2022-03-31-accounts

ATF hieve Thrive Flourish 2022 EDITION ANNUAL REPORT il

ATF SOUTHEND FINANCIAL STATEMENTS YEAR ENDED 31ST MARCH 2022

TABLE OF CONTENTS

01 - 03

CHARITY DETAILS

04 - 10

DECISION MAKING

11 - 12 MISSION STATEMENT, OBJECTIVES, VALUES 13 - 22 YEAR INTRODUCTION & PROJECTS 23 - 24 RESOURCE REQUIREMENTS 25 - 26 RISK ASSESSMENT 27 - 44 FINANCIAL STATEMENT

CHARITY DETAILS

Trustees

Dr David Sollis (Chairman) Cllr Jo Mcpherson Sam Elliot (Treasurer) Lee Monk Lynsey Hurd Michael Thorpe Scott Logan John Hindley Andy Knight

Chief Executive Officer

Stuart Long

Principal office

The Hub 324-326 Chartwell Square Victoria Plaza Southend on Sea Essex SS2 5SP

Bankers

Metro Bank G19-G21 The Victoria Centre, Southend-On-Sea SS1 2NG

Accountants

Clouders Leigh on Sea Essex SS9 1JL

Charity registration number

1183471

Page 1

TRUSTEES’ ANNUAL REPORT YEAR ENDED 31ST MARCH 2022

The Trustees of ATF Southend (“ATF” or “the Charity”) present their report and the financial statements of the Charity for the year ending 31st March 2022. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the Charity.

TRUSTEES OF THE CHARITY

The trustees who have served during the year and since the year end are as follows:

Dr David Sollis (Chairman)

Cllr Jo Mcpherson Sam Elliot (Treasurer) Lee Monk Lynsey Hurd Michael Thorpe John Hindley Andy Knight Scott Logan

The trustees seek re-election and are re-appointed on an annual basis at the Annual General Meeting and meet quarterly or more frequently if necessary. Trustee meetings are also attended by the CEO of ATF Southend who also acts as secretary at meetings.

GOVERNING DOCUMENT

The charity is controlled by its governing document, a deed of trust, and constitutes an unincorporated charity.

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CHARITY STRUCTURE ATF STRUCTURE hief Exe Officer Structure & elopmènt Monager mmunities Manager Physical Activity & Progrommes Coordinato tervention och Operation (Basildo perations rdinator Southend Ashley Jenkinson & Peter Mirga Troy, Connor, Chlo ack Kelly, Charmayne Sarah, Rob ATF

HOW THE CHARITY MAKES DECISIONS

Principle

The Trustees makes sure that its decision-making processes are informed, rigorous and timely, and that effective delegation, control and risk-assessment, and management systems are set up and monitored.

Key outcomes

• The Trustee board is clear that its main focus is on strategy, performance and assurance, rather than operational matters, and reflects this in what it delegates.

• The board has a sound decision-making and monitoring framework which helps the organisation deliver its charitable purposes. It is aware of the range of financial and non-financial risks it needs to monitor and manage.

• The board promotes a culture of sound management of resources but also understands that being over-cautious and risk averse can itself be a risk and hinder innovation.

• Where aspects of the board’s role are delegated to committees, staff, volunteers or contractors, the board keeps responsibility and oversight.

Delegation and control

• The board regularly reviews which matters are reserved to the board and which can be delegated. It collectively exercises the powers of delegation to senior managers, committees or individual trustees, staff or volunteers.

• The board has a delegations framework which provides sufficient detail and clear boundaries. Systems are in place to monitor and oversee how delegations are exercised.

• The board makes sure that its committees have suitable terms of reference and membership and that:

• the terms of reference are reviewed regularly

• the committee membership is refreshed regularly and does not rely too much

• on particular people.

• Where a charity uses third party suppliers or services – for example for fundraising, data management or other purposes – the board assures itself that this work is carried out in the interests of the charity and in line with its values and the agreement between the charity and supplier. The board makes sure that such agreements are regularly reviewed so that they remain appropriate.

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• The board regularly reviews the charity’s key policies and procedures to ensure that they continue to support, and are adequate for, the delivery of the charity’s aims. This includes policies and procedures dealing with board strategies, functions and responsibilities, finances (including reserves), service or quality standards, good employment practices, and encouraging and using volunteers, as well as key areas of activity such as fundraising and data protection.

Managing and monitoring organisational performance

• Working with senior management, the board ensures that operational plans and budgets are in line with the charity’s purposes, agreed strategic aims and available resources.

• The board regularly monitors performance using a consistent framework and checks performance against delivery of the charity’s strategic aims, operational plans and budgets. It has structures in place to hold staff to account and support them in meeting these goals.

• The board agrees with senior management what information is needed to assess delivery against agreed plans, outcomes and timescales. Information should be timely, relevant, accurate and provided in an easy to understand format.

• The board regularly considers information from other similar organisations to compare or benchmark the organisation’s performance.

Actively managing risks

• The board retains overall responsibility for risk management and discusses and decides the level of risk it is prepared to accept for specific and combined risks.

• The board regularly reviews the charity’s specific significant risks and the cumulative effect of these risks. It makes plans to mitigate and manage these risks appropriately.

• The board puts in place and regularly reviews the charity’s process for identifying, prioritising, escalating and managing risks and, where applicable, the charity’s system of internal controls to manage these risks. The board reviews the effectiveness of the charity’s approach to risk at least every year.

