2021-03-31-accounts

ccs adoption Clifton Children's Society A Company Limited by Guarantee Report and Financial Statements For the Year Ended 31 March 2021 Charity No: 286814 Company No: 01655971 ccs adoption Ofsted early perman ce THE CENTRE

Clifton Children's Society For the Year Ended 31 March 2021 Contents Pages Report ol the Trustees 1-22 Legal & Adminislralive Information 23-24 Independent ALJditor's Report 25-28 Slalemenl ol Financi81 Activities 29 Balance Sheet 30 Cash Flow Slalemenl 31 Notes lo Financia1 Statements 32-48

Clifton Children's So¢i•ty Trustees Report 2020121 Trustees, Report The trustees piesenl their report together with the fin8n¢i81 statements of the charity for the year ended 31 March 2021 In response lo the COVID-19 pandemic and Government reslrictions, the Organisation adapted quickly lo pul in place remote working lor all staff and lo deliver services virtually where possible There were specrfic restrictions around processing of assessments in relation lo obtaining medical reports and DBS clearance,. and around the movement of children This inevitably had an Impact on the number ol assessments and placements the OrganisaliDn completed in the year However, there was an increase in the volume of adoplion support work al this time SLJPPOrting newly formed families with home schooling and the ¢hallenges families faced during the pandÈmic.11 is noteworthy lo rllenlion that the organisation did not experience any placement breakdown5 during this very challenging year. The names of the trustees (who are directors for the purpose of cornpany law and Iruslees for the purpose of ¢harty lawl who served during the year and at the dale of this report are sel out on page 23. Governing document The Clifton Children's Society was founded in 1904 and incorporated a5 a charitable company limited by guarantee on 2 August 1982 and r￿1$tered as a charity on 12 April 1983. The cornpany w35 e51abli5hed under Memorandum of Association which set the objects and powers of the Clifton Children's Society and is governed under ils Articles of Association These were amended by special resolution on 8 April 1997, 14 October 1997, 24 August 2000. 28 September 2006 and 5 June 2008. In the event of the Company being wound up bye members are required to contribute an amount nol exceeding £1 each. On 1, April 2018, the assets and activities of The Centre lor Adoption Support and Education (charity number 11536161 weie transferred to the Organisation The Organisalion continues the post adoption support work of The Centre The special resolLJlions putting this Into effect are dated 12 Maich 2018. Recruitment and appointrnentof trustees The number of Iruslees shall not be less than 5 bul (unless otherwise delerrllined by ordinary resolulionl shall be subject lo a maximum of 15. Al each Annual General Meeting, one-lrfth lor the nurnber nearest ID one fifth) of the trustees sh811 retire from oftice, those longest in off Ice retiring first and the choice between any of equal service being made by drawing lols. If al the meeting al which a Iruslee retires by rotstion. the vacancy is not filled, the retiring trustee shall, if willing lo act, be deerlled to have been reappointed unless al the meeting It is resolved not lo fill the vacancy 01 unless a resolution for the reappoinlmenl ol the Trustee 15 Put to the meeting and10s1 No person other than a trustee retiring by rolalion shall be appointed or reappointed a trustee at any general meeting unless re￿mmended by thè trustees. The trustees provide a broad range of skills. The range of skills offered and needed Is regu&rly reviewed A Iruslee's skills audit was undertaken during 2017118 and Iheie is ongoing ¢onsideralion ol the composition and diversity of the Iruslee Board.

Clifton Children's Society Trustees Report 2020121 Trustee induction and training Potential new Iruslees attend meetings as observers to familiarise Ihern5elves wth the Clifton Children's Society. If appointed as a trustee, they undergo a formal period of induction and training on ch8rity law and governance. In 2017118 the Trustees and CEO held iwo developmental workshops which reviewed and shaped the trustee's roles and responsibilities as members ol the Board, and the organisalional strategy going forward Trustees act in accordance with the Clifton Children's Society's code of condu￿. Organisation The Legal and Adrninislrative Information set out on page 23 forms part of this report The trustees manage and direct the Clifton Children's Society's work and meet five times a year Working groups of trustees are convened to consider specific issues as needed. The Board has agreed a 5chEdule of delegated authority lo the Chief Executive Officei, Maigarel Pitts, who has overall iespon5ibility for the 51rategic and operational delivery of the work undertaken by Clifton Children's Society. Objects of the Charity The Iiuslees confirm that they have given due consideration lo guidance published by the Charity Commission and that the Public Benefit requirements are met. The object of the Clifton Children's Society Is lo benefit the public through the promotion of the relief ol poverty and the welfare ol children In need from all backgrounds. cultures and all faiths or none by". Furthering their appropriate care and safely. Providing assistance and support to them, their families and carers. Advancing their physical, mental, social, emotional and spiritual development, respecting their racial, cuttural and spiritual herrtage, so that they may grow lo full maturity as Individuals and members of society. Vision A society in which adoptive fam51ies are available for all children who need them, In which Clifton Children's Society plays a leading and Innovative role in valuing relationships, and offering lifelong sUPPOrt. Activities CCS Adoption Is an Independently funded, registereij chaTity and Adoption Agericy. The Organisation works to the highest standards to maintain Ils strong reputation DI people and relationships al the heart of what il does. evidenced as an Of51ed 'Oulslanding' rated Agency consistently since 2009. In 2018, the OrganisalK)n brought together its existing adoption service. CCS Adoption with The Centre for Adoption Support & Education I"The Centre"), allowing u5 to slienglhen, broaden and expand the post Adoption support the Organisalion offers families The Organisalion has continued lo concentrate on Adoption work as its method of meeting its objects by building a positive future for children The ongoing evidence ol poor outcomes for children raised in public care confirms the Importance of the work undertaken and the public benefit in finding permanenl families lor children Ihrough adoption Research evidence confirms that children who are raised In adoptive families have better outcomes in the quality ol their adult

Clifton Children's Society Trustees Report 2020121 life than those remaining in public care. The clear public benefit is that these outcomes are a cost-effective use of public funds. The Organisalion aims to provide high quality, Independent and professional Adopti'on seNices recognising the lifelong impact of adoption. CCS Adoption works to find and SLJPPOrt a wide range ol adoplwe families lor children who need them. with a slrong Gomtnilmenl to promote Early Permanency through concurrency and f051er-to-adopt placemen15, which allow for a child joining their potential adoptive family much sooner, thus avoiding delay lor children CCS Adoption offers a comprehensive Adoption service that Includes recruiting, training, assessing and approving adopters. and undertaking family Iinding activities lo create adoptive families Supporting the child and family throughout the adoption process and offenng lifelong Adoption S￿PPort es well as providing a Clinical Therapeutic Service. CCS Adoption continues lo offer a Birth Records and counselling service lo adopted people and their birth relatives. These services are offered lo children and adults regardless ol personal background, faith, gender, ethnicity. culture or disability One of the Organisalion's values and principals is working in a climate ol acceptance and inclusivity. and is therefore open lo meeting the needs of all adopted children irrespective of their histories and background. The Organisalion Is keen lo promote partnership working with other slakeholdergroups including Local Aulhorilies. Regional Adoption Agencies. and Edu¢ation and Health services all within the South West region. Value5 The merger of CCS Adoption and The Centre lor Education and Adoption Support in 2017118 provided the catalyst for Clifton Children's So¢iety to review the purpose and values DI the newly combined Organisation, building a slrDng plan lor the future. The trustees and CEO met for this purpcise on 30 April and 24 May 2018, and agreed.. Ils core PLJrpose and the driving force behind everything Ihe Organisation does, will be lo'creale a positive futbre for children, by building faMil￿S and enabling them lo grow and IhNve'. To support its purpose, the Organisalion will focus and measure Itself against four core values and principles-. Child Centric We will always pul the needs of the child first through Èv8rything we do Accepting & Inclusive We will be accepting of all and champion inclusivity. Leading & Pioneering - We will maximise our creativity to PK>neer and lead on issues that are close lo our heart. Responsible & Sustainable We wi11 run our Organisalion in a responsible and sustainable way, to ensure the longevity and security for our families. Adoption. Recruitment & Support There has been a decrease In the number of enquiries from 30712019120110 259 in 2020121. This is due to there being a competitive market with choice lor prospeciive adopters, particularly with online, accessible inlortnation events that have a wider reach across the region. Social Media has become the main marketing platform for attracting prospective adopters and this has raised their awareness ol the choice of agencies that ale available lo them. This year the CCS Adoption held 14 information events which were all delivered online including. Two LGBT events, A BAME specific recruilmenl event.

Clifton Children's Society Trustees Report 2020121 These have been positive events with an average of 11 households attending each12019120 101- 150 in lolal12019120 - 1341 The average has gone up from last year and this may be due lo the way CCS Adoption responded lo the pandemic, being the first Agency to go live wrth online infotmalion events When people were thinking about adoplitsn, either because their IVF iouiney was slowed down or paused as a result ol the pandemic. or because people were re-evaluating their lives, CCS was able to Dffer them the Information they needed. This led lo 41 prospective adoptive households submitting Registrations ol Inleie5t lo fotmally begin the adoption proces$12019120 - 351, of which 36 were accepted into Stsge 1 12019120 321. CCS Adoption also conducted 41 post information day meetings IPICI'sl wth potential adopters prior lo them joining stage one of the piocess12019120, 401. CCS Adoption held the following training in 2020121.. 5 Introduction to Adoption Days for adopters12019120- 71 16 Preparation Days were held for adoplers12019120 - 15 daysl 6 Friends and Family Workshops12019120 51 5 Safer Care evening sessions12019120 61 4 Early Permanence Introduction sessions, and12019120 - 51 3 Therapeutic Parent Training days12019120 61 5 Linking and Matching workshops12019120 - 31 2 Adopting with an existing child Inewl All training courses and materials were adapted to be delivered online from April 2021 in response to the COVID-1g pandemic. Information that could not be delivered in this way was incorporated into the social worker 2ssessrnent. A number ol benefits were noted as a result of delivering Iraining online including accessibility. and some courses may continue lo be delivered online such as the Friends and Family WDrkshDP which, through this method of delivery, can reach family members who live all over the world. A new course 'Adopting with an existing child, was devebped and delivered by the CCS trainer assisted by social workers The course is for prospe¢live adopters with existing birth children or existing adopted children lo allend during Stsge one of the assessmenL The coutse Is also open to adopters from other agencies. Feedback from attendees has been positive with the following examp5es'. Introduction to Adoption Days.. "The main leaming point for us was frhe atlachmenl disorder that was presented lo us and made us truly ￿￿ect how we would car9 for the child we want to adopt We also had the opportunity to ask questions to an adoptive pa￿￿1 and their social worker" Preparation day: "I found it Inc￿d￿blY useful and effective Th&se 3r& str&nge lim&s but I thought the online version worked brilliantly" Safer Care.. "I found the ffftining session challenging end very useful. Engaging and informalive" Adopting with an existing child.. 'The staff managing the sessions were professional and knowledgeable, and it gave us oh8nce to rn0￿ closely consider sorne of tho asp&¢ts of adopting with an exisling birth child" During the year, CCS Adoption approved 25 families as 'suitable to adopt. against a target of 28 families12019120 - 21 approved). and 31 children were placed with families for adoption against a largel of 3912019120 - 35 placed). The number ol children placed during the year was commendable The work lo approve families and place children continued despite lockdowns

