2023-03-31-accounts

ATF hieve Thrive Flourish 2023 EDITION ANNUAL REPORT arkPk)y

ATF SOUTHEND FINANCIAL STATEMENTS YEAR ENDED 31ST MARCH 2023

TABLE OF CONTENTS

01 - 03 04 - 10

CHARITY DETAILS

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 Lee Monk Lynsey Hurd Scott Logan Stephen Reid 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 2023

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 2023. 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 Lee Monk Lynsey Hurd Stephen Reid 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 Executive Officer Structure & lopment Manager mmunities Monoger b & Volunteers Coordinotor grammes dinoto eratio ordi Oper Ash nkinso Mira Teodorescu ack Vicky, Jade 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 CC10 – The Hallmarks 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.

18.05.23 - Stuart Long, Stuart Martin and Rachael Long receiving HAF Special Recognition Award 2023 and HAF Reginal Winner Award 2023 on behalf of ATF.

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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 & CONFLICT

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

When I'm asked exactly what our charity does, it can take some time to articulate! When all is stripped back, ATF is passionate about working with residents and wider partners to create the conditions for communities to thrive. The last three years has shown us the difference that our work can make, not

only for the individual and the wider community, but also our relevance to help enable the system to work smarter together and allow neighbourhoods to have a greater experience of pride, wellbeing and place.

Often, I reflect on what a great privilege it is to undertake this work, but it is also a great responsibility as we are working within neighbourhoods who often experience multiple barriers to access services, opportunities and support, so building consistency & trust is key. it has been a strong three years of delivery, thanks in huge part to the support of so many residents and partners such as Find Your Active Basildon, Active Essex, Basildon Council and NHS Basildon and

Brentwood Alliance to name a few. Together, We have developed a vibrant range of regular, meaningful activities, where thousands of residents across multiple areas are engaging in life-enhancing opportunities multiple times per week. Moving forward we want to build on the foundations we have all laid and continue to add value where we can make the most difference. One thing is clear, we wouldn’t be where we are if it wasn’t for everyone’s passion, care and commitment. From the bottom of my heart

–Thank you

Stuart Long, Chief Executive | April 2023

.

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MAIN PROJECTS 22/23

LDP Sport England

2022/23 has seen another year of considerable growth for ATF. We have built on our community work, transformed communities and built strong flourishing neighbourhoods. We have also further 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 grown a strong support network with Youth Offending Services. We have provided numerous individual opportunities for young people previously involved within the criminal justice system. We have supported them to raise aspirations and build resilience. Opportunities have included dance, drama, joining a basketball team, working within stables, joining a football team and gym membership. We have introduced our Neighbourhood Connectors programme. The connector initiative takes a placed based approach and connects the individual, the community and partners to help the system work better together at a neighbourhood level. We have supported so many people through the project providing opportunities for built resilience, personal development, volunteering and employment opportunities. We have replicated the work that is thriving in Felmores to extend into the Laindon and Lee Chapel North areas. The snapshot below highlights levels of unprecedented engagement and the outcomes we have achieved.

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Catalysts of Connection

Building on our practice of change our catalysts of connection are the cornerstone of the work which enable us to build trust and momentum within a neighbourhood. By being visible and available within the neighbourhood has enabled ATF to identify assets that have driven change. The programme that we have developed in Felmores is now being replicated successfully in Laindon and Vange.

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Nurturing a thriving community

Our LDP project has delivered great outcomes and it has been helpful for ATF to understand the behaviours the community demonstrates as it begins to thrive. These behaviours are replicated continuously across our projects. A key component to the work that is now being recognised nationally is the reduction of social isolation and increase in community network.

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National Lottery NCLF - Neighbourhood Connectors

The above diagram articulates how a connector, once active within their community can untap the assets (people) who help to build momentum and drive the change at a local level. A connector is embedded within their neighbourhood, they are often an untapped recourse who once supported within our system become a catalyst for change. They support the assets by building their trust and confidence and a protective umbrella to allow the assets to flourish. A connector builds a group of assets to be a team who drive the change within the neighbourhood. Our Practice of Change has driven change and through the lottery programme we have been able to replicate and articulate the work, reflecting outcomes succeeded back to system partners to continue to build momentum.

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li 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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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 [2023 – 24]:

----- Start of picture text -----
Resource Requirement Details
Partnership with South Essex Home has secured
office in Southend
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
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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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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

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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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FINANCIAL STATEMENT

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Total reserves at end of reporting period £403,566
Restricted reserves at the end of the reporting
£347,390
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 £56,176
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.

