## **Trustee Report and Accounts 2021-22** 

# **Touching  lives** 



## **KINDNESS AS UNIQUE AS A FINGERPRINT** 








## **Fingerprints are unique. They mark us out as individuals, but it’s relationships and experience which define us. So, when life becomes a challenge, we need support tailored to our own situations.** 

The St Vincent de Paul Society (SVP) works in communities across England and Wales, offering support to those facing poverty in all its forms, friendship when loneliness seems inevitable, and kindness when the world feels unfair. Our mission is to lend a helping hand to anyone in need, empowering individuals to succeed. 

We may give a moment or a lifetime of support, but whatever the case, that connection through compassion will always be as individual and unique as a fingerprint. 

**Children from the Our Lady of Fatima Trust, Harlow Front cover: Wallasey Conference Associate Anne who offered Jo a room in her house** 

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## **OUR MISSION, VISION & VALUES** 


## **Our Vision** 

Our Vision, which is inspired by Christ’s message to love our neighbour as ourselves, is for individuals and families who are in need to have hope, together with a sense of dignity, worth, wellbeing and peace of mind. 

- **04 WHO ARE WE?** 

- **06   MESSAGE FROM THE CHAIR AND CEO** 

**08 OUR WORK, OUR IMPACT** 

## **Our Mission** 

Our Mission is to seek and find those in need, to help them in a spirit of justice, and to tackle the causes of poverty where we can. 

- **24   STRUCTURE, GOVERNANCE & MANAGEMENT** 

## **Our Values** 

**36 AUDITOR’S REPORT** 

- **Christ Centred** - We acknowledge the presence of Christ everywhere. 

   - **39   FINANCIAL SUMMARY** 

   - **40 CONSOLIDATED ACCOUNTS** 

- **Compassionate** - We aim to show a compassion that is non-judgemental towards those with whom we work. 

   - **68   LEGAL AND ADMINISTRATIVE DETAILS** 

- **Respectful** - We respect the dignity of all in the knowledge that we are all equal before God. 

**71 THANK YOU** 

- **Generous** - We aim to be generous with our time, our possessions and ourselves in the service of others. 

- **Responsive** - We aim to be alert to the everchanging needs of the communities in which we work, and to respond accordingly, in order to alleviate poverty in all its forms as well as we can. 







- **Accountable** - We recognise our accountability to God and to those we seek to help, whilst acting within the limits of our own knowledge and skills. 



- **Confidential** - We respect the confidentiality of those we help, while recognising that the physical and mental wellbeing of any vulnerable party must always be paramount. 





**We strive to achieve these values through the intercession of the Holy Spirit, prayer, friendship, mutual support and encouragement.** 



**3** 



## **WHO ARE WE?** 

**The SVP is working to tackle poverty and its causes throughout England and Wales by bringing a blend of services and support to people in need in our local communities, whether it is for an hour or a lifetime...** 

## **Our services are community-led because we believe that the people who best know the challenges and problems in any area are those who live there.** 


**----- Start of picture text -----**<br>
the challenges and problems in any area are those who live there.<br>From our St Vincent’s Support Centres to our Community Shops, and from our local<br>Conferences to the Summer Camps we run to give children a holiday to remember,<br>our groups give the same warm welcome to anyone who needs us.<br>All of our locations across England and Wales offer sanctuary from the<br>turbulence of life, a place to learn, grow and feel empowered to succeed.<br>Our approach is always as individual as those we serve because every<br>Our Members spent<br>351,920<br>hours providing<br>support to those<br>who need it<br>253,059<br>visits or calls made to people in need<br>14,772  older people in their own home<br>7,966  families<br>2,868  older people in residential care<br>2,732  refugees<br>2,346  homeless<br>**----- End of picture text -----**<br>


From our St Vincent’s Support Centres to our Community Shops, and from our local Conferences to the Summer Camps we run to give children a holiday to remember, our groups give the same warm welcome to anyone who needs us. 

All of our locations across England and Wales offer sanctuary from the turbulence of life, a place to learn, grow and feel empowered to succeed. 

Our approach is always as individual as those we serve because every one of the people we help is as unique as a fingerprint. 











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## **55,066 people given material or practical help by SVP Conferences** 

**15,904** offers of transport 

**3,723** items of clothing 

**Members’ groups known 876 as Conferences** , which organise visits and other support for people in need in their community. 

**3,142** items of furniture 

**1,671** electrical appliances 

**1,351** people provided with fuel 

**Community Shops** , which are **45** generally located in deprived areas and provide low-cost goods. They also accept donations of second-hand items. 

**Support Centres** , located outside **9** 

city centres in areas of deprivation. They provide a range of services including food parcels, hot meals, debt advice and counselling, as well as a warm place for a cup of tea and a friendly chat. 

**Summer Camps at three different locations** give children the opportunity to have a summer holiday full of exciting activities. 

## **30,722 servings from Conference-run food banks** 

**8,089** people were served across **37** facilities **125** food banks run by other organisations supported 

## **In our Community Support Projects...** 

- **35,229** free meals and food parcels were provided. If an average meal costs £4, that equates to **£140,916** 

**14,505 servings given out from Conference-run soup outlets** 

- **509** pets were helped 

- **5** centres are currently running Healthy Holidays schemes 

- **2** new marketplace schemes have opened 

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## **FROM OUR CHAIR & CEO** 

**April 2021 saw lockdown restrictions begin to lift as we started to emerge from the depths of the pandemic. The SVP continued to look for ways to emerge stronger and better from the crisis, recognising growing and changing needs.** 

**The Board agreed to a significant investment in Membership Support Officers, charged with recruiting Members and starting Conferences to counteract the effect that COVID had taken on our membership and to assist our overstretched Central Council Presidents.** 

This strategy is already showing positive results and our new Membership Support Officers are a refreshing and welcome addition to our Society. Further, the Trustees, to address emerging needs, sought to accelerate an existing strategy by establishing a medium to long-term goal of having a Support Centre in each of the 23 Central Councils. St Vincent’s Support Centres were opened during the year, and I was lucky enough to visit all of them and to see the positive impact they are having on their local communities. They are places of welcome and of hope, where help offered is tailored to each person’s individual needs and 

circumstances. Strategic investment was also made in the area of Social Justice, recognising that more needed to be done to fulfil the part of our mission that seeks to tackle the causes of poverty where we can. We have embarked on awareness raising and campaigning to seek to influence policymakers and public opinion, from a position of authority based on the evidence from our Members and staff in our frontline services. 

As I reach the end of my term as Chair and National President, I reflect on a period full of challenges, all of which were met head-on by the selfless dedication of Members, volunteers and staff. I would like to thank SVP Members who continue to put their faith into action week by week; our CEO and all SVP staff and volunteers who choose to adopt out charism and work tirelessly to help us fulfil our mission; and all the Trustees and Members of the National Council who have contributed diligently and professionally to the governance of the Society. I offer my best wishes and support to Elaine Heyworth, my successor, as she begins her term of office. 

It has been a privilege to be National President of a Society so rich in history and embedded in a global network, that strives to combat poverty and that has love as its beating heart. 


**Helen O’Shea, National President** 


**----- Start of picture text -----**<br>
Helen O’Shea,<br>National President<br>**----- End of picture text -----**<br>





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6<br>**----- End of picture text -----**<br>




**Elizabeth Palmer, CEO** 


**“The work of St Vincent de Paul never grows old: who would not wish to continue it?”** 

Blessed Frédéric Ozanam, SVP founder 

**It was recently announced that the Collins Dictionary Word Of The Year for 2022 was “permacrisis”, reflecting the extended period of upheaval being experienced by populations across the globe, whether in the form of the pandemic, climate change, war, inflation or political instability. While few have been exempt from the impact of these factors, the poor and marginalised have borne the biggest burden.** 

Emerging from the pandemic into a full-blown cost of living crisis, requests for help made to the Society and the number of service users visiting our projects continue to rise. 

The Society has responded accordingly. Investing in staffing and other resources to ensure that we can continue to meet this demand. Highlights in 2021/22 included the opening of new Support Centres in Ely Bridge Cardiff and the Wirral, providing friendship and support in the heart of local communities; the purchase of a property in Cromer to provide temporary emergency accommodation to those who find themselves homeless; and the opening of a new Community Shop in Upminster, Essex. 

At the same time, the Society extended its small grant provision - usually available to local Members - to provide financial support to those they visit who need it the most. Throughout 2021/22, 79 applications were made, and small grants totalling £28, 841 were awarded. 

The Society continues to develop a sustainable funding portfolio to enable and support growth, even when the economic climate is challenging. Investment has been made in fundraising, trading and retail, while a review of the Society’s legacy marketing resulted in the development of a new strategy. The Society was also successful in a tender for a new waste site shop in Pallion, Sunderland. 

Throughout the year, SVP Members, volunteers and staff continued to dedicate considerable time and energy to helping people most in need in their local communities. As this report makes clear, we are a national charity, which operates at grass roots. Our Vincentian charism focuses us on the service of others through befriending. Everyone we help is an individual and our approach recognises that individuality in the person-to-person support we provide. 

**Elizabeth Palmer, CEO** 

**co nd cal** 

**7** 



## **BEFRIENDING IS AT THE HEART OF WHAT WE DO** 

**The essence of our work is befriending. That person-to-person contact is extremely special, and spending time with people is our greatest gift.** 

## **Giving people our time shows them we care. That’s what befriending is about, and that’s why it’s at the heart of what we do.** 

Befriending benefits not only those we support, but also the befrienders themselves, so it’s no surprise that some of these relationships blossom into lifelong bonds. 

In 2021/22 we visited a total of 35,825 people, equating to 206,735 hours of donated time by some very special volunteers. Every visit provides a compassionate response to a crisis, and every conversation gives comfort and companionship. 

For many people loneliness is a way of life, while for others isolation is a new and unwelcome guest, such as the loss of a loved one. Life doesn’t have to be this way. We all need someone to turn to, and the opportunity to share experiences, stories, and gossip. This is where we make a huge difference to lives by transforming solitude into solidarity. 

**35,825 people visited by our Members in 2021/22** 

For many of the people we help, the first contact they have with the SVP is over a cup of tea. It’s that friendly face, those kind gestures and the practical support which can really brighten someone’s day. 

Everyone is unique, as individual as the circumstances which sometimes knock us off course. By chatting and getting to know someone, we can find out what they need, and how we can help them to reach their goals. This individual approach is what makes us so special. It’s in our DNA. It’s our fingerprint. 

**“For many of the people we help, the first contact they have with the SVP is over a cup of tea”** 













**8** 



**The SVP has supported asylum seeker Jo from Zimbabwe** 




## **Kindness makes dreams come true** 

## **Jo’s story...** 






**After many ups and downs, Jo finally achieved her aim of becoming a fully registered nurse. Her journey to this high point - which began when she arrived as an asylum seeker - has included many years of false hope and heartache, but thanks to SVP Members, Jo's dream has come true.** 

In 2011, Jo, homeless and destitute, had been refused asylum. For several months, while she was sofa surfing in Liverpool, SVP Member Mary visited Jo on behalf of the Holy Apostles and Martyrs SVP Conference in Wallasey, providing her with the essentials she needed to survive. 

While addressing parishioners in church, Conference President Mary suggested a way to help Jo: “What if we could get enough people to offer the price of a loaf of bread each week, so that we could allow Jo to pay rent and buy her food and other essentials?” The parish responded, funding Jo for 12 months with weekly £1 donations from a number of kind people. 

Following many setbacks, Jo was granted discretionary leave to remain in the country. She began to earn her living as a care worker, but she dearly wished to become a fully qualified nurse. 

She already had the required academic qualifications to follow this path, but she was dismayed to find that her status did not allow her to enrol for college to take the access course. After six years, Jo was at last able to apply for an Indefinite Leave to Remain (ILR), but as her legal expenses had drained her savings, she couldn’t pay the costly fee to acquire ILR status. SVP members once again asked the parish for help, and the £2,000 needed was soon taken care of. 

Jo was able to begin the studies that would lead to her nursing career, but an administrative error by the Home Office meant that her residential stay had been recorded as ‘interrupted’, which meant she was deemed ineligible for the student loan. She was forced to abandon the access course, and yet was liable for the fees for the term attended. 

By the time the next year’s applications were due, the residency problem had been resolved and she was able to successfully apply for funding. Three years on - and after juggling study, placements and overnight care work to make ends meet - Jo has achieved the goal she set herself all those years ago. She has also been confirmed as a British citizen. 

**9** 



## **THE BEATING HEART OF THE COMMUNITY** 

**Our St Vincent’s centres are as unique as a fingerprint. No two are alike, but they share the same values, offering a warm welcome, respect for those we serve, a nonjudgemental attitude and above all, a safe environment where our visitors can be themselves.** 

## **Across England and Wales, our centres are our response to the particular problems and challenges faced by their communities.** 

SVP Head of Centre Development Sheena Eastwood says: “If you take nine chocolate bars all wrapped in red wrapping, they may all look alike, but underneath they are all different. That is what our St Vincent’s centres are like. They may have the same signage and values, but underneath they all offer services tailored to their own specific communities.” 

Currently, we have nine centres (as well as the Sheffield Furniture Project), three houses offering supported accommodation and two Approved Premises. All of these are linked by our mission to help anyone in need irrespective of background, through actions delivered with kindness, compassion and love. 

The centres are created by local SVP Conferences who have identified a need for them. They embrace innovation and change, offering bespoke solutions where necessary. St Vincent’s Southend-on-Sea was originally intended primarily as a place of refuge for those affected by homelessness - while that is still very much the case, the community hub has diversified to address the problems faced by refugees and asylum seekers too, demonstrating the clear adaptability of every location. 

The newest site in Cardiff’s Ely Bridge evolved in a similar way when it opened in January 2022. It quickly noted the poverty, lack of opportunity and sense of isolation many in the community felt, and became its heart. It now offers the warmest of welcomes, support which empowers and a feeling of togetherness, which in turn inspires confidence. 



Ely Bridge Manager Nathan Harding says: “We don’t have a set agenda or narrow priorities like some organisations, which means when we listen to the community, we are innovative, providing the right support for them. After all, the community knows what it needs better than anyone else.” 

In Newcastle, St Vincent's New Bridges is a 21bed hostel, divided into supported and move-on accommodation. The 15 supported rooms are ensuite, while the rest are en-suite plus a kitchen/living area (and residents pay a subsidised electricity bill). The primary role of the move-on accommodation is to support access to housing but can also accommodate long term residents. New Bridges mainly caters for men (aged 25 plus), however in 2020/2021, there were three rooms for vulnerable women (victims of domestic violence). 


**10** 





## **“We are one big, happy family”** 

**Carmela, a guest at St Vincent’s Ely Bridge** 

Across 2021/22, St Vincent’s centres provided 35,229 free meals, including food parcels, which equates to £140,916 at an average of £4 per meal. They recognise that pets are an important part of family life, and during the same period they also helped 509 animals. More than 700 people volunteer at St Vincent’s centres and shops, giving each and every one of them the opportunity to give back to their communities while enjoying a wonderful sense of fulfilment. 

Five of our teams run the Healthy Holidays scheme, providing food, fun and camaraderie for children during school holidays. 

Additionally, we have opened two new marketplace initiatives, where our guests can purchase food and essential items at a vastly reduced cost, saving them money and giving them plenty of choice. 

Other centres offer debt and immigration advice, cookery classes, food and clothes banks, English for Speakers of other Languages (ESOL) classes and sewing groups - and all have a cafe where you can drop in for a cup of tea and a chat, or enjoy a hearty meal. 

SVP Deputy CEO Kate Nightingale says: “Our St Vincent’s centres are really unique in the way they listen and respond to their respective communities. They are all hubs which have become beloved places of sanctuary from the troubles of the people we serve. But most of all, they are places of welcome, where people can enjoy a few hours of calm in an environment of compassion and kindness where no-one is judged and where our support empowers change.” 

## **“I knew I had come to the right place”** 

**When Carmela first visited St Vincent’s Ely Bridge, she was nervous. She didn’t know what to expect, but after meeting Nathan and his team, she knew she had come to the right place.** 

“I was depressed and lonely, so I was going through a really tough time,” says Carmela. 

However, her life completely changed following that first visit to her local St Vincent’s. She says: “I really enjoy my time with people at the centre. We talk about anything and everything. We laugh, we go on day trips, and I go to the ‘knit and natter’ group every Monday, where there are people of all ages.” 

Carmela, who says she can see herself volunteering at the centre, describes St Vincent’s as “one big, happy family.” Her days of loneliness now behind her, she adds: “If someone who is in the same position as I was asked me whether to go to St Vincent’s Ely Bridge, I’d say, ‘don’t be shy, you’ll be made welcome.’” 

**Ely Bridge Manager Nathan Harding** 

**11** 



## **A true part of the community** 

## **Nawaf was trafficked to England from Kuwait, where he was an undocumented nomadic Bedoon and where he suffered inhumane treatment, including false imprisonment.** 

After arriving in the UK, Nawaf, like so many other asylum seekers, found it difficult to settle into his new community. However, volunteering at St Vincent’s Newcastle allowed him to find his place, and begin giving back to those who have supported him. 


Nawaf says: “The SVP treats you with respect, and I have been able to volunteer for them five days a week, which gives me the chance to leave my accommodation and be active in the community.” 

## **“The SVP treats you with respect”** 

He is currently taking courses in English Language alongside his volunteering, and adds: “I support the St Vincent’s kitchen, cooking quality meals for Vinnie’s Café, and I also help to organise the clothing donations that come in. Jan, who works with me in the kitchen, has been so kind and a great help to me. She supports me on a daily basis in all areas of my life, gives me advice and makes sure I take all of the assessments I need to move forward. I am very grateful to her and the rest of the team for being so friendly and helpful.” 

Nawaf is now able to look forward to a brighter future thanks to his experience working at St Vincent’s. Asked about his prospects for the coming years, he says: “I want to be part of this community, to serve this country and be part of it, because its people have done so much for me.” 