Clifton Children's Society Trustees Report 2020121 and restrictions, with staff Working remotely from home and processes being adapted ID ensu families were assessed effectively The impact of the Pra¢liGe & Impiovement Fund IPIFI project's Early per￿￿nenCe IEPI Iiaining programme and the Regional Adoption Agency IRAAI restruclLJring has significantly reduced the demand for CCS Adoption EP placernenls Whilst at Panel approved adopters are being increasingly recommended as suitable for EP 144010 in the 2020121 period), CCS Adoption approved adopters were not taken up as an EP placement of choice by the FIAAILocal Authorit￿$. The Adoption Panel, which Is constrtuted in accordance with adoption regulations, meets monthly lo approve adopters and provide independent scrutiny of CCS Adoption's adoption work. In 2020121 In response to the pandemic the A(Joplion Panel moved to an online forum. The Panel lakes responsibility for making a recommendation on each CAse and determines whether all Issues have been appropriately clarified. The Panel has an independent Chair and a central list of independent tnernbers who have personallprofessional experience of adoption. This includes the Agency Medical Adviser, social work professionals and a management representslive. All Panel reports are read by the Agency Legal Adviser to quality assure an applicant's legal ststus lo adopt. The Agency Decision Makei lor Panel has moved lo the CEO on the retirement of the previous ADM and is suitably qu?lified and experienced in adoption work. This diverse group ol people speak from a very informed perspective and provide vital scrutiny quality assurance, and validation of CCS Adoption's adoption work In total 25 new applications were presented lo Panel lo be approved as adoptive parents and all 25 were approved as 'surtable lo adopt. Two sets of adopters who had been approved for more than one year were reviewed because they had not yel been matched with children and were re-approved. Adopters, experience of Panel Continues to receive posilive feedback. one adopter said "Apart from feeling nervous, which was Inevitable and unavoidable, Panel turned oufrlo be quile straight fonvard. We fell well p￿PA￿d. 11 was niGe to have had the infonnation about the panèlm8mbers prior lo panel so we knew who they all were although they did also introduce themselves on the day". A social workei commented that My adopters w$re roally apprscialive that panel could go ahead and feedback the panel wasn't as scary as they had exp$cl&d. They wer& also pleased all the questions I had prepped them for, came up.. CCS Adoption continues lo specialise In recruiting adoptive families lor 'priorily children, i.e. sibling groups, Older children and, children of black and minority ethnic IBAMEI origins. CCS Adoption's 'Adoplion Champions, areas ol focus are. Adoptefs ol Children of Colour, LGBT Adopters.. Adopters for child￿n with di52bilities or CDmplex heallh-needs, Biolher and Sister groups. and older children", and they advocate for this area of adoption in all aspects of work at CCS Adoption. lor example. reviewing the website and literature lor appropriate langLJage. and arranging information events in communities that represent these constituents. As a result ol this approach 61°/o of the total number of childien placed at CCS Adoption were in sibling groups 12019120 66.1,), and CCS Adoption's percentage of LGBT approved adopters 289/012019120 29°kl. Where BAME ¢hildren havé been placed, 330/0 have one Dr more adoptive parent who are similar or the same elhnicity12019120, 83tsAI. CCS Adoption has increased the number of children Il places each year.. in the last five years 12016117- 20201211169 children have been placed whereas In the previous five years12011112 20151161131 children were placed. Despite this Increase the number of disruptive placements has remained low notwilhslanding the fact that CCS Adoption pLgces older children with more complex and additional needs. For all children placed since 1995 CCS Adoption's disruption rale

Clifton Children's Society Trustees Report 2020121 Is 4.32010, and the disruption rale lor 2020121 is O /0. This is a significant achievement during any year, bul especially during the past year. A significant amount of support was provided lo the most at risk adoptive families lo ensure there were no disruptions. This should be compared lo the eslimaled national disruption rate of 4 -12.lo as indicated in Julie Selwyn's research in 2014.. htt s".Ilwww. ov.ukl overnmenuu ril 2014v2. df The Organisation offers lifelong support lo adoptive families. All families. wth whtsm CCS Adoption has placed children 31 any time, ale 5UPPOrted through the Organisation's Adoption Support Services according lo need. loadls slemlu loadslallachmenl dalalfile13018891Final R The 31 children placed in 25 families in 2020121 received intensive posl-placemenl support, essential during the early siages of joining a new family12019120 - 35 children in 21 farniliesl. As al 31 March 2021, CCS Adoption was supporting 37 placements of children awaiting adoption ordèrs 12019120 311. The pandemic caused a significant delay in the courts and therefore Adoption Celebration Hearings were no longer viable. In total 121 famllles were supported on a regular basis during the year Isome of which would have been placedlhad adoption orders in previous years). The SLJPPOrt comes from the social workers. a social work assistant, the Family Mentoring Scheme and. in collaboration with The Cenlre for Adoption Support and Education (see The Centre below). Life Story Work has been further inte9rated into the post adoption support offered lo families All adopters are contacted at key points early in their adoption journey IPanel Approval. Matching Risk Assessment stage and 4 months IntD placemenll to help support and equip them lo undertake Life Story Work. Two Life Story Work drop-lns were also held lor our adopters In 2020121, a total of 38 families accessed the Life Story Work service, benefilling $3 Childron. This Included casework and consultslions with 23 farnilies. The Non-violent Resistance INVRI seven wéèk course which provides lechnK4LJes and strategies lo adoptive parents with children or adolescents presenting with violent, deslruclive or harmful behaviours, was postponed due lo the lockdown as this training lends rtsell lo face- lo-lace delivery rather than online delivery. From 43 enquiries In lolal 136 In 20191201, 19 adopted adults received counselling and an Intermediary and Tracing service12019120, 171. Athough the number of cases that are active al CCS adoption in any one year Iluctuales and can be influenced by TV programmes such as 'Long Lost Family, and Thaior events in an individual's life,. this year the pandemic also had an impact with referrals from people anxious about becoming Ill or checking on birth relative5. 11 was not possible lo allocate intermediary or birth counselling Cases between the end ol March and beginning ol September 2021, as birth records counselling often needs face lo face contact and the Intermediary Worker was shielding. However as lockdown progressed, creative ways of providing the counselling were established that were safe for all. Social Work Review A review ol the Social Work Service was earried out during the financial year. The aim5 of the review were.. lo review the efficiency ol the Social Work Service., review the staffing structure". analyse the cost ol the service in relation lo Interagency Fees, considering per placement cost and income

Clifton Children's Society Trustees Report 2020121 The following methods were used during the review. a survey of the advice. adminislrath.on and social work teams. a lime and motion study of the social workers, and anatysis of data The Social Work Review report was completed in February 2021, and the CEO and Iruslees held a workshop in March 202110 discuss the findings and recomrnendalions. alongside those from The Centre review. Aelion plans have been developed lor implemenlalion in 2021122 The Centre for Adoption Support and Education The Centre for Adoption Support and Education (The Cenlrel provides a comprehensive range of specialist post adoption support for children and families. This group support is available lor both CCS Adoption's adoptive families and those who have adopted with other agencies in the re9ion. Services are provided from the very beginning ol their adoption journey. for as long a5 they need it Service5 include support lor pre-school children. teenagers, parents and familyès as well as COUTses and workshops for parents and professionals The Centre continued lo provide support to adoptwe larnilies during the COVID-19 pandemic and Government restrictions, with services being adapted for online delivery wherever possible and reverting lo face-to-face delivery when reslriclions allowed. In total 148 individual familiès benefitted from the services run from The Genlre in 2020121, with some families attending more than one group. The following services weie provided.. Tols Grou .' A dedicaled pre-school play group for adDpled children aged o- 4. Sessions run three mornings a week, lerrn time only. During 2020121 a total of 4S children benefltted from a place12019120 - 57}. From April to July 2020 families were offered support with a weekly Zoom sing alonglstory time session facili18led by the Centre team rather than face-to-face delivery. A weekly newsletter was published with art5, craft and Cooking Kleas for families lo use al home. A total 0122 activity sheets were Issued and distributed to 40 families each week. From September lo December families returned to the Centre lor sessions delivered in bubbles. Feedback included 'Thank you lo all Lvho work so hard lo make lols the nurturing and saf place il is" A-Team'. A monthly evening or weekend aclivity-based group for young people aged 12 10 18 years. Monthly zoom catch-ups were offered from April to June plus a Forest School session in October and trrfo online art projects during March 2021. However, as this Is an activity based service. numbers were much reduced compared to the year before with young people accessing the servi¢e12019120 - 211. Mum ". A support group for adoptive mums to talk with others who understand the complexities and challenges faced around adoption. Sessions are monthly, during the evening and facililaled by an Adoption Support Therapist. Virtual Zoom sessions were held from April lo October. with two face-to-lace meetings at The Centre during Noverllber and MarGh. Numbers Increased significantly in this financial year wrth a lolal of 24 adoptive rnums benefitting from allending the group compared with 17 in 2019120. Feedback included 'Mums group has been a vital support for me. Meeting Dthers who 'gel It,. being able lo share our high5 and lows. Extending friendships beyond th& group for both myself and my child. Wilhoul the group I n7 not SL4re I would have b8trn able to cope during my darkest day5°.

Clifton Children's Society Trustees Report 2020121 Dads GroLJ An opportunity lor 8doplive Dads to share and talk about particular issues, lo hear th& thoughts of others and discus5 Stiategies. Sessions are monlhly, during the evening 3nd facilitated by an Adoption Support Therapist. Virtual Zoom sessions were held from April lo September and In January and February, with four face-lo-lace meetings at The Centre when restrictions alkjwed. A loial 0110 dads benefitted from these sessions12019120- 141 Feedback included I started att&nding the group 81 a particularly low point personally and it really felt like a weight lifted lalkNng al)oul my experiences with others in the same boat as well as hearing the same stuff from ofhers,. LGBT Coffee Mornin s.. A social morning for anyone who has started their adoption journey with any agency. Families and prospective adopters meet once 2 month on a Saturday morning Service delivery during COVID-19 included 8 mixture of ZDOM sesBions. 'get logelhers, in the park and a Forest School session. During 2020121 nutnbeis remained Consislenl with a lolal of 23 families benefitting from the s8rvi¢g12019120 271. Feedback included Meeting other families wilh LGB T+ pa￿￿tS and adoKiled child￿￿ has supported our child in understandffng their own story, by talking about children ￿ndpa￿nIS we regtilarly meet al the Coffee Morning. Our chNld knows about them and feels Ihey are all sharing 8 &milar family story" Sin le Ado ler Calch-u This Is a new service, introduced in August 2020 to give single adopters the opportunty lo meet for an inform21 chat about lamily life, managing wellbeing and the day lo day challenges that come with being a single adoptive parent. Virtual sessions were offered lortnighlly. Initially take up was sow but the service has since grown and a total of 10 parents have benefitted from this group Fèedback included 'Being a single mum by Choi￿ is 8 priviltrge bul can be lonely al limes and feel ovefwhelming. Having Iike-minded people really helps lo feel nc>l alone and l in not the only one going through these emotions" ort Throu h Earl Permanence STEP A group for curient, past. or imminently piospeclive Early Permanence IEPI carers. During the pandemic the group moved from bi- monthly face-lo-face session to 6 weekly virtU81 sessions. A total of 15 parents have benefitted from this group. Coordination and support of the EP Network Support List and 2 STEP Facebook group continues. These various suptX)rt forums are accessed and valued by EP carers right across the South Wesl Adoption Consortium ISWACI as ways ol sharing experiences and providing peer support for each other, and the number of EP carers accessing support through all three platforms has Increased over the year. Worksho slorAd The Cenlie offers workshops for families lo engage in discussions on particular topics. In 2020121, 10 workshops were delivered as webin8rs, wth a total of 51 unique beneficiaries (some people attended more than one woikshopl. Education of adopted children in lockdown Hearts & Mind5 Iiefreshing the 8 helpful habitsl Talking lo your child about COVID-19 Your child's feeling5 and fears about birth families in lockdown Sensory emotional ￿nSitIVrtieS and lockdown Deepening your use of Iherapeulic parenting during the COVID-19 Crisis Going back to school Life Story Woik - 3 workshops Inol included in ASF COVID-19 Scheme)

Clifton Children's Society Trustees Report 2020121 Seven ol these webinars were delivered by the Therapeutic Services team and funded via the Adoption Sypport Fund COVID-19 scheme (see page 131. Families are invited to make a voluntary donation if they attend any groups or workshops and in 2020121 donations tolalled £1,493. Centre Review A Centie Review was carried out during the financial year. The aims of the review were". to identify the current post pla¢emenUadoplion support IPAS) needs of adoptive families accessing The Centre", to establish the best way lo support those need via The Cenlre, and lo Consider how lo sustainably finance The Centre The following methods were used during the review". focus gTOUPS Iwlh current beneficiaries ol Centre services), staff 1nterviews and analysis of output and impa¢l data. The review found that Centre setvices are very well received with beneficiaries rerllarking. 11 s been a lifeline for us" and "'1 in not SLire we would still ba a family if I hadn't had tho opportunity lo go lo that (group)" and °The $18ff a￿ all amazing" In terrns of the service The Centre provides for all adoptive families (not just CCS farniliesl Comments included. "I certainly felt that just ecause we hadn't adopted through CCS Il dicln'l make any difference to how welcome we we made" and "Ke8p doing what you are cloing. You a￿ 8 lifeline lo the adoption network across the South West. I would im8gine that rf that was losl that would be a masswe gap". The Cenlfe Review report was completed in Febrijary 2021, and the CEO and Iruslees held a workshop in March 2021 ID discuss the findings and recommendations, alongside those from the Social Work review Action plans have been developed lor implementation in 2021122. Therapeutic Support Servlce Following the financial deficits for this service in 2018119 and 2019120 and the review in 2019120, work has continued lo Greate a sustainable, financial model for the service. The main income stream for the Therapeuli¢ Service continues lo be the Adoption Support Fund IASFI. and in this financial year Income was boosted by the ASF COVID-19 scheme The COVID-19 pandemic was the biggest challenge of the year and ways of working with families were adapted to deliver all services online immediately. In certain cases, the risks lo individual families and therapists were assessed. and essential face-to-face therapy was provided where online working was not possible or effective. Therefore, during the pandemic the team continL5ed lo offer ConsuKalions, Clinical Assessments, a range of Therapeutic Interventions lo families, and Therapeutic Training lo CCS families. Due lo the ASF COVID-19 scherne they were a150 able lo provide some additional services lo the region. Consultations 52 consultation appoinlmenls were Completed in lolal Ilargel 511. CCS families were offered 3 appointments a month, delivered virtually, and 30 consultations were offered to Adoption West families via the ASF COVID-19 ￿tteMe. Clinical Assessments The Clinical Leads offered 1 assessment slot a month to families and these were adapted lo be completed largely online. or risk assessed lo provide some elements of assessment face lo face when appropriate 12 assessments were Completed Itaigel 101.

