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2020-12-31-accounts

The Priory of England and the Islands of the Most Venerable Order of the Hospital of St John of Jerusalem Annual Report and Accounts For the year ended 31 December 2020 Including the work of St John Ambulance

Contents

Why we exist

At St John we know that first aid saves lives .

That’s why we want to ensure that everyone gets the help they need in a health crisis:

And that means putting people first, serving each other and our communities, inclusively and without judgement, with Humanity , Excellence , Accountability , Responsiveness and Teamwork .

In 2020, we saw a health crisis of a scale that no one predicted, where this core mission has come to the fore to make a significant difference to communities across England.

Report of the Trustees
Report of the Trustees Prior’s foreword 4
Introduction 7
Assessing the year 8
A year in review 12
Business as usual 15
Transforming to deliver 17
Experiences from the frst wave response 19
First wave resilience 25
Summertime recovery 29
A rising tide and a race against time 33
Looking to the future as the year ended 35
Our fundraising 38
Our performance in 2020 40
The way ahead - Our uncertainties, opportunities and principal risks 42
Supporting and engaging all St John People into the future 46
Statement of public beneft 48
Financial review of the year 52
Structure, governance and management 60
Independent auditor’s report 66
Financial statements Statement of fnancial activities 70
Balance sheet 71
Cash fow statement 72
Notes to the accounts 73
Royal patrons, trustees, management and committees 94
Principal places of business and advisors 97

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Prior’s foreword

Throughout our long and illustrious history those of us privileged to serve humanity in the name of St John have sought to improve the lives of those around us, ever adapting to allow us to respond best to the needs of the people that we serve. This has never been more evident than in the response by St John people in England in 2020 where our collective contribution has made a profoundly positive impact upon the health of our nation. This year’s Annual Report captures the mood as we describe the activities of the year, using words spoken and written by our own volunteers and staff, and those from outside who reflect so well upon our immense contribution.

I see a year filled with hard endeavour, long hours and tenacious commitment from St John people throughout the breadth of our country, showing relentless and selfless generosity. There have been emotionally rewarding times, and times of stress and despair – this has been a demanding, challenging and at times frustrating year, especially where beset by the uncertainty of pandemic disease. The hard choices made to sustain our charity with financial constraints, property disposals and job losses have added to the demands that we place upon our people; yet your powerful determination to deliver has been unyielding, and I use this foreward to thank every one of our people, on behalf of The Priory Chapter and the Boards of Trustees of the Priory Council and of St John Ambulance for your part in this great effort.

The leadership teams, both volunteer and employed, in London and in the Counties, working closely together, have shaped a year from which we emerge resilient and confident, ready to support the nation as it emerges from this pandemic, to face potentially severe socio-economic hardships. We have proven our operational capability, improved our clinical standards, refined our governance, and will continue in every way to improve the manner in which we look after our people. We are a broad family, delivering from every sphere, from the inspirational fundraising ideas of our cadets and badgers, to the long hours committed by members of the Fellowship, and the intense professionalism of our medical teams, who could not deliver without the versatility shown by those delivering every conceivable manner of support from logistics and finances to IT and communications. We also express gratitude to our families who have supported us in our work.

The country, its people and its institutions know us better than they did two years ago, and they now know to what heights we are capable of delivering. We have trained, treated and transported the nation, we have helped to vaccinate its population, and we have improved the lives of the people about whom we care so much. Well done St John people, and thank you for being there when, once again, our country needed our help.

Surgeon Rear Admiral Lionel Jarvis CBE KStJ DL Prior of England and the Islands and Chair of St John Ambulance

In gratitude

The directors would like to convey their sincere thanks to all of the donors, volunteers and employees who have so generously given their support to St John, including those listed below.

With their continuing efforts we look forward to enhancing the delivery of our charitable services within the community.

Ms Frances Woodcock Ms Joan Melling Ms Majorie Sigrist Ms Marjorie Wallace Ms Thelma Tinker

Amazon

Bank of America

Barratt Developments

Beatrice Laing Trust

Burdett Trust for Nursing

Culture Recovery Fund

Severn Trent

Edwina Mountbatten and Leonora Children’s Foundation

Sidley Austin LLP

Sompo International

Essex Community Foundation

Standard Chartered Bank

Essity T/A BSN Medical Limited

Tesco Community Grants

Gennets Charitable Trust

The Anthony and Elizabeth Mellows Charitable Settlement

George Farha

The Grand Charitable Trust of the Order of Women Freemasons

Grant and Brigitte Gordon Hiscox

The Kusuma Trust

Iceland Foods Charitable Foundation James Macnamara, CStJ TD VR JP

The Mercer’s Company

The National Lottery Community Fund

Joanna and Graham Barker John James Bristol Foundation Julia and Hans Rausing

The Peacock Charitable Trust

The Worshipful Company of Tax Advisers The BlackRock Foundation

Kinetik Wellbeing Kirby Laing Foundation The Eric Sharpe Estate Lord Barnby’s Foundation Matt and Megan Schrecengost Medlock Charitable Trust

Warburtons

Mr A J Gozzard

Mr Charles Songhurst Mr Frank Diggon Mr John Kenneth Povey OStJ Mrs June Marguerite Ruth Johnston

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Introduction

“At the beginning of 2020, we all had ambitious plans and could see no reason why they would be disrupted. Most of our plans have had to be changed.

But one plan was not torn up. And that was the plan made by our founders that we, as St John people, would always respond to help the sick.”

HRH Duke of Gloucester, Grand Prior of the Order of St John, December 2020

We had planned for 2020 to be the year when we balanced internal change to make us more inclusive and sustainable as a charity, with starting to grow our impact on the health of communities across England. Six months into delivering our 2022 Serving Your Communities Strategy, we were embarking at the start of the year on a major expansion in our work with young people, putting them even more at the heart of our communities. We had plans to find and target the greatest need for our first aid-based community response, building on our small-scale work with the most vulnerable members of society such as those experiencing homelessness. We were focused on improving our volunteer experience, both for existing and new St John people, through listening and responding to their needs. And we were keen to develop our relationship with the NHS as the nation’s ambulance auxiliary.

Then the world changed and much of our plan changed with it. But our mission remained the same – to serve humanity without judgement, using first aid to save lives. The story we tell in the pages that follow is one of simplicity, solidarity, speed, sustainability and sacrifice.

Our 2020 story pivots around three extraordinary weeks in March that set the charity up to play its role, but its origins lie in the heritage of St John as a charity that has long stepped forward to the nation’s aid, serving the needs of the sick in communities across the country.

By the end of 2020, as our frontline response continued and we continued to make difficult choices to sustain the charity into the future, St John was already scaling up for the next challenge – that of vaccinating the nation.

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Assessing the year Asking ourselves the difficult questions

What’s made us proud

St John People

Focus and prioritisation

The resilience, dedication and sacrifice of St John people has been an inspiration. Whether Priory or Ambulance, volunteering on the frontline or in support functions or adapting to remote working and an incredible pace of change in our operations, they have given hours of service both paid and voluntary to keep the charity delivering through an extraordinary year. Many of our local volunteer leaders have adapted to keep connected with St John people remotely, supporting wellbeing. And we’ve been moved by the warmth, humour and enduring engagement of so many St John young people (Cadets and Badgers) in supporting each other and finding creative ways to fundraise.

St John has always been a charity that makes a contribution to community health in a variety of different ways. In 2020 we learnt the value of focus. From the outset of the pandemic we focused our operations and the support of the wider charity on delivering the few activities (in ambulance, hospital and community volunteering) that could make the best use of the specific skills of St John people. This prioritisation of effort is much harder to achieve outside a crisis response, but the lesson of its value is shaping our leadership.

Fundraising growth

Despite a year where the charity sector as a whole has struggled to maintain voluntary income levels and the pausing of our own face-to-face donor recruitment, we’ve seen the generosity of the donors and the growing fundraising commitment of St John people deliver increases in revenue. Many of our volunteers unable to engage with their normal activities have helped increase the reach of our fundraising, whilst decisions in 2019 to invest in fundraising have made a huge difference to our performance in 2020.

A commitment to wellbeing

2020 was a tough year for everyone. But we’re proud that from the outset of Covid-19 we put the wellbeing of St John people on the same footing as all other aspects of our response. As our formal emergency response to the first wave was wound up and entered business-as-usual operations, the Wellbeing Sub-Group evolved into a new Wellbeing Network for the charity.

Clinical capability

Our ability to step forward in supporting the NHS on such a scale during the pandemic is in large part the result of the significant development we’ve undertaken in our clinical capability as a charity. A strategic decision to focus our efforts on the unique clinical competencies of St John volunteers and ensuring that they are appropriately supported through the right governance, training and equipment has ensured we were well positioned to answer the nation’s need when Covid-19 hit.

Partnerships with others

In our 2022 strategy we committed to work with and learn from others who share our vision for civil society, proactively promoting historic and new partnerships to advance first aid and community response. Our partnership with the NHS at all its levels stands out of course in 2020 but it’s only one example. From working with the YMCA on a new Youth Leader training package, to our role as a founding partner of the Voluntary and Community Sector Emergencies Partnership, collaborating on operational responses and national advocacy. We welcomed our St John Commanderies and colleagues from St John Ambulance Cymru into our Strategic Coordinating Group and remained committed to engaging with St John partners across the globe through the Order of St John.

Sustainable fleet

The delivery of innovative, sector-leading new ambulances, and a focus on environmental sustainability in our overall fleet is pointing to an operational future beyond the pandemic and is a positive reminder of the strong foundations laid for our community operations work in 2019 through new leadership and new strategies before Covid-19 struck.

Training innovation

Education sits at the heart of St John’s mission and with our goal of Leading Standards in first aid, it was gratifying to see our Covid care training for volunteers recognised in recent global training awards. Our vaccination training programme, developed by St John people and delivered by volunteers to equip members of the public to administer the Covid-19 vaccine is our next proud moment. Whilst planned new product launches in workplace mental health training were put back to 2021, we’ve also seen accelerated innovation in digital and blended learning which will be part of our sustainable future.

Data and Insight

In our 2022 strategy, we also committed to “invest in the data and insight required to maximise our evaluation and learning”. In 2020, we have used dashboards to track our operational activity in a meaningful way for the first time and started to apply new insights into volunteer experience. Emerging evaluation findings from winter pressures support and new programmes like NHS Cadets are already shaping our future delivery.

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What’s made us reflect

The Covid-19 pandemic has challenged us all as individuals and as an organisation. We have come together to deliver for communities and to protect the long-term future of St John. We have learnt to be more agile in our decision-making and delivery and grown our volunteering exponentially. We have harnessed our energy through a singular focus. But we haven’t got everything right and we haven’t taken everyone on the journey the whole time.

Our volunteer experience

Pre-pandemic we knew that we had different levels of engagement amongst our adult health volunteer community of around 11,000 people. The vast majority of volunteering hours were being undertaken by a quarter of those individuals, but we knew that as many as a third had been inactive in the last year. Although over 5,000 have completed some form of Covid-related training, we have now seen a period where a further 2,500 have not been able to do their usual volunteering, including those shielding from Covid or otherwise restricted in their normal activities. Many volunteer leaders have worked tirelessly to keep people connected but we haven’t been able to engage with everybody as we would want.

We also knew that our overall volunteering experience, including recruitment and onboarding, was not as positive as it could be and through both our Unit Futures Commission and learning from the vaccination programme we are committed to putting that right to help build a positive legacy from recruiting over 26,000 new volunteers.

The experience of our young people

A prolonged period of limited activity, often online only, has also increased the risk of attrition amongst our young people. We will need to ensure that we have enough properly resourced and trained leaders to avoid closures of youth units. We continue to be cautious about plans for restarting face-to-face services and the prospect of future disruption but are committed to working to reengage them. We also believe that growing interest amongst potential partners and funders in how our work with young people can support a range of wider policy objectives, including around tackling gang violence, can create new opportunities as the country unlocks.

Our culture

When we completed our first Pulse survey of St John people in several years in June 2020, we were pleased to see positive levels of pride in the organisation but concerned to find a relatively low proportion (51%) felt that they could speak up and that they would be listened to. While a set of feelings potentially exacerbated by an extended period of crisis response with an inevitable reliance on aspects of command and control management, the survey results spoke to a wider need to review our culture as a charity and deliver a meaningful programme of work that could build on the positive changes already made in recent years.

Already we have seen some progress with an EDI Lead appointed, expansion of our Freedom to Speak Up programme and the launch of our Values in Action framework. We recognise that there is more to do though, in particular, to ensure that St John is inclusive of everyone and that conflicts when they occur are handled and resolved well. Trustees have committed resources to prioritise this in 2021.

Our sustainability

The onset of the first national lockdown was a rude reminder that whilst our operating model has proven successful in recent years, our financial sustainability remained overly reliant on a single significant revenue source – our workplace training enterprise. We had already begun efforts to diversify our revenue, with fundraising success in 2020 and the positive performance of our ambulance operations representing promising green shoots. But this is a critical area for us to continue to address in the remainder of this strategy period against the backdrop of the uncertainty created by the continuing pandemic.

