2021-06-30-accounts - Reedham Children's Trust

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The Reedham Children’s Trust

Annual Report and Financial Statements

30 June 2021

Company Limited by Guarantee Registration Number 00081410 (England and Wales) Charity Registration Number 312433

Contents

Reports
Reference and administrative information	1
Chairman’s Report	3
Report of the Board of Management	4
Independent auditor’s report	27
Financial Statements
Statement of financial activities	31
Balance sheet	33
Statement of cash flows	34
Principal accounting policies	36
Notes to the financial statements	39

Reedham Children’s Trust

Reference and administrative information

Patron	H M The Queen
Vice Presidents	The Rt Hon. Sir R Ottaway MP
	(Stepped down Feb 2021)
	The Rt Revd Jonathan Clark,
	Bishop of Croydon
	C R S Link FCA
	W P Julius BSc (Hons) FloD
	V Martin
Board of Management (Trustees)	D A Welham BA (Hons) (Chairman)
	(Stepped down Feb 2021)
	J C Groombridge CB (Deputy Chairman)
	(Appointed Chairman Feb 2021)
	P J Allen FCSI FCMI
	R Beckles
	N Dyer (Appointed 30 November 2020)
	L Francis-Hume BA (Hons) MSc
	S Jenkins BA MA Dipsw
	P Leon-James (Appointed 30 November
	2020)
	M Nevill APFS
	M Perkins DipM FRSA
	J Smith BSc MCT FCCA
Company Secretary/Chief Executive	S J Smart BEd (Hons) MA
Officer
Executive Assistant	A Clayton
Deputy CEO and Director of Fundraising	C Palmer BA (Hons)
Children’s Services Manager	J Musgrave BSc (Hons) (Left March 2021)
Children’s Services Officer	R Smart BA (Hons)
Office & Finance Manager	S Egremont (Until March 2021)
Office Manager and Fundraising Support	S Egremont (Resumed March 2021)
Finance and Data Manager	A Sharma FCCA (Appointed March 2021)
Fundraising Manager	J Ritchie BA (Hons)

Reference and administrative information
Digital Marketing Officer	S Mirza BA (Hons) MA (Contract ended
	May 2021)
Fundraising Officer	K Phillips (Appointed June 2021)
Registered office	23 Old Lodge Lane
	Purley
	Surrey
	CR8 4DJ
Company registration number	00081410
Charity registration number	312433
Auditor	Buzzacott LLP
	130 Wood Street
	London
	EC2V 6DL
Bankers	CAF Bank Ltd
	25 Kings Hill Avenue
	Kings Hill
	West Malling
	Kent
	ME19 4JQ
Investment advisers	Investec Wealth & Investment Limited
	2 Gresham Street
	London
	EC2V 7QN
Solicitors	Greenwoods GRM
	Monkstone House
	City Road
	Peterborough
	PE1 1JE

Chairman’s Report 2020/21

It is a great pleasure to give this, my first Annual Report as Chairman of Reedham Children’s Trust - and what a year 2020/21 has been! We have faced immense challenges with the roller-coaster of Covid lockdowns and the gradual opening-up of the wider economy, and I have never ceased to be amazed and encouraged by the way the Reedham team rose to these challenges, turning them into opportunities to promote the well-being of children in vulnerable families. Far from wilting or wavering under the pressures of the pandemic, we have kept the torch alive and continued the strategic evolution and expansion of our work, exploring ways of funding services to help a greater number of young people, including our flag ship “Achieving More” project, and increasing our social impact.

We have continued to invest in our close and collaborative partnership with Reaching Higher and School Home Support for ‘Achieving More’, and this has already produced some encouraging outcomes. In the coming months, we will make decisions about building on this work, subject to careful evaluation of the project. We are also embarking on the third year of funding, as a Founder Patron, for the Legacy Youth Zone in Croydon, and several Trustees and Vice Presidents recently visited the centre to see for ourselves the amazing facilities being offered to young people in the community. Our discussions with Legacy on future options for funding will also continue, so that we can make decisions in the coming months.

As well as these new initiatives, we have continued to support twenty-four children through boarding school education, and it is especially gratifying to see many of them succeed in their examinations. I was especially pleased to hear, at the time of writing, of the achievement of our very first Reedham Foundationer who achieved A*, A, A, in her A-levels and has a place at Durham University. We offer our congratulations to her and to the five other students who secured university places and a work placement.

It bears repeating that all our work at Reedham is driven by the vision of our founder, Rev. Andrew Reed, some 177 years ago. As we honour the work of our predecessors, we move forward as a purposive, future-focused charity.

The Trust only succeeds because of the generosity of those who give to our work and the hard work of our people. I pay tribute to my predecessor, Deborah Welham, who led the Trust through a period of far-reaching strategic change, to my energetic and visionary trustee colleagues, to Sarah Smart, our Chief Executive and to all the staff and supporters who have helped move our work forward despite the many difficulties and challenges posed by the pandemic in the past year.

This coming year we will lose the services of some of our great supporters. Deborah Welham, Peter Allen and Lucille Francis-Hume will be standing down as trustees; Richard Link and Paul Julius will also be standing down as Vice Presidents, as will Rt. Rev. Jonathan Clark, Bishop of Croydon, who will be retiring next year. We are grateful for all the support they have given over the years and wish them all the very best as they relinquish their roles.

At Reedham, we attach high importance to good and effective governance. We have adopted the Charity Governance Code, and - as explained elsewhere in this report - we plan to work through each of the 7 principles in a systematic, rolling programme. This year we have been focusing on Board Effectiveness (principle 5), including a skills audit. I am greatly encouraged by the diversity of our Board, and the wide range of skills and experience they bring to the

Chairman’s Report 2020/21

table. We are carrying some trustee vacancies, which we will be looking to fill over the coming months using the outcomes of the audit exercise we undertook this year.

Our commitment to transforming the lives of vulnerable and disadvantaged young people and families remains undiminished. We are in a very strong position as a Trust, with clear purpose and vision. I hope that we will continue to explore imaginative ways of extending our reach whilst remaining true to the aims and purposes of our charity.

Jeremy Groombridge CB Chairman

20 January 2022

Objectives and Activities

Charity Aims and Objectives

The charity’s aim is to provide life changing support for vulnerable children and young people whose personal, social, and educational development is adversely affected by very difficult home circumstances and where no other suitable support service is available to them at the point of need, continuing the work of our Founder, the Rev. Dr Andrew Reed.

Dr Reed established an orphanage, originally called the “Asylum for Fatherless Children,” in 1844 in Purley. Subsequently renamed Reedham Orphanage in 1904 and Reedham School in 1950, the school was closed in 1979 due to changing social policy and financial pressures and the proceeds of the sale of the land and buildings were used to set up the charity.

Public Benefit

In planning the charity’s activities for the year, the Board continued to refer to the Charity Commission’s guidance on public benefit. The key activities of the charity this year have centred around care and support for vulnerable children and young people and improving their access to educational opportunity thereby raising their achievement and life prospects.

Mission

The charity helps children from families trying to function in challenging and often desperately difficult circumstances, for whom caring for their children and ensuring that they are regularly attending and engaging with school, may be a significant struggle. Many of these children are children in need, some on the edge of the care system. All have had their lives disrupted by a combination of factors such as the death, abandonment, physical or mental illness of a parent – including misuse of drugs and/or alcohol, domestic violence, and poverty. Reedham’s support enables these children to gain stability, resilience and the educational attainment, skills, and self -belief they need to fulfil their potential.

This can transform their lives and futures.

Report of the Board of Management Year to 30 June 2021

Achievements and Performance

Main Activities

Children’s Services

Assisted Boarding:

Reedham continues to support young people, to whom we made a commitment in prior years for an assisted place at boarding school, with our monitoring support. This is the children’s service that defined us for so many years. We learned that when the assisted boarding placement worked well it could be transformational for a young person’s life journey. However, we also learned that for too many of the young people we supported through assisted boarding, the experience was not as beneficial as we expected. We examined the impact data collected over 5 years of monitoring and decided, after looking at a range of factors - including the changes in boarding schools themselves - that our pool of children for whom assisted boarding made a significant positive difference, was too small. For the cost of a boarding placement for a child per year, we wanted – and still want – to find out whether the same and better outcomes can be achieved for more children, spending the same amount of money but in a different way.

