TRUSTHOUSE CHARITABLE FOUNDATION **ANNUAL REPORT** AND **FINANCIAL STATEMENTS** FOR THE YEAR ENDED 30 June 2021
Trusthouse Charitable Foundation Registered Charity 1063945
**THE TRUSTHOUSE CHARITABLE FOUNDATION ANNUAL REPORT** AND **FINANCIAL STATEMENTS** FOR THE YEAR ENDED 30 June 2021
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Thanks to our grantees for working tirelessly to address poverty and create opportunities for the most disadvantaged. I would like to recognise the dedication of Trustees and the staff who work diligently to manage the affairs of the Foundation.
THE HON MRS OLGA POLIZZI CBE
## Contents
||**Chairman’s Review 2020-2021**
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**Trustee Report**
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||**Trusthouse Charitable Foundation Grant-making**
**Fiscal Year 2020-2021 In Review**
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||**Financial Review**
**19**|
||**Statement of Trustees’ Responsibilities**
**21**
**Independent Auditor’s Report to the Trustees of Trusthouse Charitable Foundation**
**23**|
||**Statement of Financial Activities For the Year Ended 30 June 2021**
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||**Balance Sheet as at 30 June 2021**
**30**|
||**Cashfow Statement For the Year Ended 30 June 2021**
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||**Notes to Accounts For the Year Ended 30 June 2021**
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||**Grants Awarded 2020-21**
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**Cover image:** Wanted Not Wasted (WOW) CIC provides free children’s after school groups, counselling and mentoring from their drop-in centre based on the Bournville Estate, Weston Super Mare. **They were awarded a Small Grant of £10,000 for 28% of their salary and running costs.**
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## **Chairman’s Review** 2020-2021
This past year was incredibly challenging for many of the families, communities and small charities that Trusthouse supports. The frontline charity sector shouldered a heavy responsibility to care for the vulnerable and isolated during the pandemic. If there was a positive from Covid-19, it was the way in which charities and communities pulled together to support those in need.
independent, Trusthouse collaborates with the CSJ to ensure our funding reflects the latest research on the lives of those living in poverty.
Our investment portfolio was managed by Smith & Williamson throughout the financial year. The value, after costs and grant-making, increased to £93.0m at the year end from £83.8m at the start of the year reflecting the recovery of the global markets during pandemic.
The focus of Trusthouse is to support disadvantaged families and communities. This year Trustees refined the grants programme to focus on Family Support following an extensive strategic review. Our grant programmes seek **4** to improve lives in both rural and urban areas of the UK facing poverty. The Trust achieves this by funding small to medium-sized charitable organisations that benefit local people. .
After ten years of service, our valued Trustee Lady Anthony Hamilton stepped down this year. The Trustees would like to thank her for the warmth and generosity with which she served throughout this period. A special mention of thanks for Mr. Nicholas Melhuish, who stepped down as Finance Committee Chair after five years, but who remains a Trustee. Our Grants Committee Chair, Mr. Crispian Collins, MBE was recognised in the Queens List in June 2021, as was Ms. Carole Milner, MBE in October 2020 for her services to heritage and crafts.
Over the 2020-2021 period we made 108 grants, just over £2.6 million, to small charities across the four nations of the UK. We continue to champion social organisations delivering support to families, young people, and marginalised communities.
Thanks to our grantees for working tirelessly to address poverty and create opportunities for the most disadvantaged. Finally, I would like to recognise the dedication of Trustees and the staff who work diligently to manage the affairs of the Foundation.
Small charities are essential. They provide muchneeded assistance, advice and support to those struggling with poverty, addiction, debt, housing and mental health challenges. Our grantees are the first and last port of call, providing early intervention and picking up the pieces when families break down. The Foundation recognises and supports the hard work of charities that hold families and communities together.
Our ongoing relationship with the Centre for Social Justice (CSJ) has been effective. As a policy organisation with strong ties to the voluntary sector, CSJ brings expertise of local charities and broader insight to social justice issues. While
THE HON MRS OLGA POLIZZI CBE
**THE TRUSTHOUSE CHARITABLE FOUNDATION ANNUAL REPORT** AND **FINANCIAL STATEMENTS** FOR THE YEAR ENDED 30 June 2021
## Trustees
|The Hon Mrs Olga Polizzi CBE|(Chairman)|
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|Ms Philippa Hardwick|(Vice-Chairman)|
|Mr Crispian Collins MBE||
|The Reverend Paul Gismondi||
|Lady Anthony Hamilton|Retired 3 November 2020|
|The Right Reverend Rose Hudson-Wilkin||
Mr Nicholas Melhuish
Sir John Nutting QC Ms Carole Milner MBE
Ms Charlotte Polizzi Peyton
Mr Patrick Reeve Mr Nicholas Acland Appointed 11 June 2020
**Registered Office:** Ground Floor East, Kings Building, 16 Smith Square, London SW1P 3HQ
**Principal Officer:** Mr. Andrew Cook
**Website:** www.trusthousecharitablefoundation.org.uk
**Charity Registration:** 1063945
**Bankers:** C Hoare & Co, 37 Fleet Street, London, EC4P 4DQ
**Solicitors:** Farrer & Co LLP, 66 Lincoln’s Inn Fields, London, WC2A 3LH
**Auditor:** Crowe U.K. LLP, 55 Ludgate Hill, London EC4M 7JW
**Investment Manager:** Smith & Williamson Investment Management LLP, 25 Moorgate, London EC2R 6AY
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## Introduction
The Trustees present their report along with the financial statements of the Trusthouse Charitable Foundation for the year ended 30 June 2021. The financial statements have been prepared in accordance with the accounting policies set out in Note 1 and comply with the charity’s Trust deed and applicable law.
## Constitution and Objects
The Trusthouse Charitable Foundation was formed in 1997 under a High Court Order when the Council of Forte plc sought its direction for the creation of a Charity to manage the proceeds of the sales of its share in its mother company to Granada, made on the 26th June 1996.
The objects of the Foundation are such general charitable purposes as the Trustees in their discretion from time to time determine. The Trustees have power to apply income and capital to fulfil their objects
## Guiding Principles
Trusthouse has identified the following principles to underpin our work:
**Focussed:** The Trust continues to focus on the most severe areas of urban and rural deprivation, rooting its activity in local knowledge and experience.
**Strategic:** The Trust identifies under-funded areas of particular need and bases its strategy on authoritative national research and local evidence.
**Supportive:** As well as providing funds, the Trust builds supportive relationships with its beneficiaries as well as encouraging learning, sharing and collaboration between them.
**Independent:** The Trust retains its independence from all political and lobbying influence.
**Collaborative:** The Trust will build strong partnerships within the sector, learning from all the work it undertakes and sharing that learning widely.
**Effective:** The Trust will keep all its processes under review to ensure that both staff, trustee and beneficiary resources are used to best advantage to achieve the greatest impact.
## Trustees
The Trustees who served during the year are set out on page 5. The Trustees were first appointed from the board of the Council of Forte plc and the Trustees have the power to appoint additional Trustees. The minimum number of Trustees is four and the maximum is twelve.
In considering the appointment of new Trustees, the Trustees determine how best to strengthen the range of expertise, experience and interests needed for the Foundation’s work and future development. Trustees have carried out a Skills Audit to improve diversity in the range of skills, experience and knowledge on the Board for future recruitment.