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A year in review

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January – March March April - June
An emerging The nation Covid’s
pandemic locks down first wave
Business as usual Transforming First wave response
(Page 15) to deliver and resilience
(Page 17) (Page 19-26)
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14,000 hours of winter pressure support to the NHS

Over 4,000 volunteers trained in Covid care and logistics transformed

Crisis response structures put in place NHS relationships agreed

events 100s of public took place safely because of the aid cover we provided

Difficult financial choices Resilient and compassionate St John people

Over 60,000 people trained in first aid

Specialist Covid Care training developed and 375 trainers trained

Our Ambulance Operations were rated ‘good’ by the Care Quality Commission

250,000 hours of frontline

response

in ambulances, hospitals and communities from April - December

July - September October - December 2021 Lockdown eased A growing Vaccination second wave hope Summertime recovery A rising tide and Second wave (Page 29-30) a race against time resilience and hopes (Page 33-36) for recovery Helping the Increasing y Deliver our role within return of live sport the Covid-19 Vaccination demand Programme and continuing for ambulance our response to immediate Supporting the and hospital volunteers community health needs. safe return of y Build a positive legacy the night-time Planning for up to from Covid and the 30,000 vaccination vaccination programme of economy volunteer opportunity and volunteers experience. and our first Helping the NHS 400 volunteer y Pilot and roll out new initiatives to engage and to catch up vaccinators trained support young people from more diverse backgrounds. Ensuring the y Deliver Values in Action New fleet, safe return and digital transformation designed by of first aid training St John volunteers programmes. at work and made possible by generous donations

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Januar – March y

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Business as usual Training the nation, responding to winter pressures in the health service and bringing communities together.

For many St John people, 2020 began like any other. St John volunteers were on hand to support tens of thousands of people to see in the New Year safely, providing first aid at hundreds of public events, regular football matches and horse-racing. We delivered 14,000 hours of support (between December 2019 and March 2020) to the NHS facing its annual winter pressures, through night-time first aid provision in town and city centres, ambulance shifts and a new pilot in hospital volunteering. And our essential training in first aid, mental health first aid and other health and safety courses engaged over 60,000 employees in workplaces across the country in 2020’s first three months.

Behind the scenes, key decisions were taken, including:

For Craig Harman , our National Ambulance & Community Response Director , it was pleasing that:

Leading Standards

Our commercial ambulance operations also began the year strongly. In January, St John Ambulance’s operations in the East Midlands received its first rating from the Care Quality Commission and was awarded ‘good’. The CQC also acknowledged the improvements that have been made in the service since the previous inspection in 2017. Both the Patient Transport Service and Emergency & Urgent Care Service were reviewed, and both were found to provide safe, caring, effective and responsive care to patients.

“The inspectors witnessed good care, witnessing our people speaking to patients with compassion and kindness. Driving up standards across the independent ambulance sector and within the event industry is a key strategic objective for St John and this CQC report is an excellent example of the work we are already doing to help us get there.”

The CQC acknowledged improvements in the ‘well-led’ criterion in the five-month period since the inspection took place and noted that leaders were visible and approachable and that our people felt supported, respected and valued. A restructure to the national operation has since delivered further enhancements.

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March

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Transforming to deliver However, in the background, the defining health crisis of the early 21st Century was developing at pace.

“In the coming weeks and months, St John Ambulance would face extraordinary demands, the likes of which our organisation has not faced in peacetime. Our resources would be stretched, and our people would be tested, but we would stop at nothing to help beat this virus.”

Richard Lee, Strategic Commander Covid-19 and Chief Operating Officer

By mid-March, as 48 St John volunteers were providing first aid support at the Cheltenham festival, it was clear that the Covid-19 situation nationally was escalating and our preparations accelerated in turn. As more and more people became seriously ill with Covid-19, NHS hospitals and ambulance services were in danger of being overwhelmed. Health professionals themselves were falling ill with Covid-19, putting the system under further pressure.

As a charity with its foundations built on responding to health emergencies, our strong existing partnership with the NHS, and the existing skills and experience of our volunteers, we knew we could step up to provide vital support.

By July, St John’s response to the pandemic would have become the largest single mobilisation of the charity’s people and equipment in peacetime, going on to deliver over 250,000 hours of frontline clinical volunteering in the year. Key to its delivery was its centralised coordination through a Strategic Co-ordinating Group (SCG) and associated Tactical Coordination Groups (TCGs), with operational delivery managed through Joint and Regional Coordination Cells. This way of working was new to St John and to many of the SCG members, just the first of a long line of new ways of working that evolved through a spirit of “learning as we do”.

In a critical three-week period in March, plans and structures were spun up at pace, relationships with NHS colleagues, developed through the preceding two winters, were confirmed and specialist training was developed. With the support of our technology teams, both employed and volunteer, the charity moved seamlessly to remote working for the majority of St John people.

Covid Care Training – leading the way

On March 12, it was agreed that if upskilled, St John volunteers could support the NHS during the pandemic by sending volunteers into hospital emergency departments to assist medical staff, as well as by continuing with ambulance and community services work.

The virtual training of over 375 volunteer trainers took place promptly, enabling the first full face-to-face volunteer training to begin on March 28. A pilot group of first aiders began volunteering at University Hospital Lewisham on March 25 and full cohorts first deployed in April. Over 4,000 trained volunteers would follow in the following four months and the training has since been recognised with a silver award in the people development programme category of the Global Learning Awards.

St John’s Community Operations team worked with NHS England and hospital trusts to define the volunteer role and skills gap. As a health and first aid charity more used to keeping people safe at public events, we needed urgently to create and deliver a specialist Covid-19 Care training programme to our volunteers.

In addition, in the months ahead we were also able to deliver training for:

Development work on the Covid-19 training course was completed in five days. The programme equips first aid volunteers to help NHS hospital staff in aspects of care including taking NEWS2 observations and feeding patients as well as giving reassurance. To cut down the training time by a third, we used a blend of independent eLearning, live virtual and face-to-face training for the first time. And because we knew some volunteers would be experiencing more seriously ill patients than they were perhaps used to, we also embedded signposting, advice and support on safeguarding mental health and wellbeing throughout.

y

y

As March drew to a close, many of St John’s emergency ambulance volunteers were already busy supporting the surge in demand first in London and then the rest of the country. And the charity as a whole was prepared for our response to scale up at pace.

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Experiences from the first wave response Staying focused, supporting the frontline, refreshing our volunteer ranks.

We made an early decision to focus our operations where the clinical skills of St John people could make the most difference. That focus and shared purpose has remained a key principle of our operational delivery and has meant saying no to some requests for help. But it has also meant maximising the impact that we have been able to have.

On ambulances

By the end of December 2020, St John people had delivered 89,455 hours of ambulance shifts across 8 of the 10 ambulance trusts, including over six thousand 999 call outs. It was (and continues to be) a contribution worthy of the nation’s Auxiliary Ambulance Service and recognised by the NHS:

The majority of our early contribution was through our fleet of ambulances and trained emergency ambulance volunteers, coordinated by the National Ambulance Coordination Centre (NACC). 14,000 hours of frontline volunteering (the equivalent to our total contribution to three and half months of winter pressure support) was surpassed in the first two weeks of April. Crews responded to Category 1 calls as a primary response backed up by an Ambulance Trust paramedic, Category 3 and 4 calls and healthcare professional calls.

“I honestly believe that if we had not worked so closely, the ability of Emergency Ambulance Services within our country to respond so effectively to the pandemic would have been greatly hindered. Without your volunteers and staff members, the country would not have been able to increase the number of resources that we have been able to deploy. This has undoubtedly helped to relieve pressure on the 999 service and ensure we have been able to save as many lives as possible.”

That effort included Zain Osmani , who first joined St John as a 9-year-old Badger before progressing to be Emergency Ambulance Crew, experience he credits with supporting him to gain a place at medical school. At the start of the pandemic he spent nearly six months volunteering full time:

“I didn’t think twice about doing it; I knew I had the skills to make a positive difference. I was doing four 12-hour shifts in a row, followed by four days off. I was mostly supporting the London Ambulance Service but I also did shifts for the South Central Ambulance Service and East of England Ambulance Service.

Anthony Marsh, National Strategic Adviser for Ambulance Services

“The biggest challenge was being in someone’s house and having to take the patient to hospital, knowing their relatives may never see them again. We were often dealing with very vulnerable and frail people and knew there was a strong chance they wouldn’t survive and that their loved ones wouldn’t even be able to visit them in hospital.”

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In hospitals

Ambulance shifts were quickly supplemented with direct support to hospitals. In time, over 4,000 St John volunteers would receive the Covid care training needed to provide frontline care in over 50 hospitals, including supporting the Nightingale in East London from its creation. By the end of 2020, they had been supporting patients and NHS staff for 110,407 hours, making personal sacrifices to provide a range of care and aid. And critically doing so with the compassion and humanity that can make the real difference in a crisis:

“As soon as we arrive, we check to see if there’s anything we can do – such as respond to any ‘call’ bells going off. Then we help out with observations, personal care, transferring patients to other parts of the hospital, and small jobs like providing tea and coffee. But one of the most important things we do is give time to the patients – we’re always happy to spend time talking to them, which is wonderful.”

Abby Williams, EMT, Portsmouth

hospital. He tried so hard to sit up but he just couldn’t do it. He said to me ‘I want to give it one more go’ and I said ‘come on then’ and I gave him this massive pep talk about how he could do it and how I believed in him. He stopped crying and he managed to do it – we got him sitting on the edge of the bed. He was so happy when we laid him back. He fell back into the pillows and started crying again but he was smiling at the same time.

Volunteer Nadine Tudor described her experience helping patients at Tameside & Glossop Integrated Care NHS Foundation Trust:

“There have been some low points, but also high points – like when I took a recovered patient to be reunited with his wife in the carpark after he’d been in intensive care. It’s an emotional rollercoaster. But the staff and patients are so grateful that the rewarding parts outweigh any fear. It’s not all about taking observations and practical help. We chat to the patients, read letters and show photographs from family to keep them going. Strangers are having to play the role of family and that’s where St John can help. I was feeding a lady who was struggling and she said, ‘I can’t tell you how nice it is that you have come to talk to me.’ I would want someone there like this with my family if they needed it during this time.”

“It was a really emotional moment for the whole team. He pulled me close to him and he was crying so much. He said how much he loved me and that he wouldn’t have been able to do it without me. That just broke me because I felt like I just did it because there was no-one else to hold his hand and encourage him to do it.”

Feedback from the NHS, whether managers or frontline clinicians, has been overwhelmingly positive, with the level of volunteer skills praised in particular. Claire Lambie, Head of Operations at Chesterfield Royal, said:

Mary Strutt (Southampton and London) was one of the first St John volunteers to work within the Nightingale Hospital in East London.

“Their kindness, energy and dedication make a huge difference to the experience of our patients.”

“The call went out for St John volunteers to support the NHS and I didn’t hesitate. On the last Friday of March I received an email saying I’d be deployed at the London Nightingale on the Monday. I did it because I was needed but it was completely terrifying at first. It took ages to put on all the PPE and I’d ask people to check it twice to make sure I’d done it properly.

“The training and experience the volunteers have with St John means they have the skillset to deal with people and support them when they are feeling vulnerable. They are an absolute credit to St John.”

For Daijit Athwai, Executive Director of Nursing at George Eliot Hospital , St John volunteers worked tirelessly across the hospital, “helping us provide high quality care to our patients. They are amazing! Their kindness, energy and dedication make a huge difference to the experience of our patients and they all feel like part of our friendly staff team.”

“I saw what a big effect I could have on people by doing quite small things. I didn’t feel as though I was doing anything special – I was just looking after people the way I’d want myself and my family to be looked after if we were in the same position.

“There’s one memory from my time at the Nightingale that will stay with me forever. One of my patients had a physio appointment and we were determined to get him sitting up in bed – that was a key step in getting him moved to a local

In communities

Outside of hospitals and ambulance, St John volunteers also stepped forward in their community:

“The Burdett Trust for Nursing is delighted to support St John Ambulance’s work in Sussex, helping homeless people with health-related problems. We are grateful in particular for volunteers giving up their time to be involved, to care or be a listening ear for vulnerable people.”

Burdett Trust for Nursing

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Training up new volunteers

With demand running high for St John support, and thousands of St John people already trained up to support our operations, we reached out to employers like airlines with first aid trained staff on furlough who might be able to partner with us to boost our capacity.

When Mel Lucern , a Cabin Manager at TUI for 32 years received an email at work announcing the opportunity to volunteer with St John, she leapt at the chance.

Putting it into practice “it has been exciting to do the medical stuff such as taking blood pressures, doing observations and practicing on an ECG. But yesterday, for example, I was simply handing out masks and hand sanitiser at the reception, which meant speaking to lots of people and sometimes reassuring them when needed – and I think that’s just as valid. A lot of the time, a comforting word is what people are really looking for.”

“I immediately knew it was a good decision because the two-day training course was very mentally stimulating. I was so impressed at how professional the course was and how St John had managed to get it all together – the content, slides, trainers and practical stuff – so quickly. But it was the trainers who really made it special. They were professional and had excellent knowledge, but also made things fun which I think really helps you to learn.”

During 2020, we onboarded 515 new volunteers, 233 of whom supported hospital volunteering like Mel, whilst 282 contributed to our support functions, in particular our logistics operations.

Getting our logistics in order

Getting the right equipment, including Personal Protective Equipment (PPE) in place for volunteers to enable them to deliver was itself an extraordinary operation. Through our pandemic response our fleet team has kept 94% of our ambulances on the road, operating from 31 hubs spread across the country.

Meanwhile, the story of the incredible logistics effort is best told by Kirsty Blair, East Region Logistics Lead . In June 2020, she reflected on her role ensuring the smooth running of St John’s logistics operation across the whole region.

Looking forward, those changes will now help our logistics functions thrive in the future:

“Things are definitely changing for the better with logistics. We have used the unique opportunity afforded by this terrible crisis to push through changes in just a couple of months that might normally have taken a couple of years. Basically, we’ve created a standardised management structure, which means we can all work more easily with each other. And now I’m promoting these positive changes and consulting with other functions, so they will feel part of the process, too. We’ve never had such a joined-up approach before and I see how it’s paying dividends every single week.