We remain committed to providing the highest quality support that we can for all the young people we support – 24 in total for this year - on their journey through their secondary school career.

Seven of this year’s students were in GCSE year (Year 11) and 6 were in their final year of A- Level (Year 13). The level and quality of support received by all young people adheres to the standards of our Reedham Charter, which is our commitment to mentoring and advocacy for the students, to promote their wellbeing and maximise the opportunities available to them throughout their education.

To support vulnerable young people through assisted boarding in 2020-21, we have:

Ensured the safety and supported the wellbeing of every young person through the continued regular online or phone ‘check-in’ with them, allowing them to talk through any queries, achievements, or concerns. As well as monitoring and assisting the progress of the boarding school placement, the check-ins have also helped young people to feel supported during school holidays when they are without the support structure of school, signposting them to holiday activities and development opportunities provided through our network of partners.

Two instances of ‘at risk’ boarding placements were protected because of the charity’s advocacy and school family support.

One safeguarding concern brought to light and acted on, was a result of the relationship between the young person and our Children’s Services Officer; this inspired confidence in the young person to reach out and disclose some of the issues they were facing at home.

Report of the Board of Management Year to 30 June 2021

Ensured that young people’s families have also been able to access support, whether advice and action from Reedham for a specific issue, or signposting and introductions to other organisations.

Through this support channel six families particularly adversely affected by the pandemic have received food tokens and/or supplies via our welfare fund or through support from partner charities in Croydon.

Ensured that the year 13 leavers received dedicated support from our Children’s Services Officer for life beyond school, preparing them for their various next steps, through information share on options and key deadlines for university applications and bursaries; assisting with student finance applications and signposting to other grant making organisations as well as being on hand to answer any queries or adapt to any changes in the students’ plans.

Five of the year 13 leavers received offers from universities and one other leaver secured a work apprenticeship.

Created monthly employability roundups, sharing opportunities with our young people, with key information broken down for them, including dates, locations, application deadlines, entry requirements and subject matter.

A summer internship was secured for one of vulnerable young people who needed time away from home during the day.

Created a summer tutoring offer: This offer was put in place to help students whom we identified as needing extra support with their academic studies, as a direct result of lost learning due to the pandemic. We recognised the national picture of additional pressure on KS4/5 learning so we reached out to students in years 10 and 12 to understand how their learning had been impacted by the pandemic and if there were ways in which we could help. Through these calls we identified students who had faced significant disadvantage to their learning because of a lack of access to lessons due to slow internet; lessons not being provided (one school went into administration); lack of space and quiet to engage with and complete studies; and other difficult family/home circumstances. Reedham’s Children’s Services Officer facilitated the sessions, using school reports and student input to determine key topic areas to target over the following 5 weeks. At the end of the programme students received study aids, created by the tutor, to consolidate the summer learning

One young person whose school closed due to the pandemic had to move school mid-way through Sixth Form. As a result of tutoring support, he was better able to engage with a different syllabus at his new school.

Managed a welfare fund for Assisted Boarders and their families, enabling the charity to respond to specific needs such as food supplies and uniform allowance to buy essential kit.

Two vulnerable young people now have a bed with a mattress to sleep on for when they are at home, and we have secured a cooker for the family.

Report of the Board of Management Year to 30 June 2021

What our young people told us …...

‘Dear Reedham, thank you for all the support! You’ve been so present in helping young children throughout secondary years & help us aspire our dreams’.

‘I’m happy being in xxx school. It’s a great opportunity and this year I’ve realised how blessed I am. A lot of positive changes are happening to make xxx a fun place.’

‘Having the opportunity to go to a boarding school allows me to avoid distractions and distress, which comes with living in a violent area of gangs. Being at boarding school allows me to experience different things that I wouldn’t necessarily get to experience in London. Also, being a young carer for my mum, I don’t get a chance to always focus on myself as much as she’d like me to. This means that boarding school allows and helps me to be able to be away from problems that I face on a daily basis and exceed in my work and reach my full potential. Reedham has giving me a chance to not take my life for granted and to try my best with my studies. I remain motivated to do well knowing that people have my back and that I have support.’

Achieving More :

Last year, in early 2020, two months before the pandemic first lock down, Reedham launched a small, cross-phase (primary into secondary school) development project, named Achieving More , providing evidence-based intervention targeted at vulnerable children and young people at risk of not achieving their potential across a range of development areas: academic achievement, broader achievement in performing arts and sport, life-skills, aspiration and leadership. At the heart of the project is support for the most vulnerable children with transition from primary to secondary education.

This year, as for part of last year, the pandemic directly affected not only the number of children and young people the project practitioners had access to, but also the way in which support could be provided. Despite the considerable challenges of lockdown, the project management team and the delivery practitioners adapted to ensure some level of support to the most vulnerable children and young people - and their families - was delivered through two secondary schools and six primary schools in two distinct Croydon localities.

Working with the children in school and their families in school and beyond, the Achieving More support in the primary schools continued to focus on addressing root causes of low attendance and poor behaviour, while at the same time attending to relief of immediate need e.g. food, poverty, eviction, domestic violence.

During the past year, the top five areas of support for children by number of interventions were:

Education and Learning: 1178
Feelings and Behaviour: 567

Report of the Board of Management Year to 30 June 2021

Confidence and Self Esteem: 419
Physical Health: 310
Relationships: 307

CASE STUDY

“Joel worked with xxx throughout the 2020-21 academic year. He was identified as needing additional support after he had become disengaged from school through multiple cycles of lockdown . Joel had been feeling isolated, anxious, and detached. These issues would not disappear after one phone call, or one chat with Mum at the school gates. Joel needed support over an extended period of time to ensure he was ready to face secondary school with an invigorated sense of resilience. xxx specifically supported Joel with his Education and Learning, Feelings and Behaviour and Confidence and Self-Esteem”.

Impact so far ….

• Improved attendance and punctuality of identified at risk pupils

This past year, on average, the children across the six primary schools increased their attendance by 7%, which is equivalent to 14 days extra in school a year - almost three additional weeks of learning. Covid-19 has had a huge impact on attendance over the past year. 16% had an average of under 90% attendance meaning that they were persistently absent from school. Of those who were persistently absent, 79% improved their attendance. Alongside the children directly impacted by the virus having to isolate at home, the wider school communities have faced dealing with outbreaks and bubbles bursting. Given these increased challenges, we are very pleased that the project

Report of the Board of Management Year to 30 June 2021

practitioners could still support so many of those who were persistently absent to improve their attendance.

Improved behaviour of identified at risk pupils

93% of children have either improved or maintained their behaviour, with 37% improving.

Increased parental engagement in school life, notably parents’ participation in their child’s learning and achievement in school and at home

Parents have gained a significant amount of confidence in their ability to engage with their children’s learning with most parents supported through moving from a ‘trying to engage’ stage to a ‘finding what works’ stage. 84% of parents increased their engagement with their child’s education.

It is worth noting that many parents have had to play a much larger role in their child’s education due to months of home learning during the pandemic. Many parents found this very challenging and were overwhelmed. Project practitioners supported them through this new process by ensuring that contact did not diminish.

The Achieving More support in secondary schools has been delivered through workshops focused on transferable skills through the media of performing arts, leadership, and football which enable coaching and mentoring opportunities in school, helping young people to get the most out of the educational opportunities which are available to them.

Despite the challenge of non-access to young people through lockdowns, 190 vulnerable young people have been consistently supported in years 7 and 8 across the two secondary schools during this year.

Over 85% of young people who participated in transferable skills workshops demonstrated:

Improved behaviours and attitudes towards learning
Improved emotional well-being
Raised self-esteem and confidence

Using the Warwick Edinburgh Wellbeing questionnaires, young people reported:

91% stated that they feel optimistic about the future
83% stated that they have been feeling loved
86% of young people stated that they have been feeling useful
94% of young people stated that they have been feeling good about themselves
78% of young people stated that they deal with problems well
70% of young people stated that they are willing to try new things

Report of the Board of Management Year to 30 June 2021

What the schools have told us

Primary Schools

‘It is a benefit that the practitioners are not affiliated to the school as it has enabled an environment/culture whereby school is not seen as the enemy’.

