2024-03-31-accounts

ATF hieve Thrive Flourish 2024 EDITION NNUAL REPORT ATir Tpv"iJ', KINDKIS. Franl if J.

ATF SOUTHEND FINANCIAL STATEMENTS YEAR ENDED 31ST MARCH 2024

TABLE OF CONTENTS

• 03- 05 CHARITY DETAILS & INTRODUCTION

• 06 - 07 ATF STRUCTURE

• 08 - 14 DECISION MAKING

• 15 - 16 MISSION STATEMENT, OBJECTIVES, VALUES

• 17 - 23 ATF MAIN PROJECTS

• 24- 26 NEIGHBOURHOOD CONNECTORS

• 27-32 HAPPY, HEALTHY, WHOLE

• 32-38 SOUTHEND PROJECTS

• 38-51 BASILDON PROJECTS

• FUTURE MAKERS & ATF LINKS

• 52-53

• 54 - 57 RESOURCES REQUIREMENTS

• 58 - 75 FINANCIAL STATEMENT

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TRUSTEES’ ANNUAL REPORT YEAR ENDED 31ST MARCH 2024

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) Lee Monk (Vice Chairman)

Cllr Jo Mcpherson Sam Elliot 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 DETAILS

Trustees

Dr David Sollis (Chairman) Lee Monk (Vice Chairman) Cllr Jo Mcpherson Sam Elliot 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

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INTRODUCTION

Annual report Introduction

The Last year has been one of growth and sustainability. We have seen a real deepening of our programs and activities with an increasing range of life-enhancing opportunities for our communities.

ATF has become established as a medium-sized charity, and we have expanded our delivery of programs into new and exciting themes.

These new themes include;

• Leapsprogs which focuses on early years development and social connections for both child and parents.

• Positive Futures which works with young people who are at risk of exclusion, learning from peers about the consequences of poor choices.

• Future Makers, which supports young people to build skills and confidence in a nonthreatening environment whilst working with potential employers in a partnership approach to attract local people for local jobs.

• One to One Intervention for young people involved in the criminal justice system.

• We have also expanded into new areas and our funding secured from the public health accelerator bid in great Wakering has seen an explosion of activity in the community.

We have also strengthened our partnerships with significant progress made in Southend-onSea, with the support of South Essex Homes and Wellbeing at Garon Park, our work around community social prescribing has seen us test an exciting model in Laindon Health Centre, which focuses on building resilience and enabling the community to find solutions from within.

All these new themes of work demonstrate the need for ATF to go to the next stage as a maturing organization and transitioning into an established charity whose work is recognised as an important asset for supporting and enabling communities across key systems.

Over the next few pages, you will see countless examples of how our Practice of Change is making real and demonstrable improvements for individuals, communities, and the system. Our commitment for the next year is to double down on the opportunities we have been given to create the conditions for our communities to thrive.

–Thank you

Stuart Long, Chief Executive | June 2024

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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. 9

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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.

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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 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.

ATF receiving the Sport Recreation Alliance Award in March 2024.

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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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MAIN PROJECTS 24/25

LDP Sport England

2023/24 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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ATF FUNDED PROJECTS

Funded Projects Our larger funded projects this year have included the National Lottery Community Fund which has funded our senior management team and parts of our delivery programme in Southend. Active Essex has supported us through the Local Delivery Pilot with the continued development of our Neighbourhood Connectors Programme in Pitsea.

The PHAB funding we secured provides us with the opportunity to deliver a programme for the first time in Great Wakering over 2 years. It allows us to test the model in an area that can suffer from rural isolation and expands on our work in underserved areas. The VVU and Active Essex Foundation continue to support our work around young people at risk or engaged in the criminal justice system. In partnership with Garon Wellbeing Park, we have developed a volunteering programme and expanded our Leapsprogs initiative that for the first time sees us supporting families with pre-school children.

Clarion Housing and South Essex Homes have both supported us in carrying out estate-based work in Vange and Southend. Children In Need also continues to support us in Southend. Through UK Youth we have been funded to develop our Future Makers Programme in partnership with the Hatch Initiative that provides opportunities work experience.

The Alliance funding stream has allowed us to develop an initiative to be present within medical settings and develop a community based social prescribing model.

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