The function had been boosted to around 90 people as a response for our appeal for new recruits and St John had reoriented its entire operation in just a few weeks “which meant introducing lots of systemic change at a lightning pace. But to be honest, the logistics function in the East had not been very structured for years, so we also seized the opportunity to bring in long overdue improvements. Today, we are standardising kits, collating stock, auditing and servicing equipment, and updating the asset system so we know exactly what we have and where it is. Basically, we made the very best out of a bad situation. And so far, the feedback suggests our volunteers are getting the equipment and support they need, which is fantastic.”

“It’s only when things get tough that you really see the passion and care our people have for St John. I absolutely love this charity and know we’re all doing this for the same reason.”

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First wave resilience Financial crisis, difficult decisions, training innovation, generous support and wellbeing.

Financial crisis

Emergency Appeal

Within a couple of weeks of national lockdown starting we were able to launch our emergency fundraising appeal, which thanks to the generosity of corporate and individual donors, as well as the passion and ingenuity of St John people, raised £3.2m. As part of the appeal we benefitted from pro bono creative support and free airtime to run our first Direct Response TV ad in several years. This contributed to our overall exposure but was less successful in itself than we had hoped. The marketplace quickly became crowded and our focus on our work within the Nightingale Hospital lost its impact as the first wave of the pandemic began to recede.

“We have money until August, and, if the current situation was to go beyond August, we would require heavy borrowing.”

St John’s decision to focus the charity on responding to Covid-19 and deliver as much support as we could during the pandemic did not come without a cost. As the nation locked down at the end of March, we closed down our workplace training enterprise – the charity’s main source of revenue – public events that use our first aid services ceased and face-to-face fundraising halted. Overnight, the charity saw its sustainable financial model decimated as revenue dropped around £1.5m per week.

“We are delighted to support a charity with highly skilled volunteers at the forefront of the nation’s health response. Through St John we are proud to protect communities in which our customers and colleagues live and work. Thank you to all at St John for their care, expertise and commitment to be there for those in need.”

In April, Chief Executive Martin Houghton-Brown appeared before the DCMS Select Committee with a direct appeal:

“There are those of us that have to step forward. Our entire organisation is now delivering for COVID 19, and, quite frankly, if the support does not come, we will run out of money. It is only reasonable that, if the Government say no, they will have to make very difficult judgments about the future of St John Ambulance. We have money until August, and, if the current situation was to go beyond August, we would require heavy borrowing.”

Iceland Foods Charitable Foundation

The Government heard our appeal and just weeks later St John Ambulance gratefully received a £6.8m emergency support grant from the Treasury, with the Chancellor’s announcement from the 10 Downing Street podium recognising the “essential services” being provided by St John and other charities as “we battle the coronavirus”.

Combined with income from our increased NHS support, the use of furlough for, at its peak, over 870 employees, and the measures outlined below, we were able to maintain St John’s operations and protect the sustainability of the charity.

Annual Report and Accounts 2020 | 25

Difficult choices

Whilst some additional revenue was secured, the reality of our financial position meant it was necessary to bring in a series of other measures, with the speed of our response supported by a regular subgroup meeting of finance trustees and senior executives. This led to:

None of these measures was taken lightly and all, whilst necessary, had an impact on St John people that we recognise we need to reflect as we plan for our postpandemic recovery. Many people whether through furlough or shielding have not been able to contribute as they would like. And St John’s young people have had their experiences significantly constrained.

Training innovation

When our Training Enterprise was closed in March, we lost not just our main source of revenue. We also risked losing the essential support we provide to the nation’s workplaces, helping to make them safe for millions of employees across the country. Conscious of the gap that might emerge if skills were not kept refreshed, we dynamically developed our online workplace training in physical and mental health first aid to help almost 40,000 people in businesses, schools and the wider community refresh vital skills during the lockdown and return to work. By the end of the year:

As restrictions lifted and training was allowed to restart with Covid-secure arrangements in place, we would introduce a comprehensive online resource on safe workplaces and our first blended workplace training. Once operations restarted, we welcomed over 60,000 delegates back into our training venues.

Supplies to our operations and clients

The supplies team continued to operate throughout the lockdown providing much needed support, medical devices and personal protective equipment to our internal operations and to our clients at large. The supplies commercial unit has also brought new products to the fore and will continue to develop this aspect of our operations into 2021.

At the same time many senior leaders and volunteer managers have devoted considerable effort to maintaining connections with St John people forced to be more remote from each other than is usual. The active engagement of our volunteers and employees has and will continue to be an essential part of all change processes.

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Annual Report and Accounts 2020 | 27

Jul – Se tember y p

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28 | The Priory of England and the IslandsSt John Ambulance
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Summertime recovery A return for sport, training and the night-time economy, supporting the NHS.

As spring turned to summer, our Covid-19 operations in ambulances, hospitals and communities continued but the pace slowed as the pressure of the pandemic eased. Some more familiar St John activities were able to come to the fore once more and as the mercury soared the nation turned to St John in a more expected way - for first aid advice in a heatwave.

Leading standards for event healthcare

Supporting NHS recovery

Across the middle of the year, St John volunteers supported screening, admin and general support at the nation’s vital National Blood Service Clinics. At over 1,800 donation sessions from Cornwall to Coventry and Cumbria, they helped 142,800 lifesaving blood donations to be collected.

St John has a proud history of caring for crowds at everything from international competitions to local events but all that had stopped abruptly at the end of March. From May, as an ease in lockdown restrictions started to look possible, St John was working with DCMS, Chief Medical Officers, Public Health England and sports bodies on how best to support the return of live professional sport. Although behind closed doors, St John’s event healthcare expertise was a key contribution to the discussions. For Lynn Thomas , the charity’s Medical Director : “Every ambulance that we provide at a sporting fixture means that an NHS ambulance won’t be needed.”

“I would like to pass on my thanks to all the volunteers who have helped us maintain critical services by performing triage on blood donation sessions from May until September. This was introduced to keep our staff and donors safe - and feeling safe - during these unprecedented times. With over 50 teams covering over 1,800 donation sessions nationwide, St John volunteers supported NHSBT to collect over 142,800 whole blood donations. As a result, blood stocks have remained at healthy levels throughout the coronavirus pandemic, and we have been able to collect convalescent plasma to support important clinical trials. Volunteers have played a vital role, so on behalf of staff, donors and patients alike, please accept my huge thanks for your time and effort.”

From June, St John volunteers began screening people as they entered racecourses and football grounds, in addition to providing first aid cover for the large teams of staff working behind the scenes at each venue. St John people provided just under 26,000 hours of first aid cover to the end of 2020. And that included some opportunities for our older Cadets, for whom most activities had been suspended for much of the year.

“It definitely felt odd at first having

no fans there – but once you get used to it, it’s the same as any other event. It’s such a good feeling to put on the uniform and know you’re out there and contributing.”

Betsy Bassis,

Philip Leech,

Chief Executive of NHS Blood and Transplant

17 year-old Cadet, Greater Manchester

With waiting lists severely impacted by Covid-19, 80 St John volunteers stepped in to support Moorfields Eye Hospital’s “cataract drive” in September, quadrupling the operations completed in a single week. Trained first aiders assisted patients through every step of their surgery, including helping with pre-operative assessments, accompanying and reassuring them during their surgery, and assisting with their discharge, covering nearly 200 shifts.

Annual Report and Accounts 2020 | 29

Caring for people on nights out

Lockdown easing also meant the return for city nightlife, so St John volunteers prepared to care for revellers who found themselves sick or injured on a night out. St John’s Alcohol Reception Centres have become a regular sight over recent years, running in 35 locations including Newcastle, Leeds, Birmingham and Manchester. Led by healthcare professionals, the ARCs aim to reduce demand on the NHS by providing healthcare and treating patients on the spot, lowering the need for 999 calls and unnecessary hospital admissions.

As volunteers returned to the streets, the charity backed a report on Night-Time Economy operations, published by the National Institute for Health Research which cites improved ambulance response times and other benefits, and recommends agreed national standards. It also found that a nurse-led model was the most likely to divert patients away from emergency departments.

On Saturday 5 September, St John volunteers working at Southside Safe Space in Birmingham were ready for a typically busy evening, looking after people who found themselves worse for wear, sick or injured on a night out. The team’s manager, Eugene Collins was crewing the project’s ambulance along with two recently qualified volunteers:

“We’d not had the best of starts to our shift, attending a road traffic collision which was very challenging; but everything was going well and we’d just taken a patient to hospital. Our radios are on an open channel with the emergency services and I didn’t think too much of it when I heard a report that someone had been stabbed – that’s something we hear every week – but there were a lot of calls in quick succession with reports of further injuries and it soon became apparent that a major incident was unfolding.”

“The patient was losing a lot of blood, despite our best efforts, and the situation was critical by the time we got him to Queen Elizabeth Hospital. Normally when you take a patient to hospital, you take them into the emergency department and they’re assessed before a doctor sees them, but there were doctors lined up ready to see injured people straight away – I’ve never seen that before.”

While Eugene and his crewmates were travelling back from hospital on 5 September, the remaining St John volunteers were looking after another wounded patient in their clinical hub at the Arcadian.

“The whole incident was scary for everyone involved. Being in the city centre, knowing what was going on around us and wondering what might happen next. But everyone got on with looking after their patients and delivered the best care possible, ignoring the potential danger. My team are always great, but I was particularly proud of them that night.”

After two successful years of operation, the Safe Space initiative is being extended to cover more of Birmingham’s prime nightspots from spring 2021, with an enlarged team of St John Ambulance volunteers at the helm – testimony to the ever-deepening relationships that are being fostered between the charity, businesses, the police and NHS colleagues.

Eugene and his fellow volunteers arrived on scene to find the police and NHS ambulance crews treating multiple casualties. The St John Ambulance team was assigned to a man who had suffered a serious cut to the neck.

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Annual Report and Accounts 2020 | 31

October – November

A rising tide and a race against time Sadly the autumn brought steadily increasing cases and more lockdown restrictions. The demand for St John volunteers grew in step, back up to over 10,000 hours per month for ambulance crews (from 4,000 in September).

Still on the frontline

During the first wave, Matt Leopold had volunteered as emergency ambulance crew and as Bronze Commander for St John’s work at the Nightingale in London . Despite the pressures and worries of that first period, it was the end of the year that was the hardest:

“Our busiest and most emotionally and physically draining period as ambulance crew was from November 2020 through to January this year. We were dealing with 100% Covid patients – people who were critically ill and dying. We were being sent to job after job. It was relentless and shattering – emotionally and physically.

“The most difficult times have been dealing with patients we know are unlikely to survive – the people who are very sick with co-morbidities. They are often struggling to breathe and very distressed. Their relatives are always understandably worried. They cry and ask us if their loved ones will be alright. An impossible question to answer. We can’t let family members come with us to the hospital so they are very anxious. We do our bit to comfort and reassure but often we know there’s a good chance they’ll never see their loved ones again.

“One of the most rewarding moments of the last 12 months was just after Christmas when we were called out to the home of a 99-year-old lady who’d fallen and was lying on the floor. She just couldn’t stand up on her own. She didn’t have Covid symptoms or any injuries. As the ambulance service was so stretched, she wasn’t a top priority emergency. We helped her into a chair and made her a cup of tea and some breakfast. She was so happy and full of gratitude. It was a really good feeling.”

Vaccination planning

But the autumn also brought a ray of hope in the form of an approaching vaccine. As preparations began, NHSE/I asked St John to step forward again, to recruit and train up to 30,000 volunteers as vaccinators, care volunteers and patient advocates. Planning for an operation that would dwarf even the scale of our Covid-19 response began in earnest across the charity and with partners, ready for our deployment to begin at the start of 2021. One of the critical pieces of the puzzle, alongside the development again of world-leading volunteer training, was the role of the St John welcome team. This cohort of volunteers, welcoming and engaging new recruits, had already contributed to the rapid onboarding process for airline crew in the spring. Now they would see their task magnified but prove to be just as rewarding. Kate Eardley , normally an Advanced First Aider but shielding during Covid, has been part of the team from the beginning:

“I have interviewed some amazing people from all walks of life, age ranges and backgrounds. And all of them have the same, straightforward aim: “I just want to help”. It has been a real pleasure and privilege helping these people to join our St John family. One of most emotional calls was with an airline cabin crew lady who wanted to join us in a hospital care role. She told me how she’d once brought a deceased person back on a flight with his family also on board. And I was so struck by the care and compassion that she’d shown that family all the way home, and even once they were back at the airport. I got the impression that she didn’t think her actions were especially remarkable – this was just what she did – but it all stood out a mile to me. I just knew she was made of the right stuff to join us.”

By the end of 2020, just a few weeks after going live with our vaccination recruitment, we had received over 26,000 expressions of interest, had moved over 4,500 would-be volunteers into training and had our first 400 volunteers ready to vaccinate. Over 500 volunteer trainers were ready to accelerate training exponentially in the new year.

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December

Looking to the future as the year ended First Aid Saving Lives; volunteering shaping futures.

“During the second wave of Covid, over the Christmas and New Year holiday, the work was just as intense as it was during the peak of the first wave.”

Zain Osmani, Emergency Ambulance volunteer

As the pandemic intensified towards the end of the year and demand for volunteers grew once more, St John continued to welcome new recruits. Caspar Michie , a third-year student in London, joined St John in October 2020 and completed training to become an operational first aider in the last month of the year. Since then he’s been actively volunteering in hospitals in London.