‘Having a practitioner as part of the school team has really helped with efficiency and without this resource, the well-being of Senior Leaders would take a significant hit’.

‘Resources are tight and adult support is minimal. It’s a big school with an awful lot of challenges and no one resource is looking specifically at transition or has this as their sole focus’

‘Practitioners play a key role in safeguarding and can attend meetings and provide the broader support that other staff members are not able to’.

‘The amount of knowledge a practitioner has is invaluable for the school. They have an honest and direct approach and are able to relate to parents in the way they need to hear’.

‘Practitioners have developed good relationships and provide a reassuring voice to the pupils. This has been especially vital for this current year 6 cohort, as it has been their second school year of lockdowns/Covid-19 restrictions, and some are suffering loss of confidence and anxiety’.

Secondary Schools

‘Smaller groups of 15 enables more personalised intervention’.

‘Enables outside activities to students who might not ordinarily have access to such sessions.

‘Evidence of better teamwork, making friends and improving friendships’

‘Increase in attendance’

‘Increase in students’ self-esteem’

‘They are developing a new passion for something’.

‘There are now mentoring opportunities through these non-school staff’.

‘The project has especially helped the Year 8 students who had started secondary school before the pandemic hit but not had long enough to really settle’.

‘This project enables a safe space to explore world issues.

‘Incredibly important as there have been very few opportunities for visits/ interactions with other people and organisations for these students.

Report of the Board of Management Year to 30 June 2021

Despite the continued challenges this year, we are confident that the support being made available to the children and young people across the eight schools is having a positive impact on children and young people, families, and schools themselves. The pandemic has presented significant additional challenges for schools, and it is clear from our monitoring that without this additional provision of the Achieving More Project, schools would have been under even more pressure. We are beginning to see early indicators of the key project outcomes of improving school attendance, behaviour, and engagement with learning for vulnerable children.

GCSE Success Project

We remain committed to this project for year 11 students who are at risk of underachieving in the Maths and English GCSEs. This year, again – due to the pandemic lock down - we felt that we could not replicate the quality of the intervention if delivered remotely, and we therefore made the decision not to attempt to run it. When the project starts up again next year, we will be looking at increasing the wrap around support on either side of the intensive week, with more of a focus on motivation and life skills.

Community projects

Summer Blitz

We were delighted to be able to signpost many young people from our services to the Summer Blitz 2020, a programme of activities to keep young people engaged over the summer run by Reaching Higher, one of our partner charities in Croydon.

Legacy Youth Zone

Alongside and complementing the support delivered through our other services, we have been really pleased to continue to support Legacy as a founder patron, contributing to their vision of engaging more young people from all over Croydon in a safe, community hub. We have been able to work together to reach and support young people with activity packs, food parcels, work experience and employment opportunities as well as guide them to a safe and fun place to hang-out after school or in the holidays.

We have been so pleased to establish a strong relationship with the tremendous team at Legacy and have had the opportunity to link more closely with them, signposting young people from our Boarding and Achieving More projects to the youth zone and sharing work experience and other opportunities for young people with the Legacy staff.

Strategic partnerships

Reedham has continued, this year, to build purposeful and mutually beneficial relationships with other charities, in particular School Home Support (SHS) and Reaching Higher (RH), believing that we can go further together on behalf of vulnerable children and young people. This is clearly evidenced in our collaboration for the Achieving More Project in which the targeted support to vulnerable children and young people is delivered by highly experienced practitioners from these two charities. We have also continued to enhance our offer to children and young people supported through our two main services, with access to opportunities provided by Legacy Youth Zone. Our collaborative approach is working to ensure that we are

Report of the Board of Management Year to 30 June 2021

part of a cohesive and united effort to meet the needs of vulnerable children and young people in Croydon through their school career.

We have started to identify other not for profit organisations concerned with the welfare of vulnerable children and young people, particularly with regard to homelessness, employability and asylum, and we intend to build our knowledge and understanding of any gaps in provision for vulnerable young people in Croydon with a view to contributing to a Croydon strategic partnership to address these.

Fundraising

2020-2021 saw a new fundraising strategy introduced that diversified our income streams to provide a more secure financial future for the charity and the children and young people we help. Despite many more challenges as a direct result of the global pandemic, we have successfully secured a number of new donations from Trusts and Foundations, companies and individuals.

Donor List

We are especially grateful for the committed support of our long-term supporters. We would like to extend a special thanks for their continued support this year to:

Reedham Guardians:
W Paul Julius
Richard Link
Charles and Joanna Pope
Patricia Phillips
Kenneth Robertson
Anthony Barber
Ambassador, Henry Weir
Reedham Children’s Champions
Black Family Charitable Trust
The Taylor Family Foundation
Ogilvie Charitable Trust
Gwen Julius Charitable Trust
The Hedley Foundation
French Huguenot Church of London Charitable Trust
Shanly Foundation
Fenwick Charitable Trust
Centrale & Whitgift
Sidley Austin LLP
Willmott Dixon (Purley and Cobham)
7/12[th] Croydon Scout group
16[th] Purley Scout Group
Reedham Old Scholar’s Association (ROSA)
Waitrose Coulsdon
AmazonSmile
Qatalyst
St Marks Church, Woodcote
Sanderstead All Saints Church
Sanderstead United Reformed Church

Report of the Board of Management Year to 30 June 2021

Neighbourly
Aldi Coulsdon
Lidl Wallington
M&S Banstead

Christmas 2020

“Thank you so much for all your support which brings smiles to our faces and brightens our hearts’’ .

Our 2020 Christmas Toy and Food drive appeal was a huge success, with supporters and local residents coming together at a time of great need in our community. Together we managed to make Christmas special for hundreds of vulnerable children and their families across Croydon. We also had fantastic support from staff at Sidley Austin LLP, Centrale & Whitgift, Willmott Dixon, Croydon 7/12 and 16[th ] Purley Scout groups, Sanderstead United Reformed Church and many, many more very generous supporters.

We received:

703 presents for children ages 1-18
£4,095 worth of food vouchers
£500 donated specifically for food parcels for our boarders and their families and for our partner charity Reaching Higher

The total financial support for Christmas exceeded £21,000!

“Centrale and Whitgift are grateful to have worked with Reedham Children’s Trust last year for our Giving Tree campaign and were delighted with the kindness and generosity of the Croydon community, receiving an astonishing 443 presents which benefited hundreds of disadvantaged children. Now in its 8th year, we are proud to support this initiative with Reedham once again and look forward to helping more local children in need . Kayleigh Pagent, Marketing Coordinator, Centrale & Whitgift.

The families we prioritised for support through this Christmas appeal project faced various social economic issues including terminal illness, loss of loved ones, separation, mental health

Report of the Board of Management Year to 30 June 2021

issues, Special Education Needs, domestic violence, having no recourse to public funds and deprivation through lack of funds due to Covid-19 pandemic.

“The children believed that Santa dropped their presents to School! Big thank you for the vouchers for Morrisons, which we spent to buy food for the festive season. Thank you all and God bless you”

For the third year running, Sidley Austin employees took part in the toy and food voucher drive. Employees throughout the organisation kindly sent in presents or paid for food vouchers, for two of our community schools. They donated 135 presents and £3,750 in food vouchers. Due to the volume of food vouchers, we were able to support 72 families with multiple vouchers between December and March, enabling a far better start to 2021.

“Sidley Austin LLP have supported Reedham Children’s Trust for a number of years. Their Christmas campaign proves hugely popular with our personnel who greatly enjoy being able to hear from the students that their donations support. Thank you to Reedham for your continued support of vulnerable children.” Katy Webb, Diversity and Corporate Responsibility Coordinator.

Once again, employees of Willmott Dixon donated 42 toys; these were shared amongst our primary and secondary school age children and young people.

Report of the Board of Management Year to 30 June 2021

Our community

We would also like to thank Qatalyst, 7/12 Croydon Scouts, 16[th] Purley Scouts, Sanderstead United Reformed Church and two Secret Santas for their donation collections, supporting 7 primary schools and young people in Croydon.

We were humbled by the volume of donations from local residents and existing supporters. This enabled us to provide large food parcels for 10 families, £200 worth of food for young people we support with Reaching Higher and presents for all 26 boarding students – plus much, much more.

