

�uring FY 2020/21 MJF UK Charity collaborated with 11 partner organisations around the world on charitable projects relating to alternative care and deinstitutionalisation, as well as running the EPIC project for care leavers and disadvantaged young people in the UK.

Colombia

During 2020/21, Martin James Foundation worked in partnership with �� to train social workers in Colombia to support the growth of foster care throughout the country. The project supported the Columbian �� and foster home operators. During the pandemic the national government recruited professionals connected to ICBF to provide temporary foster placements. The �� with a fostering agenda and support the interim families ��

alternative care directions and development in Poland with particular emphasis on the impact of the Covid pandemic on children in alternative care. Articles were published featuring the results of the technical assistance project in �� Building on the work done within this project, the national partners will continue to address the needs of foster carers in Croatia, Greece and Poland by organising experts’ webinars and providing targeted support. They have also been approached by the national authorities as for example Minors Prosecutors in Greece, District Centre for Family Support in Poland, and the Croatian Ombudsman for Children to cooperate on paving the way for continued collaborations towards deinstitutionalisation in Croatia, Greece and Poland.

�� provided to Eurochild’s Children in Alternative Care (CiAC) group through a series of webinars and publications. Martin James Foundation also supported the German Child and Youth Welfare Forum held in May 2021.

Europe (including Croatia, Greece, Poland)

In 2020/21 we continued our partnership with �� , a network of organisations across Europe that seeks to promote child rights and wellbeing. The partnership initially focused on advocacy and developing thematic position papers and shifted during the Covid-19 pandemic to monitor and track the impact of Covid-19 on child welfare and alternative care across Europe. In November 2020, Eurochild released a report entitled ��  funded by Martin James Foundation.

The partnership also provided technical support and �� countries that are developing family-based care: FICE Croatia, Roots Research Centre in Greece , and the Polish Foster Care Coalition . Sessions delivered included training on alternative care for children’s lawyers in Greece, a webinar aimed at experts from all over Croatia who work with children and youth in alternative care to increase the level of their professional competencies, and ��

Global

The Better Care Network (BCN) is an interagency initiative that facilitates global information exchange and collaboration among organisations, governments, community groups, and individuals working to strengthen �� adequate family care. In December 2020, Martin James Foundation began a partnership with BCN to advance the deinstitutionalisation of children, promote alternative care including foster and kinship care, and to leverage the global family strengthening and international foster care practice of the Foundation to showcase and advance practitioner learning.

India

The Centre of Excellence in Alternative Care (CEAC) in India was established in 2016 and aims to support the development of good quality alternative care for children. Martin James Foundation has provided CEAC a

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Charitable activities during 2020/21 ��Partner organisations

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�� 2020, a pilot project was put on hold due to the Covid-19 crisis and the decision was reached to no longer fund the work of the centre; concluding payments were made during FY2020/21.

Indonesia

In November 2020, Martin James Foundation started a partnership with the Harum Family Centre in eastern Java, Indonesia. The project aims to pilot foster care and �� form of alternative care for children. Harum is supporting �� transitions of children back to birth family from foster �� has been working to raise awareness and understanding with a workshop for 20 participants from civil society organisations on the importance of children growing up in families and not institutions and a successful radio campaign to encourage people to become foster carers. People who then applied have been assessed and trained by Harum. Key Assets New Zealand supported this project ��

Support was also provided to an Indonesia� network organisation, �� , to strengthen their capacity to support alternative care reform. Funding was provided to develop a programme of foster care trainings for �� 300 participants on lessons learned from countries who have started to shift from institutions to family-based care.

the treatments and teach them how to continue and reinforce the activities with their child at home. During 2020/21 Covid-19 restriction measures accelerated the development and implementation of AMR’s home�� used technology to engage families and continue to deliver services with minimal disruption using video calls. The partnership will come to an end later in 2021, and in preparation, Martin James Foundation has been supporting AMR to transition to a new phase including collaboration on new fundraising initiatives.

Latin America

In 2019, Martin James Foundation developed a partnership with RELAF , the Latin American Foster Care Network, intended to support the development of their advocacy and communications capacity. However, due to the pandemic, in 2020/21 the focus of the partnership shifted to responding to the worsening situation for children’s welfare in the region. Martin James Foundation funding was pivoted away from advocacy work in order to establish a free crisis line for practitioners and policy actors to access up-to-date advice and support on ways to develop and deliver alternative care during the pandemic that are in the best interests of the children. RELAF provided a range of services from one-to-one sessions, to small or large webinar sessions to meet the �� of users rating the service as very helpful. Requests were received from Mexico, Panama, Argentina, Chile and Peru and related to the desire to promote and support policy development on family-based care as well as ensuring the safety and rights of children in institutions.

Madagascar

Jordan

Martin James Foundation has been supporting Arabian Medical Relief (AMR) since 2016 to establish and run a rehabilitation service for Syrian children living in the Za’atari refugee camp in northern Jordan. The Hope Center delivers physical and psychological services for children with sessions including physical therapy, occupational therapy, psychosocial support and speech rehabilitation. AMR therapists involve the parents in

During 2020/21, the Martin James Foundation partnership with �� continued. At the start of the pandemic, people who were homeless in Madagascar’s capital city, Antananarivo, were accommodated in a government shelter during the lockdown restrictions. Pregnant women were among those in the shelter who

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�� Charitable activities during 2020/21 ��Partner organisations

were particularly at-risk and needed to be housed and supported. During 2020/21 Martin James Foundation provided funding and resources for FAM to relocate the women out of the centre and into the community close to the maternity hospital. Martin James Foundation funded a social worker to support this work that includes establishing sustainable psychosocial support and income generating opportunities for the women. The project has successfully prevented these children from being separated from their families and being placed in orphanages.

FAM is also working with the Malagasy government to facilitate in-country kinship/foster care for children at risk. In February 2021, FAM signed a memorandum of understanding with the Government to develop a national foster care handbook and Martin James Foundation supported FAM with funds to recruit a national consultant who will map existing family-based care solutions throughout the country and contribute to drafting the �� supported FAM with peer exchange sessions.

plays a vital role in keeping children in their families and out of institutional care settings. A project to further develop One Sky’s kinship work was started to enable �� Key Assets Australia contributed to the project through online workshops to discuss case management and share learning from kinship work in each country. The families that OneSky work with rely on day-to-day employment in factories on the border but when these industries were closed due to Covid lockdown, families were facing extreme poverty and had a lack of food and provisions. Funding from Martin James Foundation allowed OneSky to respond to these needs by distributing needed supplies to the communities.

Elsewhere in Thailand, the Martin James Foundation’s support of a research project conducted jointly between University of Bath / Thammasat University continued. The research seeks to explore children’s experiences of alternative care through collecting and documenting the

Thailand

Martin James Foundation has several programmes in Thailand. In December 2020, a partnership was launched with Alternative Care Thailand (ACT) which is a network of civil society groups working closely with UNICEF and the Division of Children and Youth in the Thai Government. Martin James Foundation supported ACT with funding to facilitate the network’s meetings and their annual working retreat to review their action plan. Despite Covid restrictions, the group has been meeting monthly online, new members have joined, and work is being conducted ��

Another ongoing partnership in Thailand is with One Sky Foundation who provide support to children and families in a remote area along the Thai/Myanmar border. There is a proliferation of orphanages in the area and, with limited welfare provision for undocumented families, children are vulnerable to being placed in an institution. During 2020/21, Martin James Foundation provided funding to One Sky to support their family strengthening work which

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Charitable activities during 2020/21 ��Partner organisations

��

experiences of children growing up without the care of parents in settings such as orphanages, residential schools and temples. A child rights perspective underpins this research, with the premise that research about children’s lives needs to include children’s voices. The project is using arts-based methods to gain understandings of what is like to grow up in care in Thailand. An ��was published in �� was published in January 2021; further outputs will be released in 2022 once the project has completed.

and/or the care of a local authority, to create and launch their own company. The scheme engages young entrepreneurs with individual and group mentoring, along with skills-based sessions on employability key business topics. During the period, mentoring support �� industries within the Martin James Network, ensuring every young person within the programme had an individualised plan with wrap around support. EPIC also �� costs.

UK

EPIC (formerly EPIC Youth) is, a UK-based business mentoring programme engaging and enabling young people 16-25 years of age, who have experienced adversity

Lastly, support was given to several community organisations supporting young people within the �� Beatfreeks, Girl Grind, and free@last.