Mohammad is originally from Syria. He and his family were forced to flee Assad’s brutal war, and in doing so they experienced both the loss of loved ones and the breakdown of their society. His children are studying 

and volunteering, and are keen to settle in Newcastle, while Mohammad has a strong desire to work and be the best possible role model for them. He trained as an engineer back in his homeland, and is great at fixing things! 



**Mohammad and Nawaf (left to right) who volunteer in our Newcastle CSP** 

**12** 



## **35,229** 

**free meals provided by St Vincent’s centres in 2021/22** 

**Two new marketplace schemes have opened in 2021-2022** 

## **St Vincent’s Community Centres, Hostels and Special Projects** 

**St Vincent’s Centre Bradford** has a community café to allow locals to chat over a cuppa or a hot meal. The centre also offers ESOL classes, employment help, an outreach project and immigration support. **St Vincent’s Tower House Brighton** has lots of group activities, focused particularly on older people (especially those with dementia). It also provides free transport. 

**St Vincent’s Centre Brixton** uses the arts to support children and young people, running two youth theatre groups in addition to a Healthy Holidays scheme. 

**St Vincent’s Centre Ely Bridge** runs a café, food bank, training courses, parent and toddler groups, cooking sessions, art and craft classes and youth clubs. It also offers support for those leaving the criminal justice system. 

**St Vincent’s Centre Leeds** has a wide range of services on offer, including education classes, money management and IT drop-ins, immigration services and outreach advice. There’s also food provision and furniture collection and referrals, signposting to further help, and singing, drama and dance groups. 

The two **Approved Premises in Newcastle** are able to accommodate up to 47 men following their release from prison. Staff work closely with the residents, the Probation Service and other agencies to ensure everyone is welcomed and supported in readjusting to society, and that any subsequent risk to the public is minimised. 

**St Vincent’s Newcastle Deaf Centre** has been a hub for the local D/deaf community for more than 70 years. There are activity sessions, a pay-as-youfeel café, and a Deaf Social Club. 

redistributes vital **St Vincent’s Centre Sheffield** emergency provisions, including furniture and food parcels, to those who need them most. 

**St Vincent’s Centre Southend-on-Sea** has diversified considerably in recent years. As well as its food bank and deliveries, it now also provides support for mental wellbeing, dementia, bereavement and sourcing accommodation. Vegetables are grown in its very own allotment, and medical and veterinary checks, educational support, ESOL classes and free haircuts are all available too. 

**St Vincent’s Centre Wirral** is home to the Trussell Trust's main food bank, as well as a large clothes bank and a cafe, which is open daily to provide free refreshments and a safe place for befriending chats. All of this - and the numerous activities the centre offers - is delivered with the support of partners including Citizens Advice Wirral, Liverpool University Law Clinic, Wirral Mind and local charity Energy Project Plus. 

**“A positive atmosphere. A safe and confidential space. A beautiful group of women from all walks of life…”** 

Attendee from the Ladies’ group 

**13** 



## **CELEBRATING THE ENERGY OF YOUTH** 

















**Our young people are vital to the growth and sustainability of our Society. Their energy, appetite for learning and will to help others is inspirational and hugely important to the greater work of the SVP.** 

## **We want to inspire young people through the transformational experience of volunteering in a safe and supportive environment, which helps them grow positively by giving them the opportunity to turn their concern into action.** 

**378 Young Vincentian groups** 

We have 306 active Mini Vinnie groups (for 7-11 year olds) in 17% of Catholic primary schools, and 63 Youth SVP groups (for 11-18 year olds) in 15% of Catholic secondary schools. Additionally, there are nine Young Adult/1833 groups (for 18-35 year olds), and 36 Young Vincentian Development Officers (YVDOs), who provide an essential link between our young people and our National Youth Team. 

Across 2021/22, 4,235 children and young people took part in a staff presentation about the SVP delivered by a member of the Youth Team, and many more will have been reached by our YVDOs, which helps to sow the seeds of a lifetime of service. 

## **Tackling digital poverty** 

**The shift from face-to-face working and learning during the pandemic lockdowns meant young people had to navigate Zoom and Google classrooms instead.** 

Our young people make an enormous difference to the lives of people in their communities. For example, we have a Youth SVP project based at our St Vincent’s centre in Southend-on-Sea, which encourages them to grow fruit and vegetables which will then be used in the Kindness Café. The project, which meets once a month, represents how we are trying to connect our St Vincent’s Community Hubs, our shops and our adult Members to the youngsters of the SVP family. 

This piqued the interest of the Mini Vinnies at St Luke’s Academy in Essex, who were concerned that many of their fellow pupils didn’t have a laptop, phone or even Wi-Fi, and were therefore unable to access their online resources. Always keen to help out on issues affecting people in their community, the Mini Vinnies started a campaign of their own. 

Meanwhile, our programmes and materials for schools, colleges and universities provide the opportunity to support our wider social justice campaigns, such as that which highlights the plight of refugees and asylum seekers. This was timed to coincide with Lent and featured immersive activities, spirituality and action for the young people, who wrote letters to their MPs on the issue. 

They chose to write a letter, addressed to the Rt Hon Robert Halfon MP, Chair of the Commons Education Select Committee, outlining this and the problems surrounding Government cuts to educational resources. These concerns were forwarded to the Minister of State for School Standards, the Rt Hon Nick Gibb MP. Both MPs responded with highly positive messages, thanking the Mini Vinnies for their caring and thoughtful letter, and clarifying the action that has been taken and is ongoing to ensure that access to digital resources is improved. 

As most of our groups are in schools, we have worked hard to discover those that either continued during the Covid pandemic or have been re-established during this academic year. In the coming months we are looking forward to bringing the SVP family together for more intergenerational events, celebrations and joint social justice projects. 





**14** 







## **I want to make a difference, says Rose** 

**Year 11 student Rose wanted to be involved when she heard there was an opportunity to become part of a Youth SVP group focused on faith and service. Along with about 25 other young members at St Francis Xavier in Richmond, North Yorkshire, she has been turning her concerns into action.** 

Rose says: “In my community I can see that people have problems, so when I heard that I could join the SVP it was something I wanted to do. 

“We always have lots happening. One of the highlights was taking part in the SVP Summer Sleep. Our group held a sleepover at school and we raised £500 to support the SVP’s work. It was a fun night, but also a night where we learned about the realities of homelessness and how people end up with nowhere to go.” 

Rose and her fellow Youth SVP members at St Francis Xavier are aware of the financial pressure on families in her community. She says: “It’s really hard for people to even get to work. The government needs to work harder to look after the people who are experiencing difficulties. We are doing our bit to help and we hope that our example 


**Youth groups supported our Forget Me Not Lent social justice campaign** 

might inspire those in Parliament to do more too.” 

The main priority for Rose’s group is to support the SVP’s activities, but it also helps local charity Storehouse, collecting **Rose from the Youth SVP** sanitary products and **group at St Francis Xavier school** tins for the food bank. There are plans to visit a 

local care home soon too - and of course, everyone is looking forward to the next SVP Summer Sleep. 

Rose concludes: “I think there is a lot of suffering in our world, but I believe that everyone should be equal. The SVP is a team who work together, and the work we do really helps the people in our community. 

“I’m really grateful to be part of the SVP and I’m humbled by how the really small things we do, like collecting sanitary products, can have such a big impact. I’m excited to have the opportunity to make a difference.” 



**15** 



## **EMPOWERING CHANGE FOR PRISONERS** 

**Post-pandemic, visitations remains a key focus of SVP volunteers, and it is of huge importance in our prisons.** 

## **There are currently more than 81,000 men and women locked up in 117 prisons across England and Wales. Working with Prisons is a new area of special work aimed at focusing on the needs of these prisoners, ex-offenders and their families.** 

SVP Board Member and Trustee Ian Kempsell says the work first started in 2018, with the formation of an informal group of volunteers who wanted to learn from each other about how to better support prisoners and their families. 

“As the network began to grow, we were able to support ex-offenders more as they moved around the country,” Ian says. “For example, when one man was released from a prison near Wigan, an SVP volunteer took him to Wigan station and another met him at Blackpool to take him to his accommodation.” 

The project’s special status within the SVP means it now has credibility, both internally and externally. 

have lived in poverty at some point in their lives. They may also have experienced poor housing, dysfunctional family backgrounds, physical or mental abuse, inadequate education, addiction, unemployment, or any of the countless other obstacles that can adversely affect a person’s wellbeing. 

“These are just some of the reasons why almost half of the 70,000 people who are released from prison every year are back inside again within 12 months.” 

By reaching out to Prison Chaplains (the best source of help for inmates who are vulnerable), SVP volunteers are able to fulfil the Society’s pledge: turning concern into action. 

“We know that spending time with people is our greatest gift,” Ian says. “People in prison are amongst the most isolated and excluded in our society today. Many will have no strong family links, few (if any) real friends, and almost none of the ‘normal’ day-to-day routines and structures most of us take for granted.” 

Ian says: “We are increasingly being nationally recognised as a charity trying to help prisoners. In September, we addressed the National Catholic Chaplains’ Conference at St Mary’s University, Twickenham, and in October, the Community Chaplaincy Association national meeting in London. 

“We have also recently set up a £10K emergency fund which will be used as a rapid response for accommodation, clothes or food where a local SVP Conference does not exist or cannot respond quickly enough.” 

Furthermore, Working With Prisons is making contact with Central and District Councils - and individual Conferences throughout the country - to encourage them to liaise with Prison Chaplains, and the many support organisations already working in prisons, to find out what they need. 

Ian says: “A large proportion of the prison population will have mental health issues, and many others will 



**SVP visitor with a pet rabbit at HMP HIndley** 

**16** 



## **Breaking the barriers** 

## **Teresa Carlota Nunez Cueto, 33, joined SVP’s St Werburgh’s Conference in 2019 with the specific purpose of working in prisons, and she was soon making regular visits to HMP Berwyn.** 

As someone who also works with homeless people, she says: “I like to break my own prejudices - the prejudices that we all have - to see for myself who these people really are and what they are like. And they are normal people, just like you or me!” Teresa says the prisoners - most of whom are family men - are “super friendly and super respectful”, adding: “We show them a friendly face, that we care and that not everyone thinks of them as horrible people.” 

**St Werburgh’s Conference member Teresa Carlota Nunez Cueto** 

## **“Make it a practice to judge persons and things in the most favourable light at all times and under all circumstances”** 



St Vincent de Paul 

## **Support from within** 

As well as befriending, the SVP’s work in prisons can be more practical. During 2021, the SVP and Working with Prisons: 

**The name doesn’t really give it away, but St Thomas More Conference is unique: it is based inside Manchester Prison.** 

- **Operated and managed two Approved Premises on Tyneside** 

It was formed in 2020 at the Category B establishment (formerly known as Strangeways), and Prison Chaplain James Gallogly says: “Inside, the SVP is quite different in some ways, but the spirit and principles are the same.” 

- **Worked closely with chaplains to develop special projects, such as HMP Warren for pet rabbits at HMP Hindley** 

- **Partnered with Prison Advice and Care Trust (PACT) to provide Christmas gifts for prisoners’ children at HMP Wandsworth** 

The Conference President is a Chapel Orderly on Sunday mornings, and on hand to liaise with the men as they arrive for service. This enables him to gauge how everyone is feeling and to raise any concerns which might otherwise have been missed. 

- **Sourced and delivered 150,000 wordsearches, colouring pictures and crosswords to 20 prisons** 


- **Distributed 1,400 Christmas posters prepared by the Knights of St Columba to 27 prisons.** 

The SVP currently has a regular presence (i.e. daily or weekly visits) in at least 16 prisons. There is less frequent contact with 50 others. At the time of writing, 5,000 Christmas posters were being distributed to 50 prisons to be put up in inmates' cells. 

And as a Wing SVP Representative, he is able to provide tangible help: a brew pack, shower gel, or time for a chat. 

Due to lingering pandemic restrictions, group meetings are limited, but it is hoped they will soon resume on a weekly basis. Representatives remain a positive presence among their fellow inmates (often acting as an early warning system when there is a crisis) and there has been a recent successful recruitment drive. 




**17** 



## **HELPING PEOPLE TO SPEAK THE TRUTH** 

**Our social justice work continues to grow as we tackle inequality and injustice wherever we see it.** 

## **Our vision is to empower, advocate and campaign for people living in poverty of any kind, and those facing discrimination.** 

Our grassroots approach to advocacy engages individuals, communities, organisations, faith groups and government. 

Post-Covid we established four social justice work areas - Levelling Up, Digital Poverty, In-Work Poverty (and Insecure Work), and Migrants, Refugees And People Seeking Asylum. 

## **Stealing Futures** 

In December we published the report ‘ _Stealing Futures: the impact on in-work poverty on children and young people_ .’ 

For this report we collated existing research and captured the voices of some of the children and 

young people we support through our Mini Vinnies groups, as well as those of the SVP volunteers, staff and St Vincent’s Community Support Centres, who help thousands of households living in poverty every day. 

The aim of the report was to shine a light on one of the most daunting silent issues facing the UK today - the impact of poverty on children and young people, something that often goes undetected. 

Stealing Futures was launched alongside our Christmas Fundraising Appeal ‘Gift of Kindness’, and received widespread media coverage. 

We also established a social justice committee to determine our priorities, make recommendations to the board and oversee campaigns. Members include our Patron Sir John Battle KCSG and National President Helen O’Shea. 

Working in partnership with other Catholic organisations (including CSAN, Caritas and Jesuit Refugee Service), as well as networks such as National Justice and Peace, we took a leading role in advocating against the Government’s proposed Nationality and Border Bills. 

**We coordinated a successful letter to the Home Secretary, signed by more than 250 faith leaders and groups** . This was endorsed by several Bishops and large organisations, including The Salvation Army, the Quakers, and many others. 

**We published a campaign toolkit together with Jesuit Refugee Service UK (JRS) on the Nationality and Borders Bill** . The toolkit explains the eight things people should know about the Bill, and why it will make life that much harder for people seeking safety. It also takes readers through the four ways they can advocate for refugees today. 

**We mobilised members and other groups across the country** to use their voices and engage with their MPs. 

## **We ran webinars to raise awareness of the** 

**Nationality and Borders Bill,** and provide guidance on how to contact policymakers. 

## **We have produced many resources for our members and the public on proposed changes to** 

**the UK asylum system** , as well as fact sheets and up-to-date information on the Afghan refugee resettlement scheme. 



## **We launched a successful Write** 



**To Your MP action** , mobilising hundreds of supporters in using their voice to appeal to those in power. 


**18** 




**----- Start of picture text -----**<br>
The Good Shepherd Conference<br>in Telford has supported Afghans<br>**----- End of picture text -----**<br>


## **“Charity teaches us that when we visit the poor we gain much more than they do”** 

Blessed Frédéric Ozanam 





## **Supporting evacuated Afghan families** 

**The Good Shepherd Conference in Telford have supported about 200 Afghan people living in local hotels following the Taliban takeover in August 2021.** 

The families were brought here under one of two schemes - the Afghan Relocations and Assistance Policy (ARAP) or the Afghan Citizens Resettlement Scheme (ACRS) - with the aim of helping them settle and integrate into UK society. 

The evacuated families include parents, grandparents and children, who live in cramped hotel rooms and are unable to cook their own food. 

When SVP Members Michael Coyle, Anne McNulty, Bernadette Walton and Jane Clarke - from the Telford-based Good Shepherd Conference - heard about their plight, they began to visit the families to offer their support. They invited three other SVP Conferences in Telford and Shrewsbury to join their befriending work, and together with the local Council and another charity, they have helped the Afghans in many practical ways. 


**----- Start of picture text -----**<br>
12,000<br>Afghan families were<br>evacuated to the UK following<br>the Taliban takeover of<br>Afghanistan<br>**----- End of picture text -----**<br>


They have provided dozens of mobile phones, beard trimmers, suitcases and pushchairs, as well as shopping centre vouchers, clothing, cosmetics, and more. The Conference also joined forces with volunteers from Shropshire Supports Refugees to provide a successful, well-attended ESOL programme. 

Because of their situation, some of the Afghans were becoming very upset, so the Conference arranged social events - including a day at the seaside - to get the families out of the hotel for a bit of fun. 

**19** 



## **TURNING A CHALLENGING RETAIL YEAR INTO SUCCESS** 

**Following the Covid-19 lockdowns, all of our retail shops reopened in April 2021, with staff working hard to re-establish the outlets after what had been a challenging previous year.** 

## **Operations in shops and across areas were streamlined, and where necessary, changes were made to offer a consistent and exciting retail experience. This worked, too - the changes were well-received, and income was higher than ever before.** 

About half of all shop volunteers returned postCovid, and many new people joined the St Vincent’s family as well. 

Donations also increased following the lockdowns, partly due to wider awareness of the positive impact that reusing objects and materials can have. 

The primary aim of the shops is to raise funds for the financial sustainability of the SVP, but Director of Retail, Trading and Social Enterprise Helen Voyce says no-one ever loses sight of the impact on individuals and the communities in which they serve: 

“We do all we can to keep on supporting people in need - this includes signposting them to local Conferences, having drop-in boxes as food parcel collection points, and offering referrals to other organisations who can help where necessary. 

**The 45 St Vincent’s shops sit in 12 Central Councils across England and Wales. At the end of the financial year, they had achieved a turnover of nearly** 

## **£4,000,000** 

Net surplus was **£992,238** against a budgeted surplus of **£585,143** , which included **£120,000** in Gift Aid. All credit must go to 130 paid employees and more than 600 volunteers for their hard work and commitment! 

“We offer a warm welcome to everyone crossing our threshold and treat them with the dignity and care they deserve, while offering an excellent range of affordably priced goods.” 

The post-pandemic consolidation meant no new shops were opened in the last year, but online retail continued to grow, with items being dispatched to all over the world, including to Asia, Australia, Europe, the USA and Canada. 