“St John feels very much like a family. Everyone I have met so far has been lovely and have gone out of their way to help me and support me in my volunteering. During the pandemic, I wanted to help in hospitals to try and help alleviate some of the pressure on the NHS. My day has been brightened so many times by laughing with a patient, or being able to do small but meaningful things, like making an end of life patient a last cup of tea.

“The work St John Ambulance does may not be as visible as that of the NHS, but the support it provides makes a real difference. St John volunteers can be first on the scene of a cardiac arrest, or in turn, they may teach someone what to do if they were to find themselves in that situation. Every person reached by the training the charity provides can mean another life potentially saved. That is a cause worth supporting in my opinion.

“Working in Intensive Care has been the hardest of my volunteering experience so far. In normal hospital volunteering, you can chat with your patients, laugh with them. With the patients in ICU being largely sedated, its different. You try and maintain that human connection, talking to them as they sleep, giving them hygiene care (a shave, a teeth brush), but it is still saddening to see these patients oblivious to the environment around them, the incredible views of London right behind their beds. Being in an ICU, it is also an unfortunate inevitability that some of the patients there will be very unwell and in turn, some will die. Patients can deteriorate so quickly with COVID. No matter how old or young they are, it is always a life cut short. Holding the hand of a patient as they died when their family couldn’t be with them, is something I will never ever forget.

“At the same time, I felt blessed to be able to pitch in with such an amazing effort by the NHS. It also felt amazing when patients did improve. Working with a patient who had just been extubated a few hours prior and sedation weaned, brought such a smile to my face as the life came back to them. In the midst of all the sadness and pain, seeing these ‘wins’ has made it all worth it.”

New careers….

For many St John people, both existing and newly joined, their experience of volunteering has shaped a new path for their future.

Several of our rapidly onboarded airline crew volunteers have switched careers to join the NHS and for Mary Strutt (Southampton and London), “the experiences I’ve had as a St John volunteer over the last year have completely changed my life. My time at the Nightingale taught me so much about patient care and about myself. I was just so thankful that I was able to go and support the NHS and care for such sick patients.

“Thankfully the Nightingale never reached full capacity

but if the situation changed and I was ever needed there again I’d go back in a heartbeat. I feel so honoured to have been given the opportunity to help. Before the Nightingale, I was already wondering if I wanted to go into a career in healthcare because I’d enjoyed all the opportunities I’d had with St John Ambulance. But after my time in the Nightingale I was convinced that’s what I wanted to do. I went back and finished my studies then retrained as a healthcare assistant.

“Now I’m working at Southampton General Hospital looking after respiratory patients in their high dependency unit which I really enjoy. I think in future I’d like to go down the route of pre-hospital care either as a nurse or paramedic.”

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New fleet….

Back in 2019, St John’s trustees had approved a new fleet strategy for the charity, which has already seen us reduce a fleet of 850 vehicles with over 50% more than 10 years old to one of fewer than 700 vehicles more fit for purpose. Despite the challenges of the pandemic, the first 10 MAN Box Body ambulances rolled off the production line towards the end of the year. These innovative vehicles are the result of a design process led by St John people themselves and are a critical part of the future sustainable delivery of our frontline operations. The next 25 are now on their way and due for delivery in April-June 2021, whilst our first 4x4 conversion ambulances and new prototype first aid units will be signed off in early 2021.

Head of Fleet, Rob Macintosh explains what makes the new vehicle special:

“The standout innovation in the new box body ambulances is the introduction of a box conversion on a 3 1/2 tonne chassis. This allows people with a B1 licence to drive the vehicle, making it more accessible to more volunteers. There are many NHS Trusts that have been in contact and St John is beginning to be recognised as the auxiliary ambulance service in England. For us to fulfil this role into the future, our fleet must be equal to, if not better than the NHS vehicles we are supporting. We are fortunate to have

very generous supporters and donors who are helping us to achieve this, all the money comes from fundraising. We are also hoping to do more for the environment, by introducing alternative energy vehicles, during 2020 we introduced nine full electric cars, and all future replacements will follow suit.”

Crucially, the experience has also been a positive one for new volunteers like Philip Davy :

“My regular crewmate and I have both been ambulance crew members since before the Crusaders were introduced. (My crewmate actually used a Crusader Mark 1 that is now in Ipswich Transport Museum). So, we were both very impressed by the new prototype and its great equipment on our training day.

“Our first job was to a Category 3 patient who had fallen at home, probably with no injury but was unable to get off the floor. After assessing the patient, we quickly decided this was a textbook time to use the new lifting device. It worked exactly as in training and enabled the patient to transfer to their own walking frame and then back into bed, with very little effort from us. Following a discussion with the clinical advice line and a falls referral, the patient was safely discharged at home.”

The same St John compassion and humanity

Through the most challenging and changeable of years, it is the compassion and humanity of St John people that has been a constant. From those focused on the wellbeing of others in the organisation to the hospital volunteers holding the hand of a dying patient unable to be with their family.

And the same was true for Matt Jenkinson – an ambulance crew volunteer from Southampton. At the end of a recent shift he took one last call: transferring an elderly patient with Covid-19. His crew colleague, Joel Pescott takes up the story…

“We were about to go off shift when we got a call to transfer an elderly COVID-positive patient from A&E to a community hospital. The patient, who also suffered from dementia, was in her late 90s so we knew the odds were stacked against her. She was very quiet as she’d been on her own in the emergency department waiting for a transfer. Matt made a real effort to make her comfortable and talk to her throughout the journey. After a while, she began talking to him, despite her condition.

“When we reached the hospital, Matt told me that the lady had expressed one wish: to be able to look up at the stars before being taken inside. She was worried she might never have the chance to be outside again. Matt wrapped the patient in blankets so she’d be warm. Then we moved her out the back of the ambulance and Matt knelt next to her, holding her hand whilst she laid on the stretcher looking up at the stars.

“He stayed with her for as long as she wanted to, even though he knew we would overrun our shift. He’d also been wearing PPE for a long time by then and was feeling a little uncomfortable. This act meant so much to the patient. She was so happy and incredibly appreciative of what he’d done, fulfilling what may have been her dying wish.”

~~“I am very proud of Sussex St John Ambulance for raising the money for a new ambulance in record time. There was a committed team to whom we owe enormous gratitude, but huge thanks must go to the volunteers, who by their wonderful dedication to the COVID response inspired people to give and so we raised the money in a year. Thank you all so much”~~

Pro Utilitate Hominum – in the service of humanity.

36 | The Priory of England and the Islands

Our fundraising Making our impact possible.

“I have always supported St John Ambulance with one-off donations but with the times we are in at the moment I felt it’s time to support you with a regular donation.”

Donor

In 2019, we started to increase our capability in fundraising. This platform helped us fundraise a total of £19.0m in 2020 at a time when we were facing the difficult implications of a severe reduction in our income due to the Covid-19 pandemic. As ever, we are very grateful for the help provided by our supporters, whose generosity makes possible the difference we make to the health of communities.

How we raise money

We recruit new supporters through door-to-door fundraising activity, continuing to engage with them over time to develop and grow these relationships.

We also recruit new supporters using a variety of engagement methods, including door-drops, inserts and digital tools, through social media and via our website.

We build relationships with philanthropists, trusts and foundations and companies to raise income to ensure the delivery of our programmes which support our communities.

We would normally receive sponsorship fundraised by participants taking part in organised events like the London Marathon. For 2020, our focus changed and we received a strong support from individuals taking part in virtual challenges.

Fundraising in communities was suspended during 2020 with Covid lockdown and subsequent restrictions, however St John volunteers, donors and supporters moved much of their planned activity to online using various giving platforms and continued to support and embrace virtual fundraising throughout the year.

In 2020 community fundraising also launched Always St John, In-memory fundraising.

Working with fundraising agencies

Regular donations mean we can plan effectively for the future. We use a professional fundraising agency, like many other charities, to help us raise the most funds we can. For over 20 years, we have been fundraising door-to-door with Wesser Ltd, a well-established family run business, connecting us with thousands of loyal door-to-door supporters across the country.

Wesser Ltd are subject to regular audits to ensure the highest level of service is provided. All fundraisers are required to read a solicitation statement to all new supporters on the door explaining the arrangement that we have with Wesser Ltd. Supporters are also given a document entitled ‘Your Direct Debit’, which gives more information as to how donating helps us over the long term followed with guidelines on how we utilise their data preferences.

Due to the Covid-19 pandemic, our door-to-door fundraising paused during periods of lockdown in 2020 as per the guidance of Government and Fundraising regulatory bodies.

We also work with three payroll giving agencies, including Sharing the Caring, Hands On Payroll Giving and Payroll Giving in Action, to promote tax effective giving from people in the workplace.

Our fundraising policies

St John Ambulance is a member of the Fundraising Regulator and we ensure that across all our in-house activity and our external partners we abide by the Code of Fundraising Practice and code of conduct for face to face fundraising. Trustee directors monitor our practice in a standing committee of the board focussed on fundraising. We had no reported breaches or failings of these standards in 2020 (2019: Nil).

We know that the public needs to trust St John if they are going to donate money to us. This means having processes in place to continually monitor the work we deliver across all our fundraising and listening to feedback from current, potential and lapsed supporters.

We ensure high standards by having a clear set of policies in place. These include policies for protecting vulnerable people, safeguarding and a fundraising promise, which can be found at: www.sja.org.uk/get-involved/donate-andfundraise/our-fundraising-promise/.

We ensure all fundraisers and fundraising employees read and understand these documents. External fundraisers also take part in a training programme, with regular update sessions.

Our aim is that our systems and procedures meet best practice so we work closely with our internal audit, assurance and other specialist colleagues to monitor our performance. We maintain a robust process for procuring the services of external partner agencies as well as checking the contracts we have in place.

Complaints

As with all organisations, we sometimes receive complaints about our activity. We received a total of 116 complaints (2019: 55 complaints) about our fundraising activities in 2020. We have a process for responding promptly to all complaints and, where appropriate, carry out an investigation. Around half of the complaints resulted in training or retraining of the individual fundraiser.

Our clear fundraising complaints procedure can be found at: www.sja.org.uk/sja/support-us/our-fundraising-promise/ complaints-procedure.aspx.

This is aligned with the Fundraising Regulator’s requirements and we monitor and respond to complaints in accordance with it. We also have robust complaints processes in place for all our external agencies to ensure we are fully compliant and that they meet the standards laid down by the Fundraising Regulator.

“Thank you so very much for everything

you’ve done this year to look after us and try and keep us safe and well. Mere words just seem inadequate as you all do such an amazing job. Thanks from the bottom of my heart.”

Donor

Protecting our supporters’ data is paramount so we ensure that our policies and procedures for its storage and processing meet legal requirements and our own high standards, with agreements in place with agencies we work with. We conduct regular internal audits of all teams who work with and process supporter data.

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Annual Report and Accounts 2020 | 39

Our performance in 2020 and how Covid-19 has impacted our strategy and plans

Despite the shock of a global pandemic, a trustee review of our 2022 strategy in mid-year was able to confirm that its focus and goals remain the right overall direction for the charity. Some interim objectives have fallen behind and overall ambition to the end of 2022 will be reviewed during 2021. Below we set out a summary of our performance in 2020 against our overall strategy.

Young People at the Heart Inspiring of Communities Community Response

By 2022, we want more young By 2022 we want St John people people than ever qualified and and our community response ready to be active health citizens, programmes to reach and sustain role models and next generation more of the communities most health professionals. impacted by this generation’s community health challenges.

In 2020

Activity for St John’s 8,397 Cadets and 2,222 Badgers was restricted to online or rare, socially distant training and event volunteering opportunities. While this has been popular and effective for some young people, we know a return to face-to-face activity as soon as regulations allow is essential to rebuilding engagement.

2020 was dominated by our Covid-19 response of over 250,000 hours of volunteering in communities across the country, through ambulance and hospital shifts

We were also able to evaluate our winter pressure support for the NHS and explore opportunities for growth, conduct a detailed piece of insight into community health needs and begin to design responses and engage potential partners in delivery. Expansion of our homelessness services to the North West of England was an early example.

That will be supported by applying the learning from our pilot of a new Youth Leader training package, developed in collaboration with the YMCA.

Despite restrictions we were still able to launch our NHS Cadets programme in partnership with NHSE/I, welcoming the first 147 participants.

In 2021

Alongside reopening our existing youth We will: units and rolling out our NHS Cadets y programme, we will:

y Focus on delivering our role within the Covid-19 Vaccination Programme, as well as continuing our response to immediate community health needs.

y Focus our vaccination legacy project on retention of both existing and new volunteers through developing opportunities and improving experience.

Leading Standards

By 2022, we will lead on standards of first aid, independent ambulance care and public event healthcare in England to ensure the best outcome for patients.

The 25,000 hours of public event first aid cover provided since April was a shadow of our usual contribution to community life. However, the request from DCMS in May for St John’s advice and involvement in Project Restart (the return of closeddoors professional sport) is a marker of our leading position.

In contrast, our ambulance operations have restructured and strengthened under new leadership, becoming more financially sustainable and contributing to our ability to deliver against the nation’s needs in the pandemic.

We will:

y Bring forward the planned expansion of our Mental Health at Work training offering and build on the blended learning innovations introduced at pace in 2020.

y Continue to push for formal recognition as the nation’s Ambulance Auxiliary.

Begin development of processes and systems to digitise our patient reporting, to enhance our learning.

y

An inclusive charity ensuring the best experience for all St John people

A sustainable charity, connected to the communities we serve

Ensuring a rewarding place to volunteer and work, where our people feel proud, honoured and valued and creating an open, safe and supportive culture that promotes health, wellbeing and personal resilience.