Future Plans

In the coming year, Martin James Foundation will continue to implement its strategy to deliver, empower and influence family-based alternative care for children around the world. Our Key Assets and FosterTalk affiliates will continue to provide quality services and advice for children, young people and families including foster care as well as trauma-informed therapeutic services. Work with Indigenous and First Nations communities in Australia, Canada and New Zealand will be ongoing to further develop culturally appropriate forms of support.

Through our collaborations with partner organisations, we will build on the progress made in developing family-based care solutions, including family-strengthening, kinship care, and foster care, to enable children to grow up in families and not in institutions. We are also developing a project to support children and families who were spontaneously reunited when orphanages were suddenly closed during Covid lockdowns.

Finally, our EPIC mentoring programme plans to expand its reach to support more care-experienced young entrepreneurs to successfully turn their business ideas into reality.

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The Martin James Foundation is a Charitable Incorporated Organisation incorporated on 2 July 2018. It is governed by its Constitution as last amended and dated 2 September 2019, and is a registered charity with the Charity Commission of England and Wales. The charity’s registered address is Vicarage Court, 4 Vicarage Road, Edgbaston, Birmingham, B15 3ES. Our Charity Commission registration number is 1179016.

�� charity as being ‘the relief of those in need by reason of �� circumstances (including as a result of war, natural disaster, trouble or catastrophe) either generally or individually amongst children, young people and families in the UK and worldwide’.

Organisation

The Martin James Foundation’s Board of Trustees, which can have up to 12 members, oversees the charity. The trustees meet at Board 4 times a year when they consider the strategic direction and governance of The Martin James Foundation. Trustees are responsible for setting strategy and are responsible in law for the running of the Foundation.

New trustees are �� appointed ��at duly convened meetings for a period of three years after which they are eligible for re-election for a further three years. The Board has adopted formal procedures for the recruitment, selection, and induction of new trustees��

Following the appointment of new members, an induction programme is arranged which aims to give the individuals �� Board. The induction involves reading material, visits to �� less formally through recommended reading lists.

�� appointed by the Trustees to oversee the day-to-day operations of the charity and hold delegated authority for �� The CEO and trustees meet on a monthly basis to discuss such matters.

Remuneration statement

�� the organisation, including the Executive team (except the CEO), salary survey information and other relevant data is used as a benchmark to compare against similar organisations in the voluntary sector. Key management salaries are decided upon appointment and reviewed on an annual basis in line with the organisation’s Pay Policy.

Related Parties

The Martin James Foundation and its overseas not-��

The Martin James Network is a diverse network of companies based in the United Kingdom and across ��

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Investment policy

The Martin James Foundation invests in order to further the charity’s charitable aims, taking into consideration the environmental, social and governance aspects of the investments in line with our values. The purpose of this policy is to ensure that The Martin James Foundation will:

Reserves policy

The rese rves policy for The Martin James Foundation ��rves policy for The Martin James Foundation was finalised during the year with a threshold limit set at �� £150k. T he policy was due to reviewed anhe policy was due to be reviewe d a pproved by nd approved by the Board of Trustees at the October 2021 Board the Board of Trustees at the October 2021 Board meeting meeand t he charity ��s already working to adhere to the limit�ing and the balance as at year end was £193k.

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Unrestricted Reserves: Core

Make and divest investments in line with agreed� parameters set by trustees;
�� funds in order to ensure a balance of returns and� mitigation of risks, and protect the charity’s invested� funds;
Achieve alignment of the investment policy and� statements published in the annual report and� accounts.�

Unrestricted Reserves: Core

In deciding a suitable level of unrestricted reserves Unrestricted Reserves: Core required Martin JIn deciding a suit a ble level of unrestricted reserves mes Foundation have chosen to designate an element of reserves to core exprequired Martin James Foundation have chos en diture. This to reserve will ensure the UK charity can sustain operations designate an element of reserves to core expenditure. This ��reserve will ensure the UK charity can sustain operations Initially the level will be calculated for a minimum term �� with the intention to build the rInitially the level will be calculat e d for a minimum term serves up to a target that wi ll reviewed annually.th the intention to build the reserves up to a target that

will reviewed annually.

Unrestricted Reserves: Other

The objective for The Martin James Foundation’ �� investments is to outperform cash without significanly�� increasing risk.

��

�� Cash holdings above the day to day needs of the�� organisation should be invested to generate a return �� to boost Unrestricted Funds. ��

All funds will be invested, monitored and recorded in accordance with the Charities SORP FRS102.

Unrestricted Reserves: Other

Other Unrestricted Funds may be used to deal with Unrestricted Reserves: Other ��Other Unrestricted Funds may be used to deal with Foundation may choose to access reserves to meet �� the organisational needs for one-time, non-recurring Foundation may choose to access reserves to meet ��the organisational needs for one-time, non-recurring development, research and development, special projects �� or investment in infrastructure. Such Funddevelopment, research and development, s pecial projects may also be ��or investment in infrastructure. Such Funds may also be or providing start-up funding for projects which are not �� fully funded by Restricted Funds.or providing start-up funding for projects which are not

fully funded by Restricted Funds.

A target reserve is yet to be agreed but will be maintained over and above the amA target reserve is yet t o be agreed but will be maintained unt reserved for core expenditure.

over and above the amount reserved for core expenditure.

1617

��

Restricted Reserves

Group Reserves

Restricted Reserves consist of unspent funds Restricted Reserves consist of: received from donors for specific programmes; �� in the event that funds received are not due to programmes; in the event that funds received are not due be recognised as income, such funds will to be recognised as income, such funds will instead be instead be recorded as Deferred Income and recorded as Deferred Income and recognised as income in recognised as income infuture periods. future periods;

Martin James Foundation will not hold a target for b) Funds allocated from Martin James Foundation’s Restricted Funds and these funds are not included within �� reserves targets. programme but for which no grant has yet been booked;

when a grant is made the Restricted Reserve is reduced �� and replaced by a Grant Creditor, pending spending of �� funds. In the event that a programme does not require �� the full funding allocation the unspent balance may be �� de-restricted and returned to Unrestricted Funds. ��

Martin James Foundation will not hold a target for

Restricted Funds and these funds are not included within reserves targets.

��

Upon consolidation the subsidiaries reserves have been allocated fully to Restricted Funds. Although the Group have aligned goals and purpose the Charity is not entitled �� operations.

�� plans are in place to monitor and assist in bringing the Funds into a surplus position in the future.

Cash Reserves

The Board have agreed to maintain cash reserves at a level where if the Charity was to cease all future �� annually with the intention to build up on existing reserves without impacting charitable activities

Grant making policy

The Martin James Foundation works in partnership with a number of organisations. Grants payable are made in line with strategic and business plans. We monitor �� and particularly at the end of the grant. The annual planning process includes earmarking funding to be made available for grants in the following year. During FY 2020/21, a review was conducted of the grant process for partners including standardisation of documentation and procedures, due diligence on new partners, and increased frequency of project monitoring and review.

��

Trustees have paid due regard to the Charity �� that the charity complies with the Charities Act 2011.

1718

��

��

The information given at the beginning of this Trustees’ Report outlines in detail the Foundation’s activities and �� the life opportunities of young people.

Overall, during the past year, 1,499 children were supported in foster care placements, and 693 families were supported through direct provision of family support services. Through our partnerships, the Foundation provided funding and support to 11 organisations. Within this support the Foundation also funded an academic partnership to undertake research and support wider, systems-level change.

Approach to fundraising

Our fundraising work is undertaken by our employees we do not use professional fundraisers or commercial participants. Martin James Foundation registered with the Fundraising Regulator in April 2021 and works in line with the Code of Fundraising Practice and is committed to their Fundraising Promise.

The majority of Martin James Foundation’s funds are raised through licence fees and private donations. The charity has a JustGiving page which collects donations from individuals. Funds are also received through our involvement with the local business network BNI Solihull and payroll donations via �� within the Martin James Network. Our fundraising strategy includes plans to diversify sources of funding to support and expand charitable activities in the UK and around the world.

We closely monitor the quality of our fundraising work and review any related complaints from donors or members of the public. During FY 2020/21, we did not receive any complaints about our fundraising work.

�� 12 months following the audit and therefore conclude that the charity is a going concern.

The Board have reviewed the going concern principle of accounting as part of its annual review an in light of the COVID-19 pandemic.

The spread of COVID-19 has severely impacted many local economies around the globe. In many countries, businesses are being forced to cease or limit operations �� to contain the spread of the virus, including travel bans, quarantines, social distancing, and closures of non�� to businesses worldwide, resulting in an economic slowdown.