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REGISTERED CHARITY NUMBER: 1183471 REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST I¥IARCH 2023 FOR ATF SOUTHEND Cloudcrs Chartered Certificd Accountants Charter House 103-105 Leigih Road Leigh-on-sea Essex SS9 IJL Page 28

ATF SOUTHEYD REPORT OF THE TRUSTEES FOR THE I'E,IR ENDED_11ST.IIARCH 2023 The trustees present their report with ihe financial siatennts of the charity for the year ended 31st March 2023. The tTusiees have adopted the provisions of Accounling and Reporting by Charities- Siatcmcnt of RccoTnTncndcd Practicc applicablc to charitics prcparing thcir accounts in accordancc with the Financial Reporting Standard applicable in th¢ UK and Republic of Ireland (FRS 1021 (effective l January 20191. STRU(TURE. GOIIERNANCE AND MANAGEMENT Governing document Thc Charity is controlled by its governing docunKnt. a deed of trust and constitutes an unincorporatcd harity. REFERENCE AND ADMI.YISTRATIVE DETAILS Re%lstered Charlty number 1183471 Prlnclpal ddress ThL Hub 324-326 Chartwell Square Victoria Plaza Souihend-on-sea Ess¢x SS2 5SP Trustees D 81)Ilis Independent Examlner Cli?uder Chart¢r¢d Certified Accountants ChartLr Huusc 103-105 Lcigh Road Leigh-on-sea SS9 IJL Approv¢d by order of th¢ board of trust¢¢s on ............................................. and sign¢d on its behalf by: D Sollis - Trustee Page 29

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF ATF SOUTHEND Independent examiner's report to the tnislees ofATF SouthtDd I report to the charity trustees on my examination of the accounts of ATF Southend (the Trusl) for the year ended 31 st March 2023. Responsibiliti￿ and basis of report As the charity trustees of the Trust you are resp)nsible for the preparntion of the accounts in accordance with the requirements of the Charities Act 2011 (Ihe Aci?- I report in respect of my examinaiion of the Trusvs accounts carried oui under Section 145 of the Act and in arrying out my examination I have followed all applicable Directions given by the Charity Commission under Section 145(5Xb) of the A¢t. IndeptndeDt examiner's Statement Sin¢¢ your charity's gross income exceeded £250.000 your examiner must be a member of a listed body. I can confirm that l am qualified to undertake the examin81ion be¢au5e l am & member of the As51xiation of Chartered Certified Accountants. which is one of Ih¢ list¢d bodies. I have completed my examination. I confimi ihat no material matters have come io my arteniion in onn¢¢lion wilh the examination givin8 me cause to believe thal in any material respect: accounting r¢cords w¢r¢ nol kept in respect of the Tn￿ a5 required by Section 130 of the Acl: or the accounts do noi accord with those records; or the accounts do not comply with the applicable requirements eonceming the form and conient of accounls s¢1 out in Ihe Chorilics (Ac¢ounls and R¢w)rts) Regulations 2008 oiher Ihan any requiremeni that the accounls 8ive a true and fair view which is not a matter considered as part of an independent examination. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. C E Binnie F.C.A Clouders Chartered Certified Accouniants Charter Hous¢ 103-105 Leigh Road Leigh-on-sea Essex SS9 IJL Date- Page 30

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

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ATF SOUTHEND NOTES TO THE FINAYCI.4L ST.4TEMENTS FOR TFIE I'EIIR ENDED_IIST IIARCII 2023 ACCOUNTING POLICIES Basis of preparing the financial statements The financial siaiemen15 of ihe charily, which is a public benefii entily under FRS 102, have been prcparcd in accordancc with thc Charilics SOIiP (FRS 102) 'Accounling and Rcwyrting by CharitiC5.' Statement of R¢commended Practice applicable lo charilies preparing iheir a¢¢ounls in a¢cordan¢e with the Financial Reporting Siandard applicable in the UK and Republic of Ireland IFRS 102) Icffcctive l January 2019).. Financial Rcporting Standard 102 Financial Rcporting Standard applicable in ihc UK and Republic of Ireland, and ihe Charities Act 2011. The financial slalemenl8 have been prepared under the historical cost convention. Income All income is recognised in Ihe Sthiement of Financial Aclivilies once ihe charily has enlitlcmcnl to the funds, it is probable ihai the income will be received and the amount can be n￿aSured reliably. Expendilure Liabilities are rccognised as expenditure as soon as Ihcre is a legal or consI￿clIv¢ obligaiion commilling the charily lo thai expcndilure, it is probable ihai a transfer of economic bencfits will be rcquired in sciilemcnt and the amount of ihe obligation can be measurcd reliably. Expcnditure is accounted for on an accNals basis and has been classified under headings that abtrgbregyalc all cosl rclaled io the catcgpory. Where costs cannoi bc dircctly attribuicd to parti¢ular headings they have bccn allocaicd io aclivilieb on a basis consisienl with ihc use of rcsources. TID%ible fixed asse15 DcpreLiation is provided at the following annual rdtes in order lo wriie off each asset over its Lslimalcd useful life. Motor v¢hi¢1¢5 25•/• on r¢ducin8 balance Tax4¢lon The charily 15 exempt from lax on ils charitable a¢tivilie5. Fund accountlng Unrcslricled funds can be used in accordance with the charithble objectives 81 ihc discretion of the trustees. Reslriclcd funds can only be used for panicular reslricied PUTposes wiihin Ihe objecis of Ihc charity. Resificiion5 arise when specified by the th)nor or when funds are rnised for particular restricted purtK)ses. Further explanation of the natur¢ and purpose of each fund is included in ihe noles to the financial slalcmcnls. Hire purchase le*sing ¢ommitmen¢s Rentals paid under operating leases are ¢harg¢d io th¢ Stat¢menl of Financial A¢tiviti¢s on a strdight lin¢ basis over the period of the leas¢. Penslon costs and other post-retlrement benefiis Thc Lliarity operates a delined contribution PLnsion scherne. Contributions payable to the charity's pcnsion scheme are charged to the Statcm¢nt of Financial Activities in the pcriod to which they relate. continued... Page 35