• The board describes the charity’s approach to risk in its annual report and in line with regulatory requirements.

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Appointing auditors and audits

• The board agrees and oversees an effective process for appointing and reviewing auditors.

• The board, or audit committee, has the opportunity to meet the auditors without paid staff present at least once a year.

• Arrangements are in place for a body, such as the audit committee, to consider concerns raised in confidence about alleged improprieties, misconduct or wrongdoing. This includes concerns raised by ‘whistle blowing’. Arrangements are also in place for appropriate and independent investigation and follow-up action.

The policies and procedures for the induction and training of trustees

ATF is committed to ensuring governance arrangements that are robust to ensure that the organisation is managed in accordance with the current legislation, as well as adopting procedures that are examples of good practice and improve the effectiveness of the organisation.

I ntroduction The Charities Act 1993 defines charity Trustees as the people responsible under the charity’s governing document for controlling the administration and management of the charity.

The new Code of Governance for the Voluntary and Community Sector includes, as part of its principles, that 'Trustees should have the diverse range of skills, experience and knowledge needed to run an organisation effectively' and that 'Trustees should ensure that they receive the necessary induction, training and ongoing support they need to discharge their duties' in addition to this, disclosure is now required in SORP 2005 of the methods adopted for the recruitment and appointment of new Trustees and the policies and procedures adopted for the induction and training of Trustees.

Diversity

ATF will ensure that it engages effectively with the community it serves, responds effectively and equitably to the needs of its users and increases its accountability and public confidence in its work by:

• ensuring that the mix of Trustees reflects the local area and where possible includes people from ethnic minorities and those with disabilities

• ensuring that the needs of children and adults from under served communities are represented by the trustees.

• working with schools, other voluntary sector and statutory organisations to ensure that the needs of children and young people are kept central to the organisational priorities.

• If representation on the board does not reflect the areas of need, active recruitment to redress this balance will be carried out.

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Role of the Board of Trustees

At it's simplest, the role of the Trustee Board is to receive assets from funders, safeguard them and apply them for the charitable purposes as declared in the objects and aims of ATF.

The Trustee Board must always act in the best interests of ATF, exercising the same duty of care that a prudent person of business would in looking after the affairs of someone for whom he or she had responsibility.

The Trustee Board must act as a group and not as individuals.

Rules governing the appointment of Trustees

• In the governing documents of ATF (memorandum and articles of association) there is no maximum number of Trustees set, but there should, at any one time, be in place a minimum of five Trustees.

• A Trustee must be over 18 years of age.

Eligibility to become a Trustee

It is a criminal offence for an individual to serve as a Trustee if disqualified from doing so. Rigorous checks will be carried out to ensure that all persons applying to become a Trustee are eligible.

These checks will include:

• A Disclosure and Barring Service (DBS) check

• Two references (one from a current employer and one from an individual who has known the applicant for over two years and is not a relative). If the potential trustee is retired or not currently in employment, one reference should come from someone who has known them on a professional level. Having a criminal record will not necessarily prohibit a person from becoming a Trustee but will necessitate a risk assessment to be carried out to determine suitability.

Process for appointment of Trustees

Potential Trustees can be recruited through:

• Recommendation

• Referral from a recruiting organisation (e.g. Council for Voluntary Services or Develop)

• Self-Referral

• Advertisement, following a skills audit which identifies gaps

Potential Trustees will, in the first instance, be met by the management team and given an overview of the organisation from an operational perspective. They will be given background written information about the organisation and invited to meet with a minimum of two representatives of the Trustees.

The subsequent meeting with members of the Board will ascertain the following information:

• Skills

• Background

• Experience of working within a governance role

• Experience of working with children and young people.

It is a two-way process and the discussion should present the prospective Trustees with an opportunity to find out more about being a ATF trustee and decide whether or not they are still interested.

They will be asked to complete, at this stage, an application form and a DBS form if they wish to continue the process of appointment. Two references will be followed up, directly following this meeting.

Following this meeting and on receipt of the references and DBS check, recommendations will be made to the board of Trustees and, if agreed, the new candidate will be invited to attend the next available board meeting.

At this point, the new Trustee will be asked to:

• Complete and sign the declaration of interest form, to be retained by the management team.

• Sign a declaration that they are eligible to serve as a Trustee

• Agree and sign two copies of the code of conduct, one to be retained by the Trustee and the other by the management team.

The new Trustee will be elected at the next AGM and the Trustee will be sent a letter of appointment. The management team will notify Companies House of the appointment.

Expectations of Trustees

A role description outlines the duties of the Trustee and a person specification details the experience and qualities needed to fulfil the role.

Trustees are expected to attend all Trustee meetings. Trustee meetings are held quarterly during the year (with management team meetings being held every 6 weeks).

Each meeting lasts for up to 3 hours, is usually in the evening, and papers are provided by email five days before the meeting with a hard copy available at the meeting. Occasional day time meetings are held for board development.

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Induction Programme

All Trustees should receive:

• An organisational chart

• Outline of current boards skills and experience

• A copy of the previous year’s annual report and financial report

• A copy of the memorandum and articles of association

• A copy of the previous board meeting minutes (once agreement for appointment has been made by the Trustees)

• A copy of the business plan

• Charity Commission CC3 – The essential trustee: What you need to know

• Charity Commission CC60 – The Hall marks of an Effective Charity

• Copies of all the current up to date policies (once agreement for appointment has been made by the Trustees)

All new Trustees will be encouraged to visit, at least, one of the projects provided by ATF and will be invited to meet with the CEO.