Clifton Children's Society Trustees Report 2020121 Therapeutic Interventions 69 packages of therapeutic SLJPPOrt to adoptive families were completed Ilargel 541. Feedback from an Adoptive Parent." "Since stsrting our Therapla*@ support we have seen huge prog￿55 in M. She has ￿allY enjoyed the sessions as have we. She is much MOKE accepting of our nurture towards her, is spending longer periods feeling regulaled and we have seen h&r develop a confideiice lo accept our attempts lo comfort and oalm herin periods of clysregulation. The support we have received from Jess has made a signifioanl difference to us as a family and lo our confidence in parenting M and meeling her complex n&eds. We have slrenglhened the bond betsveen M and us as parents and we can see the Increase in her feeling more securely alla¢hed'. Funding from the ASF COVID-19 Scheme (see page 131 allowed the service lo provide 12 consultations for Adoption West families, 18 consuliations for CCS families with Adoption Wesl children, and additional Iherapy sessions for two families. These nurnbers have been incorporated in the figures above. Th¥rapeutlc Tralnlng Hearts and Minds pa￿n11n Pro rJmme." The 8 week training programme ran bNice. in September 2020 and January 2021. 30 families attended, with a lolal of 53 Individual attendees Itafgel 18 families) Adoptive Parent Feedback lo CCS Adoption Social Worker The course has been fanfrastic and exactly what we needed al a time when we feif very desperate Indeed We have already been able lo try out Iherapeulic pa￿￿tIng techniques learned on the course and consciously apply them lo sjtualions that have arisen with C so Ihet we are supporting her mtrre approprialelrf. Non-violent Resistance NVR Thera eutic Tffjinin and Su ortPr ram. In response lo COVID-19 participants were consulted about the best way lo deliver the program and the majority preferred a delayed and shorted program rather than delivery via Zoom. The program ran once a month from September 2020 to March 2021. and a total 01 12 adoptive parents attended. Adoptive Parent Feedback". "So good lo be ￿minded of the principles which were very well presenled. So good lo m&el others in similar situations. Amazing nexibjlity on bshalf af the faGilfftalors Great lo have lim6 to rellect tsn parenting using NVR. I would highly recommencl this course lo others. especially as It has been so helpful to be able lo build upon the previous nlensive leaming now we have had time lo put il into practice.. Adoption Support Fund Late in 2020 the Government announced that the ASF would continue lor a further 12 months until March 2022 This has enabled the team lo plan and deliver services lor the next financial year. however, it conlinLJes lo be difficult lo make long term plans for the Service when the cor)tinualion of the ASF is agreed 12 months at a lime. We have been informed by DfE that the Spending Review due lo lake place in autumn 2021 will include a recommendation about Ihe future of the ASF fund. South West Adoption Consortium ISWACI CCS continues to be the host agency for SWAC which is a membership organisalion comprising three local Regional Adoplion Agencies. one Loc21 Aulhority and live Voluntary Adoption Agencies. The following services were agreed by Members lo be delivered by SWAC In 2020-21. 10

Clifton Children's Society Trustees Report 2020121 12 Best Practice meetings a year (four focusing on issues of particular interest to managers and senior practitionersl SWAC delivered 33 Best Practice workshops by the end of March 2021 Ithis figure d￿S not Include the STAR Matching Tool Launch workshops)". 8 of these have been lor Managers and senior praclilioners. 443 professionals In lolal benelilled from these workshops lour target was 2291. 4 Panel Chairs, and Panel Advisors, meetings.. SWAC has delivered 5 meetings for Panel Chairs and Advisors and an additional meeting for Panel Administrators. which was well attended. 2 Medl¢al Advisers, rneeting5 a year= SWAC has delivered 2 meetings lor Medical Advisers during this period A Best Practice workshop on Mental Health in Adult Health Assessment was also provided," lacililaled by Ellie Johnson, Health Consultant, from CoramlBAAF, which w8s well attended by Medical Advisers. 3 Heads of Service Meetings a year.. SWAC has delivered 3 meetings for Heads of Service during this peiiod. 3 Adoption Exchanges a year.. This was not possible due lo pandemic restrictions and the logistics of holding a large Regional event over a virtual platfc>rm. Some RAA'S are holding their own mini-virtual exchanges and mini virtual play days on line. SWAC hopes lo resume holding Adoption Exchanges once COVID-19 restrictions a110w. Children's profiles and adoplers, profiles will be ¢lr¢ulated as soon as they are received". During this period SWAC circLilated 68 children's profiles and 39 family profiles. There continues to be a short fall in adopters who are available lo parent priority children, e g sibling groups, school age children and those with specific additional needs. Website and Newsletter: The website was updated as required and two Newsletters were sent out in May & Seplerllber 2020. STAR Matching Tool.. The development of the Strengths and Risks Matching Tool ISTARI began in 2017 when DfE PIF2 grant funding was secured lo develop a more evidence based tool, with the aim of 51rengthening the quality of matching decisions., improving early idenlificalion of 5UPPOrt needs", and ultimately, improving stability ol placements and ieducing risk of disruption. Matching Tool and Guidance notes was launched nationally by CorarnlBAAF on 2 February 2021.. attended by over 130 professionals from around the country. CoramBAAF sent out the template of the Tool in early February lo all Agencies in England. the Tool was shared with the CVA4. by the CEO and researcher from Bath Spa University presented lo the RAA Leaders Group in March 2021. Bath Spa University would like to undertake follow up research lo see how effective the Tool Is in considering stability In adoption and as a predictive tool ol possible disruptions. This would allow for further refinement and development of the Matching Tool, particularly as part of the national rollout of its Ljse Preliminary discussions have taken place aboul the University making fLJnding applications to org8nisalions including the Nuffield and SRC. The time SWAC would corilribule lo the work would be included in any application. The RAA Leaders Group supports this further research.

Clifton Children's So¢ioty Trustees Report 2020121 Leading, Innovating and influoncing poli¢y and pra¢tice: Early Pemianence- Throughout 2020121 CCS continued lo play a lead role in both national and regional forums. This included meetings and dialogue with the EP Lead at the DfE and co- presenting al the CoramBAAF EP NeM¥ork Conference In Nov 2021 with Adoption Wesl The CCS EP Lead worked wilh CoramBAAF lo create a new Early Permanence Placement Planning Form and associated Guidance. This work was completed during the year bLJt unfortunately COVID-19 has delayed the publication, but il is expected lo be available soon. Our Early Permanence Quality Mark was due for renewal in March 2021, however due lo COVID-19, and the Organisalion's slalus of being the first Agency lo achieve the award, rt was extended until March 2022. CCS remains one of the few agencies across the country lo have achieved this award. Sharing Stories- Following on from the success ol the Sharing Slor1es project, CCS was asked lo be part of a research project called Difficult Conversations working wilh Bristol University. 'Difficull Conversations.. developing research-led training in de3ling with look&d 8fter and adopted children s drfficull life slory qtseslions,. This has involved prodLicing training materials and resources for the Project website, as well as continuing to lacililale adopters and adoptive children's involvement In the project. ThroLJghoul the year Sharing Stories led a number of learning events for professionals., 2 CVAA LSW Woikshops. a session al the Community Care Live Conference in Ocl, training lo school staff alld mental hea￿h professionals al The Sridge Foundation", as well as facilitating a SWAC Best Practice Workshop lor piofessionals. OFSTED Inspectlon The Organisalion was inspected by OFSTED In February 2019 and given the overall quality rating of "Oulslanding as In the previous three Inspeclions12015. 2012 & 20101. The OFSTED inspection learn found the Organisalion to be'oulstanding" ln all three areas it considered.. 'Overall experiences and progress of service Ljsers 'How well young people and adult5 are helped and protected,, and 'The effectiveness of leaders 8nd managers,. The inspection Is a comprehensive review of the work of the Organisation over the previous 3 years Involving all aspects of the work undertaken, including recruitment of adopters. preparation and approval process, how matching and 11nking are undertaken, particularly how the Organisalion locuses Ils work on those children wailing for adoptive families, and all aspects ol adoption support. Attention is also directed al how the Organisalion makes a contribution lo regional and national Initiatives to improve adoption services. The Inspectson Included consideration ol policies and procedures. data, gathering views from service users Including young people in adoptive families, feedback from partner agencies who have placed children with CCS Adoption families and views of outcomes from local authorities where specific conlraded services are delivered. The inspector commented. Adopters receive excellent preparation, support and training prior to adtrpling their child They benefit from the exlensive training and support providerj Oy the ag&ncy Ihal Comp￿henSIveIY p￿paP￿S them for Iheirparenling role" and "The agency offers a range of imaginative and creative clubs and activilies foradopfed children and their parents that are providecl In the agencys chilclren s c8nlre and In the community. 12

Clifton Children's Society Trustees Report 2020121 Children afKI their parents benefit fmm taking part In after-school clubs, forest club, holKlay actAv￿lieS and a lols, and pa￿￿1$, club" 8nd "Really Ampressecl with the organisalion, CCS is sltsaks ahead of other agencies., and Leaders and Manage￿ hav& an ambitious W￿lon for the agenGy. They succeed in providing a centre of excellenc& Ihatprovides high-quality adoption seThices lo parenls and children. There is a shared 5en5e of purpose from all the staff and expert knowledge of ht)w to achieve very P0511ive outcomes for arlopled Child￿￿ and their parenls. Thérè a￿ many innovative and creative proj8cfs succ6ssfully being undertaken by Ihtr agency that 8re further improving oulcom8s for adopted Child￿￿, The full Inspection report (Unique Reference Number SC0484621 may be a￿Ssed online al". hll Ilwww.olslec. ov.ukl0lsled-homell.Is ection-re orts Grants and External Contracts DFE Grant Funding.. This was offered lo all VAA'S lo support up to 75Q/o of monthly staff salaries, enabling VAAS lo Continue lo deliver adoption services during the COVID-19 pandernic. The initial period of the funding was for three months ALJgLisI lo October 2020. In January 2021, DfE exiended the grant lo Include a further four months (December 2020 to March 20211. In total the funds received were £445,431. Adoption Support Fund IASFI COVID-19 Scheme: This fund had been sel up by the Governrnenl to offer emergency support to adoplive families including online counselling and couples therapy lo meet needs arising from the outbreak ol coronavirus. In May 2020 Adoption Wesl agreed lo support an application lo the fund lor the Therapeutic Services leam to delivei webinars via The Centre and provide consultations to Adoption Wesl and CCS families, and additional therapy sessions for some families. Adoptlon West Training contract.. CCS Adopliori continued lo deliver the adoptitsn preparation training programme for prospective adc>pteis for the Regional Adoplion Agèncy, Adoption West.. Gompleting the final year of a three-yeai conliacl to deliver prospective adopter training for Stage 1 and 2. The training sessions were delivered across three regional hubs - Bristol, Trowbridge and Gloucestershire In 2020121 the training was attended by the following numbers. Stage 1 245 12019120 1761. Stage 2 210 12019120 - 1661, Early Permanence Information 252 12019120. 1561, and Early Permanence Day - 13512019120 891. Feedback has been posrtwe and included the following examples. .1 fotsnd the sess￿￿ very iFJforn781ive and helpful. The trainers were very knowledgeable and madts the ètmosphere feel relaxed and welcoming. The course was well Ihoughfoul and covered a lot oftOPlC5. You felt verycomfortabl& asking questions and answered questions detail Thank you for a great training sessionl" It wa5 very informative as whole, things we hadn't thought about were mentioned which then raised questions that were always answered very well....... 11 was great to be in three days, worth of training spread out over three weeks It kept il fresh in your mind. yel allowed you time to process the information. We found the Iherapeulic parenting helpful and listening lo adopters, stories "Great session, loads of infonnalion. Well delivered by the trainers and very engaging Having the guest speaker talking about herown experiences gave a r&ally good insight into EP and how tt actually works. The whol& day was really informative and fftally built on the initiel half day of training" 13