THANK YOU ALL SO MUCH !

Trusts and Foundations

This year we have been very fortunate to receiving funding from several Trusts and Foundations for our Achieving More project and to support our boarder, including:

The Black Family Trust French Huguenot Church of London Charitable Trust Shanly Foundation Gwen Julius Charitable Trust The Hedley Foundation The Taylor Family Foundation The Ogilvie Charities Fenwick Charitable Trust

These trusts and foundations have made running our projects possible – thank you!

Report of the Board of Management Year to 30 June 2021

Fundraisers

Vitality 10km

Despite the delays and the ‘virtual’ running – Reedham Children’s Trust were lucky enough to have 8 runners taking part, who raised a fantastic £1,419.

Thank you to Sabria Mirza, Teddy Curtis, Marjorie Perkins, Nadine Dyer, Beverley McDonald, Natalie Osilowo, Rachel Smart and Aarti Sharma.

Captain Tom 100

The London Marathon organised a mass participation fundraiser for all charities in conjunction with the Captain Tom Foundation. Reedham staff completed 100 acts of kindness, our inspiring Chairman undertook a 100-day weight loss challenge, and one young supporter went vegetarian for 100 hours!

Thank you also to Dr John Lloyd who continues to complete running events and donating his distance to Reedham!

Report of the Board of Management Year to 30 June 2021

A message from our Ambassador Henry Weir

After what has been a strange and challenging couple of years, I look back at some of the highlights with Reedham.

The projects I loved working on include The Christmas Toy Drive and the 2.6 fundraising challenge.

The toy drive allowed me to get boots on the ground and help posting flyers in the local area. I also enjoyed producing a promotional video showing how the toy drive works.

The 2.6 Challenge was a whole lot of crazy fun. From the depths of lockdown I was able to connect with people and perform 26 challenges to raise money for Reedham. My favourite was the lockdown song I had to write and perform on my Ukulele.

I’ve been so excited to get involved with these projects. They are always the thing I look forward to most in my calendar. I think the work that Reedham Children’s Trust does is so inspiring and to think that I can contribute even a tiny bit to that feels amazing.

Being an Ambassador for Reedham Children’s Trust means an awful lot to me. I love my career as an athlete, but it is a largely selfish one, having to make sacrifices in pursuit of a personal goal. The work Reedham does to support young, vulnerable people and try to give them the kind of support and opportunities that I was lucky enough to have, is phenomenal.

My ambassadorship with them is one of the most fulfilling and rewarding things I have done.

Events

Sadly, the global pandemic meant that we couldn’t run any public events this year – but hopefully as restrictions ease and the country begins to recover, we intend to implement a small events programme next year once again, culminating in a big celebration for our Patron’s Platinum Jubilee in June 2022.

Governance

The launch, last year, of a new strategy and expansion of services coincided with the onset of the pandemic part way through the financial year.

The Board of Management has continued to monitor closely the charity’s 5-year Business and financial plan 2019 – 2024, with special attention to the effects of the Covid-19 pandemic on the charity’s objectives operationally and financially.

The Board has been particularly mindful of the effect of the pandemic on:

Numbers of children and young people able to access and benefit from front line (face to face) support activities
Fundraising opportunities for charities

Report of the Board of Management Year to 30 June 2021

In November 2020 serious discussions began about the implications of the effects on vulnerable children and young people, coupled with potential cuts in funding to non-statutory services operating in Croydon Council, after it was declared to be in serious financial difficulty.

These discussions led to an agreement by the Board of Management in May 2021 to continue to expand services, through collaboration with other not-for-profit organisations providing faceto-face delivery with vulnerable children and young people.

Governance Review

The Board of Management is committed to excellence in governance and ongoing self-review and development. In May this year it commenced an 18-month period of review of its governance against the seven principles in the Charity code of Governance, with principle 5: Board Effectiveness

Report of the Board of Management Year to 30 June 2021

Plans for Future Periods

Children’s Services

Assisted Boarding

During the next academic Year 2021-2022, 17 young people will continue in supported placements at boarding school.

All of these young people will be either in year 11 (GCSE year) preparing for transition to sixth form, or Years 12 & 13, preparing for applications to university and transitioning to Higher education or work.

We will continue to support all these young people through our monitoring check-in with each young person, family, and school, in line with our Reedham Charter. Additionally, we plan to build on our success this year and extend our network of organisations that offer work experience placements and the potential of bursary places for our students, from summer 2021.

Community support: Activities to keep vulnerable children and young people safe and engaged outside school

We will continue to signpost as many young people as we can to Reaching Higher’s Summer Blitz programme, making sure all 8 Achieving More schools have the necessary literature to promote the opportunity.

We will continue our support for Legacy Youth Zone as a founder patron next year - the third and final year - and also begin to explore the potential of working collaboratively with Legacy on a bespoke vulnerable children and young people’s project, when the founder patron support finishes. We will look at new vulnerabilities in young people as a result of the pandemic, funding changes in our locality and other relevant factors and consider how the Legacy resource and expertise can be accessed by more vulnerable children and young people.

GCSE Success Project – (Raising Achievement in GCSE Maths and English)

We plan to reinstate the GSCSE project for year 11 students at risk of underachieving in Maths and English GCSE over the Easter period 2022. This year the project plan will be informed by feedback from schools, and early-stage studies and research about the impact of the pandemic on the mental health of young people. Students will need more than just academic support within the GCSE success project. Teachers have reported a loss of confidence and anxiety in students due the huge gaps of missed learning. Young people will need extra support with motivation, self-belief, and engagement, and we will therefore be looking to incorporate sessions that focus on these areas into the project.

Achieving More Project

2021-2022 will be the final year of the initial 3-year period for this development project. Working closely with our project partners, School Home Support and Reaching Higher,

Report of the Board of Management Year to 30 June 2021

we will be focused on ensuring effective join up for transition support for those young people who have moved from year 6 primary into year 7 secondary, as well as collaboratively preparing the joined-up support for this year’s year 6 as they get ready to apply for secondary school and get ready for their transition next year.

We will be allocating more resource to enable greater consistency and project time for Reaching Higher Achieving More practitioners
We will be exploring collaborative fundraising opportunities for future sustainability of Achieving More.
We will be gathering and analysing impact data from School Home Support, Reaching Higher and the 8 schools and in May 2022 the Reedham Board of Management will make a decision about longer term investment on the project.

Strategic Partnerships

Reedham will continue to invite strategic partnerships in Croydon and South London and seek to build purposeful and mutually beneficial relationships with other charities and networks, believing that we can go further together on behalf of vulnerable children and young people. We are excited at the possibility of linking up with some of the many amazing charities in Croydon, who provide services to vulnerable young people. Our ambition is to add value to services for young people in Croydon by learning from others and working together.

Fundraising

In 2021-2022 we will continue to diversify our income streams, progressing our new Trust and Foundations programme, talking to new local companies in Croydon, launching a new community programme in Autumn 2021.

Community Fundraising

The team are looking forward for 2021/2022 with some exciting plans already in place. Once again Reedham Children’s Trust are delighted to be working collaboratively with Centrale & Whitgift for our Christmas Toy drive. To kick start the campaign, Centrale and Whitgift will be repeating their hugely successful Elf workshops for local children – and this year Reedham Children’s Trust is very lucky to be the beneficiary of donations made towards the workshops.

Plans are already in place to celebrate our Patron, HRH Her Majesty Queen Elizabeth II’s Platinum Jubilee. To celebrate such an occasion, plans are to have a street party with sporting activities, live entertainment, singing and dancing and of course lots of cake. So, save the date, 2[nd ] June 2022.

Alongside our Christmas activities, Reedham will focus on building awareness and relationships with community groups and local businesses in Croydon.

Report of the Board of Management Year to 30 June 2021

Governance

The Board of Management will continue to monitor closely the charity’s 5-year Business and financial plan (2019 – 2024) year 3, maintaining close attention to the effects of the Covid-19 pandemic on the Charity’s objectives operationally and financially.

The Board will be particularly mindful of the effect of the pandemic on:

Numbers of children and young people able to access and benefit from front line (face to face) support activities and what the impact has been of resource invested thus far.
Collaboration with other not for profit organisations to join up and increase support and social impact for young people and their families adversely affected by the pandemic.
Fundraising opportunities for charities, particular working with the effects of the pandemic.