The Trustees meet as a general body twice a year usually in June and December. The Board of Trustees meetings are chaired by Mrs Olga Polizzi. The Board also operates through two committees each of which is concerned with a different sphere of activity, as follows:
## **Grants Committee**
The Grants Committee meets four times a year and has delegated authority to award grants up to a value of £100,000. The Committee is responsible for framing the grants policy and the consideration of all eligible appeals. Six Trustees sit on the Committee, which is chaired by Mr. Crispian Collins.
## **Finance Committee**
The Finance Committee meets four times a year and is responsible for: investment policy, monitoring of investment performance, general matters of financial policy and risk, annual budget process and overseeing the annual audit process.
The Committee reviews the Investment Portfolio at each meeting in conjunction with the Investment Manager, Smith & Williamson. Five Trustees sit on the Committee, which is chaired by Mr. Patrick Reeve.
New Trustees have a formal induction upon appointment and third-party training courses are offered to Trustees from time to time. Third party speakers are occasionally invited to the General Meetings and Grants Committee Meetings.
## Administration
From the Foundation’s inception as a charity, the Trustees decided to appoint a third party to provide administrative services to the Foundation. Currently administration services are carried out by Smith Square Trading Limited, a wholly owned subsidiary of the CSJ. Smith Square Trading is overseen by the CSJ CEO (Andrew Cook). The finances are overseen by the CSJ Finance Director (Jo Heldreich) and grant-making is managed and administered by the Grants Director (Jessica Brown). While independent, the Foundation benefits from the evidence and insight of the CSJ and its charitable Alliance network.
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## Grant Making Policy
The grants policy in 2020-2021 focused the Foundation’s grant-making on Family Support and Community Support projects throughout the UK which address areas of extreme urban or rural deprivation. In the financial year, the Foundation awarded grants of between £2,000 and £100,000 through the Small and Major Grants schemes. A full Grants Review is on page 13.
The grant making policy of the Foundation is reflected in its published Funding Guidelines for Applicants, which are publicly available on the Foundation’s website. The grant-making strategy was reviewed by Trustees, with a new set of priorities published in October 2020 for the 2020-21 financial year.
The charity has application forms for each grant programme that all applicants complete prior to consideration of their appeal. Members of the Grants Committee are sent summaries of all eligible applications received with advice from the Grants Team and from these select those applications they wish to consider at their meetings.
An accelerated process operates for Small Grants applications, enabling decisions to be taken by the Grants Committee between meetings to reduce the time which applicants must wait for a decision.
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## Aims and Objectives
The Foundation is primarily a reactive funder and seeks to fund a range of projects which: (a) reflect the Trustees’ interests (as embodied in the Guidelines); (b) are undertaken by sound organisations doing effective work; and (c) where the grants offered make a real difference.
## **Harrow Club W10**
Harrow Club W10 works in some of the most deprived areas in West London, operating youth clubs and projects from 6 sites. They engage with more than 500 children and young people each week aged 8-19 and also support parents and siblings through a range of projects. Trusthouse awarded a grant for 50% of the salary and project costs over 3-years for a Family Support Worker to work with vulnerable families in disadvantaged areas of West London.
**Trusthouse awarded a Major Grant of £26,886 for salary and project costs.**
The Foundation’s grants policy reflects the wish of the Trustees to support local, small organisations with an annual income under £1 million and a thorough understanding of causes of deprivation in their immediate communities. These charitable organisations create opportunity and strengthen local communities by empowering local people, bridging divides, building neighbourhood connection, encouraging community participation and fostering inclusion.
The Foundation’s review of its grants policy and programmes in 2020 reflected the needs of smaller charities to fund core costs, which are becoming increasingly difficult to meet from statutory sources. The Foundation introduced multi-year grants under the Major Grants scheme to provide sustainability, and strengthen charity resilience in the aftermath of the pandemic. However, grants for single years and for one-off costs were retained as these also fulfil the need for a variety of funding options that smaller organisations require.
All grantees report back on how grants have been used and what they have achieved within six months of receipt. A progress report by grant recipients provides impact monitoring and enables greater understanding of achievements and challenges grantees experience. The form is sent to all applicants in electronic format when a grant recipient confirms receipt of payment of their grant.
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## Public Benefit
The Trustees consider that they have complied with their duty in section 17 of the Charities Act 2011 and have due regard to the guidance of the Charity Commission on public benefit and its reporting. The Foundation’s broad main aim is to fund charitable or not-for-profit organisations wholly in the UK, which enhance the life chances, living environment and well-being of the general public, especially within the priorities of the grants policy. The Grants Review, on pages 13-18, and the list of grants on page 40 demonstrate that this aim continues to be achieved.
## Fundraising
In accordance with section 162a of the Charities Act 2011, the Foundation is required to make a statement regarding fundraising activities. The legislation defines fundraising as “soliciting or otherwise procuring money or other property for charitable purposes”. The Foundation does not undertake fundraising from the general public; therefore the Trustees do not consider it necessary to design specific procedures to monitor such activities.
## Charity Governance Code
The Trustees have reviewed the Charity Governance Code recommended by the Charity Commission. Trusthouse operates in accordance with the broad tenets and best practice of much of the Code and will continue to review its governance and management policies with a view to further aligning these with the Code in the future. For example, in recent years the Trustees have implemented policies relating to expenses, conflict of interests, data protection and serious incidents.
The Trustees take safeguarding very seriously and will not support any organisation which does not have up-to-date policies or hold regular training/refresher sessions for its staff and volunteers.
## Common Reporting Standard (CRS)
In accordance with CRS guidelines provided by HMRC, where beneficiaries are registered charities with the Charity Commission, the requirement is to maintain a register of these beneficiaries. Most of the Foundation’s beneficiaries are registered charities; the small number of charitable groups supported by the Foundation not formally registered with the Charities Commission are requested to provide information on their tax status and details are kept on the register.for its staff and volunteers.
## Investment Policy and Performance
There are no restrictions on the charity’s power to invest and the Trustees have the power to delegate discretionary powers of investment. Following the appointment of Smith & Williamson in 2020, Trustees updated the Trusts’ Investment Policy Statement (IPS). Smith & Williamson have discretionary powers for investing the Foundation’s assets to achieve the objectives established by the Trustees in the IPS. Smith & Williamson report on investment activity and market and portfolio performance quarterly and their performance is monitored by the Finance Committee.
## Distribution Policy
Trustees have followed a distribution policy in line with the investment policy which operates on a total return basis, funded from capital as well as income where necessary. The Foundation aims to maximise total return while mitigating risk to the real value of the fund. It distributes at a rate that Trustees believe – after consulting their Investment Manager - is consistent, over the medium term, with at least maintaining the real value of the fund (after allowing for administration costs). The annual distribution rate is currently set at 3.75% of the value of the fund, averaged over the preceding 16 quarters. The Trustees and their Investment Manager review this regularly and believe that this rate continues to be sustainable over the medium term, and the objectives set for the portfolio are designed with the aim of this being sustained.
## Going Concern
As a result of the strong reserves position and our distribution policy the trustees remain confident that Trusthouse will remain a going concern. Save for the modest impact on investment values, and a transition to remote working, Trusthouse operations have not been significantly impacted by Covid-19. Trusthouse has limited long term commitments, which are wholly comprised of multi-year grants. Trustees have no current concerns regarding viability and going concern.
## Covid–19 and financial risks
The Trustees have specifically considered Covid-19 and the implications of the global pandemic on Foundation. Whilst the value of the Endowment investment values has been considerably impacted by the pandemic, the Foundation is in a hugely fortunate position with its considerable endowment, that, combined with its distribution policy, the global pandemic has not posed any significant financial risks to the ability of the Foundation to continue to deliver its’ grants programmes.