Clifton Children's Society Trustees Report 2020121 The RM will deliver this training lo its prospective adopters from 1 April 2021 The CCS trainers were IransfeTred lo Adoption Wesl under TUPE arrangements at the end of the financial year. Adoption Wèst Cèntr8 grant.. Adoption Wesl made a contribution lo the costs of running the Centre services in recognition that the RAA adopbve families benefit from the wide range of high qLJalily serviGes. Marketing Website.. Following the decision lo commission one new websile for both CCS and The Centre in August 2019, the new sile wa8 launched on 17 March 2021, and focuses on Adoption Recruilrnenl ICCS), Adoption Support IThe Centrel and Fundraising. The sile uses the new brand coloLJrs and is more visually led with fewer word5. 11 15 designed lo be largely read and interacted with on a phone. The aim has been lo maintain a consislenl, friendly and approachable lone of voice Ihroughoul. The diversity of the children used in our core range ol images ol children has been increased. In 2020121 website traffic Increased substantially wth a 24/0 Increase in users and a 92¢/¢ increase in conversions lenquiry forms, contact us forms. booking info evenings) However, there was a signrficanl decrease in conversions on the site in the final quartei, particulady bookings lor Information Evenings 155°/. down year on y&arl. The reasons behind this ale currently being investigated. Branding. The digital roll out of the new logo and br8nding acioss the organisalion look pla through the year. Email marketing. The fortnighlly newsletter for existing CCS and Centre adopters was published throughout the year wrth a distribution of approximately 500 addresses. The newsletter focuses on Centre events, Fundraising and Adoption Support. Average open rates of this email sland al around 40°/D which Is well above Industry standards. Social Medla Advertising and Google advertising: The Organisation continued lo use the services of a small digital agency fDr the management ol OLJr Google PPC ads grant (which brings about 5 /¢ of users lo the silel and social media adverts across Fa￿boOk, Twitter and Inslagram These social media adverts accoLJnted for 190/0 of the users ol the Organisalion's annual audience in 2020121. Di9ital content. The Organisalion ¢ontinues lo create conlenl and share that ol others on our website, social media and in the newsletter to ensure a steady flow of messaging that seeks lo promote adoption 3s 3 positive roule lo creating a family, promote CCS as a good choice of agency for prospective adopters, promote the needs of the priority children who wail longest. educates about what is needed in adoption by the children who wail, provide resources and ideas that would be helpful to adoptive parenls. eli¢ils engagement from our audiellce. The CCS Facebook page has 1,264 followers. The Centre Facebook page has 255 followers, and the CCS Twitter account has 1,567 followers. Conlenl is posted al a rale of one or two posts per day. Levels ol engagement are highest on CCS Fa￿boOk page with an engagement rate between 2 and 10 /.. An Instagram account for CCS was started in May 2020 which currently has 210 followers. 14

Clifton Children's Society Trustees Report 2020121 National Recruitsnent Campaigns #YouCanAdopt: The Organisalion IoDk part In two national iecrurtment campaigns orcheslraled by the National Recruitment Sleenng Group. the first in Seplemberloctober 2020 under the #YouCanAdopt and the second in Aprillmay 2021. focused on sibling adoptions. A CCS AdoptiDn adopter was pul forward as an Interviewee for a podcast episode which is still available as a resource on the www. oucanado l.or website. The campaigri has produced some great assets which the Organisation has used in both organic and paid foi social media. Fundraising The Organisation is dependent on fundraising to finance the posl-adoplion support services provided IhroLJgh The Cenlre. Fundraising activities included.. Applications to Trusts and Foundations Community fundraising Individual giving Corporate giving Legacies The Organisalion does not buy or sell data, engage in telephone fundraising, cold mailing or outsource fundraising lo exlerrial organisalions Thè decision not lo engage in the aforementioned is taken in order to protect vulnerable people and members of the public from unacceptable behaviour related lo fundraising. such as. unieasonable intrusion into a person's privacy." unreason8ble persislenl and undue pressure on a person to give money or donation In kind Beyond the Fundraising Coordinator and a Fundraising Consultant, those that engage in lundiaising are a small number of volunteers who complete fundraising challenge, make the verbal appeal in parishes for the Organisalion's Annual Appeal and help with fundraising adminislralion. All volLJnleers are provided with an induction detailing the values and principl&s of the Organisalion. The Organisation subscribes lo and Ljpholds 'The Code ol Fundraising Piaclice, developed by the Fundraising Regulator. In the year there were no complaints received concerning Ihe operation of the fundraising 2CtivitiÈs undertaken. In 2020121, the Organisaton had a fundraising tsrgel of £115,000. This has been a Challenging year for fundraising as charities across the UK fell the irllpacl of the pandemic on their income and fundraising opportunities. The key challenges were. a decrease in community fundraising opportunities, an increase in competition for funding applications, and a decrease in funds available lor which the Organisation mel the application criteria Despite the challenges of the last year. thanks lo the generosity ol CCS supporters and the efforts of the fundraising team, the Organisation raised total of £101,872 - 89 /0 of the iargel. Trusts and Foundations: Competition for Trust and Foundation grants increased significantly, with many charities experiencing a f211 in income (due lo 8 drop in regular individual gwing anLI fewer community fundraising opportLJniliesl alongside a rise in demand for seNices (due lo the impact of the pandemic on individuals and communitiesl A number of Trusts and Foundations have also suffered financially due lo the pandemic, with some limiting or pausing their giving In 2020121 Many revised their criteria lo priorilise front line charrties working with those most affected by the pandemic. For these reasons. many of the Organisalion's applications for funds were Ljnsuccessful, with cornpelition for funds being slated as the main reason for refusal. Despite this challenging landscape, the Organisalion generated £44,477 from Tiust and Foundation applications. falling just 110/0 short of our target. Just over hall of this amount is ring- 15

Clifton Children's So¢iety Trustees Report 2020121 fenced for specrfic activities". one-to-one support for families most affected by the pandemic, and an ongoing Theraplay@ project. Grants and donations were re¢ewed from the following Trusts and Foundations in 2020121", The Sylvia Adams Trust, The Felicity Wilde Charitable Trust. The G F Eyre Charitable Trust, The Leonard Laity Sloale Charity and The Dandia Charitable Trust. A grant was also secured from the Government's Coronavirus Community Support Fund administered by The National Lottery. Individual Giving= The Organisalion received £29,027 (including Gift Aid) in individua5 donations, an increase of 108DA on the previous year, exceeding our tar9el of £20.000. With the decrease in other fundraising streams. these donations have been vitsl. The Organisalion has a small number ol regular donors. some of whom have 5UPPOrted CCS for many yeats. These Individual supporters have shown enormous generosity this year in response to our COVID-19 emergency appeal which generated £11,873 (including a single individual donation of £5.ODOI Donations were also received as a result of our CEO Christmas Leller (alongside the sale of Christmas cardsl, 'In Memory donations and funeral collections for individuals connected to the Organisation. donations from ongDing appeals. and donations as a direct result ol engagement with thè Centre To demonstrate fairness and Iransparency. the Organisalion does not accept donalioris from lor raised by) prospe¢live adopters until they have re¢eived their adoption order. Community Fundraising In previous years, Commun￿tY fundraising has formed the backbor)e ol the Org8ni5alion's fundraising strategy The scope for community fundraising was severely reduced In 2020121 by the COVID-19 pandemic with restrictions on public gatherings, cancellation ol sporting and public events, and community groups unable to meet or switching lo virtual interaction. Donations from the Clifton Catholic Diocese contribute significantw to the OrganiBation's community fundraising Income. The Organisation has a long relationship with the Diocese who continue lo support U5 through annual appeals, crib collections and parishioner donations. Donations tot211ing £5, 190 were received in 2020121,. this is signilicanlly less than previous years due to restrictions on public gatherings and reduced congregation sizes as a result ol the pandemic. In total. £14.170 was re￿iVed through commLJnily fundraising, 47U/o of a £30,000 laigel. Community fundraising activities included. Church appeals, Christmas card sales, SUPPDrter and 51aff-led events, indivKlual sporting and challenge events. shop 'blue box, collections. lifestyle giving and 200 club membeiships (supporter5 who lake part in a bi-monthly drawl Corporate giving.. The Organisalion continues lo benefit from support from local supermarkets In 2020121 we received £10,500 from successful applications lo the Tesco Community Grant scheme. £2,639 from The Co-op Local Community Fund, and ongoing support frorn local Wailrose branches. In lolal, the Organisalion received £14, 197 through COTporale giving, 950/0 ol our target. Legacies.. The Organisalion did not receive any income from legacy donations in 2020121. The fundraising team plan lo Implement a legacy giving campaign 2021122. working in partnership with two Will writing companies to offer our supporters a free Will writing service. National Adoption Landscape 11 has been a very difficult, and unpredictable year for all Adoption Agencies, and the Organisation has operated within a particularly challenging external lands¢ape. 16

Clifton Children's Society Trustees Report 2020121 In response lo the COVID-19 pandemic. the Organisation quickly Iransilioned to virtual working, selling up remote working lor all staff and delivering as much ol ourfronl line service as possible online. All Agencies were governed by regulation5 around face to fa￿ assessment work, undertaking Medical and DBS checks and references, and this greatly impacted on the number of approved adopters the sector was able lo achieve, and more significantly much delay aroun placement activity with restrictions in place aboul the movement of children rialionally. The impact of this has caused significant delays for children across the sector, including delays in the ability. Initially, ID hold court hearings meaning less children were available for Adoplion. Conversely, the pandemic saw an Increase In the numbers of people coming lorwaid to enqui about Adoption, driven by the heightened sense of needing to pursue big life decisions. This seemed lo compel many 'would be 'adoplers to go from just thinking about adoption lo actually making an enquiry and registering an interest A5 a result of this, the sector now has an oversupply of adopters, and whilst the data indicates the number of adopters waiting OLJMeigh Ihe numbers of children needing placements, there remains a mismatch in the characlerislics ol the children they would want to care for. The National Recruilmenl campaign is currently focused on recruiting adopters lor sibling groups, as the emphasis shrfts lo 'keeping brothers and sisters logelher, to reduce plans lor sepaialion, as well as maintsining the drive to recruit for 'hardÈr to place, children (children of colour, older children, and children with medical and lor disabililiesl. The pandemic also saw an increase in the number ol families referring themselves for Adoption Support, specifically evident for families with teenagers. with an increase in Mental Hearth related challenges, and the impact ol home schooling. This was a particularly challenging lirne for all newly formed families. where children had recently moved in and were not able lo access the face to face support ol family and friends due to lockdown The sector is mindful that the impact of the pandemic and the reslriclions al this time are likely to have a lasting impact on children in the Looked After system, gTrien the added delays and uncertainty and losses they will have experienced al this time. As Ihejudiciary system has re-opened, concern remains about the reduced numbers of children with a plan for adoption. This has been a trend lor the last three years, bul concern is increasing with the pandemic Induced delays to court proceedings combined with a perceived change in attitude from both the courts and the social workers. ￿[e planning for children, who are favouring the making of Special Guardianships Orders ISGOI over Adoption Whilst these orders do not offer the lifetime security that Adoption offers do, they lean towards open contact wlh Birth family loften placed with an extended family member) and this ￿ a strong influencer in the proven benefits ol children being able to grow up and keep links with their family of origin. The long letrn analysis of the outcomes for children placed under SGOS, are yel lo be measured, bul there is some anecdotal Information that suggests that post four years these children often re- enlerlhe Care system, when they are deemed lo be loo old for adoption. This raises the question of whether assessment. training and support resources need lo be sigllificantly increased for SGO carers, if this model of permanency loi children and young people is to be successful. CCS Adoption remains an active member of the Council for Voluntary Adoption Agencies ICVAAI, a membership organisalion made up 0133 voluntary adoption agencies across the UK. Members meet On a regular ba51S to share infom)alion and learning across the sector and to provide a voice and link into policy and planning for Children's ServiGe5 within DfE. The group also offers peer support forums and a Professionals Practice Programme with accessible monthty training and workshDPS In addition to this the CEO, is 8 mernber of the R￿IDna[ Adoption & Special Guardian Leadership Board, a Strat￿10 group made up ol LA IFiAA IVAA Heads ol Service and olmer multi-disciplinary leads in Children's Services in order to address the ongoing needs ol Looked After Children, and those with a plan for permanency The CEO also srts as a Inon-votingl member ol the regw)llal RAA, Adoption Wesl which meets four times a year. 17