The Board will likewise be mindful of the ongoing effects of the financial situation with Croydon Council, particularly any reduction in services which might heighten vulnerability for children and young people, or reduction in funding for voluntary services which provide support to vulnerable children and families. The Board is fully supportive of potential collaborative work with other organisations in Croydon, which will enable us individually and collectively to offer more help and support to reduce vulnerability for more of our community’s children and young people.

The Board will continue its review of governance, undertaking self-review against the principles in the Charity Commission’s Code of Governance.

Structure, Governance and Management

Governing Document

Reedham Children’s Trust is a company limited by guarantee governed by its Memorandum and Articles of Association dated 30 June 1981 and registered as a charity with the Charity Commission on 9 June 1963 (initially as Reedham School, subsequently as Reedham Trust and, from 13 June 2014, Reedham Children’s Trust).

Appointment of Members of the Board of Management

The members of the Board of Management, who are also directors of the company and trustees for the purpose of charity law, are appointed in accordance with the Articles of Association of the company. Term of office for members is an initial tenure of three years with a further three-year review cycle.

The charity benefits by having Board members from a wide variety of backgrounds, with a diverse range of skills. Some members have long-standing experience of the growth of the charity, others have brought in new skills and expertise. This balance ensures the continuity of the strategic aims and vision of the charity while being open to fresh appraisal and innovation.

Report of the Board of Management Year to 30 June 2021

Board Members’ Induction and Training

The Board of Management is committed to annual review of governance. Each trustee and the Senior Manager (currently the CEO) are required to complete an annual declaration form of Conflict of Interest and to renew their declaration that they are not disqualified from being a Trustee.

New Board members are sent comprehensive information about the work of the charity, including the charity’s Memorandum and Articles, the Business Plan and the Annual Report and Financial Statements, and are invited to an induction meeting with the CEO to familiarise themselves with the charity and the context within which it operates. Following feedback during the May 2021 away-day, there is now a trustee training and development area on our server with links to current guidance for trustees They are made fully aware of the obligations of members of the Board of Management, principles for good governance, and the resourcing and current financial position of the charity as set out in the latest financial statements. The Board is currently working through an in-depth review of each of the principles in the code of good governance,

Board members are required to attend training sessions and seminars held on relevant issues, including governance, finance and safeguarding throughout the year. All trustees attend an annual away day which has a developmental focus. They also visit schools and community organisations attended by young people who are supported by the charity and attend major events held by other charities and institutions throughout the year.

Each trustee has an annual one to one review with the Chairman to develop ideas and to ensure that trustees are providing maximum support and to identify any development needs. Trustees are also invited to have one to one sessions/creative thinking time with the CEO.

The charity has recognised and celebrated the diversity of our Board in respect of gender and ethnicity.

Compliance

The charity takes individuals’ right and safety of personal information seriously. We have undertaken an extensive annual review of the organisation’s data systems and processes in line with our ongoing GDPR compliance.

Our fundraising strategy is key to sustaining the work of the charity in supporting vulnerable young people. We are members of the Fundraising Regulator and comply with the Fundraising Code of Practice.

We have had no complaints regarding our fundraising during the year. We aim to respond to all complaints individually and promptly. Our complaints procedure is on our website and any complaints would inform our fundraising strategy going forward.

The charity does not use any third-party fundraisers. We never undertake cold calling nor cold mailings. Our approach is to increase our donor base through personal introduction and ongoing communication with consent. As a charity we are diligent in respecting and seeking to protect the rights of vulnerable people.

Report of the Board of Management Year to 30 June 2021

Organisation

Members of the Board of Management administer the charity and are listed on page 1. There are currently 11 members of the Board, which meets on a quarterly basis. There are two subcommittees working with specific responsibilities delegated by the Board.

Finance, Fundraising and General Purposes Committee

The purpose of the Finance, Fundraising and General Purposes (FF&GP) Committee is to report and make recommendations to the Board of Management regarding the best use of the charity’s resources. The committee ensures that all trustees are fully aware of their responsibilities regarding financial and asset management and the current regulatory environment as outlined by the Charity Commission. The committee also oversees and monitors fundraising income on behalf of the Board of Management, ensuring the advancement of the fundraising capacity of Reedham Children’s Trust by reviewing and promoting the fundraising, marketing, and communication strategies.

The prudent financial management of the charity’s funds over past years has enabled the organisation to underwrite the commitment we make to children and families when we have awarded a grant for assisted boarding.

The major financial objective of the Board of Reedham Children’s Trust is to fund its activities. Investments are held to generate capital returns in excess of inflation and to achieve sustainable total returns within its risk profile. It has a clearly defined Investment Policy Statement, which is reviewed annually by the FF&GP Committee and it sets out the charity’s specific goals and objectives.

In terms of implementation, Reedham Children's Trust delegates the day-to-day management of its investment assets, under a discretionary management contract, to an FCA regulated investment management company who report, on a regular basis, to the Finance, Fundraising, and General Purposes Committee.

Children’s Services Committee

The purpose of the Children’s Services Committee is to oversee the quality and efficacy of the service delivery to children, young people, and their families. The committee monitors the safeguarding policy and procedures and has responsibility for the Children’s Services budget.

Responsibilities of the Board of Management

The Board is responsible for preparing the Report of the Board of Management and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the Board to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and resources expended of the charity for that year. In preparing financial statements giving a true and fair view, the Board is required to:

 select suitable accounting policies and then apply them consistently.

Report of the Board of Management Year to 30 June 2021

 observe the methods and principles of the Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (FRS 102).
 make judgements and estimates that are reasonable and prudent.
 state whether applicable United Kingdom Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.
 prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The Board is responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time, the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006 and the applicable Charity (Accounts and Reports) Regulations. The Board is also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

there is no relevant audit information of which the charitable company's auditors are unaware; and
the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

Key management personnel

Ms Sarah Smart continued in the role of Chief Executive Officer (CEO), managing the daily operation of the charity. The CEO and Board of Management are deemed to constitute key management personnel. The salary of the CEO is reviewed annually by the Board of Management. No Board member received any remuneration during the year.

Risk Assessment

The Board has in place a detailed Risk Management Policy and trustees meet annually to review the charity’s governance, operational and financial risks. These procedures include identification of the types of risk to which the charity is exposed, estimation of the likelihood of occurrence and potential impact, and identification of the means to mitigate the effects of major risks. The key risks identified by the charity are:

 Loss of key staff: There are systems in place which demonstrate value and respect for our staff, such as appraisal for professional development and flexible working opportunities. We have identified our core activities and all staff are aware of cover procedures to manage these if needed. There is appropriate succession planning and handover periods where required.
 Disaster recovery and loss of property: There is a formal disaster recovery plan which is reviewed annually by trustees. Electronic documents and emails for the Trust are stored securely in the cloud using Microsoft Office 365. The Trust maintains a server

Report of the Board of Management Year to 30 June 2021

at the office which holds the financial database and the Children’s Services database. This server is securely backed up to the cloud using Microsoft’s cloud backup services. The Trust contracts with an external IT support provider to assist in the configuration and management of its on-premises and cloud-based services.

 All staff have remote access working facilities and are able to work from home in the event of a disaster or major risk, such as we have employed during the pandemic
 Protection of our assets and generating future income: We have an investment policy and reserves policy which is reviewed and agreed annually. Investment monitoring and reporting of performance is undertaken quarterly, and meetings with our investment manager bi-annually. We have specialist investment expertise represented on the Board.

Financial Review

The total income for the year amounted to £314,993 (2020: £350,554). The decrease in income arose largely from a decrease in investment income of £74,947.

Total expenditure for the year amounted to £887,227 (2020: £673,958).

Grants are reviewed annually, and constant reassessment of the charity’s priorities and grantgiving practices takes place to ensure that funds are expended as effectively as possible.

Investment Policy

The charity’s current investment policy is based on the view that in a low interest rate and yield environment it should not pursue a policy biased towards an investment income target. The Board has adopted a long-term strategic approach with the flexibility to follow the principles of a total return policy. Any shortfall in the budgeted investment income could, therefore, be made up by an equivalent amount being realised from the investment portfolio.