**----- Start of picture text -----**<br>
St Vincent’s Holloway Road<br>**----- End of picture text -----**<br>


**20** 



**“We set ourselves apart because we call ourselves a community shop. We take on the SVP’s values and bring them into everything we do.”** 

## **Jack’s SVP journey** 

**Jack Marder, the Holloway Road Shop Manager** 

## **People are drawn time and time again to one of the SVP’s most successful shops – thanks to its artistic Manager and his team.** 

Jack Marder heads St Vincent’s Holloway Road branch in north London. His creative background is put to good use in the shop, which is bright, fun and very welcoming. 

but they soon found that this new facility - like all of its counterparts - is first and 

foremost about togetherness. Holloway Road and its surrounding area are diverse; affluence and poverty sit alongside one another, and customers come from a range of different backgrounds. 

The 30 year old, who has been volunteering in charity shops since he was 17, has a Master’s Degree in Fine Art from Central St Martin’s, but he chose to pursue a career in the charity sector. After a stint as a volunteer at a PDSA shop, he was about to take on the role of Assistant Manager, only for Covid to hit and lose him the opportunity. 

“Along our road there are a number of charity shops, but I think we set ourselves apart because we call ourselves a community shop. We take on the SVP’s values and bring them into everything we do. 

Undeterred, Jack began helping out at the SVP’s Hackney shop in September 2020, and moved to the new location in Holloway Road a couple of months later as Assistant Manager. A year on, he became Manager outright. 

“Customers see the kindness in us. We give them support and very often, they end up giving it back.” 

Among other things, the support comes in the form of signposting people to further help, and the distribution of Vinnie Packs to rough sleepers. It’s of huge importance to Jack that anyone who needs help is treated with respect and dignity - and that’s where the staff come in (10 volunteers and three paid, plus Jack). 

Jack says: “We started the shop from scratch, so it was all quite new to me. Luckily, I had the support of the old Manager, Jane London, who has gone on to manage the Upminster shop. She had a lot of experience for me to learn from. 

“Without them, we wouldn’t be able to run the shop to such a high standard. Values are so important to us, which also sets us apart from other shops. Customers can clearly see the kindness in us, and they respond to that.” 

## **“Customers see the kindness in us.”** 

Jack believes the shop is also distinctive because of the way it looks, which is where his artistic background comes in. He explains that the SVP shop Managers are given autonomy to run things how they wish. 

“It was a bit of a tricky time, as we didn’t know what to expect. We were probably the only people opening a shop because everyone else was closing - it was an odd situation.” 

Challenges came from customers who weren’t venturing out because of the pandemic, and the low number of volunteers. Thankfully, local SVP Members offered their support and were instrumental in building a rapport with the community. At the same time, new faces started coming on board. 

“There’s a big drive towards letting us be creative and we are given the chance to do things in a different way, like the layout. 

“I try to use my creative skills in the shop in any way I can, such as in the visual merchandising or window displays. There was always a lot of trial and error when I made artworks, so I use that to my advantage now - I’m never afraid to try something out.” 

When the shop opened, the SVP, its work and its values were unknown to many of the locals, 

**21** 



## **EMPOWERING PEOPLE OUT OF POVERTY** 

**Our mission to support and empower people out of poverty reaches far beyond our shores.** 

**Our twinning programme supports SVP Conferences across England and Wales to assist those in developing countries. Our Conferences are currently twinned with local groups in India, Sudan, South Sudan, Grenada, Guyana and Romania - more recently, we have also supported Ukraine, thanks to contributions from our Members to our Disaster Fund.** 


**----- Start of picture text -----**<br>
Our Twinning projects<br>empower people to be<br>self-sufficient<br>**----- End of picture text -----**<br>


We sent a total of £592,885 overseas to our six twinned countries, plus Haiti, Polokong in South Africa and Lebanon, in 2021/22. Our support helped to buy medicines, feed babies and young children, provide food parcels and clothes, and fund educational scholarships. Other sustainability projects included support for farmers, crop production, cow and goat ownership and chicken rearing. 

They learn what they need to live securely in the future and, where possible, they are reunited with their relatives. The project was set up by a team who were themselves rescued by a similar initiative in Sudan. 

We highlight education further through schemes such as the Indian SVP's Student Sponsorship programme, and we also provide long-term, practical solutions to combat poverty and improve the lives of people facing the harsh realities of life in our twinned countries. 

Many of our support schemes empower people in our twinned countries to be self-sufficient. For example, we help to fund a vocational training centre in South Sudan which deals with a variety of technical skills, enabling students, some of whom are enrolled from the displaced persons camp, to secure employment and support their families. Everything they learn is vital to the South Sudan economy and its infrastructure. 

Twinning has also allowed us to support those caught up in the conflict in Ukraine. Members in England and Wales have been quick to donate funds to our Conferences in Romania, where they can be redistributed to those most in need through our affiliation with DePaul International. 

- We also support the Be In Hope programme, which rescues and educates boys up to the age of 18 who would otherwise be living on the streets. They receive food, accommodation, clothing, and education and skills training, in addition to spiritual and mental health help. 

We continue to support Ukrainian refugees who are now based in England and Wales through grants from our Disaster Fund. 


Our unique grassroots approach means we understand the problems facing those we support, and we provide bespoke help which is as individual as a fingerprint. 


**wh** 

**22** 

Photo credit: asase. www.asase.org 




## **Compassion and understanding in an uncertain world** 

## **Jack and his partner Orla left Ukraine on 16 March 2022, accompanied by their three children and Orla’s parents - Jack sadly had to leave his own family behind.** 

Following this, they were refugees in several countries, before finding their way to England through the Homes for Ukraine scheme. It was while staying in Herne Bay in Kent that they first met SVP Members. 

Local Conference Member Jan learned that a Ukrainian family were moving to her community, which prompted her and Joanna, a member of a neighbouring Conference at Whitstable, to welcome them and offer any help they might need. Orla says she felt “lucky the SVP knocked at our door.” 

The Conference applied to the Ukraine Disaster Fund for a grant to help Jack set up his carpentry business, and buy the tools he had left behind when fleeing his country. This money has helped to provide Jack with stable work, and the family with a crucial source of income. 

Unfortunately, the family were then told they must leave their house in Herne Bay and find a new home, but despite the continuing upheaval, Jack remains positive, saying: “We never give up.” Orla adds: “We have met so many nice people on our journey, and we are so grateful.” 

SVP Members continue to support them, providing friendship, understanding and practical assistance. 

This is only one example of many instances where we have welcomed and helped our Ukrainian brothers and sisters arriving in England and Wales. Through our Conferences, we seek to develop communities which embrace people from overseas who are escaping poverty and conflict, and in doing so, build a fairer and more compassionate world. 




## **Grenada - Carol’s Poultry Project** 

This project involved the construction of a 10x10 chicken pen, followed by the small-scale rearing of 50 chickens. The 25 initial birds were joined by 25 more within two weeks, and a six-week period followed before they were ready for resale in the community of Beausejour and its surrounding areas. The money gained will be used to replenish stock on an ongoing basis, providing a sustainable living for a number of families. 

## **Guyana** 

One of the most successful projects in Guyana was the financing of maintenance work on the St. Thomas More Men’s Home in Georgetown, which included the replacement of windows and internal and external decoration. 

## **India** 

## **“I would like to embrace the world in a network of charity”** 

Throughout India, we support numerous projects that purchase goats, cows and chickens for families most in need. Each project costs less than £800, and additional money has allowed individuals to set up small tailoring services, which - alongside generating further income - allows crucial skills to be developed and improved for many. 

Blessed Frédéric Ozanam 

**23** 



## **STRUCTURE, GOVERNANCE & MANAGEMENT** 







**As part of an international lay Christian organisation, Catholic in origin, character and traditions, which respects religious liberty and the value of all God’s people, the objects of the Charity are:** 

- The relief of poverty and sickness without differentiation on the ground of race, colour, creed, ideology or sex and in particular, but not so as to limit the generality of the foregoing, to bring spiritual and/or material solace to the sick or individuals who are in conditions of need, hardship or distress due to their social, economic or other circumstances. 

- The undertaking, in any part of the world, of such other object or objects which are exclusively charitable according to the law of England and Wales as the Charity in its discretion shall see fit. 

The Society is constituted under the laws of England & Wales as a company limited by guarantee (Company Number: 3174679). The Society is also a Charity registered with the Charity Commission (Charity Number: 1053992). 

The overarching governing document of the Society is the Articles of Association and is to be read in conjunction with the International Rule and the National Statutes. Where there is a conflict between the Articles of Association and the National Statutes of the Society, the Articles will take precedence. However, there is an annual exercise that is in place to ensure alignment where practicable to do so. 

The Articles of Association describe the Society’s objects, guarantees, powers and their limitation. They define ‘Membership’ of the Company (i.e. National Council) and describe the governance processes, including how changes and decisions are made. 

The National Statutes provide the framework for the governance and operation of the Society. Detailed management of the Society’s affairs are covered in relevant Policies and Procedures, which should be treated as a part of the Rule. 

The first International Rule was introduced in 1835 and is regularly reviewed and updated by International Council General of the International Confederation of the Society of St Vincent de Paul. 

The Society adopts this corporate governance framework in order to deliver its strategic priorities and objectives and to ensure it complies with the Charity Commission’s legal and regulatory requirements (The Charities Act 2011) and adheres to the legislative requirements outlined in the Companies Act 2006. 

The Society believes that effective governance is based on ensuring there is a culture of compliance across its works and practices. This is implemented by policies and procedures, clear accountabilities, external and internal audit plans, robust and resilient risk assessments and a culture of continuous learning. 

**24** 



## **Board of Trustees** 

The Board of Trustees consists of a minimum of nine and a maximum of thirteen people, including the Chair. The Board is responsible for the overall governance of the St Vincent de Paul Society (E&W). On the election of a new National President by the National Council, the President shall nominate up to five Trustees, at least three of whom are current Central Council Presidents, and shall also nominate a Vice President and a National Treasurer. 

Each Trustee must be formally confirmed by the National Council to serve for a period of five years. Up to five new Trustees are selected halfway through the President’s five-year term to act as continuation Trustees and serve for a term of five years. Up to four non-Members of the Society may be appointed as Trustees provided that they commit to the values of the Society and have skills which are required by the Society. 


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Name  Responsibility<br>**----- End of picture text -----**<br>


|**Helen O’Shea**|National President|
|---|---|
|**James Bellamy**|Senior Vice President|
|**Christine Knight**|National Treasurer|
|**Dermot McGilloway**|Retail|
|**Elaine Heyworth**|Twinning|
|**Ian Kempsell**|Membership Outreach|
|**Mark Thompson**|General Portfolio|
|**Michael Willcock**|Youth|
|**Richard Palmi**|CSPs & Property|
|**Sebastian Muir**|General Portfolio|
|**Susan Roberts**|General Portfolio|
|**Vince McAllister**|Camps & Safeguarding|



In addition, Fr Paul Roche attends Board meetings as a National Spiritual Advisor. 

The selection of Trustees seeks to maintain a balance of skills and experience appropriate to the charity’s activities. An induction programme is offered to all new Trustees to ensure they are briefed on the charity’s objectives, strategy and activities, as well as understanding Charity Commission guidance on the role of a Trustee. The Board meets at least four times a year to review the performance of the charity, both financially and in meeting its charitable objectives. 

In line with Charity Commission guidance during the pandemic, the Board met virtually for meetings including the AGM online also. All decisions from these meetings were recorded in the minutes taken and stored electronically as part of the normal governance process. 

**25** 



The Society has established clear levels of delegated authority within which: 

- some decisions are reserved to the Board alone. 

- some to the Executive Trustees (the National President, the Senior Vice President, the Treasurer). 

- responsibility for the day-to-day running of the charity is delegated to the Chief Executive who may in turn delegate authority to the Deputy CEO and Senior Management. (The Chief Executive attends all Board meetings; other senior managers attend as required.) 

- the Chief Executive is required to escalate high risk and/or high impact issues for the timely attention and consideration of the Board. 

- the Board sets the strategic direction for the efficient and effective management of the Society’s funds and strategic roadmap. 

- the Board will establish committees, subcommittees or working groups to fulfil ongoing or time-limited governance functions (usually at the start of office of the new National President elect), formed of Trustees, other members, external experts and operational managers. 

- the Board regularly evaluates its own performance through the ‘annual Board review’, examining its impact and effectiveness and any improvements required in its organisation or operation. 

The Society’s members are organised in local Conferences to carry out the work of the charity. Conferences are grouped together in geographical areas and are overseen by District Councils which in turn report to Central Councils which are structured, as far as possible, to reflect the Roman Catholic Dioceses. The President of each Central Council sits on the National Council. No Central Council, District Council or Conference may be established as a separate charity and all constitute parts of the Charity operating under the delegated authority of the Trustees. 

## **Sub-committees of the Board** 

These committees are given delegated powers by the main Board of Trustees and each is chaired by a Board member. They are responsible for supporting a specific area of operational oversight and their activities are reported to the Board. As the number and structure of the committees reflects prevailing priorities, they are reviewed and updated periodically. 

The role of each of the committees during 2020-21 was as follows: 

- **Finance:** reviews and recommends for approval to the board, budgets and other financial governance matters in addition to fundraising. 

- **Community Support Projects:** supports and develops sustainable community projects in appropriate areas. 

- **Membership:** reviews membership issues, internal relationships, the structure of the Society, recruitment, training at all levels and oversight of youth matters. 

- **Audit & Compliance:** oversees Society wide risks and reviews control systems (Safeguarding, Human Resources, Health & Safety, Risk Assessment and Data Protection) as well as overseeing all internal audit activity. 

- **Safeguarding:** oversees systems to ensure that controls in place are effective and review ongoing case management and deliver training for Conference members and staff to ensure general awareness and that procedures are followed. 

- **Twinning:** reviews overseas activities from local funding to international grant applications and where appropriate emergency aid funding on an ad hoc basis. 

- **Camps:** ensures that SVP (Vinnie Camps) camps provide a safe and enjoyable experience for young people in accordance with defined Safeguarding and Health & Safety procedures. 

- **Social Justice:** explores opportunities for SVP contributions to the poverty agenda, both within and outside the Society. 

- **Property:** reviews and oversees issues and risks relating to SVP property. 

- **Retail:** reviews and oversees all activity associated with the national SVP portfolio of Community shops. 

- **Youth:** reviews and oversee all youth related programmes across schools, colleges, youth hubs, universities and parishes, as well as oversight of the Vinnie camps. 

The Trustees regularly review the risks faced by the charity to develop appropriate controls and deliver the charity’s strategic aims. The main risks monitored include: 

- **Delivery of safe,** effective and personalised poverty relief, especially in the context of charitable activities involving children and vulnerable adults. 

- **Financial sustainability** , especially in the context of the current economic situation. 





**26** 







## **Key risks identified during 2021-2022** 

Key themes that develop through the Society’s focus on risk management are fed into the annual strategic review. Primarily taking into account the demand on services will continue to grow in the sector (with over a 40% increase in requests for help during December 2021) more than ever as we deliver our strategy as well as taking into account emerging factors like the situation Ukraine, the levelling up agenda, energy price rises etc. 

## **Financial** 

Although the Society weathered the storm well moving out of the pandemic, it was offset by the increased demand for funds and services from beneficiaries, as some public services declined. The society developed a 5 year sustainability model to enable long term thinking and planning solutions including new social enterprise schemes, growth in e-commerce operation and expansion of retail outlets. 

## **Membership** 

The decline in Mass attendance continued as we moved slowly out of lockdown in early 2022 and many Conference members were still unable to visit beneficiaries in person or felt unable to deliver services on the same scale as pre pandemic. The 

Society mitigated this by developing alternative volunteer models including temporary and seasonal volunteers and the continued utilisation of the Hardship Fund was helpful in providing individuals and families material means of support. A new support role was introduced for members on a regional basis to help them focus on development and recruitment of more members in order to regenerate activity. 

## **Human Resources** 

Again as we emerged from the pandemic the Society saw a higher turnover of staff (consistent with the recruitment market) as more job opportunities opened up in often better paid sectors, coupled with the lack of diversity in some areas of the Society where paid staff exist. The Society sought to address this by first carrying out a market review of job roles within the sector and in many cases adjusting salaries to bring in line. This is an ongoing activity as we seek to respond to continuing job market changes. In addition to this the Society has embarked on developing a new Equality, Diversity and Inclusion (EDI) programme, looking at new networks of recruitment, developing job adverts to be more inclusive and embarking in EDI training across the existing workforce. 

**27** 



**35,229 free meals and food parcels were provided by our Community Support Projects in 2021-2022** 



**28** 




## **Key Strategic Priorities for 2021-2022** 

As we move towards the end of our 5 year strategy at the end of 2022 we look at the significant steps we have taken over this period to grow and continue to deliver on the charity’s objects. 

For the 2021-2022 our strategic priorities included: 

- Maintaining the momentum of our fundraising campaigns, ramping up on our digital platform for giving. 

- Expanding our press and editorial coverage. 

- Expanding our network of support centres. We established a goal of one centre in each of our 23 regions and in 2021/22 we added a further 2 new centres to the list. We hope to continue this goal throughout 2022-2023 and beyond. 

## **Other Undertakings** 

The SVP is the custodian trustee for the following three undertakings: 

   - **The Pen-y-Pound House Fund** was formed in 1973 to alleviate poverty in the Catholic Archdiocese of Cardiff. It comprises a permanent endowment fund which is invested on a recognised stock exchange to provide income for furthering the Trust’s objectives. 

- Recruiting a Membership Support officer in each of the 23 regions, of which we successfully recruited 15 MSOs during the year and delivering a new online training platform for members to access various modular courses and live webinars. 