Clifton Children's Society Trustees Report 2020121 Stafflng Although staff numbers did not grow in 2020121, there weie some staffing changes within the Organisalion. Six members of siaff left during the year the Adoption West Trainers. the CCS Training Officer, a SeniorAdoplion Social Worker Iretirementl, the Fundraising Offi￿r, a Clinical Lead Iretiremenll and a Lrfe Story Worker. Two new Membe￿ ol staff started la Clinical Lead and a Fundraising Coordinalorl, and one vacancy was filled by an internal candidate ICCS Training Officer) In March 2021, live vacancies were being advertised lincludillg AdDPtion Social Workers. an Adoption Advisor and a Fundraiser). The Finance Officer's job title and the Business Support Officer's job lilles were changed to Finance Manager and Business Development Manager respectively lo reflect the scope ol these ioles. The Organisalion believes that the Wellbeing of rts Staff Is vitally important. The Oroanisalion introduced a number of inY(ialives lo support 51aff as they deall with the personal challenges of the pandemic and working from home. This included.. the inlroduction of Wellbeing Champions who arranged virtual group coffee breaks," socially distanced outdoor meelups (when restrictions allowed)., a home working allowance, staff led quizzes and yoga via Zoom," and an Employee Assistance Programme which provided a confidential helpline & coun5elling. IT Investment & GDPR Compliance In response lo the COVID-19 pandemic and Government restrictions, changes were made lo set all staff up lo work Iiom home al the end of the 201 gJ20 and beginning 012020121. This involved equipping all laptopsldesklops for remote working, Investing in some new laptops, and risk assessing staff home set-ups and providing equipment where necessary. Access lo Microsoft Teams and Zoom was made available lo all staff, making it possible lo ¢on¢uct Internal and external meetings and lo move setvice delivery such as adopter training, and Centre and Therapy services online where possible The Investment made In IT in reGeril years, for example, the upgrade ol computers lo Windows 10. the replacement of some desktops computers with laptops and the Irnplementalion of CHARMS in 2018119 la Cloud based case management sysleml. meant that the Organisalion was in a strong position lo make the transfer to home working. CCS continues to update and review policies and procedures to make sure they are GDPR compliant and lo train staff", this was even more important wrth all staff working remotely during the pandemic. Environmental and Sustainable Development The Organisalion continues lo make steps lo become mc>re sustainable. Travel to work and external meetings was significantly reduced in 2020121 as all staff worked from home in response lo the COVID-19 pandemic and Govèrnment reslriclions. There was also a signif cant reduction in printing, with services and processes were adapted lo be delivered electronically. In the coming year some seNi¢e delivery will return lo face-to-lace where deemed lo be more effective. However, other meetings and Services will remain online and thus staff travel will not reluin to the pre-pandemic levels. Plans for the future Lessons learnt from delivery during the COVID-19 pandèmic Some of the ways of working that were Introduced as a resJll of the pandemic and Government restri¢tion5 have resulted in a reduction in cosls. travel time and, In some cases, an increase in engagement or an improvement in quality. Many serviees, however, lend themselve5 to face-lo-fa 18

Clifton ChildTen's Society Trustees Report 2020121 delivery and with that in mind a return lo meeting adopters and prospective adopters at Pennywell Road. with staff working from the office cannot come soon enough. As restrictions lift the Organisation will consider the lessons learnt from remote deliverylworking, and make changes lo services and processes where appropriate, whilst rnoniloring the impact on the longer term stability ori placements and outcomes for children. Recruitment of adopters and placements- The business plan for the Coming year is lo approve 26 adopters and place 40 children. CCS Adoption will continue lo specialise in recruiting adoptive families for 'priorily children. and locus on BAME Adopters.. LG8T Adopters,. Adopters for children with disabilities or complex heallh-needs, sibling groLJPS and older children. In particular CCS Adoption will be 2iming to recruit more BAME adopters, and pla￿ more BAME children either with adopters of the s2melsimilar elhnicily or Irans-racially. Post Adoption Support - As a result of the Centre and Social Work review findings the trustees have agreed a proposal lo develop Centre services and lo strengthen capacity in the Social Worf( Team lo meet the Post Adoption suprK>rt needs ol CCS adopters. extend the reach and audience in the wider regional ne￿Ork. Therapeutic Services - New therapeutic training offers wll be developed for adoptive families as well as training courses for CCS staff. There will also be a focus on improving collection and collation ol feedback. and work on itnprovemenls the Service can make lo increase placement stzbilily and lifelong outcomes for adopted children. Marketing With the goal of raising the profile of The Centre, and maintaining th8 Organi5alion's position as a leading Adoption Agency in a competitive market. the ¢apa¢ity of the Marketing team will be increased Fundrai$ing The Organisation expect5 the fundraising climate to ￿maiN challenging throughout 2021122. A new fundraising strategy is designed lo maximise opportunities in the current context and priorilise return on Investment. The Organisalion will continue lo priorilise fundraising from Trusts and Foundations and from individuals, building on the supporter base. A Legacy Giving campaign will be launched with the aim of generating future Income. The Organisation will also seek to raise funds from ils community where appropriate, for example maintaining the relationship with the Clifton Diocese churches. CHARMS- The Organisalion will continue lo maximise the benefits of the case management system, and in particular implement changes which will enhance data collection arid reporting for posl-adoplion support and The Cenlre. Trustees- In the coming year the Charity will complete a skills audit and recruit lo the Board, recogn1sing the ongoing importance ol attracting a diverse Board membership ￿1th a mix of skills and experience. 19

Clifton Children's Society Trustees Report 2020121 Financial information The Clifton Children's Society's fin2ncHI results for the year lo 31 March 2021 are sel out in detail in the attached financial slalements. The income of £1,888.45912019120 £1.634,7771 Includes donations of £42.82612019120- £158,532). No legacies were rece￿ed in the yeai12019120 £87,636). Interagency and other fees lotalled £1,304.16212018119 - £1,351.2351. The interagéncy fee 15 a payment made by a Lo¢al Authority for the placement ol children in thèir publiG care wrth an adoptive family recruited by the CCS Adoption. The fee is a figure agreed by the Consortium ol Voluntary Adtsplion Agencies as representing a conlr5bution to the ¢osls incurred in recruiting, preparing and supporting adoptive families. From the 1, June 2018 the recommended Interagency Fee was Increased following detailed analysis by the Consortium of Voluntary Adoption Agencies ICVAAI and negotiations with The Association ol Directors ol Children's Services IADCSI and the Local Government Association ILGAI. The analysis and d1scussions were initiated because the value ol the interagency fee has been eroded by Inflation and reduced in real terms. advised by CVAA CCS Adoption has used the uplifted fee structure to apply to all placements from 1st June 2018. To prevent any future erosion ol the lee, It will be increased on the 1 sl April each year on the basis of the Consurner PriGes Index including owner- occupier's Housing costs ICPIHI measure of infiation fDr the pre￿dIng ￿lendar year as published by the Office loi National Statistics This annual increase has been applied for placements from 1. April 2020. The fees represent payment for work carried out over the pievK)u5 months or even years. The liming of the placement ol children for adoption will be dependent on a variety of factors, most importantly the needs ol the child. This means that there rnay be fluctuations In the level of interagency fees re￿1vable in the short term. The Oiganisation prudently only accounts lor these fees when they are receivable. Therefore, it is atrways necessary to consider figures In relation to a longer lime span, typically three years or More. Expenditure for the year lo 31 March 2021 was £1,613.20212020 £1.701,3031. A5 at 31 March 2021 the Organisalion's net assets were £1.708,88812020 £1,433,631) There was a nel increase in funds of £275,25712020 - Decrease of £66,526). Investment policy The trustees, poliw is lo Invest funds in short term or immediate access deposits. Reserves policy The IrLJslees have a policy ol maintaining Free Reserves (Net assets allocated lo unreslricled reserves and those of the 'Reserve Policy, Designated Fund les5 Fixed Assets allocated lo unreslricled reserves) at a level of 6 months expenditure out of unrestricted and designated funds, al this level the trLJStees feel they would be able to provide uninlerrupled services. As al 31 March 2021 the largel free reserves level was £807,679 in line with the policy above and the actual free r8setve5 were £795.620 (see Note 161 The 8clual free reserves were therefore below the target level. This difference repiesenls less than 1 week ol expenditure 20

Clifton Children's Society Trustees Report 2020121 and having reviewed the forecast Incorne and Expenditure for the year lo 31 March 2022 and actual Income and Expenditure for the 3 months to 30th June 2021 the trustees are confident the free reserves are al a level to provide uninterrupted services. The Iruslees, policy is to hold this amount in a Designated 'ReseTves Policy, Fund The value of this Fund will be updated each year lo relled the value required by the reserves policy. There is a restricted reserve for post adoption support. This reserve has come about through the existence of a separate fee, in addition lo the Inleragen¢y Fee. called the Post Adoption Support Module. which was charged on placements between April 1997 and March 2011. An exercisè was unlaken in 2018 to ascertain the original value of the individual Posl Adoption Support Modules that make up this reserve. After doing so it was agreed that the remaining balance of this fund be calculated based on providing 1 year of Social Worker support to each child based on 24 hours per year al t25 per hour. In addit￿n lo the restricted reserve, the Iruslees have a designated post adoption support reserve. The purpose ol Ihis reserve is lo ensure Ihst, in the circumstances ol the adoption Servi￿ being no longer fsnancially viable, that an appropriate prDPOrtion of the charities assets are devoted to continuing lo provide a level of pcisl adoption support in the most suitable way available al the lime. This reserve would functlDn in tandem with the restricted reserve in this case. The balance of this fund Is also calcu121ed based on providing 1 year of SoGial Worker support lo each child based on 24 hours per year at £25 per hour. This reserve will be increased annually In line with the number of Children placed and average salary expenditure Risk review The Risk Management Policy. Including the risk methodology, and the Risk Register were ieviewed on a quarterly basis dLJring 2020121. The following were deemed as 'majorf risks lo the organisalion-. 1. The core business model is reliant on the Intera enc Fee The interagency fee is the largest Sour￿ of income for the Organis2tion and changes lo this could pose a risk lo the income forecasl in the future, acknowledging that significant initial investment in undertaking assessments is not always recouped The CEO Is active in representing the work ol the Organisalion within the Consortium of Voluntary Adoption Agencies ICVAAI, and the RegiDnal Adoption Agency, which is vital in maintaining negotiations in the sector regarding the fee and placement activity. 2. Lon ce term Ljncertain h funds ort Fund SF anda mini rd The ASF is the funding Source for the majority ol the Thèrapeulit Service. Late in 2020 the Government announced that the Adoption Support Fund would Continue for 8 further 12 months until March 2022.11 is unclear in what form the ASF will continue thereafter, but there are seriDUS concerns regarding the lulure funding ol the Therapeutic Service. In addition. the full cost ol providing some of the clinLal package5 IS not covered by the ASF. The Therapeutic Service model was reviewed and changes implemented in 2019120 10 address this. The CEO is active In representing the Organisation and influences policy al the Parliamentary Review of the ASF and the CVAA. 3 Fundraisin to cover the co ts of Th Centre 21