�� to ensure this has not had a detrimental impact. The impact we have seen to date is static placement numbers with a reduction in costs, as a result of the limitations on travel.

Regular forecasting processes have taken into consideration the current climate and its potential impact on both income and expenditure. The Board has reasonable expectation that there are adequate resources and control mechanisms to continue in operational existence for the foreseeable future. As a result, the Board deems it suitable to continue reporting on the going concern basis.

Trustees’ assessment of going concern status Trustees’ assessment of going concern status

The Trustees have considered the risks facing the charity, The Trustees have considered the risks facing the charity, ��

1819

PRINCIPAL RISKS AND UNCERTAINTIES

Risk management

The trustees and executive team believe that sound risk management is integral to good management and governance, and that risk management forms an integral part of Martin James Foundation’s decision-making, and its strategic and operational planning.

In line with Charity Commission risk management guidance, the organisation maintains a Risk Management Policy and a risk register covering key strategic risks, which is updated at least twice a year and more frequently where the need arises, or the risks are more volatile. The register considers risks within the following categories:

Operational
Financial
External
Governance

Risks are assessed in terms of likelihood and potential impact. The risk register includes any relevant risk mitigation and actions required, and records the resulting retained risk. At each review, trustees consider the level of retained risk and decide whether this is acceptable. All new projects will include a consideration of the key risks involved.

Martin James Foundation reviews and monitors the �� and updates it as required.

Financial risks

The Foundation’s operations expose it to a variety of �� risk. The foundation has in place a risk management Foundation has in place a risk management �� income, expenditure and liquidity.

Credit risk

�� agencies or government funded non-government agencies and as such this risk is relatively low.

Foreign exchange risk

�� subsidiaries but has a treasury management function Financial risks to mitigate this risk. The currency risk of holding assets The Foundation’s operations expose it to a variety of and liabilities in foreign currencies across the group is �� managed by partially matching foreign currency assets �� with foreign currency liabilities� risk. The foundation has in place a risk management

��

�� income, expenditure and liquidity.

Credit risk

�� agencies or government funded non-government agencies and as such this risk is relatively low.

Foreign exchange risk

Operational risks

�� experience of managing social care risks which has enabled the development of robust policies, procedures and systems. These are continually reviewed to ensure that they are appropriate and provide mitigation against ��

�� subsidiaries but has a treasury management function to mitigate this risk. The currency risk of holding assets and liabilities in foreign currencies across the group is

managed by partially matching foreign currency assets with foreign currency liabilities�

The main areas of focus are: safeguarding and child protection, regulatory compliance and inspection results, service provision, data protection, customer service, ��

2019

��

The Trustees are responsible for preparing the Strategic �� accordance with applicable law and regulations.

�� United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under c��y law the Trustees must not approve �� and charity and of the incoming resources and applicable resources, including the income and expenditure of the group and charity for that period.

The Trustees are responsible for keeping adequate �� the charity’s transactions and disclose with reasonable �� comply with the C��s Act 20��. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Board of Trustees approved this report on 29 April 2022

Type text here

M J S Cockburn Chairman

�� required to:

Select suitable accounting policies and then apply them consistently;
Make judgements and accounting estimates that are reasonable and prudent;
State whether applicable UK accounting standards have been followed, subject to any material �� statements; and
�� basis unless it is inappropriate to presume that the charity will continue in business.

2021

INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

Opinion

�� Martin James Foundation (the ‘parent charity’) and its James Foundation (the ‘parent charity’) and its subsidi aries (the ‘group’) for the year ended 30 June 2021 aries (the ‘group’) for the year ended 30 June ��2021 which comprise the consolidated statement of activities, consolidated balance sheet, charity balance financial activities, the charity statement of financial ��activities, consolidated balance sheet, charity balance ��sheet, consolidated cash flow statement and notes to ��the financial statements, including a summary of that has been applied in their preparation is applicable significant accounting policies. The financial reporting law and Uniframework hat has been applied in their preparation t ed Kingdom Accounting Standards, including Financial Reporting 102 This applicable law and Unit e d Kingdom Accounting Financial Reporting Standard applicStand a ble in the UK and Republic of Ireland) Unitrds, including Financial Reporting 102 Th e d KF in ancial Rgdom G e pone r ally Accepted Accounting Practice).ting Standard applicable in the UK and Republic of Ireland) United Kingdom Generally Accept- �� ed Accounting Practice).

• �� give a true and fair view of the state of the group’s ��

the group’s incoming resources and application ofgive a true and fair view of the state of the group’s resources for the year then ended��1
• have been properly prepared in accordance withthe group’s incoming resources and application of United Kingdom Generally Accepted Accountingresources for the year then ended
Practice; andhave been properly prepared in accordance with
• have been prepared in accordance with theUnited Kingdom Generally Accepted Accounting requirements of the Charities Act 2011.Practice; and
have been prepared in accordance with the
Basis of Opinion requirements of the Charities Act 2011.

We conducted our audit in accordance with International

Standards on Auditing (UK) (ISAs (UK)) and applicable Basis of Opinion

law. Our responsibilities under those standards are We conducted our audit in accordance with International further described in the Auditor’s responsibilities for the Standards on Auditing (UK) (ISAs (UK)) and applicable ��law. Our responsibilities under those standards are We are independent of the group and parent charity in further described in the Auditor’s responsibilities for the accordance with ethical requirements that are relevant to �� We are independent of the group and parent charity in ��accordance with ethical requirements that are relevant to other ethical responsibilities in accordance with these �� requirements. We believe that the audit evidence we have �� other ethical responsibilities in accordance with these for our opinion.requirements. We believe that the audit evidence we have �� for our opinion.

Conclusions relating to going concern

�� that the trustees’ use of the going concern basis of �� is appropriate.

Based on the work we have performed; we have not �� or conditions that, individually or collectively, may cast �� to continue as a going concern for a period of at least �� 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 �� and our auditor’s report thereon. Our opinion on the �� and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

�� our responsibility is to read the other information and, in doing so, consider whether the other information is �� 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 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.

2221

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

Matters on which we are

required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

�� inconsistent in any material respect with the trustees’ report; or

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 �� the economic decisions of users taken on the basis of ��

��
�� agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the �� fair view, and for such internal control as the trustees determine is necessary to enable the preparation �� misstatement, whether due to fraud or error.

and to issue an auditor’s report that includes our opinion. Irregularities, including fraud, are instances of nonReasonable assurance is a high level of assurance, but is compliance with laws and regulations. We design not a guarantee that an audit conducted in accordance procedures in line with our responsibilities, outlined with ISAs (UK) will always detect a material misstatement above, to detect material misstatements in respect when it exists. Misstatements can arise from fraud or of irregularities, including fraud. The extent to which error and are considered material if, individually or in the our procedures are capable of detecting irregularities, ��including fraud is detailed below:

the economic decisions of users taken on the basis of

�� responsible for assessing the group’s and parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charity or to cease operations, or have not realistic alternative but to do so.

��• Enquiry of management and those charged with governance around the actual and potential litigation
Irregularities, including fraud, are instances of non-and claims
•compliance with laws and regulations. We design Performing audit work over the risk of management procedures in line with our responsibilities, outlined override of controls, including testing of large above, to detect material misstatements in respect or otherwise unusual journal entries and other of irregularities, including fraud. The extent to which adjustments for appropriateness;
•our procedures are capable of detecting irregularities, �� including fraud is detailed below:

Auditor’s responsibilities for the audit of

��

We have been appointed as auditor under Section 151 of the Charities Act 2011 and report in accordance with regulations made under Section 154 of that Act.