Regarding investment assets allocation, Investec is appointed by the Board to manage a passive portfolio of 50% UK Equity Tracker Funds and 30% Overseas Equity Tracker Funds. In addition, there is a 20% allocation to actively managed Property Funds. Whilst the performance benchmark is a fixed weight one, rebalancing around the benchmark would occur within set parameters. The performance of all assets is assessed against recognised indices. The investment total return for the year was 19% compared to a benchmark of 20%.

Reserves Policy

The charity’s total reserves at 30 June 2021 amounted to £8,673,433 comprising: £50,259 of funds which are restricted for specific purposes (see note 12 to the financial statements); £7,893,882 held in a fixed asset fund; £331,923 designated to fulfil our grant commitments with a balance of £397,369 in unrestricted general funds.

Report of the Board of Management Year to 30 June 2021

The fixed asset fund and designated fund of the charity represents the carrying value of the charity’s tangible fixed assets and investments at 30 June 2021. The fixed asset fund has been ring-fenced in a separate fund to demonstrate that the assets are being held by the charity for the long term; the tangible fixed assets for use in the running the charity’s activities; and the investments for the generation of future income. The designated fund is held to ensure Reedham have the funds available to fulfil its grant commitments to continue to support our current children and young people over the next 3 years.

During the year the Board oversaw year two of its 5 year strategic and financial plan and in alignment with that plan, reviewed the Reserves Policy (the “Policy”) to ensure the delivery of the plan while ensuring at the same time it continues to meet the existing commitments of the charity. The Board continued the Policy whereby a minimum level of unrestricted reserves would be maintained to cover its commitments - being the sum of all future committed boarding school fees and the next three years of operating costs to ensure medium term stability of the Achieving More programme.

At 30 June 2021, the unrestricted reserves of the charity were £8,623,174, which exceed the commitments of £2,892,807 as required by the policy.

The FF&GP committee will, on an annual basis, review the policy and report on its compliance to the Board of Management.

Going concern

The Board of Management have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Board of Management have made this assessment in respect to a period of one year from the date of approval of these financial statements.

The members of the Board of Management consider that the returns on the investment portfolio together with the underlying capital value are sufficient to meet the anticipated grant commitments for the future years, if required.

The Board of Management have therefore concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern.

Approved by order of the Board on:

Jeremy Groombridge

Chairman

20 January 2022

Independent auditor’s report to the members of The Reedham Children’s Trust For the year to 30 June 2021

Opinion

We have audited the financial statements of The Reedham Children’s Trust (the ‘charitable company’) for the year ended 30 June 2021 which comprise the statement of financial activities, the balance sheet, and statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

 give a true and fair view of the state of the charitable company’s affairs as at 30 June 2021 and of its income and expenditure for the year then ended;
 have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
 have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Board of Management’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Board of Management with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report and financial statements, other than the financial statements and our auditor’s report thereon. The Board of Management is responsible for the other information contained within the annual report and financial statements. Our

Independent auditor’s report to the members of The Reedham Children’s Trust For the year to 30 June 2021

opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

 the information given in the Board of Management’s report, which is also the directors’ report for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
 the Board of Management’s report, which is also the directors’ report for the purposes of company law, has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Board of Management’s report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

 adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
 the financial statements are not in agreement with the accounting records and returns; or
 certain disclosures of Board of Management’s remuneration specified by law are not made; or
 we have not received all the information and explanations we require for our audit; or
 the Board of Management was not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the Board of Management’s report and from the requirement to prepare a strategic report.

Responsibilities of the Board of Management

As explained more fully in the responsibilities of Board of Management’s statement, the members of the Board of Management (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that

Independent auditor’s report to the members of The Reedham Children’s Trust

For the year to 30 June 2021

they give a true and fair view, and for such internal control as the Board of Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Board of Management is responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Management either intends to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We obtained an understanding of the legal and regulatory frameworks applicable to the charitable company. We determined that the following laws and regulations were most significant: The Companies Act 2006, the Charities Act 2011 and The Statement of Recommended Practice (SORP (FRS102)).
We understood how the charitable company is complying with these legal and regulatory frameworks by making enquiries to management and those responsible for legal and compliance procedures. Through our enquiries we corroborated these views by our review of Board minutes.
We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including how fraud might occur.

Audit procedures performed by the audit team included:

Enquiries with management, whether they have any knowledge of any actual, suspected or alleged fraud;
Challenging assumptions and judgements made by the Board of Management in its significant accounting estimates;
Identifying and testing journal entries; and

Independent auditor’s report to the members of The Reedham Children’s Trust For the year to 30 June 2021

Assessing the extent of compliance with the relevant laws and regulations, as part of our procedures.

As a result of our procedures we did not identify any key audit matters relating to irregularities.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the members of the Board of Management and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Katharine Patel (Senior Statutory Auditor) For and on behalf of Buzzacott LLP, Statutory Auditor 130 Wood Street London EC2V 6DL

Date: 15 February 2022

Statement of financial activities Year to 30 June 2021 (Including an income and expenditure account)

Notes		Unrestricted	Restricted fund £	Total 2021 £	Total 2020 £
	General fund £ 51,471 211,179 262,650 23,003 134,399 475,743 633,145 (370,495) – (370,495) 341,098 (29,397) 426,766 397,369	Fixed asset fund £ – – – – 4,368 6,551 10,919 (10,919) 1,145,242 1,134,323 (259,724) 874,599 7,019,283 7,893,882
Income and expenditure Income from: Donations and legacies 1 Investments 2 Total income Expenditure on: Raising funds . Investment management costs . Fundraising and event costs 5 Charitable activities . Children’s services 6 Total expenditure Net (expenditure) before transfers and net (losses) / gains on investments Net gain (losses) on investments 9 Net income/(expenditure) Transfers between funds 12 Net movement in funds Total funds brought forward at 1 July 2020 Total funds carried forward at 30 June 2021			52,343 –	103,814 211,179	64,428 286,126
			52,343	314,993	350,554
			– 1,800 55,317	23,003 140,567 723,657	23,156 108,715 542,087
			57,117	887,227	673,958
			(4,774) –	(572,234) 1,145,242	(323,404) (669,312)
			(4,774) –	573,008 –	(992,716) –
			(4,774) 55,033	573,008 8,100,425	(992,716) 9,093,141
			50,259	8,673,433	8,100,425

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derives from continuing activities in both years.

Statement of financial activities Year to 30 June 2020 (Including an income and expenditure account)

Notes		Unrestricted	Restricted fund £	Total 2020 £	Total 2019 £
	General fund £ 38,248 286,126 324,374 23,156 103,153 303,853 430,162 (105,788) – (105,788) (77,402) (183,190) – (183,190) 609,956 426,766	Fixed asset fund £ – – – – 4,212 9,829 14,041 (14,041) (669,312) (683,353) 193,686 (489,667) – (489,667) 7,508,950 7,019,283
Income and expenditure Income from: Donations and legacies 1 Investments 2 Total income Expenditure on: Raising funds . Investment management costs . Fundraising and event costs 5 Charitable activities . Children’s services 6 Total expenditure Net income / (expenditure) before transfers and net gains on investments Net gains / (losses) on investments 9 Net income / (expenditure) Transfers between funds Net movement in funds before other recognised gains Other recognised gains Gain on revaluation of fixed assets 8 Net movement in funds for the year Total funds brought forward at 1 July 2019 Total funds carried forward at 30 June 2020			26,180 –	64,428 286,126	109,615 296,048
			26,180	350,554	405,663
			– 1,350 24,510	23,156 108,715 542,087	24,152 119,540 563,210
			25,860	673,958	706,902
			320 –	(323,404) (669,312)	(301,239) 30,381
			320 –	(992,716) –	(270,858) –
			320 –	(992,716) –	(270,858) 80,736
			320 54,713	(992,716) 9,093,141	(190,122) 9,283,263
			55,033	8,100,425	9,093,141

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derives from continuing activities in both years.