Clifton Children's Society Trustees Report 2020121 The Centie was previously funded by a grant from ils founder. The organisalion became financially responsible for The Centre in 2018119 and has funded 2Ctivrties partty through fundraising and partly through a cross-subsidy from the core business of CCS Adoption Good progress was made against the fundraising largel in 2020121. However, the fundraising landscape is likely lo remain ¢ha11enging in the coming year, with fierce cornpelilion for Trusts and Foundations fundino, and a lack of comrnunity and corporate fundraising opportLJnities as a result of COVID-19. The findings ol the Centre Review have informed the Fundraising Strategy which will focus on Trusts and Foundations. Legacies and Individuals, prioritising Return on Investment 4. Data roteclion & corn with GDPR The Organisalion dea15 Wrth sensitive and complex personal data on a daily basis, and recognises it is essential to comply with data protection and GDPR Risks here include compromising the safety of beneficiaries, a negative impact on the Organisalions reputation and resulting fines. This is managed by a comprehensive GDPR Complian￿ process including regular, mandatory training for all staff. 5. Reduction in the numbei of lacemenl o orlunilies There is a trend where Courts are favoring the making ol Special Guardianship Orders over Adoption Orders. This has been exacerbated by the COVID-19 pandemic, as the Courts operate virtually and have a huge backlog ol cases In addition. wherever possible RAAS are operating an agenda ol self-SLJfficiency. placing children with their pitsspeclive adopters. Social Work Managers meet regularly with Adoption Wesl Family Finding Manager. and with Local Authorities in other parts of the country. The CEO is part of the Barriers to Matching ASGLB Task Force, and meets with all RA4 and VPA Service Heads in the region on a quarterly basis encouraging a joined up approach to service provision. The Iru51ees are confident that the systems In place and the reserves held are adequate lo meet these risks. Trustees The trustees are a skilled, cohesive leam comprising John Bames, retired Strategic Planning Officer from Bath and NE Somerset Children's Services,. Sally Lockwood who is a retired Social Worker and Counsellor, Peter Golding, solicitor," John Evans, aerospace in(fuslry background.. Julie Cooke, independent ¢onsultanl in adoption", Catherine Grahatn. a Primary School Teacher." Celia Balbemie, team managef at Families First Glouceslershire, Richard Tidswell, director of Business Doctors". and Nikolas Thompson, manager In Responsible Business & Inclusion for Lloyds Banking Group. Ian MacKenzie resigned as a Trustee on 20 March 2020. Stephen Allen, accounlanl, continues his valuable role as an Asstsciale Trustee, and as Company Secretary up to 25th October 2021. 22

Clifton Child￿￿,3 Society Trustees Report 2020121 Legal and Admini$trative Infomiation Constitution The Clifton Children's Sociely which has been in existence since 1904, initially as the Clifton Rescue Society. was incorporated on 2 August 1982 as the Catholic Children's Society IDiocese ol Clifton). a company limited by guarantee and a registered charity governed by its Memorandum and Articles. On 5 JLJne 2008 the trustee body passèd 3 resolution to change the name to Clifton Children's Society, to reflect and reaffirm its roots within the Clifton Diocese. Charity No 286814 Company No 01655971 Patrons. Baroness Floella Benjamin, OBE Jenny Urquhart. Artist President". Rt Rev Declan Lang, Bishop of Clifton The Bishop of Clrfion ￿$ an Honorary Member and does not fulfil an executive Tole. Directors and Trustees.. The following served as directors and Iruslees during the year and since the year end Sally Lockwood, Vice Chair (to 25110120211, Chair Ifrom 25110120211 Catherine Graham. Vice Chair Ilrom 25110120211 John Barnes, Chair Ilo 25110120211 John Evans Peter Golding Julie Cooke Celia Balbernie Richard T1dswell Nikolas Thompson Key Management Personnel.. Margaret Pilts Company Secretary. Stephen Allen (to 2S110120211 Vacant Ifrow 25110120211 Registered Office.. 162 Pennywell Road, Easton, Bristol BS5 DTX Auditor". Burton Sweet Limited. The Clock Tower, 5 Farleigh Court, Old Weston Road, Flax Bourton, Bristol BS48 1 UR Bankers. Allied Irish Bank IGBI, 19 Whileladies Road, Clifton, Bristol BS8 1 PB National Westminster Bank, 44 Caledonia Place, The Mall. Clifton. Bristol BS99 5AJ CAF Bank, 25 Kings Hill Ave, Kings Hill, Wesl Malling ME19 4JQ Solicitors.. Peter Golding. Cook & Co Soli¢ilors Bush House. 77, 79, 81 ￿ma Road, Clifton Bristol BS8 2DP Chief Executive Officer". Margaret Pitts 23

Clifton Children's Society Trustees Report 2020121 Slalemenl ol Iruslees, res The Iruslees Iwho are also directors ol Clifton Children's Society for the purposes of company lawl are responsible for preparing the Trustees, Report lincorporaling the directors, report) and the financial slatetnenls in accord2nce with applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102. The Financial Reporting Stsndard applicable In the UK and Republic ol Ireland (United Kingdom Aecepted Accounting Pra¢licel. Company law reqLJires the trustees lo piepare financial statements for each financial year which give a trLJe and fair view of the slate of affairs of the charitable cotnpany and of the income and expenditure. of the charitable company for that period. In preparing these financial statements, the Iruslees are required lo.. select suitable ac¢ounling policies and then apply them consistently., Observe the methods and principles in the Charities SORP., make judgments and accounting estimates that are reasonable and prudent., slate whether applicable UK Accounting Standards have been followed, subject lo any material departures disclosed and explained in the financial slalemenls", and prepare the financial slalemen15 on the going con￿rn basis unless il is inappropriate lo presume that the charitable company will continue in business. The trustees are responsible lor keeping adequate accounting records that disclose with reasonable accuracy al any time the financial position of the charitable company and enable them to ensure that the financial slalements comply with the Companies Act 2006. They are also responsible lor safeguarding the assets of Ihe Gharilable company and hence lor taking reasonable steps lor the preventlDn and dÈle¢lion of fraud and other irregularities In so far as the Iruslees are aware.. there is no relevant audit Information of which the charitable company's auditors are unaware.. and the IrLJslees have taken all steps that they ought to make themselves aware of that information. A resolution will be put to the Annual General Meeting that Burton Sweet be reappointed auditors lo the Clifton Children's Society foi the coming year. This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. Sally Lo¢kwood Chair of Trustee5 By order and on behaFf of the trustee$ Date.. 2811012021 24

Clifton Children'5 Society Trustee$ Report 2020121 Independent auditor's report to the members of Clifton Childron's Society Opinlon We have audited the linan¢BI slalemttnls of Clifton Children's So¢iely Ilhe'charity'l for the year ended 31 March 2021 which compiise the Statement of Financial Aclivilies, the Balance Sheet, the Cash Flow Slalement and notes lo the linan¢ial slalemenls, including a summary ol significant accounting policies. The financial reporting framework that has been applied in their preparation 15 applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102.. The Financial Reporting Standard applicable In the UK and Republic of Ireland Iunited Kingdom Generally Accepted Accounting Practice} This report is made solely lo the Charity's memb8rs. as a body. in accordance with Chapter 3 of Part 16 ot the Companies Act 2006 Our audit work ha5 been undertaken so that we might stale lo the Charity's members those mallers we are required to stale in them In an audrtor's report and for no other purpose To the lullesl exlenl perrnitted by law, we do not accept or assume responsibility to anyone other than the Charity's members as a body, for our audit work, for this report. or for the opinions we have formed. In our opinion, the financial statements.. give a true and fair view ol the slate of the Charity's affairs as at 31 March 2021 and of rts income and expendicure for the year then ended., have been properly prepared in accordance with United Kingdom Generally Ac￿pIe￿ Accounting Practice", have been prepared in accordance with the requirements of the Companies Act 2006 Basis for opinion INe conducted out audit in accordance with International Standards in Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described In the Audilor's responsibilities for the audit ol the financial stalem&nts section ol our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to OLJr aLJdit of the financial slalemenls in the UK. including the FRC'S Ethical Stsndard. and we have fulfilled our other ethical iesponsibilities in accordan¢e with these iequiremenls. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis lor our opinion. Conclusions relating to going concern In auditing the financial slalemenls, we have concluded that the clireclors, use of the going concern ba515 of accounting in the preparation of the financial sl£lements is apprDpriate. Based on the work we have performed. we have not identified any material Un￿rtaInlieS relating lo events or conditions that, individually or collectively. may cast significant doubt on the charity's ability lo continue as a going concern lor a period ol at least h￿e1ve months from when the financial slalemenls are aulhorised for issue. Our responsibilities and the responsibilrties of the directors with respect lo going concern are described in the relevant sections of this report. 25

Clifton Children's Society Trustees Report 2020121 Other information The trustees are responsible for the other information. The other InforTnalion comprises the information included in the annual report other than ihe financial statements and out auditor's report thereon Our c>pinion on the financial slalemenls does not cover the other information and, except to the exlenl otherwise explicitly st21ed in our report, we do not express any form of assuran￿ conclusion Ihereon. In cor)neclion with our audit ol the financial statements. our responsibility is lo read the other Inlomalion and. In doing so. consider whether the other inform31ion 15 materially inconsislenl with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misslaled If we identify such material Inconsistencies or apparent material misslalemenls, we are required lo determine whether there is a material misslaletnenl In the financial slalemenls 01 a material misslalement of the other information. If based, on the work we have perforrned, we conclude that there Is a malerial misslalemenl of this other Information, we are required lo report the fact. We have nothing lo report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of th8 audit". the information given in the trLJStees' report lincoiporaling the strategic report and the directors, report) lor the financial year lor which the financial statements are prepared is consistent with the financial slatemenls, and the trustees, report lincorporaling the strategic report and the directors, report) have been prepared in accordance with applicable law requiiemenls. Matters on which we are required to report by exception We have nothing lo report in respect of the following matters in relalion lo which the Companies Act 2006 requires us lo report lo you If, in our opinion. sufficient accounting records have not been kept, the financial slalements are not in agreement with the accounting records and returns", Certain disclosures of trustees, remunerab'on specified by law are not made", or we have not obtained all the information and exp18nalions necessary for the purposes ol our audit Responsibiliti¢s of trustees As explained more fully in the Iruslees. responsibilities statement. the Iruslees are respon51ble lor the preparation ol the financial 51alements and lor beirvJ satisfied that they give 8 true and lair view. and for such Internal conlrol as they determine Is necessary lo enable the pieparalion of financial statements that are free from material misstalemènl, whether due to fraud or error. In preparing th8 financial ststefnenls, the Iruslees are responsible for assessing the Charity's ability to continLJe as a going concern, disclosing, as applicable, matters related to going concern 26

Clifton Children's Society Trustees Report 2020121 and using the going concern basis of accounting Ljnless the trustees either intend lo liquidate the Chaiity or lo cease operahons, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our obieclives are lo obtain reasonable assurance about whether the financial slalemenls as a whole are free from material rni5Statement, whether due to fraud or error, and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance. bul is not a guarantee that an audit conducted In accordance with ISAS IUKI will always detect a material misstatement when il exists. Misslatemenls can arise from fraud or error and are considered material if, individually or in the aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial staternenl5. Our 2pproach to identifying and assessing the risks of material mi5slatemenl In respect ol irregularities, including fraud and non-compliance with laws and regulations. was as follows.. the engagement pariner ensured that the engagement le8m collectively had the appropriate competence, capabilitie5 and ski115 to Identify or recognise non-compliance with applicable laws and regulalions.. we identified the laws and regulations applicable lo the charity through discussions wth directors and other management. and from our knowledge and experience ol the sector", we focused on specrfic laws and regulation5 which we considered may have a direct material effect on the financial stslemenls ol the opèrations of the company, including the Companies Act 2006. taxation legislation and data protection, anli-bribery, employment. environmental and health and safely legislation", we assessed the extent ol compliance with the laws and regulations Identified above through making enquiries of management and Inspecting legal corresponden¢e and identified laws and regulations were comtnunicaled within the audit le2m regularly and the team remained alert tr) instances of non-compliance through the audit. We assessed the susceplibilily ol the chanty's financial statements lo material misstatement, including obtaining an understanding of h(YN fraud rllighl occur. by.. rnaking enquiries of management as to where they considered there was susceplibilily to fraud, their knowledge of actual, suspected and alleged fraud., considering the internal ¢onlrols in piHGe lo mi119ale risks of fraud and non-complian with laws and regulations.. and understanding the design of the oharily's remuneration policies To address the risk of fraud IhroLJgh man8gemenl bias and override ol controls. we.. performed analytical procedure5 10 identify any unusual or unexpected relationships, tested journal entries lo identify unusual Iransaclions., assessed whether judgements and assumptions made in determining the accounting eslimales sel DUI In the accoLJnting policies were indicative of potential bias", and investigated the rationale behind significant or unusual transactions In response lo the risk of irregularities and non-compliance with laws and regulations, we designed procedures which Included. bul were not limited lo.. agreeing financial statement disclosures to underlying supporting documenlalion., reading the minutes of meetings of those charged with governance., enquiring of management as to actual and potential litigation and claims., and reviewing correspondence wth HMRC, re￿vant r￿UlatorS and the company's legal advisors. 27