Our objectives are to obtain reasonable assurance about �� material misstatement, whether due to fraud or error,

• Enquiry of management and those charged with governance around the actual and potential litigation and claims

• Performing audit work over the risk of management override of controls, including testing of large or otherwise unusual journal entries and other adjustments for appropriateness;

��

2322

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

to supporting documentation to assess compliance with the applicable laws and regulations;

Review of legal and professional nominal accounts for indications of any actual or potential litigation;
Review of accounting estimates for indications of management bias.
Review of board minutes for evidence of any litigation or non-compliance with legislation
Review of audit working papers of component auditors to determine the procedures undertaken by component auditors to assess the risk of and detect fraud, litigation and non-compliance with legislation.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including �� statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions �� likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the �� Financial Reporting Council’s website www.frc.org.uk/ auditorresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

MHA MacIntyre Hudson (Statutory Auditor)

Birmingham, United Kingdom

Date: 29 April 2022

MHA MacIntyre Hudson is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

2423

MARTIN JAMES FOUNDATION

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (Incorporating an Income and Expenditure Account)

YEAR ENDED 30 JUNE 2021

	Notes	Restricted Funds	Unrest- ricted Funds	Year ended 30 June 2021 Total Funds	Six months ended 30 June 2020 Total Funds
		£’000	£’000	£’000	£’000
Income and endowments from:
Donations and legacies	4	41	927	968	1,513
Charitable activities	5	56,450	-	56,450	25,413
Other trading income	6	79	59	138	117
Investments		13	-	13	22
Other		5	3	8	50
Total income		56,588	989	57,577	27,115

Expenditure:	7		-	-
Raising funds			-	-	162
Charitable activities		54,978	413	55,391	24,810
Other		-	30	30	-
Total expenditure		54,978	443	55,421	24,972

Net income before investment gains and losses		1,610	546	2,156	2,143

Net (loss)/gain on investments		-	(2)	(2)	9

Net income		1,610	544	2,154	2,152

Other recognised gains/(losses)		(238)	-	(238)	250

Net movement in funds		1,372	544	1,916	2,402

Fund balances brought forward		4,593	(333)	4,260	1,858

Fund balance carried forward		5,965	211	6,176	4,260

All of the above results are derived from continuing activities.

All gains and losses in the year are included above.

The notes on pages 30 to 51 ��

2524

MARTIN JAMES FOUNDATION

CHARITY STATEMENT OF FINANCIAL ACTIVITIES (Incorporating an Income and Expenditure Account)

YEAR ENDED 30 JUNE 2021

	Notes	Restricted Funds	Unrest- ricted Funds	Year ended 30 June 2021 Total Funds	Six months ended 30 June 2020 Total Funds
		£’000	£’000	£’000	£’000
Income and endowments from:
Donations and legacies	4	41 11	927 1,454	968 1,456 65	1,513 1,482
Other trading income	6	79 -	59 717	138 717	117 416
Other		5 -	3 3	8 3	50 1
Total income		56,588 11	989 2,174	57,577 2,185	27,115 1,899

Expenditure:	7		-	-
Charitable activities		54,978 8	413 1,810	55,391 1,818	24,810 1,117
Other		-	30	30	- 17
Total expenditure		54,978 8	443 1,840	55,421 1,848	24,972 1,134

Net income before investment gains and losses		1,610 3	546 334	2,156 337	2,143 765

Net (loss)/gain on investments Netgains on investments		- -	2 -	2 -	9 -

Net income Net income/(Expenditure)		1,610 3	543 334	2,153 337	2,152 765

Other recognised gains/(losses)		237 -	- -	(237) -	250 -

Net movement in funds		1,847 3	543 334	2,390 337	2,402 765

Fund balances brought forward		4,593 (3)	(333) 15	4,260 12	1,858 (753)

Fund balances carried forward		5,965 -	211 349	6,176 349	4,260 12

All of the above results are derived from continuing activities. All gains and losses in the year are included above.

The notes on pages 30 to 51 ��

2625

MARTIN JAMES FOUNDATION CONSOLIDATED BALANCE SHEET

YEAR ENDED 30 JUNE 2021

		2021	2021	2020	2020
	Notes	£’000	£’000	£’000	£’000
Fixed assets
Intangible assets	11	430		493
Tangible assets	12	3,424		3,263
Investments		9		9
			3,863		3,765 3,765
Current assets
Debtors due within one year	13 14	3,479		3,358
Debtors due after one year	13 14	113		-
Cash at bank and in hand		8,045		7,423
		11,637		10,781
Creditors: amounts falling due within one year	14 5	(8,926)		(9,714)

Net current assets/(liabilities)			2,711		1,067

Total assets less current liabilities			6,574		4,832

Creditors: amounts falling due after more than one year	15 6		(398)		(572)

Net assets			6,176		4,260

Funds:	16 7

Unrestricted funds			211		(333)
Restrcited funds Restricted funds			5,965		4,593

Total Funds			6,176		4,260

��

Chairman

MJS Cockburn

�� The notes on pages 29 to 52 form part of these financial statements. ��

2726

MARTIN JAMES FOUNDATION CHARITY BALANCE SHEET

YEAR ENDED 30 JUNE 2021

		2021	2021	2020	2020
	Notes	£’000	£’000	£’000	£’000
Fixed assets
Intangible assets	11	140		347
Investments	26	-		-
			140		347
Current assets
Debtors due within one year	13 14	371		474
Debtors due after one year	13 14	113		-
Cash at bank and in hand		193		52
		677		526

Creditors: amounts falling due within one year	14 5	(468)		(861)

Net current assets/lLiabilities) (liabilities)			209		(335)

Total assets less current liabilities			349		12

Creditors: amounts falling due after more than one year	15 6		-		-

Net assets			349		12

Funds:	16 7

Unrestricted funds			349		15
Restrcited funds Restricted funds			-		(3)

Total Funds			349		12

��

Chairman

MJS Cockburn

�� The notes on pages 29 to 52 form part of these financial statements. ��

2827

MARTIN JAMES FOUNDATION CONSOLIDATED CASH FLOW STATEMENT

YEAR ENDED 30 JUNE 2021

	Notes	2021	2020
		£’000	£’000

Net cash provided by/(used in) operating activities	24 2	1,533	(641)

��
Interest paid		(32)	(14)
Interest received		45	31
��		(851)	(317)
��		(3)	(8)
Payments to acquire investments		-	(9)

Net cash provided by/(used in) investing activities		(841)	(317)

��
Corporation tax paid		(28)	(16)

Net cash used in taxation		(28)	(16)

Financing activities
Repayments of bank loans		(42)	(8)

��		(42)	(8)

Change in cash and cash equivalents in the reporting year		622	(982)

Cash and cash equivalents at beginning of the reporting year		7,423	8,405

Cash and cash equivalents at the end of the reporting year	25 3	8,045	7,423

��ment for the charity as a separate entity.

�� The notes on pages 29 to 52 form part of these financial statements. �� � �� � �� � �� � �� � �� ��  �� ��  � �� ��  �� �� � �� � � ��  � � � �� � �

2928

YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

1. General Information

The Martin James Foundation is a charitable incorporated organisation, registration number CE014179 and registered with the Charity Commission with charity �� shown on the Reference and Administrative details page.

2. Accounting Policies

�� initially recognised at their fair values at the acquisition �� consideration and the fair value of the net assets acquired are shown as a donation in the consolidated statement �� activities from the date on which control is obtained. They are deconsolidated from the date control ceases.

a) Basis of preparation

�� have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) applicable to charities preparing their �� Reporting Standard applicable in the UK and Republic of �� SORP (FRS 102)).

The functional currency of the group is pounds sterling.

�� concern basis. The trustees have taken into account the uncertainties caused by the COVID-19 pandemic and �� have arisen in some jurisdictions, the group has not �� liquid resources to be able to continue to operate for a period of at least 12 months from the date of approval of �� statements have been prepared on a going concern basis.

b) Basis of consolidation

�� of the charity and its own subsidiaries (“the Group”) as if they form a single entity. Inter-company transactions and balances between group entities are therefore eliminated in full.

�� results of business combinations using the purchase method. In the consolidated balance sheet, the acquiree’s

�� are registered as charities in their own jurisdiction). The �� purposes due to the control exercised by the charity. Control arises where the charity is the sole member of the �� the charity and engages in regular CEO calls to encourage collaboration. Key decisions as to strategic direction are taken only with the agreement of the charity’s trustees.

None of the subsidiary entities are permitted to

transfer funds to the charity by way of dividend or other distribution of reserves by virtue of their respective constitutions and/or their charitable status in their particular jurisdiction and therefore treated as restricted funds within the Group.

c) Fund accounting

Unrestricted funds are fund which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designed for other purposes. This includes funds received under supply contracts which may be restricted as their purpose but cannot be classed as such due to their legal status.

Restricted funds are funds which are to be used in �� The cost of administering such funds is charged against

3029

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

2.Accounting Policies (continued)

�� 17 � � �� � � �� �� � �� ��

Restricted funds in the consolidated balance sheet include funds held within the subsidiary organisations which can only be used to further the objectives of those subsidiaries and are restricted for use in the jurisdiction in which those organisations operate.

d) Incoming resources

All incoming resources are included in the SOFA when the charity is legally entitled to the income and the amount ��

Donation are included at the sooner of receipt of cash or �� of entitlement and receipt is probable.

Franchise fees are included on an accruals basis in the period to which the fees relate.