Becoming more representative and inclusive of the communities we serve, deepening our understanding of their needs.

In 2020

Our mid-year strategic review “Discovery” programme included detailed analysis and development of digital transformation and data strategy roadmaps. These have since been taken forward with new interim leadership appointed before the year end and a significant programme of work planned for 2021.

We onboarded over 500 new volunteers through our rapid Covid training programme and by year end had welcomed our first 4,500 vaccination volunteers into training. We also launched our volunteer-led Unit Futures Commission aimed at improving the experience of every St John volunteer.

We appointed our first Head of EDI in late autumn and were preparing to launch a new Women’s Network alongside a reinvigorated Pride Network as the year ended.

Coverage of St John’s response to the Covid-19 pandemic reached more people than ever before. Buzz around the charity’s work briefly placed St John second in terms of public attention.

We shared our Covid response models and plans with international partners within the Order of St John and helped coordinate the pandemic responses of the Commanderies connected to the Priory of England and the Islands.

Alongside this coverage, an Emergency Fundraising Appeal raised over £3m as part of a fundraising effort that exceeded budget as the public responded with generosity to the efforts of St John people.

In 2021

We will:

We will:

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Annual Report and Accounts 2020 | 41

The way ahead Our uncertainties, opportunities and principal risks.

In 2020, we saw unprecedented demand for our frontline services in support of the NHS and communities. As the pandemic progresses in 2021, we expect this demand to continue, alongside our role in vaccinating the nation. However, as and when the nation starts to recover from Covid-19 we can already see the gaps and challenges to the nation’s health that will be left behind.

Already our 2022 strategy challenges us to reach more communities in need of effective health and first aid response and through our work with young people we are seeking to engage more disadvantaged areas of the country. In 2021, we will continue to explore how best to strike the balance between delivering and learning in the here and now and learning and educating for the future, with greater inclusion for both St John people and the communities we serve.

Ensuring that St John remains well placed and ready to contribute to the health of communities in the months and years ahead will mean continuous improvement to build on our existing well-developed approaches to clinical governance and safeguarding and focused attention to address the strategic risks set out below.

----- Start of picture text -----
Change in perceived risk
Key risks summary
in last 12 months
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Key risks summary Change in perceived risk
in last 12 months
Financial sustainability risk– safeguarding the recovery and diversifcation
of revenue following the negative impacts of pandemic restrictions and the
economic downturn		 No change
Clinical risk– ensuring robust clinical governance processes are in place
and efective to avoid systemic failure to prevent unsafe clinical practice or
signifcant harm to patients		 No change
Data and digital maturity risk– supporting our future sustainability and
ensuring decision-making is supported with the right evidence and insight at
the right time		 Decrease
Change management risk– ensuring sufcient leadership and resourcing
to manage the scale and pace of change required to ensure a strong recovery
from the pandemic		 Increased
Wellbeing risk– ensuring St John people are adequately supported as the
pandemic continues and feel included as the charity recovers from the impact
of Covid-19		 Decrease

Our approach to risk management

St John Ambulance manages risks as an integral part of how the charity operates. Each Executive Leadership Team director is responsible for identifying the major strategic risks to which the charity is exposed and establishing controls and actions to mitigate them. Risk assessments and risk registers are in place and regularly reviewed by the Executive Leadership Team as well as the Audit and Risk Committee.

In 2020 we established a new Governance Directorate with responsibility to ensure the charity is managed in accordance with the recommendations and laid down by regulations and Charity Commission good practice guidance. As part of that directorate, the Internal Audit department, with the oversight of the Audit and Risk Committee, provides assurance on the effectiveness of the risk management process and associated mitigation strategies and controls, focusing on the areas of greatest risk.

Financial sustainability

Whilst we have been integral to the nation’s response to the Covid-19 pandemic, the effects of the national lockdowns and overall economic downturn have significantly and adversely impacted our commercial income streams. In 2019 we reported a deficit in the income and expenditure statement which demonstrated that action was required to manage the charity’s financial position and this position worsened in 2020 as a result of the pandemic. Key interventions have meant that 2020’s outturn was favourable to our mid-year forecasts:

However, as the pandemic continues in 2021, forward revenue projections remain volatile, in particular our goal to return our training enterprise to pre-pandemic levels of income. Tight financial controls have been embedded in our 2021 budgeting and trustees will lead a review of our financial strategy in mid-year. A portfolio of business and digital transformation to increase efficiencies and create opportunities for growth has been committed to, as part of balancing short-term pressures with the need for long-term investment.

Clinical governance

As an active healthcare charity working with patients and young people in the community, our main standing risks continue to relate to unintentionally causing harm to people or ineffectively meeting key regulators’ requirements. We seek to continuously improve our approaches to ensure the quality and safety of our care for others.

We know that if robust clinical governance processes are not in place and effective, particularly during times of new and increased types of clinical activity, then unsafe clinical practice or harm to patients may occur. As a result:

The types of clinical activity reduced in variety during Covid-19, although there was a significant increase in the volume of what we did. Much of our work in support of the NHS during Covid-19 was in hospitals and saw St John people under direct clinical supervision. Improvements to the logistics management has helped ensure the right equipment is deployed in a timely manner for safe practices to take place.

Data and Digital Maturity

Challenges around our data maturity remain, impacting our ability to make well-informed decisions at the speed required, but we did make progress in 2020.

42 | The Priory of England and the Islands

Annual Report and Accounts 2020 | 43

Change management

The scale of change prompted by the pandemic and its consequences has made us increasingly aware of the risk associated with insufficient leadership being provided to effectively manage the pace and volume of change required.

A Senior Leadership Group, comprising of the Heads of functions and our District Managers has met on a monthly basis throughout 2020. A broader programme of leadership support is in development for this community, to ensure there is greater consistency in the quality of leadership.

Wellbeing

The wellbeing of St John people, as with all of society, has undoubtedly been adversely impacted by the pandemic. We are very mindful of the further impact that could happen due to the significant changes that are taking place as part of our response to Covid-19. This has been a key management focus during the last 12 months.

y A strong set of support mechanisms have been created for our people to help them during Covid-19, including a confidential support service, chaplaincy support and a wellbeing hub providing access to a range of wider wellbeing services.

We have sought to ensure our people remain safe and well, including when working from home, but also continue to feel connected with others emotionally, even if they could not be connected physically. With social distancing measures continuing into 2021, looking after the wellbeing of our people is a key priority.

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44 | The Priory of England and the Islands

Supporting and engaging all St John People into the future

We want St John to be an inclusive charity that gives the best possible experience for all St John people. That means ensuring a rewarding place to volunteer and work, where our people feel proud, honoured and valued and creating an open, safe and supportive culture that promotes health, wellbeing and personal resilience.

Engaging all St John people

St John employees and volunteers are consulted on a large range of issues using a variety of mechanisms, such as employee forums at directorate and national level, and various volunteer forums. These, and other methods, ensure their voices are heard as we make decisions.

In addition, there are a number of ways that we communicate with our people, both in person (mostly virtually in 2020), especially through line managers, or using digital channels, such as our intranet (Connect), email and newsletters. A project to refresh our intranet, launched in autumn 2020 for completion in Q1 2021, will enhance the connection between St John people.

Developing inclusion

Feedback in 2020 has heightened our awareness of the challenges of creating a consistently positive experience across a large and dispersed charity such as St John and also some negative behaviours associated with how hierarchies operate and are perceived within the organisation.

This has led to the creation of several initiatives, aimed at promoting effective and compassionate leadership and management, increasing inclusion and improving the experience of St John people. In 2021 work will continue on:

This work will build on our existing range of policies and processes that apply equally, where possible, to employees and volunteers. These promote good management practice, as well as ensuring that we meet legal and regulatory compliance. While too many to list, these include the Conduct & Performance Policy, the Equality, Diversity and Inclusion Policy and the Recruitment & Selection Policy.

We are an equal opportunities employer and make adjustments for members of our workforce with a disability as far as we reasonably can. We have committed in our strategy to become more like the communities we serve and to build a more inclusive St John.

Our approach to safeguarding

As a patient-facing charity working with a large membership of young people, we take safeguarding needs very seriously. We have a robust policy framework, benchmarked in 2019 as sector good practice and a wellresourced safeguarding team both nationally and locally. We have robust screening in place, including DBS checks and have effective training in place for all employees and volunteers.

Building on the findings of the independent benchmarking exercise in 2019, which recognised the strong foundations of our safeguarding work, we have made the following developments:

Some of the wider areas for continuous improvement were delayed as a result of the pandemic and their ongoing implementation is kept under regular review. However, there has been active consideration and involvement of safeguarding in ensuring the risks associated with mass recruitment and deployment of new volunteers for the vaccination programme are well managed in line with existing policies and procedures.

In 2020 there were 668 causes for concern (CFC) of which 424 involved Ambulance Service referrals reflecting the higher level of work with Ambulance Trusts during our pandemic response.

46 | The Priory of England and the Islands

Annual Report and Accounts 2020 | 47

Statement of public benefit Ik The Priory of England and the Islands of the Most Venerable Order of the Hospital of St John of Jerusalem I'the PriorY, also referred to as'the charity'l, St John Ambulance and its wholly-owned subsidiary, Support St John Limited, are together referred to as'st John, Ilhe group). Our principal activities have a considerable positive impact on the (ommunities we serve, from the patients we treat in their moments of need to the personal and social development that being part of St John offers lo volunteers themselves. More broadly, our activities focus on enabling communities to become more healih resilient. The trustees have considered the relevant guidance and are satisfied that all St John'5 charitable artivities fall within its objectives and result in considerable benefit to the public. This is outlined in the section of this report dealing with achievements and performance. The trustees have regard to the Charity Commission's requirements and the wsitive impact we have on beneficiaries, volunteers and communities when reviewing the charity's aims and obl￿tiVeS, and in planning future activities. 481 The Prloryof EngLand and the IsLands

Financial review In preparing this report the truslees have complied with the Charities Act 201 l and the Statement of Recommended Practice- Accounting and Reporting by Charities, which incorporates the requirements of the Financial Reporting Standard applicable in ihe UK and Republic of Ireland I'FRS 102.1 I'the Charities SORP IFRS 1021.1. Basis of accounting The financial statements, prepared using the Charities SORP IFRS 1021, are attached to this report. Annually the trustees review the key accounting policies to ensure that they continue to be in accordance with the requirements of the Charities SORP IFRS 1021 and with best accounting practice. The accounting policies applied by St John are detailed within note l. No significant changes have been made to these policies from those used in the year ended 31 December 2019. 501 ThePrbryofEngLand and the IsLands Annual Report and Acwunts 2020 | 51