ATF SOUTHEND NOTES TO THE FINANCIAL STATEMENTS- contlftued FOR TFIL I'EIIR ENDED31ST IIARCII 2023 DONATIOiYS AND LEGACIES 2023 2022 Donaiions Granls 2,210 941,677 1,704 699286 943087 700.990 Grants received. included in the aix)ve. are as follows: 2023 2022 Basildon County Council Essex Association Essex Counly Council Essex PoliLL Active Essex Ro¢hford Borough Council Souih Essex Homes Southend City Council 22,500 13.1169 149.500 51,005 189.541 11.700 44J60 1.000 36.000 59,618 3.1KiO 59,080 Other Granis 285,128 210.790 941.677 699.285 OTHER TRADING ACTIVITIES 2023 2022 Cog¢hin8 income 18.753 IIYVESTMENT INCOME 2023 2022 Bank account interest 41 continued... Page 36

ATF SOUTHEYD NOTES TO THE FINANCIAL STATE.MENTS- contlnued FOR THL I'E,IR ENDED_11ST.IIARCH 2023 CHARITABLE ACTIVITIES COSTS Support costs (see )le 6) Direct Costs Totals Venue hire Coaching Counselling and mentoring Teaching sessions Community sessions Holiddy club Staff costs Suppon costs Accounts and independant examiner costs Othcr cxpenses Depreciation 10,657 46,713 11.023 10,657 46,713 11.023 149,490 210.242 324,318 6,962 210J42 324,318 6,962 8.642 11.434 1,534 8.642 11,434 ,534 480,745 352,890 833,635 SUPPORT COSTS Governance costs Managcment Other Totals Staff costs Support cosls Accounis and independanl examiner cosis Other ¢xp¢nscs t￿Pr￿latIon 324J18 6.962 324J18 6,962 8,642 8,642 11,434 1,534 7.283 ,534 4.151 340,097 4,151 8,642 352,890 TRUSTEES, REMUNERATION AND BENEFITS There wcre no trustCCs' remunerdlion or other benefits for the year ended 3 Isi March 2023 nor for the year ended 3 Isl March 2022. Trustees, expenses There were no Iruslees, expenses paid for the year ended 3 Isl March 2023 nor for the year ended 31 st March 2022. continued... Page 37

ATF SOUTHEND NOTES TO THE FINANCIAL STATEMENTS- contlftued FOR TFIL I'EIIR ENDED31ST IIARCII 2023 STAFF COSTS 2023 2022 Wages and salaries Social security costs Other pension costs 294,453 26.610 6.532 185,865 11.134 327,595 196,999 The average monthly number of employees during the ywar was as follows.. 2023 2022 Administration staff No employees received emoluments in excess of £60,IXKI. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrc%iricied Re4tricicd fund rund Tothl funds INCOME AND ENDOWMENTS FROM Donations and le8aci¢s 1,704 699,286 700,9 Other trdding activities Invesimeni income 18.753 41 18.753 41 To¢AI 20,498 699,286 719.784 EXPENDITURE ON Charitable activities Venue hire Coaching Coun5Llling and mcnloring Teaching sessions Community sessions Holiday club Staff costs Support costs Accoun15 and indcpcndant examiner costs Other ¢xpcnses Depreciation 4,749 93.526 9,406 47.734 117.933 161,665 196.999 9,941 4,749 93.526 9.406 47,734 87.933 161.665 196.999 9.941 4,405 332 ,431 4,405 332 ,431 Total 618.121 618.121 NET INCOME 20,498 81,165 101,663 continued... Page 38