Fees receivable in furtherance of the group’s activities are included in the period the related service has been provided. Fees received in advance of entitlement from the provision of the service are deferred.

remaining performance conditions that need to be met by the recipient where the likelihood of meeting those conditions is not considered probable.

Where possible costs have been allocated directly to the �� other costs in furthering the group’s charitable objectives.

�� human resources and administrative functions that enable the group’s charitable income generating and governance activities to be undertaken. Those support costs which can be directly attributed to an activity have been allocated in full. Remaining support costs have been allocated to �� time incurred in those activities.

Governance costs, which form part of support costs, are those costs which are incurred to enable the group to meet its governance and other legal obligations.

��

�� accumulated depreciation. Depreciation is provided on �� their expected useful economic lives as follows:

Grant income is accounted for on a receivable basis.

F reeholding buildings - over 20 to 50 years

Income received in advance is deferred to future periods �� period to which the income relates.

e) Resources expended

All expenditure is accounted for on an accruals basis under activity headings that aggregate all costs relating to that activity. Expenditure that has been incurred or is �� relating to a service that has been provided is included as a liability.

Leasehold improvements - over the shorter of the lease term or 10 years ��

�� economic life of the purchase can reasonably be expected to be at least as long as the depreciation period and purchase costs exceed £500.

Grant expenditure is recognised when an irrecoverable commitment is given to the recipient and there are no

3031

YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

2. Accounting Policies (continued)

g) Intangible assets and amortisation

Intangible assets are stated at historical cost less accumulated amortisation. Amortisation is provided on �� straight line basis over the expected useful economic lives as follows:

j) Pension costs

�� are the contributions payable in the period.

k) Finance and operating leases

Rentals applicable to operating leases are charged in the SOFA over the period in which the cost is incurred. There ��

Intellectual property - over 10 years Goodwill - over 10 years

h) Goodwill

Goodwill represents the excess of the fair value of consideration paid on the acquisition of the assets and liabilities of a charitable organisation less the fair value of the net assets acquired.

i) Financial instruments

�� receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using �� is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets ��

�� include cash in hand, and deposits held at call with banks.

�� payables, bank loans, other taxation and social security, and amounts due to fellow group and related �� at transaction price unless the arrangement constitutes �� measured at the present value of the future receipts

��

l) Foreign currency transactions

Foreign currency transactions are translated into sterling at the rates ruling when they occurred. Foreign currency monetary assets and liabilities are translated at the rates ��

Subsidiaries denominated in a foreign currency are translated into sterling using the average rate for items in �� retranslation of opening net assets and the statement of �� closing rate are included in the consolidated statement of ��

3. Sources of estimation uncertainty

In the application of the group’s accounting policies, the trustees are required to make judgments, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates are associated assumptions are based on historical experience and other factors that are considered to be �� estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is �� that period of the revision and future periods.

3231

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

3. Sources of estimation uncertainty (continued)

Critical judgments

The following judgments (apart from those involving ��

i ) To determine whether leases entered into by the company either as a lessor or a lessee are operating �� whether the risks and rewards of ownership have been transferred from the lessor to the lessee on a lease by lease basis.

ii ) To determine whether there are indicators of impairment of the company’s tangible assets the factors taken into consideration include the economic viability �� and where it is a component of a larger cash-generating unit, the viability and expected future performance of �� useful lives. The actual lives of the assets and residual values are assessed annually and may vary depending on a number of factors. In re-assessing asset lives factors such as maintenance programmes are taken into account. Residual value assessments consider issues such as future market conditions, the remaining life of the asset and projected disposal values.

ii Provision for bad debts

An allowance for bad debts is made when collection of the full amount is no longer probable. Bad debts are �� is assessed at the end of each reporting period whether there is objective evidence of impairment and recognises a bad debt allowance if such evidence arises.

iii Fair values of net assets of acquired subsidiaries

The determination of the fair values of net assets of acquired subsidiaries involves estimations of the fair value �� assumptions on market factors and the value in use of such assets. In determining value in use, assumptions are �� and residual values.

Key Sources of Estimation Uncertainty

The key sources of estimation and uncertainty which have the highest risk of causing a material adjustment to the carrying amounts of assets and liabilities are:

i Useful lives of tangible and intangible fixed assets Management reviews the useful lives of property, plant and equipment on a regular basis. Any changes �� respective property, plant and equipment or intangible �� depreciation charge.

3332

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

4. Donations and legacies

Group	Restricted funds	Unrestricted funds	Total
2021	£'000	£'000	£'000
Donations received	41	845	885 6
Gift aid	-	82	82
Total 2021	41	927	968

2020
Donations received	73	1,440	1,513
Total 2020	73	1,440	1,513


	Restricted funds	Unrestrcited funds	Total
Charity	£'000	£'000	£'000
2021
Donations received	11	1,373	1,384
Gift aid	-	82	82
Total 2021	11	1,455	1,466

2020
Donations received	73 42	1,440	1,513 1,482
Total 2020			1,513 1,482
	73 42	1,440

3433

YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

5. Income from charitable activities

	Restricted funds	2021 Total
Group	£'000	£'000
MJF Projects	5	5
Fostering	48,087	48,087
Fostering professional services	1,894	1,894
Family support income	2,804	2,804
Disability income	2,257	2,257
Child protection	902	902
Clinical services / training	501	501
Start-up costs (fostering placements)	-	-

Total 2021	56,450	56,450

Included within income from charitable activities is income of £28,421k received from government bodies (both UK and overseas) �� recognised in this respect.

	Restricted funds	2020 Total
Group	£'000	£'000
MJF Projects	9	9
Fostering	22,237	22,237
Fostering professional services	596	596
Family support income	665	665
Disability income	1,228	1,228
Child protection	428	428
Clinical services / training	102	102
Start-up costs (fostering placements)	148	148

Total 2020	25,413	25,413

Included within income from charitable activities is income of £6,402k received from government bodies (both UK and overseas) �� recognised in this respect.

3534

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

6. Income from other trading activities

Group 2021	Restricted funds	Unrestricted funds	Total
	£'000	£'000	£'000
Licence fees	-	19 43	19 43
Other income	79	40 16	119 95
Total 2021	79	59	138

Group 2020
Licence fees	-	19	19
Other income	84	14	98
Total 2020	84	33	117

Charity 2021	Restricted funds	Unrestricted funds	Total
	£'000	£'000	£'000
Licence fees	-	717	717
Total 2021	-	717	717

Charity 2020
Licence fees	-	416	416
Total 2020	-	416	416

3635

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

7. Total resources expanded

Group 2021	Grant funding	Other direct costs	Allocated support costs	Total
	£'000	£'000	£'000	£'000
Costs of raising funds	-	-	-	-

Costs of activities in furtherance of the charity's objects
MJF projects	-	517	562	1,079
Fostering	-	38,306	12,343	50,649
Other	-	2,701	962	3,663
Total 2021	-	41,524	13,867	55,391

Group 2020
Costs of raising funds	-	162	-	162

Costs of activities in furtherance of the charity's objects
MJF projects	186	200	390	776
Fostering	-	16,487	4,900	21,387
Other	-	2,019	628	2,647
Total 2020	186	18,706	5,918	24,810

Charity 2021	Grant funding	Other direct costs	Allocated support costs	Total
	£'000	£'000	£'000	£'000
Costs of raising funds	-	-	-	-

Costs of activities in furtherance of the charity's objects
MJF projects	-	517 544	1,299 1,274	1,816 8
Total 2021	-	517 544	1,299 1,274	1,816 8

Charity 2020
MJF projects	-	391 82		1,126 17
			735
Total 2020	-	391 82	735	1,126 1,117

3736

YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

8. Support Costs

	Group 2021	Group 2020	Charity 2021	Charity 2020	Charity 2020
	£'000	£'000	£'000	£'000

Support salaries	6,801	2,669	249		150
Premises costs	1,865	900	20		14
Depreciation and amortisation	524	259	718 3		346
Other support costs	4,449	1,945	244		179
Governance costs	228	145	43		46
	13,867	5,918	1,274		735

Other support costs include:
Foreign exchange (gains)/losses	-	(1)	-		(1)
Group auditor remuneration – non-audit	6	3	6		3

Governance costs consists of:
Group auditor’s remuneration	34	28	34		28
Subsidiary auditors remuneration	78	41	-		-
Subsidiary auditors’
remuneration – non-audit	12	1	-		-
Subsidiary directors’ fees	45	-	-		-
Legal and professional	59	75	9		18
Total governance costs	228	145	43		46