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## Trusthouse Charitable Foundation Grant-making Fiscal Year 2020-2021 In Review
The Trusthouse Charitable Foundation experienced significant change and progress this year, which played out against the backdrop of the Covid-19 pandemic. A new Grants Director, Jessica Brown, joined the Foundation in June 2020. Trusthouse continued to work with the Centre for Social Justice (CSJ), which provides administrative services to the Foundation.
In light of these developments, grant programmes were paused for several months to carry out a strategic review. The Foundation re-opened to applications in October 2020 with a renewed focus on Family Support to reduce the effects of poverty on disadvantaged families. Trustees carried out a thorough strategic review to consider the latest research and input from external experts, with support from the Grants Director.
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A key objective of Trustees was to increase the effectiveness of decision-making and ensure the shifting needs of small charities are met. As part of this, Trustees committed to improve transparency by publishing all grants data on the website and through the 360Giving platform.
## **Acorns Project**
The charity supports families in North Tyneside and Northumberland who have experienced or are experiencing domestic violence to change their lives. They offer a range of services including counselling and play therapy, practical and well-being support for non-abusing carers and other family members and outreach services for children and young people aged 4-25. Trusthouse awarded a grant for 8% of their operating costs over 3-years.
**Trusthouse awarded a Major Grant of £90,000 for operating costs.**
Trustees affirmed the Trusthouse mission to improve vulnerable lives in disadvantaged UK communities by funding small to medium-sized charitable organisations for the benefit of local people.
Trustees agreed to streamline the grant programmes to focus on Family Support (Major Grants) and Community Support (Small Grants). The maximum grant amount increased to £100,000 for Major Grants and to £10,000 for the Small Grants programme. The Major Capital programme was closed.
**Trustees affirmed the Trusthouse mission to improve vulnerable lives in disadvantaged UK communities by funding small to medium-sized charitable organisations for the benefit of local people.**
The Grants team carried out an extensive update of grants systems and processes. This involved refreshing the website, refining the eligibility quiz, revising application questions, re-writing funding guidelines, introducing a two-stage application process for Major Grants, and shifting to online grant assessment. Like many charities, the Foundation adapted to a digital way of working due to the Covid-19 pandemic.
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## Grants Awarded
In FY 2020-2021 Trusthouse awarded 108 grants for a total of £2.6 million. Average grant sizes were £65,006 for Major Grants and £8,533 for Small Grants. The two main grant programmes accounted for £2.48 million (95%) of total grant-making in 2020-2021. All grants awarded are listed in the Appendix.
## Grants Awarded FY 2020-2021
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£3,000,000
£2,604,512
£2,145,200
£2,250,000
£1,500,000
£750,000
£341,312
£118,00
0
Major Grants Small Grants Trustee Total
Nominations
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## Major Grants
Our primary Major Grants programme offers grants of up to £100,000 a year, spread over three years, to support local charitable organisations working to provide Family Support with annual income under £1 million. This year £2.1 million was awarded through 33 grants, with an average grant size of £65,006. There was a wide geographic range of grantees across all nine regions of England, Scotland, Wales and Northern Ireland.
## Highlights from the grants awarded include:
- **Alice – Relief of Poverty (West Midlands):** 48% of salaries and running costs over 3-years for parent and toddler groups to improve parenting skills in Stoke On Trent.
- **CatZero (North East):** 16% of salaries and running costs over 3-years for the Full Families programme providing support to vulnerable families in disadvantaged areas of Hull and Grimsby.
- **Derry Well Women (N Ireland):** 20% of core operating costs over 3-years to support childcare and parenting programmes at a women’s health centre in Derry, N Ireland.
- **Family Journeys (Scotland):** 49% of salary costs over 3-years for a Father Support Worker role to work with fathers to improve parenting and family relationships in East Lothian, Scotland.
- **Joint Activities Motor Education Service (JAMES) (West Yorkshire):** 45% of costs over 2-years for the Enough is Enough project to deter child to parent domestic abuse in Bradford.
## Small Grants
## Grant Programme
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2020-21
No of Grants Total Grant Amount Average Grant Amount
Major Grants 33 £2,145,200 £65,006
Small Grants 40 £341,312 £8,533
Trustee Nominations 35 £118,000 £3,371
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Major Capital
2019-20
Major Grants 42 £1,834,671 £43,682
Small Grants 40 £235,249 £5,881
Trustee Nominations 40 £125,000 £3,125
Major Capital 11 £277,990 £25,272
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The Small Grants programme provides one-year grants of between £2,000 and £10,000 for charitable organisations providing Community Support with an annual income of less than £250,000. This year 40 small grants were made for a total of £341,312 with an average size of £8,533.
## Highlights from the grants awarded include:
- **Community Action for Local Opportunities (West Midlands):** 40% as salary costs for the Centre Manager of a community hub in Bromford, Birmingham.
- **Manchester Cares (North West):** 33% as salary costs for a co-ordinator for a community organisation in Manchester working with older and younger residents to address isolation.
- **Pennywell Neighbourhood Centre (North East):** 8% as running costs for a charity delivering a health and wellbeing skills programme for residents in the Pennywell area of Sunderland.
- **Wanted Not Wasted (South West):** 28% as salary and running costs for a dropin centre based on the Bournville Estate, Weston Super Mare, providing free children’s after school groups, counselling and mentoring.
- **Wester Hailes Youth Agency (Scotland):** 36% as salary and running costs for a charity working with young people within Wester Hailes and surrounding communities of Edinburgh.
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## Trustee Nominations
Trustee Nominations allot individual budgets of £20,000 to Trustees during the financial year to award to charitable projects of their choice, subject to the approval of the Grants Committee. Reflecting their personal interests and local knowledge, these grants may fall outside the standard Trusthouse grant schemes. Trustees made 35 grants this year totaling £118,000, with an average grant size of £3,371. Two Trustees elected not to take up their allocation.
## Sector Expertise
The focus of Major Grants on Family Support improved the quality and assessment of grant applications. Trustees were able to draw upon the insight and research of the CSJ on issues facing disadvantaged communities. Trustees were invited to participate in discussions and external workshops with social leaders and policy experts.
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## Applications Received
Trusthouse received a total of 411 applications, of which 205 Major Grants applications, 172 Small Grants applications, and the remainder Trustee Nominations. This compares with 635 applications received in FY2020 and 909 in FY2019. With an average of 52 applications monthly, this assumes Trusthouse would likely have received 624 applications had it been open for the full fiscal year. The more targeted approach adopted this fiscal year has narrowed the pool of applicants and saved unnecessary paper work for both sides.
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Total Grants (411) Major Grants (205) Small Grants (172)
Rejected 70% Rejected 82% Rejected 77%
Approved 30% Approved 18% Approved 23%
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## Regional Funding
An historical strength of Trusthouse has been the breadth of regional allocation of grant awards. In FY2021, grants have been awarded 85% in England, 9% in Northern Ireland, 5% in Scotland, and 1% in Wales. These proportions are relatively consistent with population, though slightly high in Northern Ireland. This fiscal year, there was a significant gap in the applications received from and awarded to charities in Wales.
## Grants Pipeline
The revised strategy has resulted in a more targeted, effective grant pipeline. We have received positive feedback from applicants on the new grant application. There is more clarity and focus on the social issues that the Foundation funds. Improved transparency and communications on the website, along with a two-stage application, has reduced time-wasting for a majority of applicants.