Financial review of the year Ambulance and transport services St John Provides suppw)rt to the NHS, including workfor ambulance trusts and community services trusts to help relieve winter pressures and transport patients. First aid produrts First aid products are procured and distributed by a department of the organisation, known as St John Ambulance Supplies, which sells first aid products Isuch as protective equipment and public access defibrillators to companies and public sector agencies), as well as purchasing equipment and other materials for use by the charity itself. The surplus generated by our Supplies division is used to support our other charitable activities. a restricted fund, with the matching restricted expenditure in the form of payments made to employees shown within the charitable artivities in which those employees usually work. The following pages provide information about our finances in 2020. The cost of the redundancy programme resulting from the impact of the Covid-19 pandemic on our artivities is shown as a separate item within other charitable activities and was £3.3m12019: £0.8ml. Overall summary E¥penditure Funds Income Expenditure on charitable activities totalled £90.1 m reducing by £9.Om 16%) compared to 20191£99.1 ml. As at 31 December 2020, ourtotal funds were £112.3m12019. £120.7ml. Within this amounL our unrestricted funds were £103.5m12019. £115.1 ml. Income fose by 25%to £16.Om from £12Am in 2019, following the recruitment of specialist leaders during 2019 and a closer working relationship with the NHS. The Statement of Financial Activities I'SOFA'I on page 70 reflects the impact of the Covid-19 pandemic on our activities. Initiatives to reduce costs and mitigate the impact of the Covi(kl 9 pandemic included over 180 redundancies, redeployment of employees where appropriate, the cessation of some activities and the closure of some of our propertie Income from donations and legacies The Priorfs operational free reserves, which are shown in further detail on pages $6 and 57, are £183m12019. £27.1 ml. Our total income reduced by IO% to £92.3m12019.' £102.4ml, with this overall movement made up of different components. Costs reduced by £3.5m118%1, from £19.7m in 2019 to £16.2m. The external income of our Supplies division fell slightly to £12.3m, a reduction of £0.4m compared to the £12.7m income received in 2019. Overall income from donations, grants and legacies increased in importance in 2020. Fundraising income rose by £2.1 m to £19.Om from £16.9m in 2019. Such income formed 21 % of the total income in 2020, up from 16% in 2019. Community SUPPOrt programmes We have a range ofcommunity support programmes including the provision of services to people who are homeless or vulnerably housed in SusseK as well as for older people in day care centres and at the St John Home in Kent Iwhich closed during 20201. First aid provision and youth development StJohn's volunteers provide high qualwty, clinicall￿3$5￿red first aid when it is needed. We provide services free of charge or at a nominal fee to a large number ofcommunity events, although this activtty stopped after March 2020 due to the pandemic. Some limited attendance at closed door sporting events did take place in late summer and in the autumn. We received a government support grant during 2020 of £6.8m and also received £4.8m from the furlough of over 870 employees over the year. Excluding these amounts of income from government support our income would have fallen by £21.7m121%1 compared to 2019, to £80.7m. The breakdown of expenditure across our charitable activities is shown after including an allocation of our central and indirect costs. Expenditure increased by £0.8m to £12.1 rn. from £1 1.3m in 2019. This figure includes a write4own of £0.9m in relation to PPE stocl purchased in the initial stages of the Covid lockdown in early 2020 when supplies were short. While some of this stock is for internal use some was also for resale. As production of PPE expanded during the year the price dropped and Of the income from donations, grants the book value of stocks held at the and legacies, £3.8m12019'. £2.2ml was restricted. year end has been reduced to reflect the current strong availability and low price of PPE. These figures exclude the government 5UPPOrt grant received of £6.8m which is also shown within voluntary income. The largest element of the increase was from donations and gifts (rising by £2.4m to £14.2ml. Net deficit The overall net deficit for the year was £8.4m12019= £2.5m net deficit). Within our charitable activities. our income from first aid training of £23.4m was only half of the £46.8m generated in 2019, falling by £23.4m due to the impact of lockdowns on our ability to run training courses. Course provision stopped completely between mi&March and early July 2020 and restarted on a limited basis thereafter. Our evenl support activities also stopped from mid- March and remained shut down (with limited exceptions) for the rest of the year. The level of activity within our community support programmes was affected by the pandemic. Income was £0.4m12019: £1.4ml and total expenditure, including allocated costs, was £3.9m12019: £4.Oml. The net annual'operating. deficit irb 2020 was £7.9m, which was £0.8m higher than the equivalent deficit in 2019 of £7.1m. Consequently income in 2020 reduced substantially compared to the previous year, to £2.1 m12019. £73ml, of which £l.Om is a grant received from NHS England in relation to our NHS Cadets programme which provides a pathwayfor young people that are from socioeconomic and/or cultural backgrounds that are under- represented in the healthcare workforce. During the year we coordinated contributions of £0.2m12019: £0.2ml to the St John of Jerusalem Eye Hospital Group which provides expert eye care in the West Banl G3za and East Jerusalem. The deficit position is summarised in the following table. Training The net contribution generated by the provision of first aid training reduced to a deficit of £3.2m, compared to a surplus of £10.8m in 2019. Covid support artivity As well as our existing support for the NHS, we have also been providing auxiliary support to help NHS England with the impact of Covid-19, including Fundraising costs the provision of volunteers at Direct fundraising costs were £6.4m hospitals and the transport of 12019: £5.7ml. Overall fundraising palients. This work generated £4.4m costs, including indirect costs, were of income during the year12019.. £nill. £7.4m.12019: £6.6ml. Ofthese costs, £l.Om are indirect allocated costs 12019: £0.9m I, as shown in note 7. Opvatin9d¢fri¢ (Lossvgain on inve5trrEnt 10.61 ILossVgain on investtnent 10.91 0.1 Income during 2020 was £23.4m, half the value of the 2019 income from this area of £46.8m following the complete stoppage of activity in spring and early summer and the phased restart of training courses from Juty onwards. We also provide some courses within the community for no charge, which also stopped. We were able to provide valuable support to the NHS in relation to the pandemic, as well as for norF pandemic related activities such as ambulance transport.This provided much needed additional income, as did an increase in donations following fundraising appeals to support our work GaSns M asSetdisk￿ N¢tdefi(rt The income generated by first aid Provision and youth development activity does not recover the expenditure incurred in ensuring that these services are provided. Due to lower activity levels in 2020 expenditure reduced to £163m12019. £25.6ml. Total expenditure attributable to this activity, after including allocated costs, was £10.3m12019.' £nill. The deficit for the year reflects the cost of our core charitable aclivities, mitigated by the government support received and other actions that have been taken. Without the government support the operating deficit in 2020 would have been £19.5m. The increases in expenditure reflect the work we are doing to implement our fundraising strategy which started to be delivered during 2019. Other charitable income Other chafltable income of £4.9m primarily relates lo ihe furlough grant received from the government of £4.8m12019.' £nill. This is disclosed as Expenditure reduced by £9.3m126%1 to £26.6m, compared to £35.9m in 2019. 521 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 53

Cash flow Investments Under normal circumstances, we generate additional income from our cash holdings, while mainlaining enough funds to meet our operational The accounting standards state that requirements, by holding funds on the'deemed cosy addition to fixed longer term dep051ts which mature on assets for such a change is the a regular rolling basis. At the end of valuation of the fourth floor at the 2019 these deposits tolalled £10.9m time of the transfer. The valuation of and were treated as current asset the fourth floor at 31 December 2020 investments. was £2.9m. operational use by St John Ambulance. Cash balances over and atr￿e those necessary for operational purposes, including capital expenditure. are available for investment in quoted securities, which can easily be liquidated if required. The purpose of investment is to generate a return so that the value. in real terms. of these reserves is at least maintained. The directors reviewed the geographic allocation of the portfolio during the year and made adjustments to the funds invested as a result. Quoted securities The movement in the UK Retail Prices Index I'RPI'I is the basic comparator against which lon*term investment performance isjudged, the objective being for a total return of RPI +3%. Investment property St John has one investment property, which is located adjacent to Sl John's Gate, Clerkenwell, the historic home DI the Order. This important property also house5 the National Headquarters ol St John Ambulance. For accounting purposes, the property compri5e5 two parts.. That part ol the building used by St John lor operational purposes is classified as an operational property and is included in the balance Sheet at historic cost les5 accumulated depreciation Those par15 01 the building let to third parties are classified a5 an investment property and are included in the balance sheet at lair value. This element of the properly Is included in the balance sheet at its 31 December 2020 valuation ol £12.9m. This figure has reduced by £3.8m compared to the valuation of £16.7m as at 31 December 2019. The relative amounts invested in UK and in overseas securities is subject to regular review. Al the year end, approximately 49% of securities were invested in the UK market, with 51% in a range of overseas markets. The impact of the Covid-19 pandemic and the potential need to be able to access our'surplus, funds Caused a change in approach. We stopped holding funds on longer term deposit. Any funds that are not required for immediate working capital needs are now held in 35-day and 95-day notice bank accounts instead. At the year end, such deposits totalled £14.Om, an mount that includes the conversion of £5.Om from our investment portfolio inlo cash in June 2020 to finance our short4erm needs. Ofthese notice deposits. £7.Om was held in our 95 day notice bank account and treated as current asset investments. A further £1.2m ouffiow12019: £1.4ml is due to the capital element of finance lease payments, which relate to ambulances purchased on finance leases in previous years. No vehicles were purchased in this manner during either 2020 or 2019. The investment manager that is engaged to acl as Custodian of St John Ambulance's investments is periodically reviewed.The last such review took place in 2019, with the incumbent fund manager, BlackRocK retained. UK investments are held in the BlackRock Charities UK Equity ESG Fund, a unit-based fund with environmental. social and governance screening, designed as a vehicle for investment by charities. Overseas securities are held in ihe form of units in a number of separate geographically focussed BlackRock funds. We disposed of 4 properties12019.' 10 properties) as part of our estates strategy during the year. In total we generated £1.5m12019: £2.Oml of proceeds from the sale of tangible fixed assets, including the disFX)sal of older vehicles that were no longer suitable for our operations. The resulting gain on disposal was £l.Om 12019: £1.4ml. The total return from our securities investments, including dividends received. was negative 1-0.9%., 2019.. 1 S.8%1. This was worse than the target figure of RPI +3% for the year. The increase in ihe RPI during 2019 was 1.2%, with a consequent target for total return from investments of 4.2%. The reduction in the value ol the investment property is partly due lo the change in use ol the fourth flc>or ol the properly during the year. As a result, the fourth floor has been transferred to tangible fixed assets al 'deemed cost, of £2.9m, which is equal to the valuation ol this element I the prtsperty. The10ss on valuation of the investment property was £0.9m Total cash balances, including monies placed on deposit, increased by £6.4m 12019.. reduction of £5.1 ml to £21.4m 12019.. £15.Oml. The cash oufflow in respect of purchased fixed asset additions was £1.7m12019'. £2.2ml. In addition, there was an internal transfer of £2.9m into tangible fixed assets relating to the fourth floor of our National Headquarters building at 27 St John's Lane from investment property. This used to be let to an external tenant but has now been repurposed for The total retum from the investment portfolio was better than the movement in the FtSE All-share Total Return Index (which relates to UK securities only), which fell by 9.8% during the year12019: 10.7% rise in iii the Index). (2019.. gain of £O.Iml. 541 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 55

Reserves policies and Going concern The trustees have adopted a policy for St John reserves which is in line with the recommendations of the Charity Commission for England and Wales. property is excluded because it is held as a long term asset as part of the headquarters building but the value of securities investments is included in operational free reserves because they can be sold at short notice if required. Level offree reserves Further detail is given in note 25. It is the intention of the charity to look to return to an operational surplus by 2022.The charity has accordingly prepared a forecast which shows that, over 2021 and 2022, St John Ambulance is projected to be able to continue to trade without making any further divestments from investment holdings. The application of sensitivities such as a reduclion in training activity has not changed the conclusion that the charity has adequate resources to continue operating for the foreseeable future. in principle, including a programme to Sell several properties. The propety sales are intended to increase the level of reserves and to reduce ongoing expenditure requirements. Such sales are not a requiremenl for the charity to be able to continue in operation as a going concern. Operational free reserves, excluding investment property, are £18.3m 12019.. £27.1 ml and representthe level of free reserves available to support the ongoing aciivities of St Johrb Ambulance. The level of free reserves held at the end of 2020 is therefore, for reasons of prudence, towards the top of the rarbge determined by trustees. The trustees review this policy annually. In carrying out their assessment, the trustees have regard to strategic plans and financial budgets, as well as major operational, financial and external risks. These plans are aimed at achieving financial stability over ihe medium and long term. St John's planning pr(Kess, including financial projections, takes into consideration the underlying economic climate and its potential impact on sources of income and planned expenditure. Current forecasts project that free reserves will be at a level that is within the agreed range as at 31 December 2021. albeit a93in without significant funds being designated for particular purposes. Overall free reserves.. Charity Commission guidelines indicate that free reserves should include the value of the investment property- An overall free reserves figure, in accordance with these guidelines, is therefore also disclosed. The overall level of free reserves, followirbg Charity Commission guidelines and including investment property within the free reserves figure, is £31.2m12019. £43.8ml. The trustees have considered the foreiast, the sensitivitie5 (which include an assessment of the impact of a 50% reduction in training activity for six months) and the current position. While there is a heightened level of risk in the current financial environment, and a need to both sell property assets and achieve a future operational surplus in order to replenish reserves, the overall levels of assets held by the charity remain strong. The trustees have determined thaL under normal circumstances, operational free reserves should be in the range £12m to £20m. and this is reflected in St John's financial strategy.This represents between 1.3 and 2.2 monihs of expenditure on OUT core costs in a normal year. Impactof the coronavirus pandemic Going concern The Covid-19 pandemic in the first months of 2020 caused the charity to stop all training and events activity from 23 March 2020 onwards, with activity restarting on a limited basis in July 2020.This affected income and cashflow significantly, but was offset The second national lockdown, Starting on 5 November 2020, has not significantly impacted our ability lo deliver first aid training and has not materially altered our projections. During lockdown and in local areas of escalation it is essential that St John Ambulance are able to continue The Covi&l 9 pandemic has severely impacted the finances of St John, with many revenue generaling activities stopped or greatly reduced in 2020. Bank facility funding has subsequently been agreed to provide headroom in Free reserves A level of free reserves is required to ensure that the activities of St John 111 Ill can continue in the event of a major order to ensure that the charity can be The corresponding range forthe unforeseen reduclion of income or certain of having enough operational overall free reserves figure, including increase in expenditure. These cash available to continue in the the value of investment property, is reserves provide a contingency which future. £25m to £33m. enable St John, if necessary. to make the required structural changes lo bring income and expenditure into line. The reserves are supported by cash and quoted securities, which can be accessed readily when required. ensuring through training that essential workplaces have qualified first aiders to keep those working safe. Taking all of the above inl0 account, the tTUStees have a reasonable expectation that the charity has adequate resources to continue operating for ihe foreseeable future, being a minimum of 12 months from the date these financial statements are signed. Accordingly, the trustees believe thal the going concern remains the appropriate basis on which to prepare the financial statements. to some extent by £4.4m additional income generated from providing extra Covid-19 related support to the NHS at this unprecedented time as well as £4.8m received from the furlough of staff where necessary, increased fundraising income and a £6Am support grant from central government. In addition, a withdrawal of £5m was made from our investments in June 2020 to help ensure sufficient operational cash flow remained available. A credit facility of up to £IOm with Santander plc is now in place, initially expiring in December 2023. At the time of signing the financial statements. the facility has not been required to be drawn4own and this is expected to remain the wsition over the period ofthe forecast. We anticipate that the agreed facility will not be required io be used, but it will be there if needed. It had been agreed by the trust that a higher level of free reserves should be held at the end of 2019 than would normally be the case, to enable the financial position to be managed throughout the period from 2020 to 2022. At 31 December 2020, unrestricted funds held by St John Ambulance totalled £103.5m12019.. £115.1 ml. These are represented by: Designated funds of £723m12019: £71.3ml consisting of.. £71.6m12019. £71.3ml relating to the net E¥)ok value of heritage assets and tangible fixed assets £0.7m12019. £Nill designated for other particular purpose £12.9m12019: £16.7ml reflecting the fair value of investment property Operational free reserves of £18.3m 12019.. £27.1 ml. St John has two measures for free reserves which differ in the treatment of investment property.. As a consequence, the trustees only consider it appropriate to designate limited funds from unrestricted reserves for particular future purposes as at the end of 2020. Where appropriate and available, restricted funds will be utilised. Operational free reserves: Operational free reserves represent reserves which are easily accessible at short notice. These are made up of unrestricted funds after excluding the value of fixed assets, investment property and any other amounts ihat have been designaled for a particular purpose. The value of the investment The reduced revenue was also mitigated by a sigrbificant cost reduction pfogramme, including over 180 redundancies made during 2020 as well as the closure of properties, cancellation of the annual pay review and the reduction of other spend where prarticable without imparting our operational abilities. At the same time, the value of the investment portfolio held at the year end was £14.1 m, enabling the provision of additional funds if required. St John also has substantial reserves held in the form of property and an estates strategy has also been agreed 561 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 57