37378

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

��

Group	2021 Group 2020 Ch	arity 2021 Ch	arity 2020
£'000	£'000 £'0	00 £'0	00
Wages and salaries 27,162	12,310 415	200
Social security costs 1,683	502 46	24
Pension costs 1,282	871 20	9
30,127 Total	13,683 481	233

Ex-gratia payments included above 4	7 4	-

The number of employees whose emoluments amounted to over £60,000 per annum in the year was as follows:-


~~Grou~~ ~~Group~~	~~2021~~ ~~Grou 2020~~ ~~Ch~~ ~~2021~~ ~~Group 2020~~ ~~Ch~~	~~rit 2021~~ ~~Ch~~ ~~arity 2021~~ ~~Ch~~	~~rit 2020~~ ~~arity 2020~~
~~p~~ ~~£~~'~~000~~	~~p~~ ~~£~~'~~000~~ ~~£~~'~~0~~	~~y~~ ~~00~~ ~~£~~'~~0~~	~~y~~ ~~00~~

~~£'000~~ ~~£60000 - £69999~~ ~~14~~ ~~9~~	~~£'000~~ ~~£'0~~ ~~12~~ ~~-~~	~~00~~ ~~£'0~~ ~~-~~	~~00~~
~~, ,~~
~~£60,000 - £69,999~~ ~~14~~ ~~£70000 - £79999~~ ~~11~~ ~~9~~	~~12~~ ~~-~~ ~~9~~ ~~1~~	~~-~~ ~~1~~
~~, ,~~
~~£70,000 - £79,999~~ ~~11~~ ~~£80000 - £89999~~ ~~1~~ ~~6~~	~~9~~ ~~1~~ ~~6~~ ~~-~~	~~1~~ ~~-~~
~~, ,~~
~~£80,000 - £89,999~~ ~~1~~ ~~£90000 - £99999~~ ~~-~~	~~6~~ ~~-~~ ~~1~~ ~~-~~	~~-~~ ~~-~~
~~, ,~~
~~£90,000 - £99,999~~ ~~-~~ ~~£100000 - £109999~~ ~~14~~ ~~2~~	~~1~~ ~~-~~ ~~5~~ ~~-~~	~~-~~ ~~-~~
~~, ,~~
~~£100,000 - £109,999~~ ~~14~~ ~~£12~~~~0,000 - £12~~~~9,999~~ ~~1~~ ~~1~~ ~~1~~ ~~11~~	~~5~~ ~~-~~ ~~-~~ ~~1~~ ~~-~~	~~-~~ ~~-~~
~~£120,000 - £129,999~~ ~~1~~ ~~£14~~~~0,000 - £14~~~~9,999~~ ~~-~~ ~~2~~ ~~2~~ ~~1~~ ~~1~~	~~-~~ ~~1~~ ~~-~~ ~~-~~ ~~1~~	~~-~~ ~~-~~
~~£140,000 - £149,999~~ ~~-~~ ~~£17~~~~0000– £179999~~ ~~-~~ ~~4~~ ~~- £149999~~ ~~£140000 - £149999~~	~~-~~ ~~-~~ ~~1~~ ~~-~~ ~~-~~	~~-~~ ~~1~~ ~~-~~
~~, ,~~ ~~,~~ ~~, ,~~
~~£170,000 – £179,999~~ ~~-~~ ~~£170,000– £179,999~~ ~~-~~ ~~- £179,999~~	~~1~~ ~~-~~ ~~1~~ ~~-~~	~~1~~ ~~1~~

X (2020- 32) employees earning more than £60,000 in the year participated in recognised pension schemes to which contributions of 46 (2020- 32) employees earning more than £60,000 in the year participated in recognised pension schemes to which contributions £xxx (2020 - £129,000) were paid during the year on their behalf. of £249,000 (2020 - £129,000) were paid during the year on their behalf.

�� of the group are deemed to be the Senior management team detailed on the reference and administrative details page and the of the group are deemed to be the Senior management team detailed on the reference and administrative details page and the operational executives / managers at a regional level. operational executives / managers at a regional level. At the year end there was accrued severance pay of £263,000 owing to

former directors of one of the subsidiary undertakings.

�� the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. he total employee benefts of the senior management team were £2,501,000 (2020- £1,481,000). The Key Management Personnel f the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. At the year end there was accrued severance pay of £263,000 owing to rmer directors of one of the subsidiary undertakings.	�� the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. he total employee benefts of the senior management team were £2,501,000 (2020- £1,481,000). The Key Management Personnel f the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. At the year end there was accrued severance pay of £263,000 owing to rmer directors of one of the subsidiary undertakings.	�� the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. he total employee benefts of the senior management team were £2,501,000 (2020- £1,481,000). The Key Management Personnel f the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. At the year end there was accrued severance pay of £263,000 owing to rmer directors of one of the subsidiary undertakings.	�� the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. he total employee benefts of the senior management team were £2,501,000 (2020- £1,481,000). The Key Management Personnel f the group are deemed to be the Senior management team detailed on the reference and administrative details page and the perational executives / managers at a regional level. At the year end there was accrued severance pay of £263,000 owing to rmer directors of one of the subsidiary undertakings.

The average number of employees analysed by function was:-	202 Group 2021	1 Number 2020 Group 2020 Charity 2021	Number Charity 2020
Direct charitable activities	628 628	484 484 7	7
Support and administration, including management	124 124	100 100 6	6
	752 752	584 584 13	13

394038

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

10. Trustee remuneration

��None of the trustees received any remuneration or benefits in kind from the charity during the period. Expenses of £nil - £559) were reimbursed to XX (2020- 3) trustees in respect of travel expenses.(2020 - £559) were reimbursed to the trustees (2020- 3 trustees) in respect of travel expenses.

11. Intangible Fixed Assets

Group	Intellectual property	Goodwill	Total
	£'000	£'000	£'000
Cost
At 30 June 2020	512	33	545
��	(7)	-	(7)
Additions	3	-	3

At 30 June 2021	508	33	541

Amortisation
At 30 June 2020	52	-	52
��	(1)	-	(1)
Charged for the period	60	-	60

At 30 June 2021	111	-	111

Net book value
At 30 June 2021	397	33	430

At 30 June 2021	460	33	493

4039

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

11. Intangible Fixed Assets

Charity	Intellectual property	Patents and trademarks	Total
	£'000	£'000	£'000
At 30 June 2020	1,089	-	1,089
Additions	528	3	531
At 30 June 2021	1,617	3	1,620

Amortisation
At 30 June 2020	742	-	742
Charged for the year	738	-	738
At 30 June 2021	1,480	-	1,480

Net Book Value	137	3	140
At 30 June 2020	347	-	347

4041

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

��

Consolidated	Freehold property	Leasehold property	Fixtures, �� equipment	Other	Total
	£'000	£'000	£'000	£'000	£'000
Cost
At 30 June 2020	2,247	493	793	7	3,540
��	(48)	(14)	(40)	-	(102)
Additions	161	305	385	-	851
��	(105)	(181)	383	(5)	92
Disposals	-	-	(198)	-	(198)

At 30 June 2021	2,255	603	1,323	2	4,183

Depreciation
At 30 June 2020	54	120	102	1	277
��	(2)	(8)	(21)	-	(31)
Charged for the period	67	193	204	-	464
��	-	(34)	126	-	92
Eliminated on disposal	-	-	(43)	-	(43)

At 30 June 2021	119	271	368	1	759

Net book value
At 31 June 2021 0	2,136	332	955	1	3,424

At 30 June 2020	2,193	373	691	6	3,263

UK Charity entities to ensure the analysis is consistent within each entity. In addition, an adjustment was made to accumulated cost and �� depreciation in relation to prior year asset disposals in certain subsidiary entities which had been acquired by the group at fair value.

CharityUK Charity

��

4241

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

13. Investments

Group		Total
	£'000	£'000
Cost		9
At 30 June 2020 and 2021	9

Charity

The charity holds investments in subsidiary undertakings which were gifted to the charity, as detailed in note 25.24.