Ongoing Support and Training

Trustees will be offered ongoing training opportunities and be kept up to date with Charity Commission guidance and policy news through the board meetings and via email.

They will be invited to attend relevant training pertinent to their role, such as:

• Health and Safety

• Employment Law

• Financial Management

• Diversity and equal opportunities

• Safeguarding

This training may be in a collective setting, individual and may be provided either in-house or from other reputable training providers.

Review of Trustee Performance

On a regular basis (preferably annually) the Chair will speak to individual Trustees to consider their contribution to the organisation and identify any areas where the Trustee would benefit from additional training or support. The Trustee board will collectively review its performance at regular intervals, again preferably annually. It should also review the performance of the Chair person. The Trustee board will use resources available from Government Governance Support Agencies to support this process. The skills of the trustee board will be reviewed every year.

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Statement on how ATF set up their senior staff salaries

Our approach is to pay a fair salary to attract and retain skilled and expert senior leaders for the charity. Salaries and benefits should be competitive within the charity sector, proportionate to the complexity of each role and responsible in line with our charitable objectives. To achieve this our Management Team Pay Policy aims to:

• Pay the median range for similar organisations in the UK Charity sector market and while not seeking to compete head-on with salaries in the public or private sectors to acknowledge that Senior Management Team are more likely than others to be recruited from these sectors

• Ensure performance is reviewed and reported to the Remuneration & People Committee on an annual basis

• Apply performance related pay elements only where required by the relevant market sector

• Monitor a blend of charity, public and private sector salary trends drawing on independent expert advice and statistically significant survey data to inform salary setting and progression decisions.

07.09.22 - Trustee meeting where we invited community members to meet our Trustees and hear first hand the difference the charity makes to their lives

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MISSION STATEMENT AND OBJECTIVES

Our Mission Statement…

• To contribute towards reducing ASB in ‘hot spot’ areas.

• Remove the financial barrier of participating in structured football. � Provide a supportive framework to encourage children to get involved regardless of their skill level.

• Provide accredited education to challenge negative behaviour pattern.

• Provide scholarship opportunities to an affiliated league youth club.

Our key charitable objectives are…

To advance in life and help young people through:

• (a) The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life;

(b) Providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

– To help young people, especially but not exclusively through leisure time activities, so as to develop their capabilities that they may grow to full maturity as individuals and members of society.

– To act as a resource for young people up to the age of 25 years living in South Essex by providing advice and assistance and organising programmes of physical, educational and other activities as a means of:

(a) advancing in life and helping young people by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals;

• (b) advancing education;

• (c) relieving unemployment;

(d) providing recreational and leisure time activity in the interests of social welfare for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty or social and economic circumstances with a view to improving the conditions of life of such persons.

To find out more about our plans, or talk to us about our programmes, please get in contact.

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VALUES & CONFICT

ATF’s values

ATF’s goal is to help us and the community members we work with to be all that we can be.

To help us achieve this, let’s do the following:

• Be a good example and representative for ATF in our attitudes, language, and actions

• Care for the wellbeing of each other and ATF participants -be approachable and patient, kind and supportive (let’s have each other’s backs)

• Be respectful to everyone, especially when dealing with conflict

• Maintain good boundaries with everyone – remember we work with some people who are in vulnerable situations

• Report any concerns for someone’s wellbeing to a supervisor as a priority Be reliable, responsible, and flexible

• Actively help each other (don’t wait to be asked)

• Arrive in good time to set up and stay until everything is finished

• Let a supervisor & teammates know with good notice if you can’t attend a session, for example if you are unwell, and arrange for any equipment etc to be available

Care for facilities with respect and like they are our own

Dealing with conflict

There are naturally times when things don’t go the way we would like them to and realistically, we won’t always see eye to eye with everyone. It’s helpful to remember that we are all a work in progress, and we are all continually learning. If we handle frustrations and conflict positively and respectfully, it can help us as a community grow and get stronger.

There’s also the potential that our words, attitudes, and actions can cause hurt, anger and division and that can have a negative effect on everyone. Let’s remember what we are doing this for – to help us as a community to be all that we can be.

It’s helpful to be wise in what we say and who we say it to. For example: Am I being harsh or unkind about someone? What damage could it cause if my words get back to them?

If a situation is tricky to deal with, chat it through with a supervisor. It’s easy to give up on someone but it’s much better to try and resolve it so that everyone benefits.

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INTRODUCTION

21/22 has been a year of considerable growth for ATF. From solid foundations built on gaining trust throughout the pandemic, we have forged ahead with the aspirations of the business plan and begun to demonstrate significant outcomes for our funding partners.

We have built on our community work, structured our 1-2-1s and supervision for young people. We have formed strong links with local secondary schools and with support from the Active Essex Foundation we have undertaken our Positive Futures work which is detailed elsewhere within this document. Our work with Active Essex and the Sport England Local Delivery Pilot continues to be a beacon of good practice that is now recognised across Essex. We have begun to support other areas in a training capacity including Tendering, Colchester, Harlow and Brentwood.