   - **The TB Hunt Fund** is a permanent endowment fund established with monies left to the SVP by Thomas Bernard Hunt, who died in 1928. His desire was to alleviate poverty among the Catholic poor in the areas of Leicester and Market Harborough. The SVP distributes grants on a quarterly basis to people in need in these areas. 

- Continued focus on our environmental, diversity and measurement agenda as well as developing new hybrid workplace procedures for our office working staff. 

## **“Charity teaches us that when we visit the poor we gain much more than they do”** 

- **The Francis Thompson Fund** is a permanent endowment fund arising from a legacy whose terms are to invest the fund in quoted investments on a recognised stock exchange to provide an income for Christ the King Conference in Wavertree, Liverpool. 

Blessed Frédéric Ozanam 

In addition, the Society has oversight of: 

















- **The David Young Charity** (charity number: 238877) was originally set up in 1860 to aid poor relatives of the Young family. Under a scheme established in 1978 the charity aims to assist, in addition to Young family relatives, those who are in financial difficulties and who, because they are members of the Society, are not eligible to seek support from the Society itself. 

**29** 




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Picture<br>**----- End of picture text -----**<br>


## **Investments** 

The Board of Trustees sets the overall performance and ethical parameters within which our investment managers operate. The investment managers report quarterly. Each year they meet with the Finance Committee to review performance and outlook. Performance is measured against the Association of Private Client Investment Managers and Stockbrokers balanced index. The primary objectives of our investment portfolio are to: 

- Generate income to fund operational costs 

- Provide capital growth to fund new activities 

- Offer diversity across asset classes, including fixed interest investments and medium risk equities 

The Trustees have adopted an ethical investment policy in line with the teaching of the Catholic Church. The year to 31/03/2022 should be actual +6.33 and benchmark +8.68 as per page 6 of the Investec report. 

**“Hunt down poverty in order to give humanity its dignity”** 

Blessed Rosalie Rendu 

## **Reserves** 

The Trustees annually review the level of reserves to be held by the charity to ensure they are adequate. Free reserves of the charity are considered to be its unrestricted funds not designated for specific spending. Our reserves target is to hold a minimum of three months’ spending in free reserves. Free reserves of the charity were £4.5 million at 31 March 2022 (2021: £4.3 million) which represents 4.7 months (2021: 5.6) of unrestricted general fund expenditure. This balance does not include £2.9m of fixed assets. Reserves are currently higher than the minimum required. The Society has plans to invest in new projects over the forthcoming years as well as supporting those in need with a newly launched Cost of Living Support Fund. 

**30** 




## **Management and Policies** 


## **Grant making** 

The St Vincent de Paul Society makes grants to individuals in need and to organisations, but only to those with objectives similar to those of the Society and where members are directly involved in volunteering. This includes grants to overseas SVP Conferences (Twinning). All major grants are approved in advance by the Trustees, who ensure that appropriate controls and reporting frameworks are in place. 



## **Statement of fundraising practice 2021/22** 

We are deeply grateful for the ongoing generosity and support of our donors and funders during what was another year of uncertainty as we ventured cautiously out of lockdown. Our supporters stayed with us as we invested in online communications, supporter care, and piloted new fundraising approaches using technology and digital techniques. As church congregations were still recovering, the annual national paper raffle was paused for a second year and the national coffee morning was repivoted to an online, digital initiative ‘Tea with the SVP’, which included two online Tea Talks from our Rise to the Challenge Patrons. The usual community fundraising activities organised by our local support centres, as well as collections and events organised by our members in their local churches, parishes, and communities, remained partly suspended for much of the year. 

Building on the success of our first Giving Tuesday campaign in 2020 and Tea with the SVP in 2021, the national fundraising team launched its first digital public-facing SVP Christmas Kindness appeal which was a triumph, raising over £100,000 for the SVP Hardship Fund and securing the support of new major donors who provided pound for pound matched funding. We worked with a creative agency for the first time to develop the proposition and digital assets. We also worked with new partners to offer a smoother donating experience and support our local groups with digital fundraising alternatives such as virtual events, bespoke online donation platforms, QR codes and contactless devices. 

Throughout the year, we continued to benefit from grants, gifts in wills, donations made through the purchase of alternative gifts in our Christmas catalogue, and our online in-memory giving platform Light a Candle. We reviewed our legacy 

and in-memorium fundraising with help from a legacy specialist, which resulted in a new legacy and in-memorium strategic plan. 

Donors to The St Vincent de Paul Society (England and Wales) can be confident that we comply with the regulatory standards for fundraising. We are registered with the Fundraising Regulator and adhere to the Code of Fundraising Practice which covers the requirements charities must follow as set out in the Charities Act 2016. All our staff in the national fundraising team are members of the Chartered Institute of Fundraising, and we join online fundraising networks, attend webinars and online fundraising conferences to keep up to date with regulations, the latest research and reports, trends and developments in fundraising and the future funding landscape. We introduced the roles of Trusts Relationships Manager and Regional Trusts Fundraiser to bolster trusts fundraising at both national and regional level, providing support across the Society to staff and members. We participated in a Society-wide Measuring Impact workstream and Theory of Change workshop to procure a new data-gathering platform and improve our methods of collating qualitative and quantitative impact data. 

The Board of Trustees is kept informed of fundraising practice through regular reports from the Director of Fundraising, Communications and Marketing. Several members of the board are personally involved in supporting and promoting fundraising initiatives such as the Christmas Kindness and Rise to the Challenge appeals. No professional fundraiser or commercial participator was engaged to carry out fundraising on behalf of the charity. During the year, no failure to comply with the Code of Fundraising Practice was reported and no fundraising complaints were received. 

**31** 



## **OUR FUNDRAISING YEAR IN NUMBERS** 

_*Received up to 31 March 2022_ 


**1 digital fundraising campaign** 

**2 trusts fundraisers** 

**43 gifts in wills received 95 donations made in memory of loved ones 169 donations to the Ukraine Disaster Fund* 463 Friends of the SVP 812 new online donors 1,105 £34,499 £50,000 £90,000 £118,504 £168,253 £262,849** 

**donations received for wherever they are needed most** 

**for the Ukraine Disaster Fund*** 

**in match funding for our appeals** 

**biggest individual gift received** 

**raised from the Christmas Kindness appeal for the SVP Hardship Fund** 

**in donations received for wherever they are needed most** 

**in grants successfully applied for by our National Office** 

**32** 



**"Supporting the SVP has been an inspirational journey of discovery for us, because it ticks all our boxes. It is firmly rooted in concern for everyone, whoever they are - and especially those who struggle with loneliness, sickness and poverty. At its heart, it is about individual volunteers who offer the hand of friendship in addition to material support; not grandiose strategies, but many small acts of kindness by small groups in their own communities. Together, they work open-heartedly in partnership with other agencies to address the same issues."** 

A Trust Supporter 

**The Soul Sanctuary Gospel Choir from London** 

**33** 



## **Auditors** 

A resolution proposing that Saffery Champness be re-appointed as auditors of the charitable company was passed at the Annual General Meeting. 

## **Statement of Trustees’ responsibilities - charitable company** 

The Trustees (who are also directors of St Vincent de Paul Society (England and Wales) for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP (FRS 102); 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. 

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group 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 auditor is 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 auditor is aware of that information. 

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the reparation and dissemination of financial statements may differ from legislation in other jurisdictions. 

## **Public benefit** 

The Board of Trustees has given regard to the legislative and regulatory requirements for disclosing how its charitable objectives have provided benefit to the public. The Board of Trustees has complied with the duties set out in section 17 of the Charities Act 2011. This report outlines how our achievements during 2021-22 have benefitted the public, either directly or indirectly. 

The Trustees’ Report (including the Strategic Report) was approved on behalf of the Board of Trustees (in their capacity as company directors) on 25 November 2022 at the annual AGM and signed on their behalf by 


**Helen O’Shea National President and Chair of Trustees** 







**35** 



## **AUDITOR’S REPORT** 

## **Opinion** 

We have audited the financial statements of St Vincent de Paul Society (England and Wales) (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2022 which comprise the consolidated statement of financial activities, the group and charity sheets and the consolidated cash flow statement and notes to the financial statements, including significant accounting policies. 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 affairs of the group and the parent charitable company as at 31 March 2022 and of the group’s incoming resources and application of resources, including 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 group and parent 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 trustees’ 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 parent 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 trustees with respect to going concern are described in the relevant sections of this report. 

## **Other information** 

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our 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. 

**36** 



## **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 Trustees’ Annual Report which includes the Directors’ Report and the Strategic Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the Trustees’ Annual Report which includes the Directors’ Report and the Strategic Report 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 group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report and Strategic Report. 

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or 

- the parent charitable company financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees’ remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit. 

## **Responsibilities of trustees** 

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 35, the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the parent 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 trustees either intend to liquidate the parent 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** 

We have been appointed as auditors under the Companies Act 2006 and report in accordance with regulations made under that Act. 

Our objectives are to obtain reasonable assurance about whether the group and parent 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 specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud, are detailed below. 

## **Identifying and assessing risks related to irregularities** 

We assessed the susceptibility of the group and parent charitable company’s financial statements to material misstatement and how fraud might occur, including through discussions with the trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives and opportunities for fraudulent manipulation of the financial statements. We identified laws and regulations that are of significance in the context of the group and parent charitable company 

**37** 



by discussions with trustees and updating our understanding of the sectors in which the group and parent charitable company operate. 

Laws and regulations of direct significance in the context of the group and parent charitable company include the Companies Act 2006 and guidance issued by the Charity Commission for England and Wales. 

## **Audit response to risks identified** 

We considered the extent of compliance with these laws and regulations as part of our audit procedures on the related financial statement items, including a review of financial statement disclosures. We reviewed the parent charitable company’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the parent charitable company’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance. 

During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected or alleged fraud. We addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and identifying any significant transactions that were unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws and regulations and fraud. 

resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through 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 parent 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 parent 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 parent charitable company and the parent charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. 

## **Sally Appleton** 

5 December 2022 

(Senior Statutory Auditor) 

For and on behalf of Saffery Champness LLP Chartered Accountants, Statutory Auditors Mitre House, North Park Road, Harrogate, HG1 5RX 

Saffery Champness LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006. 

There are inherent limitations in the audit procedures described above, and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one 

**38** 



## **FINANCIAL SUMMARY** 

## **Going concern** 

The Trustees have prepared the financial statements on a going concern basis after taking into account future budgets and cash forecasts covering the period of at least 12 months from the date of this report. The Trustees have identified no material uncertainties that cast significant doubt about the ability of the Society to continue as a going concern. 

## **Net movement in funds** 

The overall net movement in funds for the year ended 31 March 2022 was a surplus of £1,065,428 compared to a surplus of £1,124,419 in the year ended 31 March 2021. 

There was therefore a decrease in surplus of £58,991 compared to the previous year. 

## **Income** 

Total income for the year increased by £2.1m to £13,223,783 compared to £11,146,004 in 2021. 

## **Gains and losses** 

The gain on investments for 2022 amounted to £171,942 compared to a gain of £336,570 in 2021. 

## **Pension fund** 

The actuarial gain recognised on the pension fund in 2022 amounted to £143,000 compared to a loss of £104,000 in 2021. 

## **Cash at bank and in hand** 

The group cash at bank and in hand amounted to £7,435,701 in 2022 compared to £6,567,379 in 2021, representing an increase of £868,322. 

## **Total funds** 

The total group funds at 31 March 2022 amounted to £13,805,248 compared to £12,739,820 at 31 March 2021 representing an increase of £1,065,428. A comparative summary of each category of fund is included in the balance sheet, and there is a detailed breakdown in note 23 of the accounts. 

## **Expenditure** 

The total expenditure in 2022 amounted to £12,598,558 compared to £10,292,900 in 2021 representing an increase of £2,305,658. This was largely due to increased expenditure on visits and assistance to individuals and families compared to the previous year (£3,282,434 in 2022 compared to £2,506,525 in 2021) and spend at our Support Centres (£1,924,318 in 2022 compared to £1,084,163 in 2021). 



















**39** 



## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES** 

for the year ended 31 March 2022 (Incorporating an income and expenditure account) 


**----- Start of picture text -----**<br>
Unrestricted  Restricted  Endowment  2022 2021<br>Funds Funds Funds Total Total<br>Note £ £ £ £ £<br>**----- End of picture text -----**<br>


|**Income**<br>Donations and legacies<br>_2_<br>Other trading activities<br>_3_<br>Income from investments<br>Income from charitable activities:<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Youth development<br>Other income<br>**Total income**<br>**_4_**<br>**Expenditure**<br>Expenditure on raising funds<br>_5_<br>Expenditure on charitable activities:<br>Visits & assistance to individuals and families<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Twinning<br>Youth Development Programme<br>**Total expenditure**<br>**_6_**<br>**Net gains on investments**<br>**_14_**<br>**Share of proft in jointly controlled entities**<br>**_18_**<br>**Net  income / (expenditure)**<br>**_7_**<br>Transfers between funds<br>_23_<br>Actuarial gains / (losses) on defned beneft<br>pension scheme<br>_21_<br>**Net movement in funds**<br>**Funds at the start of the year**<br>**_23_**<br>**Funds at the end of the year**<br>**_23_**|**5,067,523**<br>**38,722**<br>**167,527**<br>**3,871,872**<br>**79,016**<br>**2,099,679**<br>**416,956**<br>**8,373**<br>**562,078**<br>**12,311,746**<br>**485,726**<br>**2,577,839**<br>**3,735,557**<br>**250,843**<br>**2,009,878**<br>**1,924,318**<br>**311,778**<br>**211,375**<br>**11,507,314**<br>**86,172**<br>**125,261**<br>**1,015,865**<br>**(92,877)**<br>-<br>**922,988**<br>**8,152,042**<br>**9,075,030**|**875,451**<br>-<br>**27,171**<br>-<br>-<br>-<br>-<br>-<br>-<br>**902,622**<br>-<br>**692,587**<br>-<br>-<br>-<br>-<br>**386,631**<br>**18**<br>**1,079,236**<br>**3,328**<br>-<br>**(173,286)**<br>**92,877**<br>**143,000**<br>**62,591**<br>**3,525,749**<br>**3,588,340**|-<br>-<br>**9,415**<br>-<br>-<br>-<br>-<br>-<br>-<br>**9,415**<br>-<br>**12,008**<br>-<br>-<br>-<br>-<br>-<br>-<br>**12,008**<br>**82,442**<br>-<br>**79,849**<br>-<br>-<br>**79,849**<br>**1,062,029**<br>**1,141,878**|**5,942,974**<br>**38,722**<br>**204,113**<br>**3,871,872**<br>**79,016**<br>**2,099,679**<br>**416,956**<br>**8,373**<br>**562,078**<br>**13,223,783**<br>**485,726**<br>**3,282,434**<br>**3,735,557**<br>**250,843**<br>**2,009,878**<br>**1,924,318**<br>**698,409**<br>**211,393**<br>**12,598,558**<br>**171,942**<br>**125,261**<br>**922,428**<br>-<br>**143,000**<br>**1,065,428**<br>**12,739,820**<br>**13,805,248**|6,787,474<br>33,178<br>72,321<br>1,623,774<br>18,989<br>1,922,811<br>334,564<br>2,463<br>350,430|
|---|---|---|---|---|---|
||||||11,146,004|
||||||312,241<br>2,506,525<br>3,283,389<br>202,089<br>1,939,742<br>1,084,163<br>808,503<br>156,248|
||||||10,292,900|
||||||336,570<br>38,745|
||||||1,228,419<br>-<br>(104,000)|
||||||1,124,419<br>11,615,401|
||||||12,739,820|



All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 23 to the financial statements. The comparative consolidated statement of financial activities is disclosed in note 29 to the financial statements. 

**40** 



## **GROUP AND CHARITY BALANCE SHEETS** 

for the year ended 31 March 2022 


**----- Start of picture text -----**<br>
Group Charity Group Charity<br>2022 2022 2021 2021<br>Note £ £ £ £<br>**----- End of picture text -----**<br>


|**Fixed assets**<br>Tangible fxed assets<br>_12_<br>Mixed motive Investment Freehold Property<br>_12_<br>Investments<br>_14_<br>Investments in subsidiaries<br>_16_<br>Investments in joint ventures<br>_18_<br>**Current assets**<br>Stock<br>Debtors<br>_19_<br>Cash at bank and in hand<br>**Creditors: amounts falling due within 1 year**<br>**_20_**<br>**Net current assets**<br>**Total assets less current liabilities**<br>**Defned beneft scheme pension (liability)**<br>**_21_**<br>**Net assets**<br>**Funds**<br>Endowment funds<br>Restricted funds<br>Unrestricted funds:<br>Revaluation reserve<br>Designated funds<br>General funds<br>**Total funds**<br>**_23_**|**2,422,522**<br>**673,495**<br>**2,639,449**<br>-<br>**136,269**<br>**5,871,735**<br>**11,900**<br>**1,029,649**<br>**7,435,701**<br>**8,477,250**<br>**543,737**<br>**7,933,513**<br>**13,805,248**<br>-<br>**13,805,248**<br>**1,141,878**<br>**3,588,340**<br>**625,477**<br>**4,537,723**<br>**3,911,830**<br>**13,805,248**|**2,422,522**<br>**673,495**<br>**1,520,936**<br>**1**<br>-<br>**4,616,954**<br>**10,344**<br>**1,101,236**<br>**7,301,358**<br>**8,412,938**<br>**495,465**<br>**7,917,473**<br>**12,534,427**<br>-<br>**12,534,427**<br>**196,658**<br>**3,468,851**<br>**625,477**<br>**4,578,443**<br>**3,664,998**<br>**12,534,427**|2,439,478<br>288,230<br>2,288,391<br>-<br>176,989<br>5,193,088<br>11,691<br>1,600,100<br>6,567,379<br>8,179,170<br>594,438<br>7,584,732<br>12,777,820<br>(38,000)<br>12,739,820<br>1,062,029<br>3,525,749<br>625,477<br>3,840,485<br>3,686,080<br>12,739,820|2,439,478<br>288,230<br>1,239,590<br>1<br>-|
|---|---|---|---|---|
|||||3,967,299|
|||||11,691<br>1,666,140<br>6,418,725|
|||||8,096,556<br>589,752|
|||||7,506,804|
|||||11,474,103<br>(38,000)|
|||||11,436,103|
|||||183,079<br>3,314,820<br>625,477<br>3,840,485<br>3,472,242|
|||||11,436,103|



These financial statements were approved and authorised for issue by the Trustees on 25th November 2022 and signed on their behalf by: 


## **Helen O’Shea, National President** 

St Vincent de Paul Society (England & Wales). Company Number: 3174679. 