14. Debtors

	2021 Group	2020 Group	2021 Charity	2020 Charity
	£'000	£'000	£'000	£'000
Amounts falling due within one year
Trade debtors	1,511	1,875	-	-
Other debtors	131	115	8	27
Amounts due from subsidiary undertakings	-	-	207	273
Amounts due from associated entities	150	514	9	38
Prepayments and accrued income	1,687	854	147	136
	3,479	3,358	371	474

Amounts falling due after more than one year
Prepayments and accrued income	113	-	113	-

4342

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

15. Creditors

	2021 Group	2020 Group	2021 Charity	2020 Charity
	£'000	£'000	£'000	£'000
Amounts falling due within one year
Bank loans and overdrafts	205	73	-	-
Trade creditors	584	580	18	17
Amounts owed to subsidiary undertakings	-	-	-	-
Amounts owed to associated entities	1,434	1,909	370	572
Other taxation and social security	1,395	1,620	9	57
Other creditors	47	138	2	5
Accruals and deferred income	5,261	5,394	69	210

	8,926	9,714	468	861

Deferred income	2021	2020	2021	2020
At 1 July 2020	2,695	5,302	-	-
Deferred in the year	1,970	2,695	-	-
Released in the year	(2,695)	(5,302)	-	-

At 30 June 2021	xxxx 1,970	2,695	-	-

Deferred income for the group is in relation to grant funding received in advance of £2,338k (2020 - £2,3income for the group is in relation to core funding received in advance of £1,970k (2020 - £2, 3 8k) and fostering 38k) and fostering professi onal membership income invoiced on an annual basis of £357k (2020 - £357k).onal membership income invoiced on an annual basis of £nil (2020 - £357k).

4443

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

16. Creditors

	2021 Group	2020 Group	2021 Charity	2020 Charity
	£'000	£'000	£'000	£'000
Amounts falling due after more than one year				-
Bank loans and overdrafts Bank loans and overdrafts	398	572	-

�� freehold property with a net book value of £1,145,271 (2020: £1,094,200)

17. Statement of Funds

Consolidated Group 2021	Brought forward	Incoming resources	Resources expanded	Gains/(losses)	2021 Total
	£'000	£'000	£'000	£'000	£'000
Unrestricted funds	(333)	989	(443)	(2)	211

Restricted funds
EPIC Youth	(3) (3)	11 11	(8) (8)	- -	- -
Subsidiaries	2,605	56,577	(54,970)	(238)	3,974
Pre-acquisition reserves	1,991	-	-	-	1,991

Total Restricted funds	4,593	56,588	(54,978)	(238)	5,965

Total funds	4,260	57,577	(55,421)	(240)	6,176

4544

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

17. Statement of Funds (continued)


UK Charity Group 2020	Brought forward Brought forward	Incoming resources Incoming resources	Resources expanded Resources expended	Gains/(losses) Gains/(losses)	2021 Total 2020 Total
	£'000 £'000	£'000 £'000	£'000 £'000	£'000 £'000	£'000 £'000
~~Unrestricted funds~~ Unrestricted funds Unrestricted Funds	~~15~~ (1,448)	~~2174~~ 1,473	~~(1840)~~ (358)	~~-~~ -	~~349~~ (333)
		~~,~~	~~,~~


~~Restricted funds~~ Restricted funds Restricted Funds

EPIC Hope Centre	(3) 2	11 45	(8) (47)	- -	- ~~-~~

EPIC	-	-	(3)	-	(3)

~~i~~ ~~Subsidiaries~~	~~1,313~~	~~25,597~~	~~(24,555)~~	~~250~~	~~2,605~~
~~Total restrcted funds~~	~~(3)~~	~~11~~	~~(8)~~	~~-~~	~~-~~
~~Pre-acquisition reserves~~	~~1,991~~	~~-~~	~~-~~	~~-~~	~~1,991~~


Total funds Total restricted funds Total Restricted funds	12 3,306	2,185 25,642	(1,848) (24,605)	- 250	349 4,593


*EPIC*�� Total funds 2020 Total funds	�� 1,858 1,858	�� 27,115 27,115	�� (24,963) (24,963)	�� 250 250	�� 4,260 4,260

SubsidiariesRestricted funds – funds within the subsidiary entities, the majority of which have charitable status, are held for similar but not

�� Hope Centre – funds received have a donor restriction placed on them. Donations received can only be used as a contribution towards the medical costs of the centre.

EPIC Group �� Brought Incoming Resources Gains/(losses) 2020 Total forward resources expended

Subsidiaries – funds within the subsidiary entities, the majority of which have charitable status, are held for similar but not £'000 £'000 £'000 £'000 £'000 identical Unrestricted funds purposes and must be applied within their relevant (1,448) 1,473 jurisdiction in accordance with their s (358) - pecific purposes. (333)

Group *EPIC*��	Brought forward ��	Incoming resources ��	Resources expended ��	Gains/(losses) ��	2020 Total ��
*Subsidiaries* – funds within the sub	£'000 sidiary entities, th	£'000 e majority of whic	£'000 h have charitable st	£'000 atus, are held for sim	£'000 ilar but not
Unrestricted funds identicalpurposes and must be appl	(1,448) ied within their re	1,473 levantjurisdiction	(358) in accordance with	- their specifc purpos	(333) es.


Restricted funds	Brought	Incoming	Resources
Hope Centre ~~UK Charity~~ ~~Charity 2021~~	2 forward	45 resources	(47) expanded	- ~~Gains/(losses)~~	- ~~2021 Total~~

EPIC	- £'000	- £'000	(3) £'000	- £'000	(3) £'000
Subsidiaries Unrestricted funds	1,313 15	25,597 2,174	(24,555) (1,840)	250 -	2,605 349

Pre-acquisition reserves	1,991	-	-	-	1,991

~~Restricted funds~~

~~Total restricted funds~~	~~3,306~~	~~25,642~~	~~(24,605)~~	~~250~~	~~4,593~~
~~EPIC~~	~~(3)~~	~~11~~	~~(8)~~	~~-~~	~~-~~

~~Total funds 2020~~	~~1858~~	~~27115~~	~~(24963)~~	~~250~~	~~4260~~
	~~,~~	~~,~~	~~,~~		~~,~~
Total restricted funds	(3)	11	(8)	-	-



Total funds	12	2,185	(1,848)	-	349

46 4 75

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

17. Statement of Funds (continued)

Charity Charity 2020	Brought forward Brought forward	Incoming resources Incoming Resources	Resources expended Resources Expended	Gains/(losses) Gains/(losses)	2020 Total 2020 Total
	£'000	£'000	£'000	£'000	£'000
Unrestricted funds Unrestricted Funds	(755)	1,854	(1,084)	-	15

Restricted funds Restricted Funds
Hope Centre	2	45	(47)	-	-
EPIC	-	-	(3)	-	(3)

Total restricted funds Total Restricted Funds	2	45	(50)	-	(3)

Total funds 2020 Total Funds 2020	(753) (753)	1,899 1,899	(1,134) (1,134)	- -	12 12

Restricted funds Hope Centre – funds received have a donor restriction placed on them. Donations received can only be used as a contribution towards the medical costs of the centre.

EPIC ��

Subsidiaries – funds within the subsidiary entities, the majority of which have charitable status, are held for similar but not ��

4746

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

18. Analysis of Net Assets between Funds

Group 2021 p	Fixed assets	Net current assets/(liabilities)	Creditors falling due after more than one year	2021 Total
	£'000	£'000	£'000	£'000
Unrestricted	-	211	-	211
Restricted	3,863	2,500	(398)	5,965

Total	3,863	2,711	(398)	6,176


			Creditors falling
Charity Group Group 2020	~~Fixed assets~~ Fixed assets Fixed Assets	~~Net current~~ assets/(liabilities) Net current ~~assets/(liabilities)~~ Net Current ~~Assets/(liabilities)~~	due after more than one year Creditors falling due after more Creditors falling due after more	2021 Total 2020 Total 2020 Total
	~~£~~'~~000~~	~~£~~'~~000~~	~~£~~'~~000~~ than one year ~~than one year~~	~~£~~'~~000~~

Unrestricted	140 ~~£'000~~	209 ~~£'000~~	- ~~£'000~~	349 ~~£'000~~

Restricted Unrestricted	- -	- (333)	- -	- (333)

Restricted	3,765	1,400	(572)	4,593

Total	140	209	-	349

Total	3,765	1,067	(572)	4,260

*2020*	*2020*	*2020*	*2020*	*2020*
			~~Creditors fallin~~
Group Charity ity 2021	Fixed assets Fixed assets	Net current assets/(liabilities) Net current assets/(liabilities)	~~g~~ due after more than one year Creditors falling due after more	2020 Total 2021 Total
	~~£'000~~	~~£'000~~	~~£'000~~ ~~than one year~~	~~£'000~~
	~~'~~	~~'~~	~~'~~	~~'~~
~~Unrestricted~~	~~-~~ ~~£000~~	~~(333)~~ ~~£000~~	~~-~~ ~~£000~~	~~(333)~~ ~~£000~~

~~Restricted~~ ~~Unrestricted~~	~~3765~~ ~~140~~	~~1400~~ ~~209~~	~~(572)~~ ~~-~~	~~4593~~ ~~349~~
	~~,~~	~~,~~		~~,~~
~~Restricted~~	~~-~~	~~-~~	~~-~~	~~-~~

~~Total~~	~~3765~~	~~1067~~	~~(572)~~	~~4260~~
	~~,~~	~~,~~		~~,~~
~~Total~~	~~140~~	~~209~~	~~-~~	~~349~~

Charity Charity 2020	Fixed assets Fixed Assets	Net current assets/(liabilities) Net Current Assets/(liabilities)	Creditors falling due after more than one year Creditors falling due after more than one year	2020 Total 2020 Total
	£'000	£'000	£'000	£'000
Unrestricted	-	15	-	15
Restricted	-	(3)	-	(3)

Total	-	12	-	12

48 4 79

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

19. Related Party Transactions

During the period the group received the following income from related companies under common control.