## Improved Transparency
The publication of Trusthouse grants data on 360Giving has improved transparency. Open access to grants data allows analysis and comparison with other UK grant funders. Trusthouse grants are now searchable on the website and included in the GrantNav online tool.
## **CatZero**
**Trusthouse has awarded a Major Grant of £90,000 for salaries and running costs for a programme providing support to vulnerable families in Hull and Grimsby.**
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## Future Plans
## Grant Making
Trusthouse remains an independent foundation. The Foundation will continue to collaborate with the CSJ to exchange knowledge on the charity sector, grant-making, regional and poverty issues.
## Impact Measurement
A refined approach to measuring impact was introduced into the Trusthouse grant application. Successful grantees report against the impact targets they have set. Trusthouse will gather feedback from grantees on the effectiveness of its funding. As new impact data is reported, Trusthouse will work to integrate impact data into the annual report over time.
## Voluntary Sector Engagement
The Grants team will continue to participate in networks, workshops and training to capture best practice and learning from the charitable sector. Trusthouse is an active member of the Association of Charitable Foundations (ACF) which encourages collaboration, best practice and sharing knowledge across trusts and foundations. As regulations allow Trustees plan to carry out selected visits to cohorts of grantees in regional locations.
## **Jessica Brown** , Grants Director
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## Financial Review
## Investments
Financial markets have continued to recover over the course of the financial year following the impact of the Covid-19 pandemic. The Foundation’s assets have experienced steady growth and increased in value to £93.0m at the year end (2020: £83.8m). Smith & Williamson have acted as our investment managers for the financial year, this has resulted in improved asset performance alongside reduced investment management costs. Importantly, the expense ratio is significantly reduced which lessens the impact of investment management costs on amounts available for our core charitable purpose.
## Investment Assets
The value of the investment portfolio at 30 June 2021 was £9.2m higher than the prior year, largely due to the recovery of the global stock market. The level of cash held by the investment managers at the year end was £5.8m compared to the prior year £16.7m as a result of the proximity to the year end of the investment transfer in 2020.
## Responsible Investing
The Trustees took the opportunity of the move to Smith & Williamson to introduce greater responsibility and sustainability into our portfolio. The new investment management programme with Smith & Williamson encourages corporate responsibility and supports this aim through the removal of investments connected with gambling, armaments, pornography or tobacco. Discussion around additional exclusions is ongoing with a policy on ESG expected to be ratified during FY22.
## Total Return Distribution and Charitable Expenditure
The trustees took the decision to reduce the total return distribution from 4% to 3.75% for the 2020/21 financial year. This decision was taken as a consequence of the very low rates of return available outside risky assets which will likely depress future returns for the foundation given its risk appetite. The decision to reduce the total return distribution should ensure that the Trustees are able to at least maintain capital values in real terms which is a fundamental requirement as a perpetual endowment. Based on current expectations, the trustees aim in the medium term to be able to modestly increase absolute levels of funds available for our grant programme, despite the distribution percentage reduction.
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## Reserves
The Trustees have reviewed the reserves of the charity. The charity distributes in excess of its income each year, so therefore has no income retained as unrestricted funds. Reserves held are consequently solely endowment funds. These increased to £91.5m from £81.7m during the year (an increase of £9.8m). The Trustees consider that, in conjunction with their liquidity, investment and distribution policies, the current level of reserves is appropriate to enable them to continue to fund grants, investment management fees and support and governance costs without eroding the longerterm real value of the Charity’s investment capital. The Trustees monitor liquidity to ensure this is sufficient to cover ongoing expenditure.
“This year has been both a challenging and exciting year. The core cost funding from Trusthouse has supported HCA immensely enabling to become more financially secure and sustainable. Thank you for this opportunity and supporting us. The return to welcoming users, sharing their grief, smiles, emotions and generally being back has been all worth it.”
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## Statement of Trustees’ Responsibilities
The Trustees are responsible for preparing the Trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Charity law requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for the year. In preparing those 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;
- make judgements and accounting estimates that are reasonable and prudent; 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 accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and regulations made thereunder. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements and other information included in annual reports may differ from legislation in other jurisdictions.
Approved by the Board of Trustees on 2 December 2021
## **The Hon Mrs Olga Polizzi CBE**
FAZEELA HANIF
MANAGER, HIGHFIELD COMMUNITY ASSOCIATION
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## Independent Auditor’s Report to the Trustees of Trusthouse Charitable Foundation
## **Opinion**
We have audited the financial statements of Trusthouse Charitable Foundation (‘the charity’) for the year 30 June 2021 which comprise the Statement of Financial Activities, Balances Sheet, Statement of Cashflows 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 charity’s affairs as at 30 June 2021 and of its income and expenditure, for the year then ended;
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- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Charities Act 2011.
## **Basis for opinion**
## **Via Wings**
**Trusthouse awarded a Major Grant of £81,481 for running costs.**
Via Wings supports families to tackle the underlying root causes of poverty. Their Dare2Care food project works with families to move away from dependency on food parcels and become financially independent though a personalised support package tailored to their needs. This can include upskilling individuals on low-cost nutritious meals, budgeting, mentoring, mental health support or benefits guidance. Trusthouse awarded a grant for 48% of the running costs for the Dare2Care food project over 3-years in Dromore and rural areas of Northern Ireland.
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 charity 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 trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’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.
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## **Other information**
The trustees are responsible for the other information contained within the annual report. 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 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.
## **Matters on which we are required to report by exception**
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 151 of the Charities Act 2011, and report in accordance with the Acts and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:
- the information given in the financial statements is inconsistent in any material respect with the trustees’ report; or
- sufficient and proper accounting records have not been kept by the charity; or
- the financial statements are not in agreement with the accounting records and returns; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 21 the trustees 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 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 charity’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 charity or to cease operations, or have no realistic alternative but to do so.
## **Family Support Work**
Trusthouse has awarded a Major Grant of £30,000 for 49% of the salary costs to provide parenting support to vulnerable families in Bognor Regis.
**—**
**26**
**27**
## **—**
## **Extent to which the audit was considered capable of detecting irregularities, including fraud**
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charity operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charity’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charity for fraud. The laws and regulations we considered in this context for the UK operations were General Data Protection Regulation.
intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
## **Use of our report**
This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
[This report has not yet been signed]
## **Crowe U.K. LLP**
Statutory Auditor London Date
Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.
We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income, valuation of investments and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Trustees about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, analytical review and sample testing of income, vouching year end valuations to third party date, reviewing accounting estimates for biases particularly in relation to investment valuations, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery,
**The Trusthouse Charitable Foundation**
**—**
**29**
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—
28
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## **YKids**
Ykids works to benefit the lives of at risk and vulnerable children, young people and their families in Bootle, Merseyside. They offer early intervention including peer mentoring and peer support groups and projects for the whole family. Trusthouse awarded a grant for 50% of the salaries and running costs over 3-years for early intervention support.