**41** 



## **CONSOLIDATED CASHFLOW STATEMENT** 

for the year ended 31 March 2022 


**----- Start of picture text -----**<br>
2022 2021<br>Note £ £<br>Net cash provided by operating activities a  871,531   1,420,353<br>Net cash used in by investing activities b (3,209) (89,271)<br>Increase in cash in the year  868,322   1,331,082<br>Reconciliation of net cash flow to movement in net funds<br>Increase in cash for the year  868,322   1,331,082<br>Net funds at beginning of year  6,567,379   5,236,297<br>Net funds at end of year c  7,435,701   6,567,379<br>a. Reconciliation of net cash used in operating activities<br>Net income before revaluations  625,225   853,104<br>Investment income (204,113) (72,321)<br>Depreciation  199,200   229,703<br>(Profit) / Loss on disposal of fixed assets (373,322)  4,431<br>Defined benefit scheme net interest expense (2,000) (5,000)<br>Current service cost in excess of employer contributions  107,000   25,000<br>(Decrease) in creditors (50,701) (54,305)<br>Decrease in debtors  570,451   438,934<br>(Increase) / Decrease in stocks (209)  807<br>Net cash used in operating activities  871,531   1,420,353<br>b. Net cash (used in) investing activities<br>Investment income  204,113   72,321<br>Proceeds from sale of listed investments  97,112   195,896<br>Purchase of investments (299,789) (222,332)<br>Decrease in Revive investment portfolio  165,981   -<br>Decrease in cash held within investment portfolio  23,561   48,530<br>Proceeds from sale of fixed assets  540,000  (1,431)<br>Purchase of tangible fixed assets (734,187) (182,255)<br>(3,209) (89,271)<br>c. Analysis of Net Funds<br>As at As at<br> 01 Apr 2021 Cash flows 31 Mar 2022<br>£ £ £<br>Cash at bank and in hand  6,567,379   868,322   7,435,701<br> 6,567,379   868,322   7,435,701<br>**----- End of picture text -----**<br>


**42** 



## **NOTES TO THE FINANCIAL STATEMENTS** 

for the year ended 31 March 2022 

## **1. Accounting Policies** 

## **a) Charitable company information** 

St Vincent de Paul Society (England & Wales) (“the Society” or “the Charity”) is a limited company domiciled and incorporated in England and Wales. The registered office is Romero House, 55 Westminster Bridge Road, London, SE1 7JB. 

## **b) Accounting convention** 

These financial statements have been prepared in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the requirements of the Companies Act 2006. The charity is a public benefit entity for the purposes of FRS 102 and therefore the charity also prepared its financial statements in accordance with the Statement of Recommended Practice applicable to charities preparing their financial statements with the Financial Reporting Standard applicable in the UK and Republic of Ireland (The FRS 102 Charities SORP) and the Charities Act 2011. 

The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest pound. 

## **c) Consolidation** 

These financial statements consolidate the results of the Society and its wholly-owned subsidiary, The Society of St Vincent de Paul (England and Wales) Trading Limited, on a line by line basis. The Society also holds a controlling interest in the Pen Y Pound House Fund, the David Young’s Charity and the TB Hunt Trust. These are included within the group accounts. The results of the charity comprise the results of the National Office, Conferences and Special Works of the Society. A separate statement of financial activities, or income and expenditure account, for the Society itself is not presented because it has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006. 

The Society is a member of Revive Leeds CIC, a company limited by guarantee and exercises joint control over the entity via a membership agreement. Revive Leeds CIC is accounted for in the Society’s consolidated accounts using the equity method. The Society’s share of the profit or loss as well as the Society’s share of any reserve movements of Revive Leeds CIC are charged to the Statement of Financial Activities in the period in which they occur. 

The financial statements have been prepared on the historical cost convention, modified by the recognition of investment properties, and financial assets and liabilities measured at fair value. The principal accounting policies adopted are set out on the following pages. 

**Our members ran 125 food banks in partnership with other organisations** 

**43** 



## **d) Going concern** 

The Trustees have prepared the financial statements on a going concern basis after taking into account future budgets and cash forecasts covering the period of at least 12 months from the date of this report. Individual projects within the Society are largely expected to be self-funding. Some funding streams changed priority during the Covid-19 pandemic when shops closed during lockdowns but our shops re-opened in April 2021 and have continued to perform well during the year ended 31st March 2022. This, combined with the reserves the charity holds, has enabled the Trustees to conclude that the charity will be able to settle its debts as they fall due for at least 12 months following approval of these financial statements. As a result, the Trustees have identified no material uncertainties that cast significant doubt about the ability of the Society to continue as a going concern and so the financial statements continue to be prepared on this basis. 

## **e) Foreign exchange** 

Transactions in currencies other than pound sterling are recorded at the rates of exchange prevailing at the dates of the transactions. At each reporting date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing at the period end date. Gains and losses are included in the Statement of Financial Activities for the period. 

Grants payable are recognised when authorised for payment. 

Governance costs relate to compliance with constitutional and statutory requirements. 

Expenditure on raising funds relates to the costs incurred by the group and Society in raising funds for the charitable work. 

## **Allocation of support costs incurred at the Society’s administrative centres** 

Expenditure is allocated to the particular activity where the cost relates directly to that activity. However, where relevant, the salary, office and premises costs of the administrative centres which represent the charity’s support costs are apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity. 

Visits & assistance to individuals 

|and families|**34%**|
|---|---|
|Shops and furniture stores|**35%**|
|Holidays and camps|**5%**|
|Residential provision|**8%**|
|Twinning|**2%**|
|Youth development programme|**4%**|
|Support centres|**7%**|
|Expenditure on raising funds|**4%**|
||**100%**|



## **f) Income** 

Voluntary income received by way of donations to the Society is included in full in the statement of financial activities when receivable. Proceeds from the sale of donated goods are recognised in the accounts in the period in which they are realised. Volunteer time is not included in the financial statements. 

Grants are recognised in full in the statement of financial activities in the year in which they are receivable. 

Income from legacies is accounted for on a receivable basis, and is recognised in full in the financial statements in the period in which entitlement is notified, where there is probability of receipt and where the amount can be measured reliably. 

## **g) Expenditure** 

Expenditure is recognised in the period in which it is incurred. Expenditure includes attributable VAT which cannot be recovered. 

## **h) Fixed assets** 

Assets are capitalised at cost, as detailed in note 12. 

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: 

|Freehold property|**2% straight line**|
|---|---|
|Leasehold property|**over the period of**|
||**the lease**|
|Computer equipment|**33% straight line**|
|Furniture and equipment|**20% straight line**|
|Motor vehicles and caravans|**20% straight line**|



## Land is not depreciated. 

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are 

**44** 



reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. 

Mixed motive investments are held at depreciated cost and represent properties held for both their investment potential and in furtherance of the charity’s objects. 

## **i) Investments** 

Investments held as fixed assets are revalued at mid-market value at the balance sheet date. The gains or losses for the period on revaluation or disposal are taken to the statement of financial activities. The Trustees consider short term deposits to be liquid resources. 

## **j) Assets held for sale** 

The charity’s mixed movement investments are measured at cost and represent properties held for both financial return and to further the charity’s objects. 

## **k) Stocks** 

Stocks are stated at the lower of cost and net realisable value. Cost is measured on a first in first out basis and includes transport and handling costs. Net realisable value is the price at which stocks can be sold in the normal course of business after allowing for the costs of realisation. Provision is made where necessary for obsolete, slow moving and defective stocks. 

## **l) Cash** 

Cash and cash equivalents include cash in hand, deposits held at call with banks and other shortterm liquid investments with original maturities of three months or less. 

## **m) Funds** 

Restricted funds are to be used for specified purposes as laid down by the donor. Expenditure which meets these criteria is identified to the fund. 

Designated funds are to be used for specified purposes as laid down by the Trustees of the Society. 

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes. 

Endowment funds are funds for which the assets must be held permanently by the Society. Further details of these funds are shown in note 23. 

## **n) Operating leases** 

Rentals payable under operating leases, where substantially all the risks and rewards of ownership remain with the lessor, are charged to the 

statement of financial activities in the year in which they fall due. 

## **o) Pensions** 

The Society **Defined contribution scheme:** operates a stakeholder group personal pension plan. In addition, the Society contributes to the personal pension schemes of a number of employees. The assets of the schemes are held separately from those of the Society in independently administered funds. The pension cost charge represents contributions payable under the schemes by the Society to the funds. The Society has no liability under the schemes other than for the payment of those contributions. 

Some of the Society’s **Defined benefit scheme:** employees are members of the Tyne and Wear Local Government Pension Scheme (LGPS). The LGPS is a funded scheme and the assets are held separately from those of the Society in separate trustee administered funds. Pension scheme assets are measured at fair value and liabilities are measured on an actuarial basis using the projected unit credit method and discounted at a rate equivalent to the current rate of return on a high quality corporate bond of equivalent term and currency to the liabilities. The actuarial valuations are obtained at least triennially and are updated at each balance sheet date. The resulting asset or liability is recognised in the balance sheet. In the case of an asset this is recognised to the extent it is considered recoverable through reduced contributions in the future, or through refunds from the Scheme. The amounts charged to operating surplus are the current service costs and the costs of scheme introductions, benefit changes, settlements and curtailments. They are included as part of staff costs as incurred. Net interest on the net defined benefit liability/asset is also recognised in the Statement of Financial Activities and comprises the interest cost on the defined benefit obligation and interest income on the scheme assets, calculated by multiplying the fair value of the scheme assets at the beginning of the period by the rate used to discount the benefit obligations. The difference between the interest income on the scheme assets and the actual return on the scheme assets is recognised in other recognised gains and losses. 

## **p) Financial instruments** 

The charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. 

**45** 



Financial instruments are recognised in the charitable company’s balance sheet when the company becomes party to the contractual provisions of the instrument. 

**Basic financial assets:** Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. 

**Other financial assets:** Other financial assets, including investments in equity instruments which are not subsidiaries, associates or joint ventures, are initially measured at fair value, which is normally the transaction price. Such assets are subsequently carried at fair value and the changes in fair value are recognised in profit or loss, except that investments in equity instruments that are not publicly traded and whose fair values cannot be measured reliably are measured at cost less impairment. 

Trade debtors, loans and other receivables that have fixed or determinable payments that are not quoted in an active market are classified as ‘loans and receivables’. Loans and receivables are measured at amortised cost using the effective interest method, less any impairment. 

Interest is recognised by applying the effective interest rate, except for short-term receivables when the recognition of interest would be immaterial. The effective interest method is a method of calculating the amortised cost of a debt instrument and of allocating the interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the debt instrument to the net carrying amount on initial recognition. 

Financial assets, **Impairment of financial assets:** other than those held at fair value through profit and loss, are assessed for indicators of impairment at each reporting end date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected. The impairment loss is recognised in profit or loss. 

Financial **Derecognition of financial assets:** assets are derecognised only when the contractual rights to the cash flows from the asset expire, or when it transfers the financial asset and substantially all the risks and rewards of ownership to another entity. 

Financial **Classification of financial liabilities:** liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the company after deducting all of its liabilities. 

**Basic financial liabilities:** Basic financial 

liabilities, including trade and other payables, bank loans, loans from fellow group companies and preference shares that are classified as debt, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. 

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. 

Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade payables are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. 

Financial **Derecognition of financial liabilities:** liabilities are derecognised when, and only when, the company’s obligations are discharged, cancelled, or they expire. 

## **q) Judgements and key sources of estimation uncertainty** 

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

**46** 



The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. 

**Critical judgements** : The following judgements (apart from those involving estimates) have had the most significant effect on amounts recognised in the financial statements. 

The annual depreciation charge for property, plant and equipment is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 12 for the carrying amount of the property, plant and equipment and note 1. h) for the useful economic lives for each class of asset. 


## **2. Donations and legacies** 


**----- Start of picture text -----**<br>
Unrestricted  Restricted  Endowment  2022 2021<br>Funds Funds Funds Total Total<br>£ £ £ £ £<br>Members’ contributions   315,207   -   -   315,207   253,020<br>Church collections   477,761   26,882   -   504,643   268,973<br>Legacies  657,595   196,669   -   854,264   1,089,276<br>Other fundraising activities  175,450   148,725   -   324,175   259,238<br>Other donations and voluntary grants  3,441,510   503,175   -   3,944,685   4,916,967<br> 5,067,523     875,451   -   5,942,974   6,787,474<br>**----- End of picture text -----**<br>


||**Unrestricted**<br>**Funds**|**Restricted**<br>**Funds**|**Endowment**<br>**Funds**|**2021**<br>**Total**|
|---|---|---|---|---|
||**£**|**£**|**£**|**£**|
|Members’ contributions<br>Church collections<br>Legacies<br>Other fundraising activities<br>Other donations and voluntary grants|253,020<br>246,966<br>474,128<br>199,115<br>4,094,882<br>5,268,111|-<br>22,007<br>615,148<br>60,123<br>822,085<br>1,519,363|-<br>-<br>-<br>-<br>-<br>-|253,020<br>268,973<br>1,089,276<br>259,238<br>4,916,967|
|||||6,787,474|



_Donations and legacies received covers a number of different charitable activities._ 

**47** 



## **3. Other trading activities (including fundraising)** 

||**Unrestricted**<br>**Funds**|**Restricted**<br>**Funds**|**Endowment**<br>**Funds**|**2022**<br>**Total**|**2021**<br>**Total**|
|---|---|---|---|---|---|
||**£**|**£**|**£**|**£**|**£**|
|Trading activities<br>Income from national raffe|**37,087**<br>**1,635**<br>**38,722**|-<br>-<br>-|-<br>-<br>-|**37,087**<br>**1,635**<br>**38,722**|27,119<br>6,059|
||||||33,178|



_All the above trading activities comprise unrestricted funds in both periods._ 

## **4. Total incoming resources for the year** 

This is stated after including the following restricted grants: 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|**Visits & assistance to individuals & families**|||
|---|---|---|
|Porta Pia|**35,000**|35,000|
|Porticus|**26,357**|38,000|
|**Shops & furniture stores**|||
|Sheffeld City Council - Voluntary Sector Grants Fund|**53,283**|53,283|
|Other grants received (Under £10,000)|**8,980**|37,904|
|**Support centres**|||
|Lottery Funding|**113,029**|112,972|
|Homeless Link Grant|**1,500**|10,000|
|Veolia|**20,400**|7,220|
|Shared Space|**12,000**|15,000|
|Newcastle CCG|-|15,000|
|Newcastle Community Foundation|**12,500**|10,000|
|Gateshead Council Community Grant|**12,000**|-|
|Jersey Grant|**30,000**|-|
|Land Securities|-|15,000|
|DEFRA|-|20,000|
|Welsh Government Grant|**25,000**|-|
|Leeds Community Foundation|**39,652**|32,200|
|EU Settlement Scheme|**36,070**|41,925|
|Leeds Mencap|**25,333**|-|
|University of Leeds|**17,150**|-|
|Leeds CEV|**10,000**|-|
|Other grants received (Under £10,000)|**143,555**|41,398|



**48** 



## **5. Expenditure on raising funds** 


**----- Start of picture text -----**<br>
Unrestricted  Restricted  Endowment  2022 2021<br>Funds Funds Funds Total Total<br>£ £ £ £ £<br>**----- End of picture text -----**<br>


||**Unrestricted**<br>**Funds**<br>**£**|<br>**Restricted**<br>**Funds**<br>**£**|**Endowment**<br>**Funds**<br>**£**|**2022**<br>**Total**<br>**£**|**2021**<br>**Total**<br>**£**|
|---|---|---|---|---|---|
|Staff costs<br>Other staff and volunteer expenses<br>Fundraising expenses<br>Trading activities<br>Investment managers' fees<br>Property expenses<br>Offce expenses<br>Other costs<br>Support costs (note 6)|**259,103**<br>**10,698**<br>**10,438**<br>**15,569**<br>**10,150**<br>**23,037**<br>**18,070**<br>**60,333**<br>**78,328**|<br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-<br> <br>-|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|**259,103**<br>**10,698**<br>**10,438**<br>**15,569**<br>**10,150**<br>**23,037**<br>**18,070**<br>**60,333**<br>**78,328**<br>**485,726**|171,456<br>2,188<br>22,126<br>21,776<br>5,951<br>6,579<br>6,841<br>17,695<br>57,629|
||**485,726**||||312,241|