	Donations received 2021	Fees received 2021	Donations received 2020	Fees received 2020
	£'000	£'000	£'000	£'000
Key Assets Group Limited	424	-	1,076	-
No 1 Park Limited	250	-	-	-
Key Assets Japan	-	42 3	-	19
Antser Holdings Limited	8	-	-	-
Martin James Group	23	-	-	-
Cream and Black LLP	-	15	-	33

	705	15 58	1.076 1,076	52

Balances due from related parties are shown in note 14.

In addition, the group and charity received unrestricted donations from M J Cockburn of £150,000 (2020 – restricted donations of £40,500 for the Hope Centre activities).

The group also had a debt due to Martin James Group of £100,000 which was forgiven in the period.

During the period the group incurred the following expenditure from related companies under common control.

	Charitable expenditure 2021	Charitable expenditure 2020
	£'000	£'000
Antser Tech Solutions	198 254	196
Key Assets Group Limited	229 63	84
Martin James Group Limited	350	89
Pengower Limited	132	134
Tribera Limited	39	51
Key Assets The Childrens Services Provider Limited	-	15
Key Assets (New Zealand) Limited	-	10
Intellect Business Services Ltd	39	-
Key Assets Canada Ltd (Canada)	-	232
Others less than £20k	14	14 27

	1233	606

Balances due from related parties are shown in note 15.

4948

YEAR ENDED 30 JUNE 2021

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

20. Commitments under operating activities

	Land and buildings	Other	2021 Total
	£'000	£'000	£'000
Lease commitments falling due:
Within one year	912	569	1,481
��	770	319	1,089
��	65	-	65

Total 2021	1,747	888	2,635

	Land and buildings	Other	2020 Total
	£'000	£'000	£'000
*Lease commitments falling due:*
Within one year	1,246	641	1,887
��	2,210	592	2,802
��	90	-	90

*Total 2020*	3,546	1,233	4,779

21. Post balance sheet events22. Legal and statutory information1

The charity is a charitable incorporated organisation having no share capital.

Post year end, the covid-19 pandemic has continued to impact ordinary life across the globe, and the group and charity

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22. Legal and statutory information

The charity is a charitable incorporated organisation having no share capital.

5049

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

23. Reconciliation of net income for the period to net cash provided by2 operating activities

	2021	2020
	£'000	£'000
Net income/(expenditure) for the reporting period ��	2,153	2,152
Taxation	28	16
Net interest expense	(13)	(17)
Depreciation charges	464	240
Amortisation	60	19
��	155	48
Decrease in debtors	(234)	(698)
Increase in creditors	(920)	(2,524)
��	(160)	123

Net cash (used in)/generated from operating activities	1,533	(641)

2324. Analysis of movement in net funds

2021	Brought forward	��	Non-cash changes	Carried forward
	£'000	£'000	£'000	£'000
Cash at bank and in hand	7,423	622	-	8,045
Debt due within one year	(73)	-	(132)	(205)
Debt due after more than one year	(572)	42	132	(398)

Total Net Funds	6,778	664	-	7,442

5051

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

24. Analysis of movement in net funds (continued)3

*2020*	Brought forward	��	Non-cash changes	Carried forward
	£'000	£'000	£'000	£'000
Cash at bank and in hand	8,405	(982)	-	7,423
Debt due within one year	(43)	-	(30)	(73)
Debt due after more than one year	(610)	8	30	(572)

Total Net Funds	7,752	(974)	-	6,778

25. Subsidiaries4

The Martin James Foundation had six subsidiary undertakings at 30 June 2021:

	Date acquired	County of registration
Foster Talk Limited	1 October 2019	England & Wales – company number 06318354
Key Assets Foundation Limited	5 June 2019	New Zealand
Key Assets Ontario Inc (newly incorporated)	10 January 2019	Canada
Key Assets Newfoundland & Labrador Inc	3 December 2019	Canada
Key Assets Nova Scotia Inc (newly incorporated)	3 September 2019	Canada
Key Assets Children’s Services Provider (Australia)	6 May 2019	Australia

The Martin James Foundation is the sole member of the above entities.

The principal activity of all subsidiaries is the provision of foster care and children’s services.

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5251

MARTIN JAMES FOUNDATION� NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2021

25. Subsidiaries (continued)4

The entities’ net assets and liabilities and income and expenditure were as follows:

2021	Foster Talk	Key Assets Foundation	Key Assets Ontario	Key Assets Newfoundland	Key Assets Nova Scotia	Key Assets Australia
	£’000	£’000	£’000	£’000	£’000	£’000
Assets	553	184	1120	3,087	146	10,072
Liabilities	(771)	(64)	(790)	(3,392)	(205)	(3,974)

Total net assets	(218)	120	330	(305)	(59)	6,098

Income	1,382	1,451	2,978	18,651	1,867	30,249
Expenditure	(1,381)	(1,417)	(2,876)	(18,656)	(1,967)	(28,673)
�� on retranslation	-	(4)	(3)	(5)	(1)	(236)
Net incoming resources	1	30	99	-	(99)	1,340

2020	Foster Talk	Key Assets Foundation	Key Assets Ontario	Key Assets Newfoundland	Key Assets Nova Scotia	Key Assets Australia
	£’000	£’000	£’000	£’000	£’000	£’000
Assets	746	149	1,222	3,628	176	8,642
Liabilities	(965)	(59)	(991)	(3,933)	(136)	(3,884)

Total net assets	(219)	90	231	(305)	40	4,758

Income	597	683	1,626	9,151	907	12,661
Expenditure	(637)	(651)	(1,515)	(8.944)	(866)	(11,971)
�� on retranslation	-	3	5	(6)	-	247
Net incoming resources	(40)	35	116	201	41	937

5352

REPORT AND FINANCIAL STATEMENTS

Content

Page

MARTIN JAMES FOUNDATION

REFERENCE AND ADMINISTRATIVE DETAILS

YEAR ENDED 30 JUNE 2021

Legal Status

MARTIN JAMES FOUNDATION

Statement from the Chair of the Board of Trustees

OBJECTIVES AND ACTIVITIES

Who we are

OBJECTIVES AND ACTIVITIES

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Expenditure by Affiliate

During 2020/21 ��������������������������������

Direct Project Spend

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Colombia

Europe (including Croatia, Greece, Poland)

Global

India

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Indonesia

Latin America

Madagascar

Jordan

Thailand

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UK

Future Plans

Governing document

Organisation

Remuneration statement

Related Parties

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Investment policy

Reserves policy

Unrestricted Reserves: Core

Unrestricted Reserves: Core

Unrestricted Reserves: Other

Unrestricted Reserves: Other

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Restricted Reserves

Group Reserves

Cash Reserves

Grant making policy

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Approach to fundraising

Trustees’ assessment of going concern status Trustees’ assessment of going concern status

Risk management

Financial risks

Credit risk

Foreign exchange risk

Credit risk

Foreign exchange risk

Operational risks

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INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

Opinion

Standards on Auditing (UK) (ISAs (UK)) and applicable Basis of Opinion

Conclusions relating to going concern

Other information

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

Matters on which we are

required to report by exception

Responsibilities of trustees

Auditor’s responsibilities for the audit of

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE MARTIN JAMES FOUNDATION

Use of our report

MHA MacIntyre Hudson (Statutory Auditor)

Birmingham, United Kingdom

YEAR ENDED 30 JUNE 2021

YEAR ENDED 30 JUNE 2021

YEAR ENDED 30 JUNE 2021

YEAR ENDED 30 JUNE 2021

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