**Trusthouse awarded a Major Grant of £81,000.**
**Statement of Financial Activities** For the Year Ended 30 June 2021
|Note
**Income from:**
Investments
Other
2
**Total income**
**Expenditure on:**
3
Raising funds
Charitable activities
**Total expenditure**
Net gain on investments
5
**Net income/(expenditure)**
**Transfers between funds**
9
**Net movement in funds**
**Reconciliation of funds**
Total funds brought forward at
1 July 2020
**Total funds carried forward at**
**30 June 2021**|Expendable
endowment
funds
£’000
-
-
-
483
-
483
11,170
10,687
(943)
9,744
81,734
91,478|Unrestricted
funds
£’000
1,485
-
1,485
-
2,428
2,428
-
(943)
943
-
-
-|Total
funds
2021
£’000
1,485
-
1,485
483
2,428
2,911
11,170
9,744
-
9,744
81,734
91,478|Total
funds
2020
£’00|
|---|---|---|---|---|
|||||942
-|
|||||942|
||||||
|||||644
2,773|
|||||3,417|
|||||1,786|
|||||(689)
-|
|||||(689)
82,423|
|||||81,734|
The results shown above have been derived wholly from continuing activities The notes on pages 32 to 38 form part of these accounts.
**— The Trusthouse Charitable Foundation**
**The Trusthouse Charitable Foundation**
**—**
**30**
## **Balance Sheet** As at 30 June 2021
**Cashflow Statement** For the Year Ended 30 June 2021
|Note
**Fixed assets**
Investments
5
**Current assets**
Debtors
6
Cash at Bank
7
**Total current assets**
Creditors: amounts falling due within one
year
8
**Net current liabilities**
Total assets less current liabilities
Creditors: amounts falling due after one
year
8
**Net assets**
**Funds**
Unrestricted funds
9
Expendable endowment funds
9
**Total funds at 30 June 2021**|2021
£’000
93,017
110
1,053
1,163
(1,705)
(542)
92,475
(997)
91,478
-
91,478
91,478|2020
£’000
83,846
60
439
499
(1,995)
(1,496)
82,350
(616)
81,734
-
81,734
81,734
Note
**Net cash used in operating activities**
10
**Cash fows from investing activities**
Dividends and interest from investments
Proceeds from sale of investments
Purchase of investments
**Cashfow from fnancing activities**
Endowment investment management fees
**(Decrease)/ increase in cash**
Cash and cash equivalents at 1 July 2020
**Cash and cash equivalents at 30 June 2021**
**Analysis of cash and cash equivalents**
Cash at bank
Cash held by Investment Managers|2021
£’000
(2,386)
1,407
55,606
(64,424)
(7,411)
(406)
(10,203)
17,098
6,895
2021
£’000
1,053
5,842
6,895|2020
£’000
(1,861)
942
115,771
(99,528)
17,185
(644)
14,680
2,418
17,098
2020
£’000
439
16,659
17,098|
|---|---|---|---|---|
The accounts were approved and authorised for issue by the Board of Trustees on 2 December 2021 and signed on their behalf by
As the expendable endowment investments are managed on the basis of returning unrestricted income from which the charity makes its grant payments, cashflows from the investments have been treated as investing activities rather than financing activities as recommended by the charity SORP
The notes on pages 32 to 38 form part of these accounts
**The Hon Mrs Olga Polizzi** CBE
The notes on pages 32 to 38 form part of these accounts
**32**
**33**
## **Notes to Accounts** For the year Ended 30 June 2021
## **Charitable Activities**
The cost of charitable activities consists of grants awarded and a proportion of the management and administrative charge and other costs directly attributable to charitable activities.
## **Investments**
## **1. Accounting Policies**
## **General Information**
The Charity is a charity registered in England and Wales (number 1063945), the address of the registered office is Ground Floor East, Kings Buildings, 16 Smith Square, London SW1P 3HQ.
## **Basis of Preparation**
The financial statements have been prepared in accordance with the following accounting policies and comply with the Charities Act 2011, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective 1 January 2019 (the “Charities SORP”) and UK Generally Accepted Accounting Practice. The Charity meets the definition of a public benefit entity under FRS 102.
## **Going Concern**
Quoted and alternative investments are included in the accounts at market value at the balance sheet date, Property Unit Trusts are valued at bid price at the balance sheet date and the valuation of the unquoted investment is based on figures provided by the managers. Realised and unrealised gains or losses are taken to the Statement of Financial Activities.
## **Foreign Exchange**
Transactions denominated in foreign currencies are translated into sterling and recorded at the rate of exchange ruling at the date of the transactions. Balances and investments denominated in foreign currencies are translated into sterling at the rate ruling at the balance sheet date. Exchange gains or losses are taken to the Statement of Financial Activities and are included within gains and losses on revaluation.
## **Funds**
There is an expendable endowment fund created by a gift. These funds are held as capital with income arising representing unrestricted income. The terms of the Fund allow the capital to be spent if the Trustees so determine. The unrestricted funds held by the Charity are unrestricted funds available for use at the discretion of the Trustees in furtherance of the general objectives of the charity, and all unrestricted funds received each year are spent in the same year.
After reviewing the charity’s forecasts and projections, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing the financial statements.
## **Income**
Income is recognised when the Charity has entitlement to the resources, it is probable that the resources will be received and the monetary value of the incoming resources can be measured with sufficient reliability. Dividends are recognised as receivable when a security is listed as ex-dividend.
## **Expenditure**
Liabilities are recognised as expenditure when there is a legal or constructive obligation committing the charity to the expenditure. Grants, both single and multiyear, are recognised in the accounts as liabilities after they have been approved by the Trustees, the recipients have been notified and there are no further terms and conditions to be fulfilled within the control of the Charity.
## **Expenditure on raising funds**
Expenditure on raising funds comprises those costs directly attributable to managing the investment portfolio and raising investment income.
**----- Start of picture text -----**
Alice
**----- End of picture text -----**
Trusthouse has awarded a Major Grant of £87,000 for salaries and running costs to improve parenting skills in Stoke-On-Trent.
**34**
**35**
## **—**
## **Notes to Accounts** For the year Ended 30 June 2021
|**Investment Income**
Income from quoted investments
Income from Property Unit Trusts|**2021**
**£’000**
1,434
51
1,485|**2020**
**£’000**
715
227|
|---|---|---|
|||942|
## **2 Investment Income**
## **3 Expenditure**
|**Expenditure**
Grants awarded (note 4)
Investment management
Investment advice
Secretariat fees
Auditor’s fees: for audit services
Insurance
Trustees expenses
Other costs
Total expenditure|**Costs of**
**generat-**
**ing funds**
**£’000**
-
261
222
-
-
-
-
-
483|**Grant**
**making**
**£’000**
2,171
-
-
200
-
-
-
16
2,387|**Governance**
**£’000**
-
-
-
22
17
1
-
1
41|**2021**
**£’000**
2,171
261
222
222
17
1
-
17
2,911|**2020**
**£’000**
2,477
397
247
214
19
1
1
61|
|---|---|---|---|---|---|
||||||3,417|
## **—**
## **4 Grants Payable**
|**Grants Payable**
Opening grant commitment
Grants awarded
Less: Cancellation of grants awarded in previous years
Less: Grants payments during the year
Closing grant commitment|**2021**
**£’000**
2,477
2,681
(510)
(2,096)
2,552|**2020**
**£’000**
2,048
2,535
(58)
(2,048)|
|---|---|---|
|||2,477|
A listing of the grants awarded during the year is given in the additional information in pages 40 to 53. No grants were awarded to individuals in either year.