Our second year in North West Pitsea has seen the volunteers of last year running their own programmes and gaining training and employment. Our young leaders are the cornerstone of our successful HAF holiday club programme which also provides employment opportunities for the local community and helps to form ‘the perfect storm for our 'Asset Based Community Development Work’. Our partnership with Essex County Council Youth Service, ParkPlay and several housing associations including Swan Housing and Sanctuary Housing has strengthened and matured as we work together co-producing programmes that bring mutual outcomes for all involved. New partners include Clarion Housing, carrying out estate based work in Vange and Harlow and Essex Community Foundation and Colchester Catalyst who are now funding our work around supporting young people in residential mental health settings in Colchester and Rochford.

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MAIN PROJECTS 21/22

LDP Sport England

Expansion of ATF hubs in Basildon

The success of the LDP project in Felmores Pitsea has led to further funding for the development of two community hubs in the most deprived areas of Basildon:

• 1) Laindon at Somercotes, Five Links,

• 2) Lee Chapel at Janet Duke School;

With further enhancement of the pilot hub within the Felmores locality at Briscoe School. Each community hub provides a range of services for local people, especially children and families.

A new youth worker now supports the three hubs, and the Active Essex LDP continues to provide additional investment to ensure each hub provides a wide range of physical activities and community sport.

The ATF ‘Community Upscaling Programme’ (2021 – 23) comprises two component parts: -

The Northlands Community Hub programme [Basildon] provides a blend of physical activity, arts, education and health development to ensure young people and their families undergo personal development by using physical activity as a medium.

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The Model

ATF has created an exciting model, initially for the borough of Basildon and upscaling throughout Essex over 3-years, to ensure that the LDP legacy is one of active lifestyles and active communities.

They have built a community focused, asset-based hub in Basildon that has been delivered around the principles of participation, that can now be replicated in other areas targeted as we roll out the ATF offer.

This support has expanded community development work in Basildon which has supported young people and their families into regular physical activity within and around Northlands Park, with a programme customised for myriad targeted cohorts of young people from local areas which engage them in physical activity such as sports, exercise, walking-for-health, and community activity including peer-volunteering and befriending as well as developmental programmes for education and health e.g., healthy eating, all of which complement the offer to promote health thorough physical activity.

Overall, the programme has provided inclusive opportunities for participation, leading to healthier and more productive lives as well as making a significant contribution to local communities targeted to become stronger, connected and more cohesive as a result. w that this model will be available to other deprived areas within Basildon.

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The Practice of Change

Due to the unprecedented levels of engagement, ATF have developed the Practice of Change to assist with the scale and replication of good practice across Essex. The model is a tool for training and allows other organisations to follow the methods that have brought real change thus far to our funded areas and allowed us to engage with around 500 young people on a weekly basis. It has also allowed us to find employment for 20 plus community members and volunteering opportunities for 39 participants.

Active Essex Community Foundation/Violence and Vulnerability Unit

As part of our work within the community we engage with those most at risk of exclusion. This is done through working with local schools, the probation service and youth offending teams, targeting young people who are in additional support. The Positive Futures project has been developed through a number of initiatives that when combined take a person centred approach supporting the individual to raise aspirations and build resilience. This is initiative is now being supported by the Active Essex Foundation who are working with local trusted partners alongside Loughborough University to prove the positive effect sport can have with young people who are part of the criminal justice system.

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We have supported 78 young people this year engaging with them to remain in full time education and refrain from behaviours that could lead to offending. As part of the programme we also have organised a number of trips and events targeted to raise aspirations. These have included a trip to Wimbledon, Arsenal FC, Adventure Island, Base Jump and West Ham United FC.

We have also developed further structure around our 1-2-1 work for where it may be more appropriate to work with an individual alone before integration into a wider community setting. We have been supported by the Violence and Vulnerability Unit to employ a Key Worker to engage with the young person at the point of crisis in partnership with the youth offending team to work with them on 6 individual sessions.

HAF Programme supported by Southend City Council and Active Essex

Since 2018, our holiday activities and food programme has provided support to children in receipt of free school meals through holiday periods.

Following successful pilots between 2018 and 2020, we have upscaled our delivery model to over 10 clubs.

Research has shown that the school holidays can be pressure points for some families. For some children this can lead to a holiday experience gap, with children from low-income households being:

• less likely to access organised out-of-school activities

• more likely to experience ‘unhealthy holidays’ in terms of nutrition and physical health

more likely to experience social isolation

Our HAF programme is a response to this issue, with evidence showing that free holiday clubs can have a positive impact on children and young people, and that they work best when they:

• provide consistent and easily accessible enrichment activities cover more than just breakfast or lunch

• involve children (and parents) in food preparation

• use local partnerships and connections, particularly with the voluntary and community organisation sector

In 2021, the HAF programme enabled us to support over 700 children and their families throughout the Easter, summer and Christmas school holidays.

Our model also allows us to provide employment opportunities to family members and as a trainee programme for our young leaders.

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Akll rl J 11 Page 19

Heritage Lottery Fund – People Like Us

Following on from ATF’s 2020 exhibition We Were There, People Like Us explores the rich stories, memories and experiences of local people who have moved to Essex, UK from other places around the globe. Funded by the Heritage Lottery Fund, People Like Us celebrates the diversity of our communities. We used video interviews from people from around the World and UK who have settled here and have become inspiring community heroes. Alongside the exhibition, we took the stories into schools and worked with over 150 young people to celebrate each story with a craft or creative activity - including mini-art works, clay, drama and creative writing.