ATF SOUTHEND NOTES TO THE FINANCIAL STATEMENTS- contlftued FOR TFIL I'EIIR ENDED31ST IIARCII 2023 COMPARATIVES FOR THE STATEMEIYT OF FI]YANCIAL ACTIVITIES- eontlnued Unresiricled Resiricied Total fund fund funds RECONCILIATION OF FUNDS Toial funds broughi forward 33,468 158,183 191,651 TOTAL FUNDS CARRIED FORWARD 53.966 239.348 293.314 10. GOVERNANCE COSTS 2023 2022 Indepet)denl examinerfs fees 2.400 2.400 11. TANGIBLE FIXED ASSETS Molor vehicles COST At 151 April 2022 Additions Disposals S726 9,1524 (5,726 At 3151 March 2023 9,824 DEPRECIATION At l %¢ April 2n22 Charge for year Eliminatcd on disp)sal 1,431 1,535 (2,147 At 3151 March 2023 819 NET BOOK VALUE Al 31 51 March 2023 9,005 At 31 st March 2022 4,295 continued... Page 39

ATF SOUTHEYD NOTES TO THE FINANCIAL STATE.MENTS- contlnued FOR THL I'E,IR ENDED_11ST.IIARCH 2023 12. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2023 2022 Other debtors Prepayments 459 517 13. CREDITORS: AMOUYTS FALLING DUE WITHIN ONE YEAR 2023 2022 Trade creditors Taxaiion and S￿la1 security Other credilors 6,116 8,257 2,4(M) 257 2.400 I￿773 2.657 14. MOVEMENT IN FUNDS movement in funds Ai 31.3.23 Ai 1.4.22 Unrestrlcled funds GLnLr411 lund 53,966 2,210 56,176 Restricted funds RebtriLi¢d fund 239J48 108,042 347J90 TOTAL FUNDS 293J14 110,252 403,566 Nct movenKnt in funds, included in the a￿ve are as follows.. Jnroming resources R¢sourc¢s expended Movement in funds Unrestrlcted funds General fund 2310 2210 Restrlcted funds RcslriciLd fund 941,677 (833,635) 108,042 TOTAL FUNDS 943,887 (833,635) 110,252 continued... Page 40

ATF SOUTHEND NOTES TO THE FINANCIAL STATEMENTS- contlftued FOR TFIL I'EIIR ENDED31ST IIARCII 2023 14. MOVEMENT IN FUNDS- contlnued Comparatives for movement in fund5 Net movement in funds Ai 31.3.22 At 1.4.21 Unrestricttd funds General fund 33.468 20.498 53.966 Restrlcted funds RcstriLtcd fund 158,183 81,165 239,348 TOTAL FUNDS 191.651 101,663 293,314 Comparative net movement in funds, included in the above are as follows: Jncoming resources Rcsourccs expended Movcmcnl in funds. Unrestricted funds GLnLral lund 20.498 20,498 Restrlcled funds R¢stri¢t¢d fund 699.286 (618,121) 81.165 TOTAL FUNDS 719.784 (618,121) 101.663 A current year 12 months and prior year 12 Th)nihs combined position is as follows: movement in funds At 31.3.23 Ai 1.4.21 Unrestricted funds General fund 33.468 22,708 56,176 Re5trlcted funds Restricted fund 158.183 189.207 347.390 TOTAL FUNDS 191.651 211.915 403.566 continued... Page 41

ATF SOUTHEND NOTES TO THE FINANCIAL STATEMENTS- contlftued FOR TFIL I'EIIR ENDED31ST IIARCII 2023 14. MOVEMENT IN FUNDS- contlnued A cU￿ent year 12 months and prior year 12 months combined nei nK)vement in funds. included in the aEM)v¢ are as follows.. Incoming r¢sourtts Resources exp¢ndcd Movement in funds Unrestricted funds General fund 22.708 22,708 Restrleted funds R¢slri¢i¢d fund 1,640.963 {1,451,756) 189,207 TOTAL FUNDS 1,663.671 {1.451.756) 211.915 15. RELATED PARTY DISCLOSURES Thcrc were no rclatcd p4rty Irans4clions for thc year cndcd J Isi March 2023. 16. VOLUNTEERS Volunteers supponed sessions and or8anisin8 holiday clubs. as well as supporting young people with one tv unc intcrvcniion5. Page 42

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