Trustees, responsibilities statement The trustees are responsible for preparing the Report of the trustees and the financial statements in accordance with applicable law and regulations. In preparing these financial statements, the trustees are required to: The trustees are also responsible for safeguarding the assets of the charity and of the group. and hence for taking reasonable steps towards the detection and prevention of fraud and other irregularities. select suitable accounting policies and then apply them consistently observe the methods and principles in the Charities SORP IFRS 1021 The Charities Act 2011 and the rules of the Priory require the Irustees to prepare financial statements for each financial year. The trustees have to prepare the financial statements in ccordance with United Kingdom Generally Accepted Accounting Practice (UK Accounting Slandards and applicable lawl, including FRS 102 The Financial Reporting Standard applicable in the UK and Ireland. make judgements and accounting Èstimate5 that are reasonable and prudent state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements The trustees must not approve the financial slatements unless they are satisfied that they provide a true and fair view of the state of affairs of the charity and the group and of the incoming resources and appli£ation of resources, including the income and expenditure, of the group for that period. prepare the financial statements on the going concern bas15 unless it is inappropriate to presume that the group will continue in business. The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity's and group's transactions, and disclose with reasonable accuracy at any time the financial position of the charity and the group and enable them to ensure that the financial statements comply with the Charities Act 2Ql I, the Charity (Accounts and RekK)rtsl Regulations 2C()8 and the provisions of the trustees. 581 The Prloryof EngLand and the IsLands

Structure, governance and management Governance The governing bodies of the Priory are the Priory Council of trustees I'Priory Council'l and the Priory Chapter. The relationship between these bodie5 and St John Ambulance is shown in the diagram below. The members of each of the committees are listed on pages 95 and 96. Organisational structure Priory Chapter The Priory of England and ihe Islands of the Most Venerable Order of the Hospital of St John of Jerusalem is an unincorporated body, registered with the Charily Commission for England and Wales under charity number 1077265. The Priory of England and the Support St John Limited Islands of the Order of 5t John Awhollyownedtrading subsidiaryof The Priory is the parent body of St St John Ambulance and a company John Ambulance. The Priory Rules are limited by guarantee (company the PriorYs constitution document number 11816441. The principal subject to Royal Charter. These Rules activities of Support St John Limited were approved by the Grand Prior of are sponsorship, marketing. and the Order on 23 October 1999 under hosting functions arbd events. The the authority of the Orderfs Royal Memorandum andArticlesof Charter and Statutes. Amended rule5 Association of Support St John were approved by the Grand Prior on Limited are its constitution document. 29 January 2018. The Priory Rules are The latest version is dated 19 October filed with the Charity Commission. Priory Council The Priory trustees (not the charity) were incorporated by the Charity Commission, under the Charities Act 1993, on l O November 1999. The Priory is one of a number of autonomous Priories that form The Most Venerable Order of The Hospital of St John of Jerusalem I'the Order). 5tJohn Ambulance Board Committee5 of the Priory Council and the Stjohn Ambulance Board Remuneration Committee Stjohn Ambulance There are a number of entities linked to the Order, as referred to in the accounting policies note, which are not controlled by the Priory and therefore are not included in the consolidated accounts of the Priory. The trustees of the Priory and the senior executives are listed on pages 94 to 96. Principal places of business and professional advisers are shown on page 97. A wholly owned subsidiary of the Priory, a company limited by guarantee Icompany number 38661291 and a charity registered with the Charity Commission for England and Wales as a charity linked to the Priory, under charity number 1077265-1. The Memorandum and Articles of Association of St John Ambulance are its constitution document. The latest version is dated 9 January 2018. Priory Council The legal structure of ihe St John group, which operates in England principally through St John Ambulance, is as follows: The Priory Council is one of the two goveming bodies of the Priory. The Priory Council is reswnsible for the governarbce and managefflent of the Priory save for the matters that are within the authority of the Priory Chapter. The Priory Council also recommends ihe apFN)intment of the statutory auditor to the Priory Chapter. functions and powers ofthe Priory Council are set out in the Priory Rule Each trustee is appointed for an initial three year period which, depending upon the nalure of their appointment, may be renewed, normally for one or twofurther three year periods. A formal trustee induction procedure is in place and an induction pack is provided to all new trustees. The pack contains key informalion and documents regarding the Tole of trustees in the charity. In addition, each new truslee is invited to attend induction meetings. Opportunilies are identified to enable trustees to gain an understanding and appreciation of the work of St John at a local level. Access is also available to relevant intemal and external training courses. The Priory Council consists of not more than 20 trustees made up of four ex officio and 16 appointed trustees. The four ex officio members are the Prior, the Dean. the Chancellor and the Chief Commissioner who are appointed by the Grand Prior of the Order on the recommendalion of the Priory Chapter. The other trustees are appointed by the Priory Chapter following the recommendation of the Nominations Committee. The 601 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 61

Governance, continued Management Priory Chapter The Priory Chapter is the second of the two governing bodies of the Priory. The Priory Chapter consists of up to 48 members made up of nine ex officio, four selected and 35 appointed members. The nine ex officio members include the Prior, the Dean, the Chancellor and the Chief Commissioner who are appointed by the Grand Prior of the Order on the recommendation of the Priory Chapter. The method for the ppointment of the selected and appointed members, and the period of service of Priory Chapter members, is set out in the Priory Rules. appoints the remaining St John Ambulance trustee directors on the recommendation of the Nominations Committee. The functions and powers of the Board are set out in the St John Ambulance Memorandum and Articles of Association. to a small number of committees, in particular. the Audit and Risk Committee. The trustees ensure that there is effective monitoring and approval of the charitys Top Risk Register. and regular assurance and audit checks Iby internal audit as well as those carried out by the statutory auditor). The Priory Council has overall responsibility for setting our organisational strategy and supporting policies, as well as ensuring that these are implemented nd delivered. The Priory Council consults the Priory Chapter as necessary in reaching its decision Fundraising Committee The purpose of our fundraising committee is to provide oversight for the planning and performance of our fundraising strategy, including adherence to the Fundraising Code of Prartice. Heritage Committee Our herilage is an enormous part of who we are, as it helps us understand both our presenl and future. The Heritage Committee is responsible for ensuring that our hisloric fabric is maintained, conserved and Testored, to champion inclusive public access to our collections and historic estate and to oversee major heritage projects. The benefits of heritage itself to wellbeing have been independently demonstrated so it is incumbent on St John as a health charity to maximise this part of our organisation. Priory Council and the St John Ambulance Board operate collectively as two boards, with joint meetings. The structures and governance in place within The Priory of England were reviewed by Deloitte in 2018. The Priory Council has delegated to the Board of St John Ambulance the responsibility for setting that charity's strategy and policie Prlnciple 5- Board effertlveness: regular planned Board meetings. biennial trustee reviews, assessments of required trustee competencies and an open and transparent recruitment process via the Nominations Committee.This is supported by effective inductions and periodic individual reviews.The introduction of periodic group reviews will enhance this further. Clinical Committee Leading standards is a key tenet of St John's 2022 strategy and nowhere is this more important than in our clinical prartice. We e5tabli5hed the Clinical Committee to provide oversight for clinical matters including governance and assurance. It is responsible for developing the clinical strategy of the charity and ensuring that all clinical care is within statutory guidelines and in keeping with the mission of the charity. To provide more rigour and scrutiny, in 2019 we established four new committees to oversee the full range of our activity and which reflected our increased focus on fundraising, our heritage and our people. Charity Govemance Code The Charity Governance Code for larger charilies is not a legal or regulatory requirement. It sets out recommended practice for good governance. In 2018 the trustees voluntarily approved the adoption of the code for larger charitie Finance Committee The Priory Chapter provides advice and constructive challenge to the Priory Council. It also recommends the appointment of the four ex officio members ofthe Priory Council to the Grand Prior of the Order. In addition, the Priory Chapter 3ppoint5 the other members ofthe Priory Council. The Priory Chapter also appoints the statutory auditor of the Priory, following the recommendation of the Priory Council. The Finance Committee provides oversight for finances and financial management of the charity's mission and takes responsibility on behalf of the Board for overseeing all financial aspects of the charitvs operations. Each committee is a joint committee of the Priory Council and the St John Ambulance Board and is chaired by the Priory trustee or Board director who has accountability for thal area supported by the ielevant funrtional Ex￿UtiVe Leadership Team member, with ultimate responsibility for delivery. Committees have also introduced independent members. who are neither an employee nor a trustee of Stjohn and are Selected on the basis of relevant skillsets. Prlnciple 6- Equality, Dlverslty and In¢lusion: there is an open trustee recruitment process. and regular discussion as to how trustees might be recruited from wider pool of individuals. Further work is ongoing in relation to EDI across the charity as whole. with an EDI steering group formed in 2020 and an Equality, Diversity and Inclusion Lead appointed in a fulktime employee role. St John meets the principles of the code in the following ways.. People Committee Ensuring that St John People have a great experience of volunteering or working for us is central to our strategy. The committee reviews the charitys business plan and budget and makes recommendations to the Priory Council and ihe St John Ambulance Board. It takesjoint responsibility with the Audit and Risk Committee for the review and endorsement of the financial elements of the Annual Report. The committee alw approves the investments and reserves policy and review5 financial performance against budgeL as well as the performance of the charitys investments. Prin<iple l- Organisational purpose: regular strategic reviews and periodic governance assessments. The funrtions and powers of the Priory Chapter are sel out in the Priory Rules. The People Committee provides assurance that St John is effectively developing, leading and delivering its People Strategy by overseeing delivery of major transformation programmes and providing advice regarding culture and core processes. It also oversees the achievement of the charitys safeguarding objectives. Principle 2- Leadership: effective Board procedures and scrutiny of the work and role of the Executive Leadership Team. Stjohn Ambulance Board of trustee directors Principle 7-Opennes5 and accountsbility: regular communication with the charitys 5takeholder5 lespecialty through Priory Chapter which includes local Tepresentationl. A Register of Trustee Interests is maintained, and a comprehensive range of policies. Procedures and guideline5 are provided to aid volunteer and staff engagemenL Principle 3- Inlegrity: adherence to the Trustee Code of Conduct (including requirements in relation to any conflicts of interest that might arise). The Board of St John Ambulance trustee directors is the governing body ofStJohn Ambulance.The Board consists of not more than 20 trustee directors. The Prior (who chairs the Board). the Dean, the Chancellor and the Chief Commissioner are automatically trustee directors of St John Ambulance. The Priory Council Principle 4- Decisionffiaking. risk and (ontrol: clear delegation of operational matters to the Executive Leadership Team, and by appropriate delegation 621 The Prloryof EngLand and the IsLands Annual Report and Accounts 202Q | 63

Management, continued Nominations Committee overseen by the Audit and Risk Committee. which is a joint committee of the Priory Council and the St John Ambulance Board. It reviews the effertiveness of intemal controls, including those for our finances, as well as other risk management systems, the effectiveness of the internal and external audit functions and the claTity and completenes5 of disclosures in the Annual Report and Accounts of Stjohn. We use an independently developed system of job evaluation to ensure that our executive remuneration remains in line with other charities of the 5c3le and complexity of St John. Salary levels are set in the context of StJohn's charitable status and take account of affordability in the light of the charivs financial pw)sition. Commercial Committee Our Nominations Commiltee provides recommendations to ihe Priory Council regarding the appointment and reappointment of trustee dirertors of St John Ambulance and the appointment of Principal Priory Officers and Clinical Officers, as well as the appointment and reappointment of chairs of the committees outlined here. The Commercial Committee is new committee, created in 2021 to oversee the commercial and enlerprise functions of the charity. The Committee will provide added-value review in relation to commercial trading, public sector commissioned activities, enterprise estate and commercial banking relationships. Our Chief Executiv¥s gross annual salary at 31 December 2020 was £148,5c()12019: £148,5Tr)l. Like many employees, he participates in an HMRC approved salary sacrifice scheme whereby a proportion of salary is sacrificed by the employee and the same proportion is paid into the pension ￿heMeS provided by TPT Retirement Solutions. The annual salary of the Chief Executive at 31 December 2020, after taking the salary sacrifice into account, was £133,650 12019.. £133,650). It is a joint committee of the Priory Council, Priory Chapter, and the St John Ambulance Board, with terms of reference approved by each of these bodies. The committee meets as and when required. The Nominations Committee comprises nine members and is chaired by the Prior. It includes the Dean and the Chancellor as ex officio members. Three members are selected from the Priory Chapter and the remaining three members are independent of both the Priory Chapter and the Priory Council. Remuneration Committee We recognise that salaries are a controversial area for the charity sector, while also knowing that, to achieve our mission, we need to attract and retain the right people to St John. Our Remuneration Committee was established as an independent body to detemiine the Temuneration and benefits of the Chief Executive and Executive Leadership Team. It also makes recommendations to the Board regarding annual pay awards, the structure, size and composition of the Executive Leadership Team. as well as considering the framework and broad policy for remuneration of all employees. Delegation of authority Authority to conduct the daily operation5 of the Priory and St John Ambulance is delegated by the Priory Council and the St John Ambulance Board of directors to the Chief Executive. The Chief Executive is assisted in the implementation of strategy and policies by the Executive LeadershipTeam, to whom certain functions are further delegaied.The members ofthe Executive Leadership Team are listed on page 96. This is the highest gross salary paid and the ratio between this and the median fulktime salary of £19.389 is 6.9 to 112019.. 7.9 to I). Audit and Risk Committee Improved risk management and scrutiny of our activity are key to ensuring that St John people, donors and supporters can trust St John, in what we do and how we do it. This is The ratio of the highest gTOSS salary paid to the lowest Salary on our pay scale of £18,560 is 8.0 to 112019: 8.0 to The table below shows the salary and benefits level ofthe members of the senior staff who received a salary of more than £1 00,000 in 2020. Auditor Grant Thornton UK LLP has indicated its willingness to be reapwinted as slatutory auditor. Gross p Pension salary Sal￿ EmF4oyer Other Grc65 pty sauifice Saurfi￿) pension benefits 148,51X> 114,850) I316￿) 29.7tx) 117.3m 14.6921 IIL6r 1112(D (5.610) ic&sg) LlO.( IIQLA)) 107.291 153641 101.927 107.143 107.143 Tolar Rde Chief Exetuiive ChiÈf OperatingOffi￿r DI￿rtorOf Fundraising Oirertorof People and Organisation Oirertorof Trainingand Enterprise MÈdic31 Dirertor Tota120XI 1&.978 164.121 121.992 11931 117.810 113.962 110,(W 108.71 118,02L 128.11 107,N3 11.2Z) i&0 641 The Prloryof EngLand and the IsLands Annual Report and Accounts 202Q | 65