There are six lessons as part of the project as listed below;

• Rachele: Black, British, Windrush Generation, racism in the UK, loves art

• Pete: Roma, Gypsy, Polish, boxer and sports coach

• Jelena: Latvian, Cold War, end of USSR, life under communism, loves being outdoors

• Alex: Black, British, Windrush Generation, Windrush Scandal, low income, runs a charity that connects kids to culture

• Liam: Dual nationality, Irish, English, coped with illness, loves travel, history, cars and bowling

Cymba: Black, African, Zimbabwe, close to Nan, loves football

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Each person’s story is told each lesson with videos:

• 1 - All About Me - early memories, childhood and history

2- CHOICE: children choose one of two videos where a significant moment is shared (including Moving to the UK). Demonstrations of growth mindset, resilience and British values.

We explored their spiritual, moral, social and cultural development as role models for us.

Making a difference - today and their charity or community work (except Liam who is recovering from serious illness, who has ‘Finding Happiness’ instead) and how this has increased their resilience and wellbeing.

The project tackled negative stereotypes in the perception of those migrating to this country and also allowed young people to learn more about emerging communities within their local area.

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National Lottery Communities Fund

Our ‘offer’ typically supports targeted young people through at least three of the six steps as a challenge for their development: through the programme, we are now supporting:

• 200 young people per year [600 over 3-years]

• 20 volunteers recruited, developed and engaged on the programme [60 over 3-years]

• 20 schools, community groups and other youth agencies engaged [60 over 3- years]

Outcomes [Aims]:

Young people participating on ATF ‘6-Step Challenge’ will:-

• Raise Aspirations: they will focus on ‘what they can achieve as opposed to what they cannot’ to build self-esteem and give them direction,

• Improve Mental and Physical Health: becoming more active and alleviating stresses and anxieties they experience due to their disadvantage and situations e.g. COVID,

• Improve Skills & Abilities: learning new skills which contribute to their personal, educational, professional development and employability,

• Develop Civic Responsibility: learning new skills, improving confidence, employability and community cohesion whilst supporting their peers to foster an ethos of self-help.

ATF delivers myriad activities for targeted beneficiaries, some of which are funded by NLCF, however during 2020 – 21, we revised our strategy to upscale over the next 3–5 years, therefore our new plan is to develop operations in Southend Basildon and other targeted areas e.g. Tendring and Colchester. Our new proposal to NLCF, takes existing programmes, develops new activities and approaches, and brings them together into one cohesive project, focussed on a range of targeted beneficiaries.

As such, this is a new approach updating and improving current methodology which will progress us towards achieving new strategic plans. Our NCLF work is focused on areas in underserved communities in Southend and is bringing together schools and local estates to focus on bringing change.

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RESOURCE REQUIREMENTS TO MEET PLANS [2022 – 23]:

----- Start of picture text -----
Resource Requirement Details
Explore Core funding [and project full cost
recovery] to support rent – CIF in partnership with
other agencies
1 - Premises / a base
Regular maintenance and cleaning
Ensure opening times by way of staff and
volunteers engaged appropriately
Desks, chairs and filing cabinets etc.
IT and adequate connections - Application to ECF
2 - IT & Office Resources
Ensure utilities are active e.g. telephone,
broadband and power
Ensure adequate funding to pay competitive
salaries in place to continue projects
Supervision / appraisal, training, development and
3 - Trustees, Staff and
general support for staff and volunteers.
Volunteers
Develop new human resource policies [Trustee,
Staff and Volunteers]
Secure existing grants and contracts [annual and
when applicable]
Continue to develop a formal fund-raising
4 - Funds strategy to make improved bids [volume and
quality]
Develop new income streams which might reduce
reliance on grant funding
----- End of picture text -----

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----- Start of picture text -----
Resource Requirement Details
Continue membership / engagement within
current partnerships
Develop new collaborations with like-minded
5 - Partnerships &
groups
collaborations
Generally, create new connections to collaborate
more effectively within the community sector
Better engagement with funders to improve
relationships and access new grants and income
6 - Funders streams as appropriate
Improved reporting even when not mandatory
Develop a plan for resource requirements and
7 - New Resources
update throughout the year to build on this table
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----- Start of picture text -----
Likelihood Impact
(Low, (Low,
Risk Mitigation Responsibility
Medium, Medium,
High) High)
Currently reliant Increase capacity of staff by
on the individual diversifying staff who deliver sessions
M H Trustees
rather than the Encourage coaches to have ‘buy in’ of
organisation the organisation’s philosophy
Fund raising strategy developed to
Trustees, staff,
seek funding
Funding Issues: volunteers and
New grants achieved which support
losing grants / M H external
activities to remain operationalNew
funds ending consultancy
consultation to produce strong case
support
for supporting our programmes
Other
organisations
bidding for the Improve relations with identified key
Trustees, staff
same funding partners
and external
making South M M Develop partnership arrangements
consultancy
Essex an with partners
support
unattractive Enter into joint funding bids
area to potential
funders
Provide training to coaches on
challenging difficult behaviour and
Nature of client effective youth work
group means Increase capacity of staff to improve
Trustees, staff,
that there is a safety and handling of difficult
volunteers and
high risk of situations
H H external
having to deal Review safeguarding and health and
consultancy
with difficult safety policies
support
behaviour on a Work in a consistent manner with
regular basis agencies to ensure issues are dealt
with in partnership and in a consistent
way
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Page 25