|**5 Fixed Asset Investments**
Market Value at 1 July 2020
Additions
Disposals
Realised and unrealised gains
Market value at 30 June
Cash held by Investment Managers
Total assets under management at 30 June
Historical cost of investments at 30 June
**Market Value**
Quoted investments - UK
Quoted investments - Foreign
Property
Alternative investments
Other investments
Cash investments|**2021**
**£’000**
67,187
64,424
(55,606)
11,170
87,175
5,842
93,017
83,317
15,041
53,828
3,671
4,442
10,193
5,842
93,017|**2020**
**£’000**
82,045
99,528
(116,172)
1,786|
|---|---|---|
|||67,187
16,659
83,846|
|||83,289|
|||10,475
41,933
5,507
5,711
3,561
16,659|
|||83,846|
**—**
**37**
## **—**
|**36**|**6 Debtors**
Dividends receivable
Prepayments|**2021**
**£’000**
107
3
110|**2020**
**£’000**
56
4
60|
|---|---|---|---|
||**7 Cash at bank**
Hoare & Co|**2021**
**£’000**
1,053
1,053|**2020**
**£’000**
439
439|
||**8 Creditors:**
**Amounts falling due within one year**
Grants payable
Suppliers payable
Accruals
**Amounts falling due after one year**
Grants payable|**2021**
**£’000**
1,555
57
93
1,705
997
997|**2020**
**£’000**
1,861
120
14
1,995
616
616|
||**9 Transfers**|||
## **10 Reconciliation Of Net Movement In Funds To Net Cash Flow From Operating Activites**
Reconciliation of unrestricted funds net income for the year to net cashflow from operating activities
|Net expenditure for the year
Investment income
Investment management fees and advice
(Increase)/decrease in debtors
Increase in creditors
Net cash fow from operating activities|**2021**
**£’000**
(943)
(1,484)
-
(50)
91
(2,386)|**2021**
**£’000**
(943)
(1,484)
-
(50)
91
(2,386)|**2020**
**£’000**
(1,831)
(942)
401
47
464
(1,861)|
|---|---|---|---|
|||||
|**11 Analysis Of Net Assets Between Funds**
**2021**
**Expendable**
**endowment**
**funds**
**£’000**
**Unrestricted**
**funds**
**£’000**
Fund balances at 30 June 2021 are
represented by:
Investments
91,478
1,539
Current Assets
-
1,163
Liabilities
-
(2,702)
Total net assets
91,478
-|||**Total funds**
**£’000**
93,017
1,163
(2,702)|
||||91,478|
Funds have been transferred from the expendable endowment fund to unrestricted funds in order to match the net outgoings arising during the year on unrestricted funds
**—**
**38**
**39**
**—**
## **11 Analysis Of Net Assets Between Funds (continued)**
## **2020**
|Fund balances at 30 June 2020 are
represented by:
Investments
Current Assets
Liabilities
Total net assets|**Expendable**
**endowment**
**funds**
**£’000**
81,734
-
-
81,734|**Unrestricted**
**funds**
**£’000**
2,112
499
(2,611)
-|**Total funds**
**£’000**
83,846
499
(2,611)|
|---|---|---|---|
||||81,734|
## **12 Related Party Transactions**
During the year two grants totalling £8,000 were awarded to Diocesan Board of Finance, this charity is related by virtue of a common Trustee, these grants were fully paid as at 30 June 2021, these grants were not subject to any additional terms or conditions (2020: £nil).
## **West View Advice and Resource Centre**
## **13 Trustee expenses**
During the year, two trustees (2020: five) were reimbursed expenses relating to travel and associated costs in respect of their attendance at meetings totalling £173 (2020: £756). The Trustees did not receive any remuneration from the Foundation during the year (2020: £nil).
**Trusthouse awarded a Major Grant of £58,081.**
This charity delivers advice across the whole of Hartlepool from their centre and from local community venues. They work to support people who are at the greatest risk of financial and social exclusion, the poorest and most disadvantaged. Trusthouse awarded a grant for 23% of their salary costs over 3-years.
**40**
## **Grants Awarded** 2020-21
## Major Grants
## **Oasis Community Church, Centre & Gardens**
43% of salary and running costs over 3-years for a community centre providing family support on the Kilton estate in Worksop, Nottinghamshire.
## **Filwood Hope Advice Centre**
22% of running costs over 1 year for a charity providing advice services, counselling and family support for people in the Knowle West Estate, in South Bristol.
## **Future Men**
34% of salary costs over 2-years for 2 part-time posts at a charity providing family support to young boys and fathers in London.
## **Harrow Club W10**
50% of salary and project costs over 3-years for a Family Support Worker to work with vulnerable families in disadvantaged areas of West London.
## **Evergreen Play Association**
42% of salary and project costs over 3-years for an Inclusion Playleader to run a playground for children including those with disabilities in East Hackney, London.
**£45,000**
**£10,000**
**£60,000**
## **£40,329**
## **£66,348**
## **£45,000**
## **Home-Start Bradford District**
9% of running costs over 3-years for a volunteer-led CIC working to overcome addiction with female sex workers and their families in Southend-on-Sea.
## **£60,000**
## **Aspirations Programme**
32% of salaries over 1-year for an Outdoor Nursery to provide play sessions for pre-school children at the Baltic Street Adventure Playground in Dalmarnock, East Glasgow.
## **£26,450**
## **Baltic Street Adventure Playground**
25% of salary cost over 3-years for 2 Co-ordinators to train and manage volunteers that provide home-based family support to **41** vulnerable families in Bradford, West Yorkshire.
## **£75,000**
## **Home-Start Teesside**
25% of salaries and running costs over 3-years to support vulnerable families in Stockton, Middlesbrough, Redcar and Cleveland, Teesside.
## **£90,000**
## **Acorns Project**
8% of operating costs over 3-years for a domestic abuse charity supporting families across North Tyneside and Northumberland.
**Koala North West £75,000**
## **Family Support Work**
49% of salary costs over 3-years for a Family Support Practitioner to provide parenting, mental health and tailored support to vulnerable families in Bognor Regis.
## **CatZero**
16% of salaries and running costs over 3-years for the Full Families programme providing support to vulnerable families in disadvantaged areas of Hull and Grimsby.
## **£45,000**
**£90,000**
## 12% of core operating costs as an unrestricted grant. **Hawkspring £90,000**
15% of core operating costs over 3-years for an addiction charity supporting families in Bristol.
**BD4 Community Trust £60,000** 50% of the salary of the Family Activity Lead over 3 -years for early intervention sessions with families in Bradford, West Yorkshire.
**42**
**£65,000**
## **IMO Charity**
47% of salary and operating costs over 2-years for a project to support ex-offenders and their families in Lancashire.
## **£98,789**
## **Midaye Somali Development Network**
49% of salaries and operating costs over 3 years for charity working with BAME refugee families in West London.
## **£99,966**
## **Fegans**
50% of salaries and running costs over 3 years to set up a family hub providing counselling for children, young people and families in Ramsgate, Kent.
## **Charnwood 20:20 (trading as TwentyTwenty) £78,450**
50% of salaries over 3 years for a Co-ordinator and Youth Worker to provide counselling and training to young girls and their families in Sinfin, Derby.
## **£41,823**
## **Sunbeams Play**
50% of salary over 3 years for the Manager of a centre for the parents and families of autistic children in Great Yarmouth, Norfolk.
## **Joint Activities & Motor Education Service £85,000 (JAMES)**
45% of salaries and costs over 2 years for the Enough is Enough project to deter child to parent domestic abuse in Bradford, West Yorkshire.
## **£46,758**
## **Kidz Klub Leeds**
50% of salary and project costs over 3 years to provide family support services to vulnerable families in inner city Leeds.