Clifton Children's Society Trustees Report 2020121 There are inherent limitations in our audrt procedures described above The more removed that law5 and regulations are from financial transactions. the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-complian¢e with laws and regulaliolls lo enquiry of the directors alld other mariagement and the inspection ol regulatory and legal correspondence, rf any. Material misslalemenls that arise due lo fraud can be harder to detect than those that arise from error a5 they may involve deliberate concealment or collusion. A further description ol our responsibilities lor the audit of the financial statements is located on the Financial Reporting Council's website al wfvvi frc.or ukla blsco el rivale clm This description forms part of our auditor's report. Joshua'King$ton ACA (Senior Statutory Auditor) For Jnd on behalf of Burton Sweet Limited Chartered Accounlanls and Slalulory Auditor The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1 UR Date.. 28

ClfftoTh ChildreTh's Society Com Numbbr. 016559F1 Year EndEd JlslMii¢h 2Q21 Total TotF [rO￿-. DDna1ions. 8.278 SS2.302 6.562 2.888 529.453 26 330 513.94F 285.830 6.562 9,402 T¢talin¢om• 1,041,030 251.746 1,634 777 .816 3,428 $9,244 55.890 Adopb TtrCentrefoiAdopiion Support 59,376 4,373 1.090.938 22. 40.802 13B.797 J35.3 825.702 249.jat 215.321 42.J65 275 357 ies.5261 17$,697 39.631 219.2 17.5b4 .52 19).e91 1.IJSBC 229.522 1.354870 Th?$1￿emen1 OfFiry4nri41 lThclua05 ￿1 galns and I￿O9￿15È￿ In ￿Le yEar All In￿e and ExpEnd￿￿1pd￿ny￿fvQrn Gmllnuing aclibite FrLYyeBrluDd ¢omparabve¥ 8re ￿ nolc 8 29

cIKton Chlldron's So¢l•ty hwt h 2021 FIXED AS5E75 5Jf4 239 546.61T 554 239 CURRENT ASSEYS thJ01or 598.54J 87,704 CREDITORS-Afflounl&lallino due wrnhiD ￿QVe&r 234.785 NFTCURRENT A5SET5 TOTAL ASSETS LESS CURRENT LIABILITIES I7￿717 1.464 851 CREDITORS.. Am￿￿11t¥ll11lng iuts after 24 829 NET ASSETS 1.FOB.b¥8 1.432.631 UPIRESTRICTED FUNDS G￿er￿ fund5 329.522 1.354.87D 1.135.808 1,5B4,392 1.326,699 RESTRICTED FUNOS TOTAL CHARrrY FUNDS 1.708.8B8 1.433.831 The nave beeDpTepar8¢in ictold￿t*Wi￿th&jp￿¢l1d prim￿￿9￿3mSll Eomp4nle¥ undp.r Pan 15(rfihe coMpw￿￿￿20ts) The no1eg on pages 32 1046 loimpartLrf th￿3• 8lGount& ThefliLJI)&al S1althneThl$Wt￿ ¥PFOVLd by1ho ofTru5Tepg w 251hOctobEf 2021 anu were $ign&a or, Ils bEh8Jl by S Ltthwo 30

ciitton Children5 Soclety ttpmentofCash Flows I0[lhv r•Thdod 316¢ Mar¢h 2DII Number. 01651971 2020 Cash I￿￿è￿&￿El Dyopérauw a¢ilvlllps 44.S8J Non-opqratlonal G&Sh nowt.. Pwpnt5forlangibk as$fr19 P￿￿￿15for In1￿9￿bIet￿fj￿ a83fts Tran¥er ofinvesunentstolvrL￿) bank 125 3861 73,296 3,88R $S.430 147Y6 Flnanclng LDan [L¥syM￿ntI 1.82t 13.752 132 83 Npt Cagh lnflowsf0rthe￿￿r 1D8,125 Cash b4Thk ba1￿c0S￿lIhC bcginnlng ot1hOy&Ar 495.756 F80,XI) lothe Cash Flw$lateffl•Dt RELonrilIBlI￿ ofnol DBtC43h athvilies DfF1n￿￿￿Act1¥Jts9.￿- NEI rnov¢mEnl Infvn43 166.$261 13.8881 Amodi¥¥bon 38 37 927 (2& 1211 sh FlrAVPp81iict￿nS Chantyithw prohibits us&d nèlcash Infit￿s ¢￿É￿￿￿U￿d ¢1othgrrÈS￿￿Iu￿ lo off3*netCB5houfflLW& n any tsutsidErt4 ￿Troble(lI. PAfVPtQn spec￿1 ?Ut￿ty In pi4Etsc•.this has any bfFe ￿￿45fOrth￿ v￿aT The nole5 on pages 32 1048 lonm partofthestatrouTh1s 31

¢llfton Childrèn's So¢loty NQt•S f¢trnl rt oftho Flnincl4ISLIlEffle￿tS Fortheyvar EndBd 31st 2Q21 c￿3151eDt1vithrOU9h￿jI Ime and in IhE prÈcÈdinD yr 8atsig ￿Atto￿n￿n Fin3nc131 SlalemEn15 ha￿ prep¥reU uTrUerlhehisloncBI co31 3nd InaLttsidanca vnlh IhoCDmPBnies AEI 2L￿ ¥nd tre Sl&1wnen10l Rcommerded PTac1itc AccOUn￿ng Reporting ICh¥ilp5 50RP I FR510I1Tr Altng tsthersinbllar Charl￿a5 ¢r￿aTrI￿lI0￿5, the COVID-l&paDdemLhAS bitsJ{hl mdny ID preplro Ih¢fn4nrJ￿I &lvtements B(Mng con￿￿ ba&is gi￿￿ Ih&lrÈe hold bytho car?.￿1 plpnningofthpTw3tEes coThbnued u$e ￿ thé JDb Retenllon SchemfiAiwethfj ye4Ifjfjd Fund Acc￿￿11 UDrp¥lrKle¢fvnd5 Bre£V￿leblefrNU$eal Ilir otlhtsTruStotss lfft tyrthEr￿¢t gfthe penerw Designalthj 1unQsw&unr8slric1￿ tytheTrufilEe5 brpanKulHr puryoges Re#lricied fund54fe Its rost1￿10￿5 ￿the1[e￿nd,￿T?￿p05ed by1tred0rK￿. IlÈrnS are ind Ir￿luded In Iheaccount&W￿n al Lrflhi (d￿rta￿.￿met. Any conditlQn54ll4cneU lo lh 118rY.s of1r￿￿￿¥ ￿￿Or5￿￿￿￿￿￿11hIrnthe contrDloflhE Ghanty Th£iB 19 ¥vfjrJcnl C¥Yi4intythel recewi otthe IS probable Bnd b Rereipi le9YKyIs probab* &maunttsn bprn2sg￿edT4l8blY thp. chEnty hRq bep.DDobfied oflhe executors In1cn￿ft lomakoa xpqndiiure 18 Iwnlsed In th&peNDd Inwh￿hlEl5i￿U￿￿¢ Thi3inG.'ydo6 ￿l￿b￿labIevAT wmich oxnnoibeTttovÈi•O C03ts ot iaiSinofvnd# compnwthtsctssls &SSOttiHIEdvAth EMtaElin9 ￿dI CQ51¥ offijndra1￿nO acliMUe5 and costs ￿an Indirocl naiuie ￿@￿s￿ryI0 SuPkhM1he GovtrtancEcost5 InEludpthDS2 CQ51F w55￿181ell vAth meÈbng Vhe conÈblU1￿1al ÈLi1u￿rY nwEnl ￿1h￿CharIty Thry ￿enin(ju￿e1￿lth1n supwrttosts. JIt051$ ar?. 511arRI￿ bphwpen Ihe¢xpenditJFe calegontssor Imt So+Aon &bA¥iydé￿npo 32

ClfftoTh Children'B Society rt¢f thpFinartièl Stat¢mtrnl$ For ihpY¥arEnd¢d Jl$tma￿h 2021 De reciatbn neprecialiDn offixEd aSselyN Ealcul&tèJ ￿V￿1￿hN1￿eir￿9￿I or¥Elualion Bnyi2sldu￿val￿ ef Iheirpslimoled UsE￿Il1vE& &4foll￿. Offlce Fq￿lP￿￿ll 23 1n>4on ba1￿cL 2%onEos1 F￿p￿di￿re onitwnsdle55 th3nE 1.ON Is nLI ￿pi￿lis￿￿1v￿li￿ off 35 repair and m31nlen3n¢e Arntsth$É￿on-w￿b￿rtè Df1hp Ehwity wioin TPT deflnpdc￿tlibUknon y￿er￿S￿h1￿ B ￿funde￿bY 4ribut1￿%frCffi EM￿Yes4ndts ¢hsrtty8s eMP￿YP.r.Tbp. 1h ponod Ip¥%iththey relp. In thfrp4sllhftchantyF￿a rt5 COn￿b￿l￿a lo IPI GroMh Pl4Th 1,2 anUJ Th￿5￿ schvrrt¥Ur￿ mulli-¥mpiwr. dgfinÈd 5thErnE5 atttsun1éd lu as bdgfiriL Tf£ae4nd Llherdpb1ors aterecogn15ed 4ithe 5e1lernenl4fflounl aftei Enytrade¢lscounl offergd. prepa￿DentS￿re the fimounl wepaiu efti lakino 8￿0￿r￿￿re￿ydWOun1l aue Cash albaThk aThd cash in ha￿ ￿ClUd&S￿sh and shomttrrm Th￿hlY Ilguld Inveslmen1s ￿1h a short Ecvunl Anytstsh h¥ldwth d r￿tte P￿ri￿j cv¥¥rihreE as rrilDrs Hnd prD41S1￿5 pre reoo9nised ￿ere the th411ty hpsR presenl D￿l9￿￿n i?suing IrDm UgnI￿ allheii dlxoun1sd￿? 33

Clffton ¢blldr¢n'$ So¢l¢ty Not￿$ lormln TOL To1 Dé51wai Colliw boxe¥ 1.06? 30038 5.483 3f.558 5.846 223 SthwlCtylerti￿ 5.Q79 DDnal￿￿5 L cYa&3nd Gran ,278 573.847 268.621 1.029.3 52.670 59.64T 254.J74 Oherfe&4 Thv?pculicSerwircs IncgThe 254.374 sg2.3D2 285.B30 26.230 1.817 1.847 6.582 6.562 9.402 DePQWt￿ert3t 3888 3.88$ 3.888 3.881 1.041.030 1.88¥.459 1.834.7TI Pnoryearinci￿e comparatves areon noleS.