----- Start of picture text -----
Likelihood Impact
(Low, (Low,
Risk Mitigation Responsibility
Medium, Medium,
High) High)
Written financial procedures updated
Chief Officer,
Compliance Issues regularly
L H Treasurer and
e.g. late returns Plan mapped out re: deadlines for
accountant
compliance tasks
Favourable conditions maintained e.g.
pay rates in-line with responsibilities Trustees, staff,
Staff Issues e.g. key
Continuous Professional Development volunteers and
staff leaving or off
L H (CPD) opportunities for all members external
sick for a
Continuity plan to include staff issues consultancy
protracted period
Volunteer development for cover at support
short notice
Project plans made on a dedicated
basisEffective and user-friendly
measurement systems designed and
implemented to track progress and be
able to act early
Project Issues lack Trustees, staff
Working effectively with users e.g. co-
of success re: and external
L H production and development of the
targets and consultancy
work to ensure we are meeting real
outcomes support
needs
Engaging volunteers to have local
people leading on reaching and
supporting their peers i.e. community
ownership at all levels
Governance Issues
Governance planning conducted e.g. Trustees, staff,
e.g. losing Trustees,
a dedicated Trustee handbook and volunteers and
lack of attendance
L M strategic plan produced external
and input /
Training and support functions consultancy
commitment from
developed for Trustees support
Trustees
Renew financial policies
Training for personnel involved in
Financial Issues e.g. financial management Trustees,
budget mis- L H Treasurer overseeing all financial Treasurer and
management. activity Chief Officer
Recruit new Trustees, volunteers and
staff who have financial backgrounds
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Page 26

FINANCIAL STATEMENT

----- Start of picture text -----
Total reserves at end of reporting period £293,314
Restricted reserves at the end of the reporting
£239,348
period
Material amounts (paid out after the date of the
accounts including when the amounts are £0
paid)
Reserves after accounting for restricted funds
and material amounts paid after the date of the £53,966
accounts
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Reserves Policy

ATF aim to have at least 3 months operating cost in the bank at all times as stating in our reserves policy. The level of reserves the charity held on 31st March 2022 exceeded the amount required by the reserves policy.

Page 27

RECISTERED CE14RifY NU&IBER.. IIS3471 REPORT OF THE TRUSTEES.41YD UN.{[￿rrED FIN.4NCL4L sT.{￿I￿￿ 5 FOR THE IE4R ENDED 31ST hL4RCH 2022 FOR 103-105 LeiEh RD SS9 IJL Page 28

ATF SOIThLND REPORT OF THE TRUSTEES FOR THE IT.IR ENTED 31ST IL4RCH 20a? The trustees present theii report Mith the financial statern￿ts of the chatih. for the )'ear ended 31stlIarch•022. The trustees h￿"e adopted the proiuicu of Accounti￿ and Rewtsn.¥ h. Cbth"es: Statement of RecoMn￿￿ed Practsce apP￿Cable to chan'ties prepanng tbew accounts m accordance llith the Financial Reporty. StaDdaTd app￿table m the UK aTMI ReTxthknc of IrelaThl (FRS 102) (effectiit l Januan" 2019). STRUCnlRE, GOITRN.IYCE .4ND &LIN.4GESIEIYT Goi'erning document The chanty. is controlled by dLKuW a deed of trust c(v￿lt￿te5 an ￿llCo￿ed REFERENCE.4Th1).4DIILYISTII4TIIT DET.41LS Registered Chariti. number 1183471 Principal address The Hub 32&326 CbartThEll Squate "' ictona Plaza Southe￿￿0￿sea Essex SS2 5SP Trnstees D Solbs Independrni ￿lMiner Clouden 103-105 LeJ8bRoad Lewb.oTrSea Essex SS9 IJL AppI￿red b)" ords of the board of Inth l￿.......-.-..-......~-.-........ atsl sigtLed ffl its bebalf b)". D soli￿ . Tnutee Page 29

IIYDEPEIYDEwf EXA]¥IINER'S RTr.PORT TO TIIE TRUSTEES OTr ATTr" soirriiFND Independent examlner's report to the trustees ofATF Southend I rqx)rt lo Ilic ¢harily I[￿lL¢S on my ixaininalion of ihe accoun15 of ATF Southend (thc Tn￿1> for th¢ year ended 31si March 2022. Respon5ibilltles and basis of report As thc cl￿nIY Irus1¢¢5 of thc 1.rust you are resw)nsible for the prq)araiion of the xcounts in accordance with Ihe requiremenls of lh¢ Charities Act 2011 {'the Act,). I report in respw( of my examination of the Trust's accounls carried oui undLY section 145 of the Act and in carrying out my cxaminalion I have followed all applicable Direclions 8iv¢n by th¢ Charity Commission under scclion 145(5Kb) of th¢ Act. Independent eximiner's statement Since your charily's gross income exceeded £250.(XXI your examiner MU￿ be a member of a listd Ix)dy. I can confimi thai l am qualificd io unde￿¢ the exami￿tIon becaus¢ l am a [wst￿ed member of A.C.C.A. which is one of ihc listed bodies. I have compldcd my examination. l ¢onfirni that no material matters have come to my attention in conn¢ciion with th¢ ¢xaminalion g1Vu￿ me cause lo believe that in any matctial rw: accounting r￿d$ w¢r¢ not kw in rwt of th¢ Tn￿ as required by seelion 130 of the Act; or Ihe accounls do no¢ ac￿rd with ihose records; or the accounts do not comply wilh the applicable rquiremenls ￿ncerning the forni and content of accounts set out in the Charilies (Accounts and Reports) Regulations 2(M)8 other than any requircmcnt ihat the arxounts give a true and fair view wkn'ch is nol a matter considered as part of an independent examination. I have no concerns and have come aeross no other matters in connection with the examination to which attention should be drawn in this rep)rt in order lo enable a proper undcrstsnding of ihe accounts to be reached. C E Binnie F.C.A A.C.C.A. Clouders Chartered Certified Aecountanls Charter House 103-105 Lcigh Road Lcighwon-sca Essex SS9 IJL Date: 18 January 2023 Page 30