**£69,528**
## **Meriden Adventure Playground Association**
50% of salaries and running costs over 3 years for an adventure playground for disadvantaged children in Chelmsley Wood, Birmingham..
**£44,265**
## **Family Journeys**
49% of salary costs over 3-years for a Father Support Worker role to work with fathers to improve parenting and family relationships in East Lothian, Scotland.
## **£60,000**
## **Oxford Parent-Infant Project**
20% of operating costs over 3-years for a project to support vulnerable families who are experiencing difficulties with their parent-infant relationship in Blackbird Leys, Oxfordshire.
## **Alice (Relief of Poverty & Advancement of 87,000 Community**
48% of salaries and running costs over 3-years for parentand-toddler groups to improve parenting skills in the most disadvantaged communities of Stoke-On-Trent.
## **£67,050**
## **CELLS Project CIO**
50% of salary costs over 3-years for a Family Intervention Worker at a youth crime prevention charity in Merseyside, Liverpool..
## **Halton Carers Centre £79,463**
49% of salaries over 3-years for two family support workers at a carers’ charity in Cheshire.
## **£54,000**
## **LIFT Muirhouse Millennium Community Centre**
**43** 45% of salary for a family support worker over 3-years at a community centre in Muirhouse, North Edinburgh.
## **Via Wings £81,481**
48% of running costs for the Dare2Care food project over 3-years along with family support in Dromore and rural areas of N Ireland.
## **£60,000**
## **Derry Well Women**
20% of core operating costs over 3-years to support childcare and parenting programmes at a women’s health centre in Derry, N Ireland.
## **Ykids Ltd £81,000**
50% of salaries and running costs over 3-years for early intervention support for families in Bootle, Merseyside.
**£67,500**
## **Newpin NI**
36% of salaries and running costs over 3-years for a family support charity in Derry, N Ireland.
Total Major Grants **£2,145,200**
**44**
## Small Grants
**£9,872**
## **Holy Trinity Parish Church Council - The Mount**
33% as salary and running costs for a programme to engage young people in building their confidence and resilience to overcome difficult life situations in Merseyside.
## **£7,000**
## **Colne Open Door Centre Ltd**
50% as salary costs for a support worker providing a range of welfare, debt and counselling advice for a charity operating a community cafe in Colne, Lancashire.
## **On the Out CIC £10,000**
28% as running and salary costs for a drop in co-ordinator for a charity providing support to homeless people who are prison leavers in Manchester.
**£9,640**
## **One Knowsley**
33% as salary costs for a project co-ordinator for a charity to deliver a programme of support for vulnerable and isolated mums in the Knowsley area of Liverpool.
**£2,095**
## **0282 CIC**
36% as running and salary costs for a CIC to deliver a programme of creative employment and workplace skills for young people in Burnley and support moving their services online.
**£6,500**
## **In Charley’s Memory**
50% as running and salary costs for a charity providing an out of hours counselling service for young people in Highbridge, Somerset.
**£8,000**
## **Stott Fitness**
49% as salary costs for a social enterprise to extend its sport and outreach activities for young people in Hartlepool.
||**Lippy People Charitable Trust**
27% as salary costs for a social enterprise delivering|**£9,424**||
|---|---|---|---|
||video storytelling and coaching activities with communities in the|||
||Beeston area of Leeds.|||
||**Youth Genesis Trust Ltd**|**£4,643**||
||32% as running and salary costs for a youth work organisation in|||
||Devon.|||
||**Manchester Cares**|**£10,000**||
||33% as salary costs for a co-ordinator for an organisation in|||
||Manchester working with older and younger residents to address|||
||isolation.||**45**|
||**Castlemilk Baptist Church**|**£93,99**||
||15% as salary costs for an organisation offering a free furniture|||
||service to people coming out of homelessness in Glasgow.|||
||**Stoke on Trent Foodbank**|**£9,793**||
||50% as salary costs for a food bank in Stoke-on-Trent.|||
||**Wanted Not Wasted (WOW) CIC**
28% as salary and running costs for a drop in centre based on the
Bournville Estate, Weston Super Mare, providing free children’s
after school groups, counselling and mentoring.|**£10,000**||
||**Sistema Cymru - Codi’r To**
6% as core costs for an organisation using ‘El Sistema’ method of
musical education as a tool to transform the lives of disadvantaged
young people and their communities, in North Wales.|**£10,000**||
||**North Taunton Partnership**
50% core costs for a community centre on the outskirts of Taunton,
Somerset.e.|**£9,763**||
**£9,700**
**£3,800**
**46**
## **Wheels Project**
19% as running costs of providing alternative education sessions for young people in Bristol in motor mechanic skills, culminating in renovating a vehicle to donate to a charity.
## **Ascension Community Trust**
45% as salary costs for a families project manager at a community hub in the London Borough of Newham.
## **GLOW - Giving Life Opportunities to Women**
47% as salary costs for a co-ordinator post for a charity delivering personal development programmes to women in Belfast, Northern Ireland.
## **Pennywell Neighbourhood Centre**
8% as running costs for a charity delivering a health and wellbeing skills programme for residents in the Pennywell area of Sunderland.
## **Beloved**
30% as running costs for a charity supporting vulnerable women working in the sex trade, in indoor settings across Bristol..
## **Gateway Collective CIC**
45% as salary costs for a social enterprise delivering a range of community programmes at North Park Community Garden in Bootle.
## **Rural Coffee Caravan**
10% as running costs for a charity providing mobile pop up information cafe events to rural communities in Suffolk.
## **Shiloh Rotherham**
27% of salary costs for frontline Progression Workers for a charity working with homeless adults in Rotherham.
## **Gateshead Older People’s Assembly**
5% as core costs for a charity providing opportunities for people aged over 50 in Gateshead to improve their health, maintain their independence, and take a more active role in their local communities.
## **£10,000**
## **£10,000**
## **£7,500**
## **£10,000**
## **£10,000**
## **£10,000**
## **£10,000**
**£10,000**
## **Twinkleboost CIC**
33% as salary costs for a Project Manager for an organisation providing Early Speech and Language skills for children alongside Communication coaching for new parents in Bury, Greater Manchester.
## **£9,250**
## **Streets of Growth**
47% as salary costs for a Hub Manager / Volunteer coordinator for a charity delivering vocational training programmes and coaching for high-risk young people (15-25 yrs) in the LB of Tower Hamlets.
## **£10,000**
## **YPAC Manchester**
35% as running and salary costs for a Youth and Playwork charity to deliver a detached youth work programme across 3 inner city estates in Manchester.
## **£7,280**
## **Communities Engage and Thrive CIC**
42% running costs for a CIC delivering a programme of physical activity and coaching for BAME women in Aston, Birmingham, to improve poor existing health, reduce isolation and build more **47** positive lifestyles..
## **£10,000**
## **Spring Bank Community Association**
50% as running and salary costs for a Community Centre delivering free IT facilities, equipment and training targetting older, disabled and/or socially isolated people in Kingston on Hull.
## **£10,000**
## **J29 Project**
40% as running and salary costs for a youth and family worker for a charity in Banbridge, Northern Ireland.
## **£10,000**
**Street Futures C.I.C.**
45% as running costs for a programme of weekly after-school and weekend activities for young people in the locality of Bordesley Green and Alum Rock in Birmingham.
## **£8,333**
## **Wester Hailes Youth Agency**
36% as salary and running costs for a charity working with young people within Wester Hailes and the surrounding communities of South West Edinburgh.