_All the above expenditure was from unrestricted funds in both periods._ 

|**6. Expenditure**||**Year ended 31 March 2022**|**Year ended 31 March 2022**|**Year ended 31 March 2022**||
|---|---|---|---|---|---|
||**Staff costs**<br>**(note 8)**|**Grants**<br>**(note 9)**|**Other**<br>**direct costs**|**Support costs**<br>**(note 10)**|**Total**|
||**£**|**£**|**£**|**£**|**£**|
|Expenditure on raising funds (note 5)<br>Charitable activities:<br>Visits & assistance to individuals and families<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Twinning<br>Youth Development Programme<br>Total charitable activities<br>Support costs|**259,103**<br>**230,979**<br>**1,875,340**<br>-<br>**1,531,014**<br>**1,282,190**<br>**51,662**<br>**104,709**<br>**5,075,894**<br>**1,314,596**<br>**6,649,593**|-<br>-<br>-<br>-<br>-<br>-<br>**592,885**<br>-<br>**592,885**<br>**17,453**<br>**610,338**|**148,296**<br>**2,295,444**<br>**1,079,666**<br>**139,484**<br>**308,778**<br>**483,229**<br>**2,050**<br>**13,468**<br>**4,322,119**<br>**868,212**<br>**5,338,627**|**78,328**<br>**756,011**<br>**780,552**<br>**111,358**<br>**170,085**<br>**158,899**<br>**51,812**<br>**93,216**<br>**2,121,933**<br>**(2,200,261)**<br>-|**485,727**<br>**3,282,434**<br>**3,735,558**<br>**250,842**<br>**2,009,877**<br>**1,924,318**<br>**698,409**<br>**211,393**|
||||||**12,112,831**<br>-|
||||||**12,598,558**|
|||||||
|||**Year ended 31 March 2021**||||
|||||||
||**£**|**£**|**£**|**£**|**£**|
|Expenditure on raising funds (note 5)<br>Charitable activities:<br>Visits & assistance to individuals and families<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Twinning<br>Youth Development Programme<br>Total charitable activities<br>Support costs|171,456<br>128,095<br>1,721,779<br>-<br>1,719,015<br>678,690<br>45,857<br>89,226<br>4,382,662<br>1,002,459<br>5,556,577|-<br>8,655<br>-<br>-<br>-<br>-<br>717,115<br>-<br>725,770<br>40,140<br>765,910|83,156<br>1,733,580<br>1,114,087<br>69,353<br>111,292<br>302,717<br>9,037<br>7,534|57,629<br>636,195<br>447,523<br>132,736<br>109,435<br>102,756<br>36,494<br>59,488|312,241<br>2,506,525<br>3,283,389<br>202,089<br>1,939,742<br>1,084,163<br>808,503<br>156,248<br>9,980,659<br>-<br>10,292,900|
||||3,347,600<br>539,657|1,524,627<br>(1,582,256)||
||||3,970,413|-||



**49** 



## **7. Net expenditure for the year** 

This is stated after charging: 


**----- Start of picture text -----**<br>
2022 2021<br>Total Total<br>£ £<br>**----- End of picture text -----**<br>


|Depreciation|**199,200**|229,703|
|---|---|---|
|Trustees’ indemnity insurance|**3,900**|2,800|
|Trustees’ remuneration|-|-|
|Trustees’ reimbursed expenses|**857**|50|
|Auditor’s remuneration (excluding VAT):|||
|Statutory audit|**30,000**|30,000|
|Prior year audit fees|**6,900**|10,970|
|Operating lease rentals:|||
|Property|**712,492**|651,153|



During the year 5 (2021: 1) trustees were reimbursed expenses. This totalled £857 (2021: £50). In addition £Nil (2021: £Nil) was paid on behalf of Trustees directly to third parties. Expenses related to reimbursement for travel and accommodation, subsistence, telephone, postage and stationery and are in relation to their roles as trustees. 

In accordance with the articles of association, the Society paid a premium of £3,900 (2021: £2,800) for trustee indemnity insurance to the value of £6 million (2021: £5 million). 

## **8. Staff costs and numbers** 

Staff costs were as follows: 

||**2022**<br>**Total**|**2021**<br>**Total**|
|---|---|---|
||**£**|**£**|
|Salaries and wages<br>Social security costs<br>Pension contributions|**5,656,074**<br>**421,367**<br>**572,152**<br>**6,649,593**|4,450,103<br>361,908<br>744,566|
|||5,556,577|



Included in staff costs and paid in the year were redundancy and termination payments totalling (2022 : £0 - 1 employee), (2021 : £29,307 - 7 employees). 

The earnings, including pension contribution and employer’s National Insurance contributions, of key management personnel (including the CEO) in 2022 were £182,190 (2021: £180,120). This related to two roles (2021: two). 

During the year there were two employees who received employment benefits (excluding employer’s pension contributions) of more than £60,000. 

£60,000 -£70,000 = 2 (2021: 2). 

For all full-pay relevant employees, the mean hourly rate of pay is £12.52 for males and £12.34 for females which represents a 1.41% mean gender pay gap. 

For all full-pay relevant employees, the median hourly rate of pay is £10.23 for males and £10.39 for females which represents a 1.52% median gender pay gap. 

Of the 80 employees in the lower quartile, 39 are male and 41 are female (male: 49%, female: 51%). 

Of the 81 employees in the lower middle quartile, 14 are male and 67 are female (male: 17%, female: 83%). Of the 80 employees in the upper middle quartile, 55 are male and 25 are female (male: 69%, female: 31%). 

Of the 81 employees in the upper quartile, 28 are male and 53 are female (male: 35%, female: 65%). 

**50** 



The average number of employees (on a full time equivalent basis) during the year was as follows: 


**----- Start of picture text -----**<br>
Actual FTE<br>2022 2021 2022 2021<br>No. No. No. No.<br>**----- End of picture text -----**<br>


|Visits & assistance to individuals and families<br>Shops and furniture stores<br>Residential care and approved premises<br>Youth programme<br>Support centres<br>Twinning<br>Fundraising<br>Support staff<br>Governance|-<br>**192**<br>**53**<br>**5**<br>**69**<br>**6**<br>**18**<br>**51**<br>**13**<br>**407**|-<br>116<br>47<br>4<br>45<br>3<br>21<br>43<br>6<br>285|-<br>**84**<br>**33**<br>**3**<br>**33**<br>**2**<br>**11**<br>**26**<br>**10**<br> <br>**202**|-<br>78<br>46<br>2<br>27<br>1<br>12<br>19<br>11|
|---|---|---|---|---|
|||||196|



The Society relies substantially on voluntary services provided by its Members across the country. It is not possible to quantify the value of these services to the Society. 

## **9. Grants programme** 

During the year, the Society paid out grants to a number of organisations through the Twinning Programme and directly from the National Society . The majority of the grants were paid to SVP societies in other countries. 


**----- Start of picture text -----**<br>
2022 2021<br>Total Total<br>£ £<br>**----- End of picture text -----**<br>


|SVP India<br>Indian student scholarships programme<br>SVP Sudan<br>SVP South Sudan<br>SVP Romania<br>SVP Grenada<br>SVP Lebanon<br>SVP Guyana<br>Payments from disaster fund:<br>Sudan and South Sudan<br>Lebanon<br>CGI Covid<br>Twinning projects<br>South Africa<br>Vincentian Volunteers<br>Council General International<br>Other grants|**242,033**<br>**68,567**<br>**12,677**<br>**98,445**<br>**10,900**<br>**10,300**<br>-<br>**3,950**<br>-<br>**2,000**<br>**11,650**<br>**123,113**<br>**9,250**<br>**6,000**<br>**11,453**<br>-<br>**610,338**|69,354<br>10,905<br>175,684<br>94,680<br>1,000<br>4,500<br>4,107<br>2,000<br>5,000<br>5,000<br>10,000<br>327,210<br>7,675<br>4,000<br>36,140<br>8,655|
|---|---|---|
|||765,910|



**51** 



## **10. Support costs** 


**----- Start of picture text -----**<br>
2022 2021<br>Total Total<br>£ £<br>**----- End of picture text -----**<br>


|Staff costs<br>Other staff and volunteer expenses<br>Offce costs<br>Premises costs<br>Bank charges<br>Depreciation<br>Legal and professional fees<br>Other costs<br>Governance costs<br>Support costs included the following expenditure on governance:<br>Staff costs<br>Other staff and volunteer expenses<br>Auditors fees and expenses:<br>Net audit fee (note 7)<br>Disbursements<br>Irrecoverable VAT<br>Over / under accruals<br>Other professional fees<br>Board expenses<br>Other costs|**983,143**<br>**75,122**<br>**216,872**<br>**155,372**<br>**26,393**<br>**39,022**<br>**82,847**<br>**192,332**<br>**429,158**<br>**2,200,261**<br>**331,453**<br>**1,362**<br>**30,000**<br>**1,130**<br>**3,913**<br>**6,900**<br>**46,266**<br>**5,707**<br>**2,427**<br>**429,158**|735,993<br>42,278<br>150,577<br>29,968<br>42,587<br>28,923<br>64,928<br>105,733<br>381,269|
|---|---|---|
|||1,582,256|
|||266,466<br>256<br>30,000<br>-<br>-<br>-<br>63,397<br>220<br>20,930|
|||381,269|



## **11. Taxation** 

The Society is exempt from Corporation Tax as all its income is charitable and is applied for charitable purposes. Available taxable profits are Gift Aided to the Society by The St Vincent de Paul Society (England and Wales) Trading Limited. 

**52** 



## **12. Tangible fixed assets - The group and the charity** 


**----- Start of picture text -----**<br>
Leasehold  Motor<br>Freehold  property and  Furniture and  vehicles and<br>property improvements equipment caravans Totals<br>£ £ £ £ £<br>**----- End of picture text -----**<br>


|**COST**<br>At the start of the year<br>Additions in year<br>Disposals in year<br>At the end of the year<br>**DEPRECIATION**<br>At the start of the year<br>Charge for the year<br>Disposals in year<br>At the end of the year<br>**NET BOOK VALUE AT 31 MARCH 2022**<br>Long leasehold<br>Short leasehold<br>**NET BOOK VALUE AT 31 MARCH 2021**<br>Long leasehold<br>Short leasehold|1,929,734<br>449,303<br>-<br>2,379,037<br>234,186<br>45,712<br>-<br>279,898<br>**2,099,139**<br>**1,695,548**|1,447,581<br>207,037<br>(280,000)<br>1,374,618<br>634,447<br>50,480<br>(113,322)<br>571,605<br>**803,013**<br>**803,013**<br>-<br>**803,013**<br>**813,134**<br>**813,134**<br>-<br>**813,134**|913,567<br>77,847<br>-<br>991,414<br>726,224<br>89,650<br>-<br>815,874<br>**175,540**<br>**187,343**|214,079<br>-<br>-<br>214,079<br>182,396<br>13,358<br>-<br>195,754<br>**18,325**<br>**31,683**|**4,504,961**<br>**734,187**<br>**(280,000)**|
|---|---|---|---|---|---|
||||||**4,959,148**|
||||||**1,777,253**<br>**199,200**<br>**(113,322)**|
||||||**1,863,131**|
||||||**3,096,017**|
||||||**2,727,708**|
|||||||



## **13. Investment property - The group and the charity** 


**----- Start of picture text -----**<br>
2022 2021<br>UK Properties UK Properties<br>£ £<br>VALUATION<br>At the start of the year  -  610,000<br>Transfers - (610,000)<br>At the end of the year - -<br>**----- End of picture text -----**<br>


## **Mixed Motive Investments** 

The charity also holds £673,495 (2021: £288,230) as mixed motive investments, which represent two freehold properties held for both financial return and to further the charity’s objects. 

**53** 



## **14. Investments** 


**----- Start of picture text -----**<br>
Group Charity Group Charity<br>2022 2022 2021 2021<br>£ £ £ £<br>Market value at the start of the year  2,288,391   1,239,590   1,936,041   1,001,522<br>Prior Year Opening Cash Account adjustment (46,637) (46,637)  -   -<br>Additions at cost  299,789   299,789   222,332   222,332<br>Disposal at market value (97,112) (94,633) (195,896) (211,043)<br>Realised gains  6,909   6,840   23,230   23,230<br>Unrealised gains / (losses)  165,033   92,911   313,340   214,205<br> 2,616,373   1,497,860   2,299,047   1,250,246<br>Cash held with investment managers  23,076   23,076  (10,656) (10,656)<br>Total investment portfolio market value  2,639,449   1,520,936   2,288,391   1,239,590<br>Historic cost at the year end  209,586   211,996   1,474,918   927,155<br>**----- End of picture text -----**<br>


All the investments are listed on the UK stock exchange and are intended to provide an investment return. Investments representing over 5% by value of the portfolio, as above, comprise: 


**----- Start of picture text -----**<br>
||||||
|---|---|---|---|---|
|Group|Charity|Group|Charity|
|2022|2022|2021|2021|
|£|£|£|£|
|COIF Charities Ethical Investment Fund|1,301,805|485,955|1,043,552|280,059|

**----- End of picture text -----**<br>


## **15. Results of parent charity** 

These accounts do not include a Statement of Financial Activities for the parent charity, as permitted under section 403 of the Companies Act 2006. The relevant figures for the year ended 31 March for the parent charity were: 


**----- Start of picture text -----**<br>
||||
|---|---|---|
|2022|2021|
|£|£|
|Gross income|13,078,509|11,058,112|
|Surplus for the year|1,098,324|894,597|

**----- End of picture text -----**<br>


## **16. Investments in subsidiaries - Charity** 

The charity has an unlisted investment with a historical cost of £1 representing its 100% shareholding in The St Vincent de Paul Society (England and Wales ) Trading Limited, which is a company registered in England that operates accommodation and sells Christmas cards and other goods. A summary of that company’s financial position is set out in note 17. 

**54** 



## **17. Subsidiary undertakings** 

The charitable company held a controlling interest in the following entities during the year: 

- The Pen-Y-Pound House Fund (a subsidiary charity, number 1053992-1) 

- David Young’s Charity (a registered charity, number 238877) 

- The T B Hunt Trust Fund (a registered charity, number 216406) 

- The St Vincent de Paul Society (England and Wales) Trading Limited (company registration number 04373817) 

All activities have been consolidated on a line by line basis in the Statement of Financial Activities. 

A summary of the results of the subsidiaries is shown below: 

## **The Pen-Y-Pound House Fund (Capital and Income)** 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|Incoming resources<br>Charitable expenditure<br>Net outgoing resources for the year<br>Unrealised gains / (losses)<br>Net movement in funds<br>Funds brought forward<br>**Funds carried forward**<br>The aggregate of the assets, liabilities and funds was:<br>Investments<br>Net current assets<br>Funds:<br>Endowment fund<br>Income fund|**3,020**<br>**(107,738)**<br>**(104,718)**<br>**31,431**<br>**(73,287)**<br>**536,006**<br>**462,719**<br>**504,028**<br>**(41,309)**<br>**462,719**<br>**424,022**<br>**38,697**<br>**462,719**|(1,612)<br>(36,128)|
|---|---|---|
|||(37,740)<br>98,955|
|||61,215<br>474,791|
|||536,006|
|||456,675<br>79,331|
|||536,006|
|||392,591<br>143,415|
|||536,006|



This is a separate charitable trust controlled by the Society as the Trustees of the Society are the Trustees of the Pen-Y-Pound Fund. The trust’s main objective is to further the work of the Roman Catholic Church in relieving the poor of the Roman Catholic Archdiocese of Cardiff. 

**55** 



## **17. Subsidiary undertakings (continued)** 

## **David Young’s Charity** 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|Incoming resources<br>Charitable expenditure<br>Net outgoing resources for the year<br>Unrealised (losses) / gains<br>Realised (losses) / gains<br>Net movement in funds<br>Funds brought forward<br>**Funds carried forward**<br>The aggregate of the assets, liabilities and funds was:<br>Investments<br>Net current assets<br>Funds:<br>Endowment fund<br>Restricted fund|**9,415**<br>**(12,008)**<br>**(2,593)**<br>**21,246**<br>**69**<br>**18,722**<br>**246,359**<br>**265,081**<br>**259,935**<br>**5,146**<br>**265,081**<br>**209,387**<br>**55,694**<br>**265,081**|9,891<br>(9,721)|
|---|---|---|
|||170<br>(13,268)<br>-|
|||(13,098)<br>259,457|
|||246,359|
|||241,099<br>5,260|
|||246,359<br>193,993<br>52,366|
|||246,359|



David Young’s Charity is controlled by the Society as the Society appoints the Trustees of the charity. The figures included in these consolidated accounts are for the year ended 31 December 2021 as this is the date to which the subsidiary prepares their accounts; there have been no material changes in the three months to 31 March 2022. The Trust’s main objective is the relief of hardship or distress by making grants of money. 

## **T B Hunt Trust Fund** 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|Incoming resources<br>Charitable expenditure<br>Net incoming / (outgoing) resources for the year<br>Unrealised gains<br>Net movement in funds<br>Funds brought forward<br>**Funds carried forward**<br>The aggregate of the assets, liabilities and funds was:<br>Investments<br>Current assets<br>Funds:<br>Endowment fund<br>Income fund|**13,150**<br>**(3,200)**<br>**9,950**<br>**19,445**<br>**29,395**<br>**308,451**<br>**337,846**<br>**311,822**<br>**26,024**<br>**337,846**<br>**311,811**<br>**26,035**<br>**337,846**|4,359<br>(4,100)|
|---|---|---|
|||259<br>48,931|
|||49,190<br>259,261|
|||308,451|
|||279,001<br>29,450|
|||308,451<br>292,366<br>16,085|
|||308,451|



This is a separate charitable trust controlled by the Society as the Trustees of the Society are the Trustees of the T B Hunt Trust Fund. The trust’s main objective is the relief of poverty amongst Roman Catholics in the Leicester and Market Harborough areas. During 2021-22 no payments were made due to Covid but payments are resuming in 2022-23. 

**56** 



## **The St Vincent de Paul Society (England and Wales) Trading Limited** 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|Turnover<br>Cost of sales<br>Gross proft<br>Administrative expenses<br>Operating proft for the fnancial year<br>Interest payable<br>**Net proft**<br>The aggregate of the assets, liabilities and funds was:<br>Current assets<br>Creditors: amounts falling due within one year|**119,689**<br>**(15,569)**<br>**104,120**<br>**(70,384)**<br>**33,736**<br>**(740)**<br>**32,996**<br>**90,917**<br>**(74,130)**<br>**16,787**|75,342<br>(20,381)|
|---|---|---|
|||54,961<br>(23,646)|
|||31,315<br>(832)|
|||30,483|
|||60,762<br>(76,971)|
|||(16,209)|



The trading company began in July 2003 and is based at the Society’s National Office. Activity is centred around the management of move on accommodation and the sale of Christmas cards, Fairtrade goods and similar items. 