CINton Childrèn's Sociqty fomi rtoflhoFina Litem ndltur• 5uppTrd Staff Costs Drfttlcosts 2021 Isoe PromobonanatDnOraiSing at11¥￿I￿s 5.995 6.Q66 59.244 92.742 9.326 16.957 The Cen1￿ [arAdop￿0Tr 5uppon TherBpeulic Serwc 94.384 273.023 45.328 3JS.Y 79.D25 .553.958 1.263.{￿Ja SupF Pr￿)rY￿art￿￿parttiVtsS Slpff Diiecl Cosls 2020 Iseo bolowi P￿￿￿O￿andfUnar8K1i￿g￿QtsY￿o5 M.4e6 8.024 3.4 55.ÈSO Cha le Acti¥￿e$ g57.284 4.78 87.840 194.1 The Centre lOrAdts￿i￿ Supp￿1 Theiapoudc ServiCéS 42 21￿) 2E6,Q23 99,644 259,706 1,33Q,489 107.708 106 1.701.303 Support CD3ts Svpport ro¥lg o¥e[headswerfr￿￿thell b&wEen ch&it&ble eclwldes promobcryial I￿nI rÉiSino Co¥tTTrpp 6bs1$ 01 Oporation8 Stb cos1siwie 51 Agenc￿. sLgN devehwmontÈnd tralnlno cos1s U5ug SBff tim SLgff ti SLgff tim .4ff time ti P￿lI¢S￿mI 5(A Athvides FuThd 202D 2Q20 D20 lknkcling Opeialons 637 53 5.73Q ¢.367 3,e38 1￿.167 $.290 13e,0$6 6.42S T13,￿5 33 294 60 Offictrcosls 29.431 6.147 71.754 26.847 s.e¥7 71.OJ6 26.57S Prwni5E5 and 62.732 300 268 6001 2$9.022 J.4tyJ 259.7a6 263.10 35

CIKton Chlldrèn s Soclèty ancialstatomèn drtur foilh Thlsls siÉd 302J knart15abon- web￿ 6.3tsD 26.220 27.298 |nI￿e¥l P4yEb DL5¢wnTrn{ Ofp￿s1￿￿ contrIbU￿￿S GQS S Stilfcostand Numb•rs 020 st￿rcr￿8￿were as lolli￿￿. 233.N9 504.472 63,679 1.274.4 101.564 80.jtso PCn￿l￿ Cibkts-LU￿¥Trt ILyitribuknn5 {￿e Nole 221 and ExpEndrturpimpEdpfIh￿Srw￿h 1Slan 1 TrIDt￿ 221 1,443.91l 51aff Gp515 gre4pporhofiea follw45 .OB2 44466 1.399.9 1 443.911 Thenumber ofomployCQ&whoso 1rrtal8mpi0ym￿l ¢mpi¢sEi oFfi$ion ¢pyt$) lorthE yowwe'e In 2020 £6Q.000-E£g,9 The averaoe ￿onIn1v held t￿nIwaS 5DstsTr13(La-5613rid mDnth￿ nurnbprof Tolal keymAn4gernenl peryonrel beMftsamounleQ £ PK.811 12020- É 64 7D31 a￿at￿n Mo IiabilitytDUK co￿￿￿￿tIOn TaxÉrosefoi thÈye¥waod 31¥1 m￿[• Z021 orfoiih?yeerend*J

CINton Chlldren's Soclety NDtBs tatDrngnts Totsl Gwri Fwnds 202Q 2020 2020 2020 Donat￿￿5. LegarAe5 an6 Grants cnanlab10ac￿YIICs 268.621 25s.g19 9.402 Inv•slmenl Income 275.808 133.046 1.6￿.777 drture 558 91,Q23 1 219 24) 44,703 94.094 Th￿spe￿Ill 287.30B 494.616 154.*J2 Transfen between lund4 29B.833 78.025 12.f801 66.5261 R•conCili4tiOn of Fund8 2.762 1.057.7 1fy9,$12 1.5W.157 1.135 8DB 10&,832 1 433.891 37

Clrflon Childr•n's Sotty otES IDrmln artollh&F h 2Q21 ritlves UDre3Mthd un￿3￿1Clea Re￿n¢1￿￿ Oesign4led 202 202 C.DIIEGlil￿ bDX? 1 1 15Bsg s￿<￿1 colledion 23 87.636 11D.069 Grbnts 1C.408 DonatsDTrS L• xlts and Giant4 15.689 133.031 1.D29.39D 1,029,? Lofjpl wlhcfjty conlracis è.125 IDeropeulic Incom 2M CID 7.525 9.387 knvèStmènlin¢orne 275.808 38

Clrfion Children's Society P4uté5 fonnln h201 9 T4 IblfrFix•dAisots FI¢Ebold Offlc¢ Cosl 570.847 103.723 1.5B2 74 570 11W),364 DÈpt#¢lati Al 1st Apnl ZQZQ Chargof￿thvW)ar DIspo5pI¥ 45.T7 74.553 A131s1 Mwch bollkV4luF5 Al 31y1 M￿rCh 2Ql 19.851 538.503 52S.08$ Co¥1 AUttIDons 31st MArth2QE% Arnorb63t￿n Chw9¢forthE y¢ar 28 131&1 Maith 2r￿7 28 NètBotskValuÈ# 31¥1 PAgroh 2LTrI A13191 March 2QQ

ciwton Chlldr¢Th'8 Sociaty ftsTthi Fortho Ytir Ended 31￿1 Mirch2021 2020 247 144 Acc￿e0 IDcorThe Other Pwrnenls 5.5B5 1.794 sg6.J43 IZ InvFStrngnts 2020 k depo¥it?ccouTrls rwuinn9 3 mDnlh5 notir¢ tw¢ilhdTwal 160.ts un 020 82.710 28$ 4S.1% Taxatsm and s(¢ial sotunty 34.314 TPT Grth￿h Plan truals ank IDAn.Capildl rEpdMdblEw1hin year 14 below 2020 ¢r8ditoi&- TPT Grfjy/th Pl4n rorovorypl Bank Loan D¥erlh¢ perind ln ))24 byrnonthvpaymenls ofÉ 1.07Z06tor&pay caplla payirllÈrÈyI Ine Inleresl r41e chBIGeO on 1heloBn ￿ 1 25% abDveOank w4sneceg¥Bryio réwiholow oworit80d9lnal leim Tht loan w&&lully Itpaidin Juna2Q20 CwSlal rcpw8nlNthin year 1,626 TPTGrowth Pkin roGo¥8ryplan TPT plan uppl4ino¢lDdEt411 In Nolp ￿. p4weThts wethe eyciea ID lall dup a4frJl￿ lkne I￿>111Y In the Rcr.oufjts i¥ aiNel Pre￿￿tValUe) 2020 Wilhinone ye Bel¥ten tsne fL¥tyears ITh ￿rnC￿e 24.839 ,$SD 7,G 4Q 48T 40

Clrfton childre￿,8 SD¢iety Nllt£s formiTh rtafth£ Flnanclal Statam4nt FDrthoYoai Ended 91slMarch 2021 Al Intomé Èvn TW$f¢r 31 E4ipnd. turg TrETrer Marth 2020 Poli¢y 783 73.1 782.78 E07.B79 PoslAdtWlion Supp 177.000 Ise.6 18.8 217.2 Tne cent￿ r dopiiDn Suppc41 Theropculic serv￿C5 55WO 15.E189 SJ.205 7.Q79 4.373 32.703 2B7.308 254,374 Éady 12. 70 16.wo 9.874 20.0 31.L 39566 43.thJO 4.060 4[. 5WAC 1S.( 41.581 4.42U 26.236 26.5¥6 FprnilyMp.D1wfj9 5.804 IT Imprownent 15.r 15.wo PDsl.Adop￿￿ Supwrt Proj& 193.786 275.80B 2%.833 291 748 249 3B1 1.351.870 Fur￿5 At In¢orDe Ey4en lure Incom M4rth Mar PoslAdwhMSupp 86.200 68.2 88.200 PrJclirE 85.453 Adi¥iion Sijpprrt 745 6.967 9.380 8.130 7,130 Lottery 283 3&2 47.593 44.7 2.89D 28983 294 443 sytvlaAJ￿9 22.404 16.043 4.361 W?st Gr￿t 24.£36 095 1e.541 481.eeo 4S0. B54 iknnts 1￿ 612 135.725 1ffi.932 555.683 41

cirfion Chlldwn'¥ So¢lety otè f¢Tml FllrthgYgarEn¢gd 3151 2021 is pft4¥t As¥•tF btse•n Funds 202 ie51ncled Unrp1ricltyJ Gener81 De￿gNal￿d TOL% Unre51ncled UnresWc1eQ Res11itted G￿er81 2172W S.20Q 546.647 67.43 176.5481 198.6 937.2 $8.200 554 239 87>.39 Otrer NetA5￿ts TtstslFund4 229.522 1.354.￿0 124.4Y3 1.7DB,4 1.135.8Q8 lo6.￿2 ThCle3￿fi lorthe osiablishM￿OJ therpslridEd Ue319n8l&J fundstur pu￿1 adopiioTh $vPPQrt15 pylgiTred In Nolts 17 As 11 isÉntitip¥id thththe for dr￿n? ￿ IhestresLY¥V& xruld 0￿y￿￿5￿ vthen ￿￿eral re￿r￿05 th4riwcre nu1 lo blèchanty In S re5tnded orde41Dfkn4t?d I￿￿10￿. hOv￿V￿.1 Ihtyaie bÈ&l ty￿¢ ithin rp41iK1ed 8nd designaicd ￿fftds IhÉ¥ tunds ￿lY11￿lYtQ be ulll$edfjnce Ih&fixd tsfthÈ EF&grily have bcon IWuhYalèd Tol¥fTeÈ(etse'ves ltsrlh£ yearary wnsl¢ered ID bp 795.Y54. Ihe toL910l R¥&ervE5 PdirydP3iqnat￿1 fvnd. 8n4 gbiir4 unrèthEled nDi¢D￿mIllcOtQ1lKe￿ 42

Clffton Chlldrpn's Soclvty Ntsleyformln oftheFkninc&il St4lemenis For thèyèoi JltM4rth 2Q21 e of R￿trICted &nd Dosl noted Fund Po&lAdopuon REJidcied and DeslgnJt4d Fund [￿1¢￿1￿ plÈ¢è￿IÈn1￿￿d sub.lequp.nl BdDpliDn The Childiens Sorietyhw 0￿￿n9 Icgal End ￿1￿1 obll9alirns1o Ihechildren gdopd 1brwgh Those obl￿￿10n￿C￿ condnuctsr Thb1ÈslI￿hd lund arose In resptdol ￿atementS be￿rt 19B7 and Marth 2011 PostAdDPDD Supptsrf addl￿p￿t0 Tho the ftiThd has been rolrulplwj or W￿￿er5UppDrt ￿ eaEh re￿vanI pdEplp.e bB5ed Dn 24hDur5por In sthitIDntoth£ IheTru¥tees haVedeswna1￿ a p05tathDiion wpportrqs8￿￿ Thtr lunQ 1Salso oalculalqd tra￿ pruvIdi￿ onÈ of5DCial $￿pportIO￿ach ad0p1ÈEb￿adon 24 hours 25 pèr h7ur Tllisfe￿￿￿￿Ill InETraye ￿nnu￿lyln lin￿¥￿th lh￿￿nb￿rDf ¢r?tssofE?dy Pernllnew, Lrfe Storywort, pnd Fpjnily Finding aDd Nlolching PIF 2fyndini dedon 31 AuAu51 2019￿tr continuolic￿ lunding CCS 10 Infrend ofthefin£ndM year Ih?use ththisfuYdinNwTrs reSt￿tEd bytne DE Ineewendi1u￿W4$5c￿lkUs the DfE loEr¥ureitC47mplied the res￿¢￿￿5. AdDpiiDll Support Ley¢yFund TheCIfftDn Children's SOC￿ty rec￿v￿ o rostricicJu&cyounnu 2015116 lo.(￿￿￿15 usedt F4mii¥ Gr4ni8 These are receiwed thett￿dit￿￿ thotthty¥￿ll bt Éxw￿cd Dn a&5I51ingf￿nI1l￿5 In n￿¢ F•opi's Po&tcoao Lotl&ry Ihesè (Ur￿￿1￿ lÈtèivÈd Irorn PD51iode LDllpryf￿10W￿￿g B sur¢essTyl9ipnl ￿pp￿￿110 io p'OvbaéTundlng folthi ForSuPPart tr?rOupsAfidTrAiniThU f.Wr3EsforAdoplp Thérapytabin AP￿al In r¢5pon5¥1¢ demBnd ?pace lorlherapy Se5$￿$.The Clifton Chlldren 5 5DGiptr¥navi hi￿ p Port&c￿bI Row[¥￿ PuliryFund &Kplained ID rnoio doioil InTheTnJ&tcos Rfw ( fhoTruié•s cvntrn 1DrAdDp1￿TrS￿pp0rt ThtitSlri¢ied fund ￿d5 Ire31edwlh grant6 benEfilol Ihe Centre This thsiBnalid fund 15 A￿￿dp￿1QnRTE￿tnhelp ED5urpthe c4Dtinuityof Th&CenlTe IDI AdD￿￿{M SEN¢¢ ￿*ll￿tf￿rfher￿n￿￿9 15 soughl 43

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