Balance Sheet 30 June 2021

Notes	2021 £	2021 £	2020 £	2020 £
Fixed assets Tangible fixed assets 8 Investments 9 Current assets Debtors 10 Short term deposits Cash at bank and in hand Creditors: amounts falling due within one year 11 Net current assets Total assets The funds of the charity: Unrestricted funds 12 . General fund . Fixed asset fund . Designated fund Restricted funds 12	108,166 207,548 199,934	204,286 8,021,519	167,372 316,556 34,703	219,706 7,398,920
		8,225,805 447,628		7,618,626 481,799
	515,648 (68,020)		518,631 (36,832)
	397,369 7,893,882 331,923		426,766 7,019,283 599,343
		8,673,433		8,100,425
		8,623,174 50,259		8,045,392 55,033

		8,673,433		8,100,425

The financial statements were approved by the Board on and signed on its behalf by:

Jeremy Groombridge

20 January 2022

The Reedham Children’s Trust

Company Limited by Guarantee Registration Number: 00081410 (England and Wales)

Statement of Cashflows Year to 30 June 2021

Notes	2021 £	2020 £
Cash flow from operating activities: Net cash used in operating activities A Cash flow from investing activities: Dividends and interest from investments Purchase of tangible fixed assets Proceeds from the disposal of investments Purchase of investments Net cash provided by investing activities Change in cash and cash equivalents in the year Cash and cash equivalents at 1 July 2020 B Cash and cash equivalents at 30 June 2021 B	(677,599)	(589,305)
	(677,599)	(589,305)
	211,179 – 747,151 (217,665)	286,126 (1,770) 126,670 –
	740,665	411,026
	63,066 369,861	(178,279) 548,140
	432,927	369,861

A Reconciliation of net movement in funds to net cash flow from operating activities

	2021 £	2020 £
Net income / (expenditure) in funds (as per the statement of financial activities) Adjustments for: Depreciation charge (Gain) / Loss on investments Loss on disposal of fixed assets Dividends and interest from investments Increase/(decrease) in debtors Increase in creditors Net cash used in operating activities	573,008 15,420 (1,145,242) – (211,179) 59,206 31,188	(992,716) 16,869 669,312 1,672 (286,126) (7,197) 8,881
	(677,599)	(589,305)

B Analysis of cash and cash equivalents

Analysis of cash and cash equivalents
	2021 £	2020 £
Cash at bank and in hand Short term deposits Cash held by investment managers Total cash and cash equivalents	199,934 207,548 25,445	34,702 316,556 18,603
	432,927	369,861

Statement of Cashflows Year to 30 June 2021

C Analysis of changes in net debt

Cash and cash equivalents Total	At 1 July 2020 £ 369,861 369,861	Cash flows £ 63,066 63,066	At 30 June 2021 £
			432,927
			432,927

Principal Accounting policies 30 June 2021

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

Basis of preparation

These financial statements have been prepared for the year to 30 June 2021.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. The financial statements have been prepared under the historical cost convention except for the modification to a fair value basis as specified in the accounting policies below.

The charity constitutes a public benefit entity as defined by FRS 102.

All financial information is presented in British Pounds Sterling (£), the charity’s functional currency, and has been rounded to the nearest pound (£).

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the members of the Board to make significant judgements and estimates. The items in the accounts where these judgements and estimates have been made include:

 estimating the useful economic life of tangible fixed assets.

Assessment of going concern

The members of the Board of Management of the charity have not identified any material uncertainties relating to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

Income

Income is recognised in the period in which the charity has entitlement to the income and the amount can be measured reliably and it is probable that the income will be received. Income is deferred only when the charity has to fulfil conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period.

Investment income

Investment income comprises dividends and interest on the charity’s portfolio of listed investments. Dividends are recognised once the dividend has been declared and the charity has received notification that the dividend is due.

Principal Accounting policies 30 June 2021

Interest on the charity’s investment portfolio and funds held on deposit is recognised when receipt is probable and the amount can be measured reliably using the effective interest method.

Legacies

Legacies are recognised in the financial statements on a receivable basis, when there is sufficient evidence to provide the necessary certainty that the legacy will be received and the value of the income can be measured with sufficient reliability.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. It includes VAT which cannot be recovered.

Expenditure on charitable activities comprises grants awarded, holiday scheme costs and the related support and governance costs. Grants awarded represent school fees and related costs payable in the year. They are recognised when approved and when the intended recipient has either received the funds or been informed of the decision to make the donation and has satisfied all related conditions.

Fundraising and events costs are incurred in securing donations to the charity.

Support costs include administration, personnel and governance costs. Governance costs include audit costs and legal costs relating to the charity’s compliance with regulation and good practice.

Tangible fixed assets

Depreciation of tangible fixed assets is charged so as to write off their full valuation/cost, over their expected useful lives at the following rates:

Freehold property: The charity follows a policy of revaluation of the freehold property, ensuring that the property is included in the financial statements at its market value based on existing use. The property is depreciated over a 23 year period.

Equipment and furniture: 20% of cost per annum Website: 25% of cost per annum

Fixed asset investments

The charity’s investments are initially measured at cost and subsequently at market value. Investment gains and losses, whether realised or unrealised, are recognised in the statement of financial activities in the period in which they arise.

Debtors

Debtors are initially recognised at their settlement amount and subsequently at amortised cost or their recoverable amount. Prepayments are valued at the amount prepaid.

Principal Accounting policies 30 June 2021

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short term deposits.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be measured or estimated reliably.

Creditors and provisions are initially recognised at fair value, being the amount the charity anticipates it will pay to settle the debt, and subsequently at amortised cost.

Fund accounting

The unrestricted general fund comprises those monies which may be used towards meeting the charitable objectives of the charity and which may be applied at the discretion of the members of the Board of Management.

The designated funds are monies set aside out of the general fund and designated for specific purposes by the members of the Board of Management.

The restricted funds are monies raised for, and their use restricted to, a specific purpose, or donations subject to donor imposed conditions.

Notes to the Financial Statements 30 June 2021

1. Donations and legacies

Donations and legacies
	Unrestricted funds £	Restricted funds £	2021 Total £
Donations Event proceeds 2021 Total	48,944 2,527	52,343 –	101,287 2,527
	51,471	52,343	103,814
	Unrestricted funds £	Restricted funds £	2020 Total £
Donations Event proceeds Legacies 2020 Total	31,180 7,068 –	26,180 – –	57,360 7,068 –
	38,248	26,180	64,428
Income from investments	Unrestricted funds £	Restricted funds £	2021 Total £
Investments Bank interest 2021 Total	208,946 2,233	– –	208,946 2,233
	211,179	–	211,179
	Unrestricted funds £	Restricted funds £	2020 Total £
Investments Bank interest 2020 Total	282,342 3,784	– –	282,342 3,784
	286,126	–	286,126

2. Income from investments

Notes to the Financial Statements 30 June 2021

3. Allocation of support costs

Allocation of support costs
	Raising funds £	Charitable activities £	2021 Total £
Support salaries Recruitment, training and other staff costs Temporary staff Rates and insurance Upkeep of premises Utilities Stationery, postage & telephone Office & sundry expenses Computer consultancy Website support and hosting Depreciation: . Equipment & furniture . Freehold property . Website Professional fees Bank charges Governance cost - Auditor’s remuneration 2021 Total funds	38,424 3,447 160 834 340 544 1,806 390 4,920 3,046 543 3,826 1,800 3,376 31 2,760	57,636 5,171 240 1,250 510 817 2,708 584 7,382 4,570 812 5,739 2,700 5,065 47 4,140	96,060 8,618 400 2,084 850 1,361 4,514 974 12,302 7,616 1,355 9,565 4,500 8,441 78 6,900
	66,247	99,371	165,618

	Raising funds £	Charitable activities £	2020 Total £
Support salaries Recruitment, training and other staff costs Temporary staff Rates and insurance Upkeep of premises Utilities Stationery, postage & telephone Travelling expenses Office & sundry expenses Computer consultancy Website support and hosting Depreciation: . Equipment & furniture . Freehold property . Website Loss on disposal of fixed asset Professional fees Bank charges Governance cost - Auditor’s remuneration 2020 Total funds	26,023 691 1,229 606 866 531 1,278 23 1,645 1,896 2,308 391 2,870 1,800 502 970 18 1,710	60,722 1,613 2,866 1,415 2,019 1,240 2,983 53 3,839 4,423 5,385 913 6,695 4,200 1,170 2,264 42 3,990	86,745 2,304 4,095 2,021 2,885 1,771 4,261 76 5,484 6,319 7,693 1,304 9,565 6,000 1,672 3,234 60 5,700
	45,357	105,832	151,189

All support costs have been allocated to activities based on staff time spent.