## **18. Investments in jointly controlled entities** 

The charity is a member of Revive Leeds CIC, a company limited by guarantee, and jointly controls the entity via a Members’ agreement with the other members of the company. This agreement stipulates that profits made are distributed to split evenly. The SVP’s share of the assets and liabilities of the jointly controlled entity is 50% during the year. 


**----- Start of picture text -----**<br>
2022 2021<br>£ £<br>**----- End of picture text -----**<br>


|Value of share in Jointly Controlled Entity - brought forward<br>Share of proft / (loss) for the year<br>Share of proft distributed<br>Valuation carried forward|**176,989**<br>**125,261**<br>**(165,981)**<br>**136,269**|138,244<br>38,745<br>-|
|---|---|---|
|||176,989|



_Related party transactions are shown in note 25._ 

## **19. Debtors** 


**----- Start of picture text -----**<br>
Group Charity Group Charity<br>2022 2022 2021 2021<br>£ £ £ £<br>**----- End of picture text -----**<br>


|Trade debtors<br>Other debtors<br>Prepayments<br>Accrued income<br>Other taxation and social security<br>Amounts due from subsidiaries|**263,129**<br>**158,947**<br>**388,252**<br>**171,815**<br>**47,506**<br>-<br>**1,029,649**|**231,654**<br>**240,559**<br>**399,568**<br>**171,815**<br>**47,764**<br>**9,876**<br>**1,101,236**|421,018<br>109,382<br>486,890<br>500,000<br>82,810<br>-<br>1,600,100|419,680<br>109,382<br>484,927<br>500,000<br>82,822<br>69,329|
|---|---|---|---|---|
||||||
|||||1,666,140|



All debtors this year and in the prior year are due within one year from the Balance Sheet date. 

Amounts due from subsidiaries include a loan of £5,180 (2021: £5,180) to The St Vincent de Paul Society (England and Wales) Trading Limited which is due to be repaid by March 2029. Loan repayments are made yearly and the subsidiary accrues interest at a rate of 1.5%. The subsidiary has given the Society a floating charge over its assets as security. 

**57** 



## **20. Creditors: Amounts falling due within one year** 

||**Group**<br>**2022**|**Charity**<br>**2022**|**Group**<br>**2021**|**Charity**<br>**2021**|
|---|---|---|---|---|
||**£**|**£**|**£**|**£**|
|Trade creditors<br>Other creditors<br>Other taxation and social security<br>Accruals|**275,120**<br>**61,278**<br>**93,376**<br>**113,963**<br>**543,737**|**256,456**<br>**35,327**<br>**93,376**<br>**110,307**<br>**495,465**|173,371<br>89,597<br>68,092<br>263,378<br>594,438|174,849<br>89,597<br>68,092<br>257,214|
||||||
|||||589,752|



Included within other creditors are outstanding pension contributions of £28,613 (2021: £nil). 

## **21. Defined benefit pension scheme liability** 

Some of the Society’s employees belong to a Local Government Pension Schemes (LGPS): the Tyne and Wear Pension Fund (TWPF). 

The LGPS is a funded defined benefit plan with benefits earned up to 31 March 2014 being linked to final salary. Benefits after 31 March 2014 are based on a Career Average Revalued Earnings Scheme. Details of the benefits earned over the period covered by this disclosure are set out in ‘The Local Government Pension Scheme Regulations 2013’ and ‘The Local Government Pension Scheme (Transitional Provisions, Savings and Amendment) Regulations 2014’. 

## **Funding / Governance Arrangements of the LGPS** 

The funded nature of the LGPS requires participating employers and its employees to pay contributions into the Fund, calculated at a level intended to balance the pension liabilities with investment assets. Information on the framework for calculating contributions to be paid is set out in LGPS Regulations 2013 and the Fund’s Funding Strategy Statement. The last actuarial valuation was at 31 March 2019 and the contributions to be paid until 31 March 2022 resulting from that valuation are set out in the Fund’s Rates and Adjustment Certificate. 

The Fund Administering Authority responsible for the governance of the Fund is South Tyneside. 

## **Assets** 

The assets allocated to the Employer in the Fund are notional and are assumed to be invested in line with the investments of the Fund for the purposes of calculating the return to be applied to those notional assets over the accounting period. 

The Fund is large and holds a significant proportion of its assets in liquid investments. As a consequence there will be no significant restriction on realising assets if a large payment is required to be paid from the fund in relation to an employer’s liabilities. The assets are invested in a diversified spread of investments and the approximate split of assets for the fund as a whole (based on data supplied by the Administering Authority) is shown in the disclosures. 

The Administering Authority may invest a small proportion of the Fund’s investments in the assets of some of the employers participating in the Fund if it forms part of their balanced investment strategy. 

## **Risks associated with the Fund in relation to accounting** 

**Asset volatility:** The liabilities used for accounting purposes are calculated using a discount rate set with reference to corporate bond yields. If assets underperform this yield this will create a deficit in the accounts. The Fund holds a significant proportion of growth assets which, while expected to outperform corporate bonds in the long term, creates volatility and risk in the short term in relation to the accounting figures. 

**Changes in Bond Yield:** A decrease in corporate bond yields will increase the value placed on the liabilities for accounting purposes although this will be marginally offset by the increase in the assets as a result. 

The majority of the pension liabilities **Inflation Risk:** are linked to either pay or price inflation. Higher inflation expectations will lead to a higher liability value. The assets are either unaffected or loosely correlated with inflation meaning that an increase in inflation will increase the deficit. 

**58** 




**Life expectancy:** The majority of the Fund’s obligations are to provide benefits for the life of the member following retirement, so increases in life expectancy will result in an increase in the liabilities. 

**Exiting employers:** Employers who leave the Fund (or their guarantor) may have to make an exit payment to meet any shortfall in assets against their pension liabilities. If the employer (or guarantor) is not able to meet this exit payment the liability may in certain circumstances fall on other employers in the Fund. Further the assets at exit in respect of ‘orphan liabilities’ may, in retrospect, not be sufficient to meet the liabilities. This risk may fall on other employers. ‘Orphan liabilities’ are currently a small proportion of the overall liabilities in the Fund. 

|**Principal actuarial assumptions**|**TWPF**<br>**2022**<br>**2021**|
|---|---|
|Discount rate for scheme liabilities|**2.7%**<br>2.1%|
|Infation assumption (CPI)|**3.0%**<br>2.7%|
|Rate of increase for pensions in payment/infation|**3.0%**<br>2.7%|
|Rate of increase in salaries|**4.5%**<br>4.2%|



The current mortality assumptions include sufficient allowance for future improvements in mortality rates. The assumed remaining life expectations on retirement age 65 are: 

|<br>The assumed remaining life expectations on retirement age 65 are:|||
|---|---|---|
|**Retiring today:**<br>Males<br>Females<br>**Retiring in 20 years:**<br>Males<br>Females<br>The Society’s share of the assets in the scheme were:|**TWPF**||
||**2022**<br>**2021**<br>**21.8**<br>21.9<br>**25.0**<br>25.1<br>**23.5**<br>23.6<br>**26.7**<br>26.9||
||**TWPF**||
||**2022**|**2021**|
||**%**|**%**|
|Equities<br>Properties<br>Government bonds<br>Corporate bonds<br>Cash<br>Other<br>**Total**|**57.0%**<br>**8.4%**<br>**2.0%**<br>**18.8%**<br>**1.8%**<br>**12.0%**<br>**100.0%**|55.5%<br>7.9%<br>2.2%<br>19.8%<br>4.0%<br>10.6%|
|||100.0%|



The actual return on scheme assets is (£450,000) (2021: (£1,127,000)). 

**59** 



## **21. Defined benefit pension scheme liability (continued)** 

|**21. Defned beneft pension scheme liability (continued)**|||
|---|---|---|
|**Amounts recognised in the statement of fnancial activities:**|**2022**|**2021**|
||**£**|**£**|
|Current service cost<br>Interest income<br>Interest expense<br>**Total amount recognised in the SoFA**<br>**Changes in the present value of defned beneft obligations were as follows:**|**(382,000)**<br>**126,000**<br>**(124,000)**<br>**(380,000)**<br>**2022**|(283,000)<br>107,000<br>(102,000)|
|||(278,000)|
|||**2021**|
||**£**|**£**|
|Brought forward<br>Current service cost<br>Interest expense<br>Employee contributions<br>Actuarial loss / (gain)<br>Benefts paid<br>**Carried forward**<br>**Changes in the fair value of Society’s share of scheme assets:**|**5,910,000**<br>**382,000**<br>**124,000**<br>**47,000**<br>**(416,000)**<br>**(34,000)**<br>**6,013,000**<br>**2022**|4,438,000<br>283,000<br>102,000<br>48,000<br>1,124,000<br>(85,000)|
|||5,910,000|
|||**2021**|
||**£**|**£**|
|Brought forward<br>Interest income<br>Remeasurement gains / (losses) on assets<br>Employer contributions<br>Employee contributions<br>Benefts paid<br>**Carried forward**<br>Fair value of Scheme Assets<br>Present value of defned beneft obligations<br>Restriction on recognition of scheme assets<br>**Defned beneft pension scheme (liability) / asset**|**5,872,000**<br>**126,000**<br>**324,000**<br>**275,000**<br>**47,000**<br>**(34,000)**<br>**6,610,000**<br>**6,610,000**<br>**6,013,000**<br>**(597,000)**<br>-|4,524,000<br>107,000<br>1,020,000<br>258,000<br>48,000<br>(85,000)|
|||5,872,000|
|||5,872,000<br>5,910,000<br>-|
|||(38,000)|



**60** 



## **22. Analysis of group net assets between funds** 


**----- Start of picture text -----**<br>
Year Ended 31 March 2022<br>Unrestricted  Restricted  Endowment  Total<br>Funds Funds Funds Funds<br>£ £ £ £<br>Tangible fixed assets 3,096,017  -   -   3,096,017<br>Investments  1,468,516   254,071   1,053,131   2,775,718<br>Net current assets  4,510,497 3,334,269  88,747   7,933,513<br>Pension liability  -   -   -   -<br>Net assets at end of the year  9,075,030   3,588,340   1,141,878   13,805,248<br>**----- End of picture text -----**<br>


|||**Year Ended 31 March 2021**|**Year Ended 31 March 2021**||
|---|---|---|---|---|
||**Unrestricted**<br>**Funds**|**Restricted**<br>**Funds**|**Endowment**<br>**Funds**|**Total**<br>**Funds**|
||**£**|**£**|**£**|**£**|
|Tangible fxed assets<br>Investments<br>Net current assets<br>Pension liability<br>Net assets at end of the year|2,548,968<br>1,240,620<br>4,362,454<br>-<br>8,152,042|178,740<br>254,071<br>3,130,938<br>(38,000)<br>3,525,749|-<br>970,689<br>91,340<br>-<br>1,062,029|2,727,708<br>2,465,380<br>7,584,732<br>(38,000)|
|||||12,739,820|



**61** 



## **23. Movement in funds** 


**----- Start of picture text -----**<br>
At the start of  Gains and  At the end<br>the year Income Expenditure Transfers (losses) of the year<br>£ £ £ £ £ £<br>**----- End of picture text -----**<br>


|**23. Movement in funds**|**At the start of**<br>**the year**<br>**£**|**Income**<br>**£**|**Expenditure**<br>**£**|**Transfers**<br>**£**|**Gains and**<br>**(losses)**<br>**£**|**At the end**<br>**of the year**<br>**£**|
|---|---|---|---|---|---|---|
|**Endowment funds:**<br>**Subsidiaries (note 17):**<br>Pen-Y-Pound House capital fund<br>T B Hunt Trust capital fund<br>David Young’s Charity<br>**Charity:**<br>The Estate of Francis Thompson<br>**Total endowment funds**<br>**Restricted funds:**<br>**Subsidiaries (note 17):**<br>Pen-Y-Pound House income fund<br>T B Hunt Trust income fund<br>David Young’s Charity<br>**Charity:**<br>Restricted legacies<br>Furniture stores<br>Approved premises, Newcastle<br>Approved Premises Pension Provision<br>Twinning<br>Community Projects<br>B-Attitude<br>Special restricted funds<br>Other restricted funds<br>**Total restricted funds**<br>**Unrestricted funds:**<br>_Designated funds:_<br>Fixed asset fund<br>Conference funds<br>Twinning<br>Revive Leeds<br>Special designated funds<br>Other designated funds<br>**Total designated funds**<br>Revaluation reserve<br>General funds<br>**Total unrestricted funds**|392,591<br>292,366<br>193,993<br>183,079<br>**1,062,029**<br>143,415<br>16,085<br>51,429<br>1,679,266<br>142,875<br>-<br>147,142<br>365,480<br>-<br>-<br>548,327<br>431,730<br>**3,525,749**<br>953,331<br>2,273,005<br>134,812<br>176,989<br>85,138<br>217,210<br>**3,840,485**<br>625,477<br>3,686,080<br>8,152,042<br>**12,739,820**|-<br>-<br>9,415<br>-<br>**9,415**<br>3,020<br>13,150<br>-<br>-<br>-<br>-<br>387,152<br>-<br>190<br>175,735<br>323,375<br>**902,622**<br>-<br>1,740,866<br>241,522<br>-<br>6,220<br>108,630<br>**2,097,238**<br>-<br>10,214,508<br>12,311,746<br>**13,223,783**|-<br>-<br>(12,008)<br>-<br>**(12,008)**<br>(107,738)<br>(3,200)<br>-<br>-<br>-<br>-<br>(386,631)<br>-<br>(18)<br>-<br>(581,649)<br>**(1,079,236)**<br>(153,487)<br>(1,534,695)<br>(259,966)<br>(165,981)<br>-<br>-<br>**(2,114,129)**<br>-<br>(9,393,185)<br>(11,507,314)<br>**(12,598,558)**|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>172,858<br>92,877<br>-<br>-<br>-<br>(172,858)<br>**92,877**<br>-<br>-<br>-<br>-<br>(84,820)<br>656,915<br>**572,095**<br>-<br>(664,972)<br>(92,877)<br>-|31,431<br>19,445<br>17,987<br>13,579<br>**82,442**<br>-<br>-<br>3,328<br>-<br>-<br>143,000<br>-<br>-<br>-<br>-<br>-<br>**146,328**<br>11,690<br>5,083<br>-<br>125,261<br>-<br>-<br>**142,034**<br>-<br>69,399<br>211,433<br>**440,203**|**424,022**<br>**311,811**<br>**209,387**<br>**196,658**|
|||||||**1,141,878**|
|||||||**38,697**<br>**26,035**<br>**54,757**<br>**1,679,266**<br>**142,875**<br>**143,000**<br>**320,000**<br>**458,878**<br>-<br>**172**<br>**724,062**<br>**598**|
|||||||**3,588,340**|
||||||||
|||||||**811,534**<br>**2,484,259**<br>**116,368**<br>**136,269**<br>**6,538**<br>**982,755**|
|||||||**4,537,723**<br>**625,477**<br>**3,911,830**|
|||||||**9,075,030**|
|||||||**13,805,248**|



_Details concerning the purposes of endowment, restricted and designated funds can be found on the following pages._ 

**62** 




**----- Start of picture text -----**<br>
Gains and  At 31 March<br>Prior year movement in funds At 1 April 2020 Income Expenditure Transfers (losses) 2021<br>£ £ £ £ £ £<br>**----- End of picture text -----**<br>


|**Endowment funds:**<br>**Subsidiaries (note 17):**<br>Pen-Y-Pound House capital fund<br>T B Hunt Trust capital fund<br>David Young’s Charity<br>**Charity:**<br>The Estate of Francis Thompson<br>**Total endowment funds**<br>**Restricted funds:**<br>**Subsidiaries (note 17):**<br>Pen-Y-Pound House income fund<br>T B Hunt Trust income fund<br>David Young’s Charity<br>**Charity:**<br>Restricted legacies<br>Furniture stores<br>Approved premises, Newcastle<br>Twinning<br>Community Projects<br>B-Attitude<br>Special restricted funds<br>Other restricted funds<br>**Total restricted funds**<br>**Unrestricted funds:**<br>_Designated funds:_<br>Fixed asset fund<br>Conference funds<br>Wiedner Holiday fund<br>Twinning<br>Revive Leeds<br>Kathleen McHugh Legacy<br>Special designated funds<br>Other designated funds<br>Total designated funds<br>Revaluation reserve<br>General funds<br>**Total unrestricted funds**|372,727<br>243,435<br>198,007<br>176,791<br>**990,960**<br>102,064<br>15,826<br>50,282<br>1,470,745<br>142,875<br>271,142<br>249,325<br>-<br>-<br>48,327<br>264,512<br>**2,615,098**<br>947,656<br>2,020,806<br>-<br>73,975<br>138,244<br>164,033<br>78,438<br>114,716<br>**3,537,868**<br>625,477<br>3,845,998<br>8,009,343<br>**11,615,401**|-<br>-<br>-<br>-<br>-<br>(1,612)<br>4,359<br>9,802<br>208,521<br>-<br>-<br>807,686<br>-<br>-<br>500,000<br>415,381<br>**1,944,137**<br>100<br>1,715,156<br>-<br>91,877<br>-<br>-<br>6,700<br>102,494<br>**1,916,327**<br>-<br>7,285,540<br>9,201,867<br>**11,146,004**|-<br>-<br>-<br>-<br>-<br>(36,128)<br>(4,100)<br>(8,655)<br>-<br>(20,000)<br>(691,531)<br>-<br>-<br>-<br>(248,163)<br>**(1,008,577)**<br>5,575<br>(1,390,816)<br>-<br>(31,040)<br>-<br>-<br>-<br>-<br>**(1,416,281)**<br>-<br>(7,868,042)<br>(9,284,323)<br>**(10,292,900)**|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>(164,033)<br>-<br>-<br>**(164,033)**<br>-<br>164,033<br>-<br>-|19,864<br>48,931<br>(4,014)<br>6,288<br>**71,069**<br>79,091<br>-<br>-<br>-<br>-<br>(104,000)<br>-<br>-<br>-<br>-<br>-<br>**(24,909)**<br>-<br>(72,141)<br>-<br>-<br>38,745<br>-<br>-<br>-<br>**(33,396)**<br>-<br>258,551<br>225,155<br>**271,315**|**392,591**<br>**292,366**<br>**193,993**<br>**183,079**|
|---|---|---|---|---|---|---|
|||||||**1,062,029**|
|||||||**143,415**<br>**16,085**<br>**51,429**<br>**1,679,266**<br>**142,875**<br>**147,142**<br>**365,480**<br>-<br>-<br>**548,327**<br>**431,730**|
|||||||**3,525,749**|
|||||||**953,331**<br>**2,273,005**<br>-<br>**134,812**<br>**176,989**<br>-<br>**85,138**<br>**217,210**|
|||||||**3,840,485**<br>**625,477**<br>**3,686,080**<br>**8,152,042**|
|||||||**12,739,820**|



**63** 



## **23. Movement in funds (continued)** 

## **Purposes of endowment funds** 

## **Pen-Y-Pound House capital fund:** This is a 

separate charitable trust controlled by the Society. The Trustees’ main objective is to further the work of the Roman Catholic Church in relieving the poor of the Roman Catholic Archdiocese of Cardiff. The fund comprises a permanent endowment fund which is invested on a recognised stock exchange to provide income for furthering the Trust’s objectives. 