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The notes form part of these financial statements

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The notes form part of these financial statements

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The notes form part of these financial statements

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The notes form part of these financial statements

NOTES TO THE FIN.4NCL4L SfATEJIENrs FOR 4R EM>ED 31ST NL4RCI1 ￿0￿2 Acr ou￿rINc POLICIES of pre￿riDE the frn2ncial staterneThts finallcial statemellts of the cb3riti", iithich i5 a pub]ic bellefit entib. Dnder FRS 102, PTePaTed ITr accordance with dke Cknities SORP (FRS 102) 'Accoullt]llg Repo￿ b)" C￿￿1ties. ststenient of Recommended P￿ttl￿e 3pplicible to ch3Tities prep3rnE their ill 2ccord3nce with Financi31 RepDrtiLg St3lld3rd 3pplic3ble in tbe UK 3nd Republkc of Ireland (FR& 102) (efftctIi".￿ l J3nu2n. 2019),, Fillancial RepOrt￿ry S13lld3Td IOTr 'The FiE]3nEL31 ReportA￿v Stslld3Td 3pplicablE in UK 3lld RèpublLC of Ire13nd' and tbe Ch3Titiex Act .". 01 l. The fill3DEial .-t3ten beeD pfepaTed under the historical c05t coni:elltioD. All illcowe io I￿ognised in the Ststemellt of Fill3nci￿ Xctii".ities Dnee the ch3Tih" eDtIt]e￿Qllt to the fulld5, it 13 probable that the income wJll be iecui.ed and the anwunt call be measured re]ublJ'. Liabilitie5 are rècogll￿ed a5 ewenditUTe as soon as there is a legal or con5truckn"* ob￿sation the chariti. to that &wditure: it is probable that a transfer of economic benefits be requwed iu 4ettlemeut and the amount of the Ob￿?atiOn can be measured reliably. Exped"LtrJre i5 accoullted £or oll all xcnLal5 basis alld has been cla33thed under headinE2 that azEre_2ate all cost related to the cate. . IIknTe costs eatujot be drectl). attributed to particular knead￿￿$ the). hai."e beèn 3lloc3ted tD aCtniti￿ OTh i baw consistent with the use of resourc￿. Tan¥lJle fixed a88ets Depreci3tiQll La proiuded at the folloThw annual rates in order ts MTite off eacb a59et its e￿rnated u5efill ljfe. 25•/0 on reduciijz balance Taxitioi Fund accounting UDre¥tricted fimd5 C3n be in acC￿d3nce with the clwitsble objectiiB at the discreti￿ of the Restricted ffi￿5 can ODI)" be uyed ft>r p3rtIcU￿ re5tsictEd putpose5 vrithin the objects 0£ the CTr￿1￿.. iCtiUn5 Jri5e ypecified by tbe donor or H"heTL £(￿5 foT part￿ [￿lEted Furtbei 0£ Ihe nature and putpose of each £ulld ￿ iucluded m Ihe llot￿ to Ibe £n3ncd sFat2TllelltS. irÈ purchx3e comrnitinonts Relllals 0[￿￿￿E lease5 ate cb3rEed to the statert￿ of ActiTritiE5 on 3 str line b35is the pEriod of the lease. continued... Page 35

.4TF SOIryHLYD .¥OTES TO THE FIN.4NCL4L ST.4rntENfs - contiaTAed FOR THE LYDED 31ST IL4RCH .0:: DO).4TIO)S.IWD LEC.4aES 2021 1,705 Grnits 700 2021 290 867 2021 2•.40 13¥9 E55ex Asgocikn'on . rec￿￿. and food support E55LT Counts. Council . FuMa i.our actti Essex Couth. Councd . Local déb'i"en" pilot 149,IM 189.*41 59,080 2021 2021 41 34 continued... Page 36

.WOTES TO THE FIN.4NCL4L ST.4TEhIENfs- con*inned FOR THE &L4R ENDED 31ST NL4RC11 &0&2 Rai3ing doThatMin& amd leEa£ies 21121 Bid MitI￿g 4.600 4BIT,4BLE.4crnifIES COSTS Support coyts (yee Direct 4.749 4.749 Coac Coull3ellLng and ￿ent￿iDE T432hmg wions Con]muLity' 5ession5 Ho]id1￿. club 9,406 47.734 87J33 9.406 47.734 87J33 161.66- 196J99 9941 196J99 9,791 Support C03ts Iso 4,4Q- 332 1.431 Otkn expwa5 332 1.431 405 212 618 111 SUPPORT COSTS hI3llaEe￿ellt costs ￿t￿£0y￿ Support Costs 196J99 6232 196J99 9.791 332 332 211 continued... Page 37