Notes to the Financial Statements 30 June 2021

4 . Net expenditure for the year

This is stated after charging:

		Total 2021 £	Total 2020 £
Staff costs (note 7) Auditor’s remuneration . Audit Depreciation		258,051 6,900 15,420	198,568 5,700 16,869
Fundraising and event costs	Unrestricted funds £	Restricted funds £	2021 Total £
Direct costs Support costs (see note 3) 2021 Total funds	74,320 64,447	– 1,800	74,320 66,247
	138,767	1,800	140,567
	Unrestricted funds £	Restricted funds £	2020 Total £
Direct costs Support costs (see note 3) 2020 Total funds	63,358 44,007	– 1,350	63,358 45,357
	107,365	1,350	108,715
Children’s services	Unrestricted funds £	Restricted funds £	2021 Total £
Direct costs: Grants to pupils Direct costs: Holiday scheme Direct costs: Onside Youth Zone (Legacy) Direct costs: School-Home-Support Direct costs: Reaching Higher Other direct costs Support costs (see note 3) 2021 Total funds	186,046 – 25,000 212,650 51,000 96,973 96,671	27,117 – – 25,500 – – 2,700	213,163 – 25,000 238,150 51,000 96,973 99,371
	668,340	55,317	723,657
	Unrestricted funds £	Restricted funds £	2020 Total £
Direct costs: Grants to pupils Direct costs: Holiday scheme Direct costs: Onside Youth Zone (Legacy) Direct costs: School-Home-Support Direct costs: Reaching Higher Other direct costs Support costs (see note 3) 2020 Total funds	203,894 6,441 25,000 76,694 45,080 57,787 102,682	21,360 – – – – 3,150	225,254 6,441 25,000 76,694 45,080 57,787 105,832
	517,577	24,510	542,087

5. Fundraising and event costs

6. Children’s services

Notes to the Financial Statements 30 June 2021

7. Employee information

The number of persons employed on a part-time basis during the year was 8 (2020: 9).

Wages and salaries Social security costs Pension costs	2021 £ 234,036 15,773 8,242 258,051	2020 £
		180,269 11,697 6,602
		198,568

No employee received emoluments exceeding £60,000 during the year ended 30 June 2021 (2020: none).

No Board member received any remuneration during the year ended 30 June 2021 (2020: none). There were no travel expenses reimbursed to any Board member during the year ended 30 June 2021 (2020: £59).

Pension costs are payable in respect of defined contribution pension schemes. Contributions are recognised in the statement of financial activities in the year which they are payable to the scheme.

Key management personnel comprises the CEO and the Board of Management. The total remuneration of the charity’s key management personnel (including employer’s national insurance and pension contributions) for the year was £46,197 (2020: £39,947).

8. Tangible fixed assets

	Freehold property £	Equipment and furniture £
Cost or valuation At 1 July 2020 At 30 June 2021 Depreciation At 1 July 2020 Charge for the year At 30 June 2021 Net book value At 30 June 2021 At 30 June 2020	220,000	13,515
	220,000	13,515
	11,717 9,565	9,218 1,355
	21,282	10,573
	198,718	2,942
	208,283	4,297

The freehold property used in the management and administration of the charity was professionally valued by Fletcher King, independent surveyors and valuers, on 4 April 2019 for £220,000, its existing use value. The historical cost of the freehold property is £39,940. The Board of Management believe there is no material change to the value.

Notes to the Financial Statements 30 June 2021

9 Investments

nvestments
Market value at 1 July 2020 Additions at cost Disposals at opening book value Net unrealised gain / (loss) Market value at 30 June 2021 Cash held by investment managers for re-investment Total carrying value at 30 June 2021 Cost at 30 June 2021	2021 £	2020 £
	7,380,317 217,666 (698,151) 1,096,242	8,176,299 – (139,525) (656,457)
	7,996,074 25,445	7,380,317 18,603
	8,021,519	7,398,920
	6,341,194	6,687,821

At 30 June 2021 the charity held the following investments representing more than 5% of its portfolio:

 Legal & General UT UK Index Trust C Inc of £3,960,659 (2020: £3,397,059)
 Legal & General UT International Idx Tst C Inc of £2,495,565 (2020: £2,402,860)
 Charities Property Fund Property Inc of £777,299 (2020: £756,113)
 Coif Charity Funds Property Inc of £515,240 (2020: £573,272)

Disposals	2021 £ 747,151 (698,151) 49,000	2020 £
Proceeds Opening book value Realisedgain /(loss)		126,670 (139,525)
		(12,855)

10 Debtors

Debtors
	2021 £	2020 £ 99,381 6,561 61,430 167,372
Due from investment managers Income tax recoverable Prepayments	89,155 7,006 12,005
	108,166

11 Creditors

	2021 £ 63,938 4,082 68,020	2020 £ 33,547 3,285 36,832
Accruals Social security

Notes to the Financial Statements 30 June 2021

12 Reserves

	General fund £ Fixed asset fund £	Designated fund £	Restricted funds £	Total £ 8,100,425 314,993 (887,227) 1,145,242 – 8,673,433
Balance brought forward at 1 July 2020 Income Expenditure Net investment gain Transfers between funds Balance carried forward at 30 June 2021	426,766 7,019,283 262,650 – (633,145) (10,919) – 1,145,242 341,098 (259,724) 397,369 7,893,882	599,343 – (186,046) – (81,374)	55,033 52,343 (57,117) – –
		331,923	50,259

Fixed asset fund

The fixed asset fund of the charity represents the carrying value of the charity’s tangible fixed assets and investments at 30 June 2021, less the designated fund. The funds have been ring-fenced in a separate fund to demonstrate the assets are being held by the charity for the long term: the tangible fixed assets for use in the running of the charity’s activities; and the investments for the generation of income.

Designated fund

The anticipated cost for Reedham to continue to support current beneficiaries until they finish their education is £331,923. The trustees have designated a sum equal to this amount from the investment portfolio to ensure that funds are available to adequately cover these costs over the next three years.

Restricted funds

Restricted funds are held for the following specific purposes:

 £47,634 represents monies held for the charity’s Foundationer programme in future years.
 £2,625 represents a donation to build a new website less depreciation for the year. The website was launched in February 2018.

*Net assets between funds*	General fund £	Fixed asset fund £	Designated fund £	Restricted fund £ – – 50,259 – 50,259	2021 Total £
Tangible fixed assets Investments Current assets Current liabilities	– – 465,389 (68,020)	204,286 7,689,596 – –	– 331,923 – –		204,286 8,021,519 515,648 (68,020)
	397,369	7,893,882	331,923		8,673,433

Notes to the Financial Statements 30 June 2021

12. Reserves (continued)

Net assets between funds	General fund £	Fixed asset fund £	Designated fund £	Restricted fund £ – – 55,033 – 55,033	2020 Total £
Tangible fixed assets Investments Current assets Current liabilities	– – 463,598 (36,832)	219,706 6,799,577 – –	– 599,343 – –		219,706 7,398,920 518,631 (36,832)
	426,766	7,019,283	599,343		8,100,425

The total unrealised gains as at 30 June 2021 constitute movements on revaluation and are as follows:

	2021 £
Unrealised gains include above: On investments Reconciliation of movements in unrealised gains At 1 July 2020 Add: Unrealised gains in respect to disposals in the year Add: Net gain arising on revaluation At 30 June 2021	1,983,355
	711,099 176,014 1,096,242
	1,983,355

13 Related party transactions

The aggregate amount of donations received from the members of the Board of Management during the year ended 30 June 2021 was £575 (2020: £2,320).

In the year, the charity made a further grant of £25,000 (2020 - £25,000) to Onside Youth Zone (Legacy), to support their work with young people in the Croydon community. Reedham Children’s Trust has one trustee who is also a trustee of Onside Youth Zone (Legacy). The grant was fully paid in the year and no amounts were outstanding at year-end. There were no other related party transactions during the year.

14 Members’ liability

The charity is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability of members is limited to £1 each.

15 Taxation

The Reedham Children’s Trust is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.