**48**
**49**
## **£10,000**
## **Work Rights Centre**
37% as salary costs to extend frontline community services for an advice centre in the London Borough of Brent.
## **£7,500**
## **Bags of Taste**
50% as running costs for the delivery of virtual mentored programmes to enable families to feed themselves on a very low budget, learning food skills and resilience, in the London Borough of Haringey.
## **£5,820**
## **Nemo Arts**
39% as running costs for an organisation providing opportunities to increase creative and life skills, and reduce isolation in the locality of Castlemilk, Glasgow.
## **XTRAX £10,000**
8% as salary and overhead costs for a young people’s centre in Hastings. **BritSom £6,000** 37% as salary costs for a charity delivering supplementary education in the London Borough of Barnet.
## **Parochial Church Council Of The Ecclesiastical £10,000 Parish Of Tong And Laisterdyke**
40% as salary costs for the Centre Manager of a community hub in Bromford, Birmingham.
**£10,000**
## **Community Action For Local Opportunities**
10% as running costs for a charity providing mobile pop up information cafe events to rural communities in Suffolk.
Total Small Grants **£341,312**
## Trustee Nominations
## **£5,000**
## **Priscilla Bacon Norfolk Hospice Care**
Towards the capital costs of a new hospice serving Norfolk and Waveney.
## **£3,000**
## **Canterbury Diocesan Board of Finance**
100% salary costs for an additional teaching post for a homework club supporting refugee young people settled in the Folkestone area of East Kent. **Wren Project £2,000**
50% as running costs of a volunteer training programme for a charity in Wiltshire supporting people with autoimmune diseases.
**£9,640**
## **Home-Start Lakeland**
11% running costs of a centre providing support to parents with young children in Co. Fermanagh, Northern Ireland
**£2,000**
## **ESC Films**
28% running costs of an organisation supporting people through therapeutic film-therapy in Northern Ireland.
**£2,000**
**MindWise New Vision, Belfast**
100% of project costs of a mental health charity delivering programmes supporting families in Northern Ireland.
**ARC Healthy Living Centre Ltd £2,000**
100% of the cost of a programme of activity supporting older people in Fermanagh, Northern Ireland.
**£5,000**
**Bounce Back Foundation**
100% of the costs for two ex-offers to undertake an HGV driving course and employability support in the London Borough of Westminster.
**50**
**51**
**£10,000**
## **Aisling Centre Co Ltd**
37% of the running costs for a charity delivering mental health support for young people in Fermanagh, Northern Ireland.
## **£10,000**
## **GLOW - Giving Life Opportunities to Women**
47% as salary costs for a co-ordinator post for a charity delivering personal development programmes to women in Belfast, Northern Ireland.
**Prisoners’ Penfriends £5,000**
11% running costs for a charity delivering a penfriends scheme for prisoners across England and Wales
## **£3,000**
## **PCC St George’s Church**
50% as running costs for a community hub, based at St George’s Church in Liverpool. **Children’s Hospice South West £2,000**
5% as running costs for a children’s hospice in Devon.
## **Liberty Choir UK £4,000**
3% as running costs for a charity running choir sessions for prisoners and ex-offenders. **Bournemouth FoodBank £5,000**
9% as running costs for a foodbank in Bournemouth
## **£2,500**
## **Charleston Trust (Bloomsbury in Sussex)**
4% as running costs for an artists’ house and studio museum in East Sussex.
**Glencraft (Aberdeen) Limited £2,000**
50% capital costs for the purchase of sewing machines for a charity providing employment for people with disabilities in the making of mattresses,
**£10,000**
## **Towner Eastbourne**
2% as running costs for charity in Exeter offering urban children residential experiences on a farm.
## **£10,000**
## **Farms for City Children**
27% of salary costs for frontline Progression Workers for a charity working with homeless adults in Rotherham.
**£1,000**
## **British Wireless for the Blind Fund**
0.4% as running costs for a charity providing specially adapted radios and audio devices to blind and partially sighted people throughout the UK.
**£5,000**
## **Tadcaster and Rural Community Interest Company Ltd**
33% as salary costs for a community hub to extend its youth provision in the rural town of Tadcaster, North Yorkshire.
**£5,000**
## **Wheelyboat Trust**
## **£4,000**
## **New Futures Project**
80% as capital costs for an organisation running a drop in for women engaged in the sex trade or experiencing sexual exploitation in Leicester to develop shower facilities for their homeless clients.
## **£4,000**
## **New Futures Project**
20% as capital costs for an organisation running a drop in for women engaged in the sex trade or experiencing sexual exploitation in Leicester to develop shower facilities for their homeless clients
## **Hall for Cornwall £4,000**
0.01% as capital costs of building a new theatre for Cornwall.
**£2,000**
## **Oxford Mutual Aid**
Towards the running costs of a grassroots food collective delivering food parcels, essential items and cooked meals to deprived families in Oxford in response to the pandemic.
**£5,000**
## **Little Angel Theatre**
100% running costs of a community arts project and associated workshops: six magical trees will pop-up in targeted locations across Islington and residents will make puppets to populate the trees with their wishes for the future of Islington.
11% as capital costs for an accessible powerboat to enable people with disabilities to access the river in North Cornwall.
**£4,000**
**52**
**53**
## **Amber Foundation**
0.1% as running costs for charity providing temporary housing and a programme of support for young homeless people in Trowbridge, Wiltshire.
## **Highland Hospice**
0.8% as running costs for a hospice serving adults in the Highlands of Scotland.
## **Shine (West Bowling)**
**£3,000**
**£5,000**
**£4,000**
## **St Johns Hatfield Youth Centre**
18% as salary costs for a ‘stay and play group’ for disadvantaged families in South Hatfield.
## Total Trustee Nominations **£118,000**
38% as running costs to expand a community wellbeing group and counselling service in the locality of West Bowling in Bradford.
## **Canterbury Diocesan Board of Finance**
**£5,000**
97% as running costs for a programme using textile arts in the context of English conversation for recently arrived refugee women in East Kent.
## **Remembrance Trust**
**£3,000**
0.1% as running costs for a charity restoring graves and monuments of military personnel worldwide from before 1914.
## **Archbishop’s School Canterbury**
**£5,000**
100% running costs for young people from Archbishop’s School in Canterbury to participate in a Young Leaders Scheme in order to develop and learn key life skills.
## **Railway Children**
**£1,000**
Towards the running costs for a charity providing emergency hygiene kits for street children surrounding 10 railway stations in India.
## **St Peter’s Children and Young People’s Activities Group**
**£5,000**
50% for salary costs for a summer programme for children to sustain their learning on their return to school in the LB of Islington.
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“For a small charity like ours with humble beginnings, it really has given us a boost and we want to ensure the Trustees of the Trusthouse Charitable Foundation share in this success. You have stood with us many times in the past and without you we simply would not be here. Sincere thanks as ever.”
MARTIN SAWDON – DEVELOPMENT MANAGER EXODUS PROJECT
## **The Gateway Collective CIC**
**Trusthouse awarded a Small Grant of £10,000 for salary and project costs.**
This social enterprise works to increase well-being and make Bootle a better place for local people through delivering a range of community growing activities in North Park Community Garden. Their aims are to increase mental and physical well-being, create community, reduce food poverty and increase volunteering. They produce recipes to promote healthy eating and also grow in the public spaces in Bootle to promote community pride. Trusthouse awarded a grant for 45% of the salary costs to deliver community growing sessions.
JVL Trusthouse
1Af• Charitable Foundation