**The Estate of Francis Thompson:** This is a permanent endowment fund arising from a legacy. The terms of the legacy are to invest the fund in quoted investments on a recognised stock exchange to provide an income for the Christ the King Conference in Wavertree, Liverpool. The Francis Thompson Income Fund is included in Other Restricted Funds. 

**T B Hunt Capital Fund:** This is a permanent endowment fund arising from a legacy. The terms of the legacy are to invest the fund in quoted investments on a recognised stock exchange to provide an income for the T B Hunt Trust Fund. 

**David Young’s Charity:** This is a separate charitable trust controlled by the Society. The Trustees’ main objective through this endowment fund is to alleviate poverty amongst Catholics. SVP members are eligible to apply to this fund. 

## **Purposes of restricted funds** 

**Pen-Y-Pound House Income fund:** This fund is to be spent in relieving the poor of Cardiff. 

**David Young’s Charity:** This is a separate charitable trust controlled by the Society. The Trustees’ main objective is to alleviate poverty amongst Catholics. SVP members and staff are eligible to benefit from this fund. 

## **Restricted legacies:** This fund is an 

amalgamation of legacies held by Conferences and at National Office. Following discussions with its professional advisors and the Charity Commission, the Society does not consider legacies to be restricted merely by reason of having been donated for use in a particular geographic area. 

**Furniture stores:** This fund is represented by properties acquired with the assistance of Community Fund grants and donations to provide low cost furniture to those in need. 

## **Approved premises, Newcastle:** This represents 

Ozanam House, St Christopher’s Hostel with the approved premises pension fund, which are approved premises funded with the help of Ministry of Justice grants. The fund is in surplus as a result of the pension surplus of £Nil (2021:deficit £38,000) on the Tyne and Wear pension fund as described in note 21. Any future deficit will be repaid over the period agreed with the pension scheme; this is approximately 20 years. 

## **Community projects:** This fund is an 

amalgamation of specific grants and donations held by various projects and at National Office to fund support work in a number of areas. 

**T B Hunt Trust:** This is a separate charitable trust controlled by the Society. The Trustees’ main objective is to provide help to those in need in the Leicester and Market Harborough areas. The T B Hunt Fund was established with funds left to the SVP by Thomas Bernard Hunt, who died in 1928. His desire was to alleviate poverty among the Catholic poor in the areas of Leicester and Market Harborough. The SVP distributes grants on a quarterly basis to people in need. 

## **Special restricted funds:** These comprise: 

- **Appleton Fund:** Mainly used for the development of South Lancashire Projects. 

## **Other restricted funds:** Other restricted funds 

cover various projects for people in need including local restricted funds held by Conferences and Councils. 

## **Purposes of designated funds** 

Generally, designated funds are spent and replenished in a year. Members are encouraged to apply for use of these funds. 

**Fixed Asset Fund:** This fund shows the amount of the Society’s funds invested in its unrestricted fixed assets net of any property revaluations. Depreciation relating to fixed assets is charged to the fund on an annual basis. 

**Conference Funds:** This fund represents the reserves of the Society that are delegated to the control of Conferences. Each Conference has a bank account and most will also have small petty cash balances. 

These funds belong to the Society as a whole, and can be called upon by the Trustees if required, but the Society prefers to manage this on a voluntary 

**64** 




**----- Start of picture text -----**<br>
SVP’s Furniture Project<br>in Sheffield<br>**----- End of picture text -----**<br>


and consultative basis. Conferences manage their own fundraising and the distribution of the funds under their control within the rules and guidance set out by the Society. Conferences report back their financial activity on a quarterly basis. We encourage Conferences to put their funds to good use and discourage the holding of funds which are surplus to local requirements. We expect funds to be turned over and replenished within one year. Conferences with funds in excess of their requirements are urged to transfer any excess to another part of the Society where the need is greater. 

In addition to the funds held directly by Conferences, there are also funds held nationally on behalf of Conferences. This is typically legacies left to the SVP that reference a particular Conference. We ask all Conferences that are mentioned in a legacy to suggest a plan for how they intend to spend the money. We expect that plan to involve spending the legacy in full within 5 years. The plans are subject to review and approval by the Executive Committee or the Board, depending on the size of the legacy. If a Conference does not come up with an acceptable plan then the legacy will be spent by the Society in accordance with the wishes of the benefactor. 

well as to Conferences/Councils wishing to send people on a break. 

- **Small Furniture Stores:** Used to provide grants to SVP furniture stores to improve their service or to kick start the founding of new furniture stores where appropriate. 

- **Youth SVP development:** Used to help fund the Society’s youth programme and to fund local youth activities which would otherwise not be able to take place. 

**Twinning:** This represents funds contributed mainly by Conferences specifically to support the activities of the Society’s sister organisations overseas. 

- **Lourdes Fund:** Established to provide grants to Conferences and Councils wishing to send people to Lourdes. 

**Revive Leeds:** Revive Leeds is set up as a Community Interest Company in which we hold a 50% interest. The project generates income by selling items donated from two household waste sites in Leeds. These items have been saved from going into landfill. This designated fund represents the Society’s share of net assets. 

- **Offender Care:** Used to provide grants to Conferences and Councils requiring funds for particular Offender needs. 

- **Asylum Seeker Care:** Used to provide grants to Conferences and Councils requiring funds for particular Asylum Seeker Care needs. 

## **Special designated funds:** These comprise a 

- **Spiritual Formation:** Used to support the spiritual development of the Society’s Members. 

number of funds to which local Conferences can contribute. Applications for grants can be made by Conferences to any of the funds with the exception of the Spiritual Formation fund. The Society expects to spend the current balances within five years. The funds are: 

## **Other designated funds:** Other designated 

funds cover various projects for people in need. Members can apply to a special fund and guardians award grants according to the aims of the fund. In 2021-22 these included a Hardship fund and an Innovation fund for members. Other funds are set aside to support an increase in the number of Membership Support Officers. 

- **Holidays and Camps:** Used to provide grants to Conferences and Councils needing to purchase new equipment for the caravans or camps, as 

**65** 



## **24. Operating lease commitments** 

The group had total commitments at the year end under operating leases expiring as follows: 

||**2022**<br>**Land and**<br>**buildings**|**2021**<br>**Land and**<br>**buildings**|
|---|---|---|
||**£**|**£**|
|Within 1 year<br>2-5 years<br>Over 5 years|**542,744**<br>**1,455,732**<br>**185,053**<br>**2,183,529**|468,074<br>1,080,483<br>884,220|
|||2,432,777|



## **25. Related party transactions** 

Helen O Shea is a trustee of Porta Pia. The Charity received restricted grant income from Porta Pia of £35,000 (2021 - £35,000). 

The total amount of donations from Trustees without any conditions attached amounted to £63,260 during the year. 

SVP Trading (note 17) - Income received by the Charity amounted to £28,589 (2021 - £30,501). Expenditure by the Charity amounted to £27,220 (2021 - £57,249). Internal recharges by the Charity amounted to £8,387 (2021 - £7,083). Amount due to group undertakings amounted to : £67,432 (2021 - £69,329). 

Revive CIC is a related party as it is a Jointly Controlled Entity as detailed in note 18. During the year the Society received a distribution from Revive CIC of £125,261 (2021: £108,348). This amount was outstanding at the year end and was included in other debtors as the agreement states all profits must be distributed evenly between the member charities. 

T B Hunt Trust Fund: The trust fund received quarterly dividends of £2,143 during the year. There were no outstanding creditor or debtor balances at the year end. 

## **26. Capital commitments** 

There were no capital commitments at the year end. 

## **27. Post balance sheet events** 

There have been no post balance sheet events. 

## **28. Financial instruments** 

|**28. Financial instruments**|||||
|---|---|---|---|---|
||**Group 2022**|**Charity 2022**|**Group  2021**|**Charity 2021**|
||**£**|**£**|**£**|**£**|
|Financial assets that are debt instruments<br>measured at amortised cost<br>Financial liabilities at amortised cost|**641,397**<br>**450,361**|**472,213**<br>**402,089**|1,113,210<br>526,346||
|||||529,062|
||||||
|||||521,660|



**66** 



## **29. Comparative statement of financial activities** 


**----- Start of picture text -----**<br>
Unrestricted  Restricted  Endowment  2021<br>Funds Funds Funds Total<br>Note £ £ £ £<br>**----- End of picture text -----**<br>


|**Income**<br>Donations and legacies<br>_2_<br>Other trading activities<br>_3_<br>Income from investments<br>Income from charitable activities:<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Youth development<br>Other income<br>**Total income**<br>**Expenditure**<br>Expenditure on raising funds<br>_5_<br>Expenditure on charitable activities:<br>Visits & assistance to individuals and families<br>Shops and furniture stores<br>Holidays and camps<br>Residential provision<br>Support centres<br>Twinning<br>Youth Development Programme<br>**Total expenditure**<br>**_6_**<br>**Net (losses) / gains on investments**<br>**Share of proft / (loss) in jointly controlled entities**<br>**Net (expenditure) / income**<br>Transfers between funds<br>_23_<br>Actuarial losses on defned beneft pension scheme<br>**Net movement in funds**<br>**_23_**<br>**Funds at the start of the year**<br>**Funds at the end of the year**|5,268,111<br>33,178<br>53,681<br>1,348,185<br>18,989<br>1,922,811<br>325,687<br>2,463<br>228,762<br>**9,201,867**<br>312,241<br>2,214,458<br>3,278,410<br>202,089<br>1,919,742<br>1,084,163<br>116,972<br>156,248<br>**9,284,323**<br>186,410<br>38,745<br>**142,699**<br>-<br>-<br>142,699<br>8,009,343<br>**8,152,042**|1,519,363<br>-<br>18,640<br>275,589<br>-<br>-<br>8,877<br>-<br>121,668<br>**1,944,137**<br>-<br>292,067<br>4,979<br>-<br>20,000<br>691,531<br>-<br>**1,008,577**<br>79,091<br>-<br>**1,014,651**<br>-<br>(104,000)<br>910,651<br>2,615,098<br>**3,525,749**|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>71,069<br>-<br>**71,069**<br>-<br>-<br>71,069<br>990,960<br>**1,062,029**|**6,787,474**<br>**33,178**<br>**72,321**<br>**1,623,774**<br>**18,989**<br>**1,922,811**<br>**334,564**<br>**2,463**<br>**350,430**|
|---|---|---|---|---|
|||||**11,146,004**|
|||||**312,241**<br>**2,506,525**<br>**3,283,389**<br>**202,089**<br>**1,939,742**<br>**1,084,163**<br>**808,503**<br>**156,248**|
|||||**10,292,900**|
|||||**336,570**<br>**38,745**|
|||||**1,228,419**<br>**-**<br>**(104,000)**|
|||||**1,124,419**<br>**11,615,401**|
|||||**12,739,820**|



**67** 



## **LEGAL & ADMINISTRATIVE DETAILS** 

## **Status** 

The St Vincent de Paul Society (England & Wales) is a charitable company limited by guarantee incorporated on 13 March 1996 and registered as a charity on 25 March 1996. 

## **Governing document** 

The St Vincent de Paul Society was established under a memorandum of association which established the objects and powers of the organisation and is governed under its articles of association revised and adopted by Special Resolution on 2 August 2019. 

Company Number: **3174679** 

Charity Number: **1053992** 

## Registered and Principal Office: **Romero House, 55 Westminster Bridge Road, London, SE1 7JB** 

## **Administrative details** 

Trustees (from November 2017): Helen O’Shea (National President), James Bellamy (Senior Vice President), Christine Knight (National Treasurer), Ann Harris (until July 2020), Ann Towey (until July 2020), Dermot McGilloway (from July 2020), Elaine Heyworth, Ian Kempsell, Mark Thompson (from July 2020), Michael Willcock, Raymond Daley (until July 2020), Richard Palmi, Sebastian Muir, Susan Roberts (from July 2020), Vince McAllister. 

## **Patrons** 

## **Cardinal Vincent Nichols Sir John Battle** 

## **Auditors** 

## **Saffery Champness LLP** 

Mitre House North Park Road Harrogate HG1 5RX 

## **Bankers** 

**National Westminster Bank plc** 250 Bishopsgate London EC2M 4AA 

## **Solicitors** 

## **McCarthy Denning** 

25 Southampton Buildings London WC2A 1AL 

## **Investment Advisers** 

## **Investec Wealth & Investment** 

2 Castlefield Court 

Church Street Reigate Surrey RH2 0AH 

## **CCLA** 

## **Senior Management Team** 

Chief Executive Officer: **Elizabeth Palmer** Deputy CEO: **Kate Nightingale** 

Director of Finance: **Fiona Smith** _(Resigned 25/02/2022)_ Director of Governance: **Beverley Whittaker** Director of Fundraising, Communications and Marketing: **Ken Madine** Director of Membership: **Jon Cornwall** Young Vincentians Programme Director: 

## **Sarah Barber** 

National Safeguarding Manager: **Catherine Kerr** Head of Compliance: **Matthew Stockton** 

Senator House 85 Queen Victoria St London EC4V 4ET 





**68** 



Vincenys Ilelping kyally
•J
Phl
l)

Connorand Potsr
JACK
EST 1990
70

## **THANK YOU** 

Many people and organisations support the SVP. We can only do what we do because of your money, time, and encouragement. Thank you to everyone who supported us in 2021/22, including those who wish to remain anonymous.  You are all appreciated, and your support is highly valued. 

## **St Vincent’s, Bradford** 

- Arnold Clarke 

- Home Office 

- Metropolitan City of Bradford Council 

- Tesco Community Fund 

## **St Vincent’s, Brighton** 

- The Ernest Kleinwort Charitable Trust 

## **St Vincent’s, Brixton** 

- The London Community Foundation 

## **St Vincent’s, Ely Bridge** 

- Cardiff Council 

- HM Prison and Probation Service (HMPPS) 

- National Lottery Awards for All Wales 

- Viridor and Prosiect Gwyrdd Community Fund 

- Welsh Government 

## **St Vincent’s, Leeds** 

- LandsSec 

- Leeds City Council 

- Leeds Community Foundation 

- LNER 

- The National Lottery Community Fund 

- Revive 

## **St Vincent’s, Newcastle** 

- HAF 

- LA6 

- RW Mann Trust 

- Streetgames 

- St Hilda’s Trust 

- St James Place 

## **Newcastle Deaf Centre** 

- Handley Trust 

- LNER 

- Newcastle Community Health Fund 

- Rothley Trust 

## **St Vincent’s, Sheffield** 

- The Abba Charitable Trust 

- Barnabas Charitable Trust 

- The Comic Relief Covid-19 Community Fund 

- Facey Family Foundation 

- J G Graves Charitable Trust 

- The Hanley Trust 

- The James Neill Trust Fund 

- Mrs L D Rope Third Charitable Settlement 

- Sheffield City Council 

- Sheffield Town Trust 

## **St Vincent’s, Southend-on Sea** 

- Albert Trust 

- CI-Connect 

- CIB Southend 

- Essex Community Fund 

- IMS Shoeburyness 

- Lions Club Leigh-on-Sea 

- Lordsons Estate 

- Police, Fire and Crime Commissioner for Essex 

- Rosca Trust 

- Rotary Club Leigh-on-Sea 

- SAVS 

- Southend Emergency Fund 

- Tesco Southend 

- Waitrose (Southend and Leigh-on-Sea) 

## **National** 

- The Anthony Scholefield Foundation 

- Baxi Heating Charitable Trust 

- The Geoffrey Watling Charity 

- The Garfield Weston Foundation 

- National Philanthropic Trust 

- Sir Pierce Lacy Charitable Trust 

- The Porta Pia 2012 Foundation 

- The T K Maxx and Homesense Foundation 

- National Lottery Awards for All England 

## **SVP Approved Premises / supported accommodation** 

- The Co-op (Moor Farm, Northumberland) 

- DeliDelights (Walker) 

- Ministry of Justice (HMPPS) 

**71** 




## **St Vincent de Paul Society** 

Romero House 55 Westminster Bridge Road London  SE1 7JB 

## **DONATE** 

**Click here to donate to the SVP and help to change someone’s life** 

Keep in touch with us 

**Call    020 7703 3030 Visit  svp.org.uk** 

**SVPEnglandWales SVPenglandandwales**