.4TF SOLIHEI411 FOR THE IT.4R E￿￿ED 31ST ￿L4R(S 207 7 TRUSTEES. RE].￿￿4E￿￿ThON.￿ThD BETr￿￿T5 iEar 31¥t hI3rth: , TberE were ThD In￿te￿5, 2￿ellse5 paid for the )￿ST ended Jlst hIarcb 2022 nor for the Ipar ended 315t Nt2rth2021. STAFF COSTS 2•22 2021 1I122eg <￿Ie9 Sc<￿. 185165 li 190 The moutbty Jmiter of emplo)wg dunug the year Ivds a8 folionu: 2•22 2021 No emplo￿ Trceii'l emolunwts in excess of £OO,CKKI. 10. COAIPAIL4TIITS FOR THE STATEMEYf OF FDANCI.4L ACrnITIES L72re¥tricted Re5tsicrl Totsl INCOME Al%TI ENI>oi5Th￿VfS FROM 2ty).80-, Orher tsadiDE arti1￿•ÈS 12J20 Il>20 Total 12554 29YTr,80-, iOi.421 4,000 Cb&ritxblE actisit 2<H,003 2{￿,003 Total 2￿.003 20S.003 r4ET INCO 7954 86.804 continued... Page 38

.4TF SOITHE14 I￿0￿Es TO THE FIYAfiC14L ST.4TE]IEL%TS . (olllillRt41 FOR THE IT.4REThI)ED 31ST ￿L4RCH 2022 10. COhlPAII&TtITS FOR STATEMEYf OF FIfiAIYCI.4L ACrnryTIES . coll11￿med Ullre31EiL1ed Restrittb Total bTDMgbt fDrsFard 2iJ14 71,3-, 96.893 FORII"ARD 33.468 158 183 1910>1 IL GOITRN.4NCE COSTS 2022 2021 T.4NGIBLE FThTD ASSETS hlotor -ehick5 COST At 1st .4pnl 10118lld 3 1st NIarch 202? DEPRECL4TIO ch￿gE for }Eat 431 ETBI>OK I'ALIIE At Jl st hlarcbYO:2 295 At 315t I continued... Page 39

.4TF I￿TEs TO TEE FIYAIIC14L ST.4TLNIEThTS . (ollliLllÈd FOR IT.4REJI)ED 31ST ]L4R(￿ 2022 2•22 Trade dE￿LI)r5 .400 2•22 257 2.JOO 2.300 3.￿￿r JNFUNDS 'ez At 1.411 31.322 u￿r￿triCted 33.408 20.498 53)06 Restritted fullds ,183 8L105 239.J411 TOTAL Fuf4DS 19L651 IOL663 293.914 u￿r￿trIcted 2Q,498 20.4P Restri(t2d fulld5 699.28fj (014121) 8L1fj5 TOTAL FUIqDS (61&121) IOLfjfj5 continued... Page 40

ATF SOLlItEl]I IWIES TO FITAI%CL4L ￿.￿TE]SEl1TS. cojtilllled FOR THE IT.4R EThTED 31ST ￿L4RC￿ 11)12 IOITIIETrTr FifNDS- Con)piratives for At 1.410 in fimd5 UDrestri£td (unds 25.314 RtStritte& fllDd5 71.3-, 80,8Q4 15&183 TOTAL FUNDS .893 1g1.oil re5LYiir￿5 Unrestricted fullds Ili)4 (4,000) 7,9>4 Restricted funds I￿,80-, (2(￿,063} 86,$04 TOTAL FUNDS (20B.0631 94.-.i8 A oJrrettt Year 12 morths and pn￿ )ar 12 mQllth5 combiued p05itiatt ig a5 folloTh: At 1.410 ill fill]ds 31.312 25,i14 2S,4>2 5i,g00 RestrictEqI fThnd5 71.3-. 167.969 TOTAL FUIYDS 90.893 196.421 7]4 continued... Page 41

ATF SOITHEND NOTES TO THE FLI.￿CL*L ST ATE%￿E￿s - continued FOR THE ITAR E￿I)ED 31ST ￿L4RCH 2022 IS. ￿lO￿T￿IENT IN FUYDS - continued A cuffent }'ear 12 months 2nd prior year 12 months combined net moi'ement in fill￿. iticluded in the aboi'e are as follows. Incoming Resources MoN"ement resources expended io funds Unrestricted fllnd5 General fill 33.052 (4.600) 28.4)2 Restricted funds Restncted fund 990,153 (822,184) 167,969 TOTAL FUNDS 1.023.20i 816.784 196.421 10. RELATED PARTh, DISCLOSLTRES There were no related parN transactsons for the year ended 3 1st March 2022. 17. 1:OLITNTEERS 'olunteers supported sessions and otg2nismg hO￿.daY clubs. as ii'ell as supportmg youllg people Mrjth one to one mteri'entsons. Page 42

This page does not form part of the statutory financial statements Page 43

This page does not form part of the statutory financial statements Page 44