Financial statements For the year ended 31 December 2020 681 ThePrbryofEngLand and the IsLands Annual Report and Acwunts 2020 | 69

Consolidated Statement of Financial Activities

for the year ended 31 December 2020

Restricted and
Unrestricted endowment
funds funds 2020 Total 2019Total
Note fm fm fm fm
Income and endowments from:
Income from grants, donations and legacies 2 22.0 3.8 25.8 16.9
Income from charitable activities:
Delivering frst aid:
First aid provision and youth development 1.1 1.0 2.1 7.3
Ambulance and transport services 16.0 16.0 12.8
Covid-19 support 4.4 4.4
Community support programmes 0.4 0.4 1.4
Equipping the public:
Training 23.4 23.4 46.8
First aid products 12.3 12.3 12.7
Other charitable activities:
Coronavirus Job Retention Scheme 4.8 4.8
Other charitable activities 0.1 0.1 0.1
Total income from charitable activities 3 57.6 5.9 63.5 81.1
Income from other trading activities 4 0.6 0.6 1.3
Investment income 5 1.1 1.1 1.3
Other income
Net gain on disposal of assets 1.0 1.0 1.4
Other income 0.3 0.3 0.4
Total other income 1.3 1.3 1.8
Total income 82.6 9.7 92.3 102.4
Expenditure on:
Total expenditure on raising funds 7 9.1 9.1 9.0
Expenditure on charitable activities:
Delivering frst aid:
First aid provision and youth development 15.5 0.8 16.3 25.6
Ambulance and transport services 16.0 0.2 16.2 19.7
Covid-19 support 10.3 10.3
Community support programmes 3.6 0.3 3.9 4.0
Equipping the public:
Training 22.3 4.3 26.6 35.9
First aid products 12.1 12.1 11.3
Other charitable activities:
Amounts payable in relation to redundancy 3.3 3.3 0.8
Other charitable activities 1.2 0.2 1.4 1.8
Total resources expended on charitable activities 7 84.3 5.8 90.1 99.1
Total expenditure 7 93.4 5.8 99.2 108.1
(Losses)lgains on investments 9 (1.4) (0.1) (1.5) 3.2
Net expenditure (12.2) 3.8 (8.4) (2.5)
Transfers between funds 25 0.6 (0.6)
Net movement in funds (11.6) 3.2 (8.4) (2.5)
Fund balances at 1 January 115.1 5.6 120.7 123.2
Fund balances at 31 December 25 103.5 8.8 112.3 120.7

All income and expenditure in 2020 arises from continuing activities. All gains and losses in the year are included above and accordingly a statement of total realised gains and losses has not been prepared. The notes on pages 73 to 93 form part of these accounts.

Consolidated balance sheet

As at 31 December 2020

2020 2019
Note fm fm fm fm
Fixed assets
Heritage assets 12 2.0 2.0
Tangible fxed assets 13 69.6 69.3
71.6 71.3
Investments
Securities 14 14.1 19.5
Investment property 15 12.9 16.7
27.0 36.2
98.6 107.5
Current assets
Stocks 16 2.6 2.8
Debtors 17 13.9 16.3
Current asset investments 18 7.0 10.9
Cash and short-term deposits 18 14.4 4.1
37.9 34.1
Current liabilities
Creditors falling due within one year 19 (22.3) (17.8)
Net current assets 15.6 16.3
Total assets less current liabilities 114.2 123.8
Creditors falling due after more than one year 20 (1.9) (3.1)
Net assets 112.3 120.7
Funds
Unrestricted funds
Revaluation reserve 26 12.4 16.4
Other unrestricted funds 91.1 98.7
Total unrestricted funds 103.5 115.1
Restricted funds 7.7 4.5
Endowment funds 1.1 1.1
Total funds 25 112.3 120.7

-----------------------------------------

Approved by the trustees of the Priory of England and the Islands on 18 May 2021 and signed on their behalf by:

The notes on pages 73 to 93 form part of these accounts.

Surgeon Rear Admiral Lionel Jarvis CBE KStJ DL Prior

Annual Report and Accounts 2020 I

70 I The Priory of England and the Islands

flow statement tc" dated accounts Forthe year ended 31 December 2020 For the year ended 31 December 2020 l. A((oun¢ing policies rKipal accounting 5etout be￿w.T￿E5e [KA￿leS have bven appliedconsistently. Inthe5e ￿l￿e50ndtI￿￿Coun1S tIEfolkMrbg abbrevia¢K)nsare used.. IheOYdrf-Tr M05¢VwErabkOrderofttE Hospital ofStJothnofJeTU5alem Icharityno.2359791. Netoshfrom operatlng adlvhles 27 ¢wh ftowsfrornlnveJtM9•rtivitses Diwdend5, Intere5tand rent5ftomartiwli 13 Ihe PriwofEn9L3nd ènd theI￿and5 ofthe MOstvenerab￿0rder ofthe Hospital ofStJohnefJewsalem (charity ￿. 10772651. StJohn'_The Priory.StJohn Ambulènce Icharityno. 107726FII and its subsidiary company. Proceed5frotll 5aleofinve5tmen15 5J) SalesofcuTrenta55el Inve5tment5 Ll Ihe Eye HospitaV-M Stjthn of Jerusath Eye Howèl Gr¢)up which isanotherfr¥Jndation ofthe Most Venerable Order of Stjohn and Is re9Ssteied operate5 a5a Separate Ihattty (charity rK). 1139527). 50FA'_StstetrvrtofFiwclalA(ti￿1El Purchè5e5tsf ¢uttÈntaSset i￿￿tMents PuTcha5e50f investrnentsin sewrit￿5 (0.1) Proceed5from 5aleoftangiblefixeda55ets 15 & Baslsof preparadon ofa(counts Theannual re￿rtar￿ ￿(QU￿tSare prepared in ac{orda￿ewlth the tule59f the Priory, in complianie with the Charitie5 Art 2011, the Statetnent of Recommended Piattice-Accountin9 and Feportin9 bychorities applicable t¢ charrtts preparin9 theiraccwnts in accordancewith FRS 102 Ilhe CharitE5 SORP (FR5 1021.land with FRS 101the Finanikil Reporting Standard app1[ab￿ irithe UKand Republicof Ireland. Thearcounts have prepared togive alrue and faifvw'and hayedeparted frotn the CharitYe5 Ikcount5 Rewrtsl Regulations 2(K)81)nlyto tI￿eXtent required to proV￿eatrUe and faiTvEW.Thisdepartureha5 involved followitHJ theCharitE5 SORP IFRS 10212019. TIEarcountsore lot￿lidated on a linetry lirE basisarnlioverthe cortsolidated finarièl w)51tion and transacbons of companie5 control￿d by the Pfiory.whKhafe detai￿ in note 31. PuTcha5e5of langiblefixeda55e15 N¢tushlromlnwstlThgart 9 JJJ pitale￿mentoffinince le45e payments Nrf¢ishprtyVid¢dbyfiharflhyarti￿l¢s Stjthn meet5 thedefinfhonda publK ivthen1ityut￿e1 FRS 102. TIE5e xcovnt5do tw)1 i[K1￿lethef0Ikn1ng entil￿swh￿h3re notcontrolled bythe Priory. MCommanderiesofJew. G￿rn5￿. the1￿e0[man aThJ theC¢JnmanderyofArds.which oFerntes in Northern Irdand TrE(hder. andtheEye HO5￿tal Otherpriotie5,iomrnanderie% theordetsof StJ(thnCareTtU5t and Stklhnas￿4lIlo￿S linked with theOrdeT The 51 John Red Cross Defen(emed￿aIWeKa￿ SeNce (company no.4185635. charity number 10872101. IncwJellde¢wJelInr•sh4ndwh4qdva￿d￿ringth¢Ye i3￿> Shand a5hequryolent5at l January C•JhiTrdwhe4ulv•lents•t31 28 finarKial stalemwts have been prepared￿39￿￿9(0nc•n basisasdtscv55ed inthe report ofthetW5teeson page 57. Tre(￿d-I9parKlemK in ttEfir5t month50f 202Ocaused thecharityto stop all training and event5artivityfrom 23 March 2020onwards, with attivity re5tsrhng on a limtled basis in Juty 2020_Thisaffetted iniotneand c45hflow 5KJnificantly, ￿twas0ffSetto 50tneextent by £4.4m additional income 9eriaied fvom prowding extra Cow&19related support ro theNH5 atthis unprecedented timeas well as £4.8m received from thefurlough of staff here nece55ary, irKreased fundraising incorne and a £68tn 5UPPOrt grantfiom central goveTnment In addit￿n, a withdrawal of £5m wa5 tnade Irotn our irwe5tynwts injune 2020to helpen5ure 5uffKientoperatK>nal ia5h flowretnained available. TIE reduced revenue wa5als0fflitigated bya sHJnificant ￿5t redurtion PTografflme, including oveT 180 redundaniE5 made during 2020 a5 well a5 the dosuredpr¢¥rt*% cancellation of rheènnual pay wEwand the reduction of otherspend %vhe￿pra￿£ab￿eWIth0UI impactlw oui operational abilibe 11 isthe intention of thecharity 10 b)ok to rdurn toan operotional surplus by 2022.The charity hasac£oidin9ly prepareda forecast which showsthat. ¢)ver 2021 and 2022. Stjohn Ambulance i5proierted to beableto iontinuetotradewithoutrnakinganyfurtherdive5tmentsfrom investrnent holdin95. TIEapF4Kotioriof 5enytNthe55uch asa redudion intrainin9 èrtNity has rK)tchanged then thatthe charity ha5adequate resource5 to(vnbnue opeTètingforthe foreseeayefutuie. beirKJ a tninitnumof 12 month5 from the date these financi615taternentsare5igned. Accordingly,the tru5tee5 believethatthe ng corKern remainstheaA)FOWlateba￿sOThwhKh io p￿parethe financrdl ststement 7)to93f¢Ympart 721 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 73

i_ &L_ --l accounts --j accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued l.Accounting policies, continued l. Acco¥Trting policies. contifi￿d b. Th¢accountsof ¢hePriory ¢ Critical Kcounting estlrn)te%iYdgernents¥￿JSSUryI1Ofis. rontsnued Assets directly owned by the Priory comprise heritage assets acquired before 31 tkcember 1999 and the ftmbership wjhts in St John Aftsula￿e. charitablecompany lirnited by guarantee.Thesea55et5are notattTibuted avalue inthefinarKial 51atements. St John Ambulance. in furtherance of its own obietts. Incurs on its own xcount land records preperly in its own bc)ksl all t¢￿￿jitUfe ￿es$aAYa￿d proppily required forthe maintenance and improverTient ofthe Priorf5 a55et5 and expenditure necessary in relatK)n tothe PriOrf51￿51r￿5S. The Priory Council has res0￿e￿ that any iricome receivable by the PrK)ry Mll be passed to St k>hn Ambulance. Consequentty the PrK)ry hd5 rN)t presented a Separate 5taternent of financial actDIitE5and b6kitKe5heet bKousethereore noo55et% Ikibilthe5, IncorrE￿e￿[￿itUreto￿e in the books and recoidsof the Piiory. Estlmates cOn￿￿￿ed AccFUa15.prow5iQll5andcontinge￿je5 Expenditure incutred in the reporting wheiethefe 15 uncertainty a5 to thefinal arnount to be paid i5accounted foron tIE basi5 of an estimated valuewherethistreatrrEnt 15viewed asappropriate. An aicrual 15 rec(MJnisedvihen it is probablethatan obligation exi5t5brwhich a reliable estimate can be mode.The omount maychènoe In thefUtU￿ d￿10 newdevelopmentsorasadditional information be£omesavailable.Total accrualsas at 31 Deremiw 2020 wwe £5.8m12019. £4.4ml. Matter5 thateitherore tK>55ibleoWigHti¢)rb5 ordo not tneetthe recognition crtterki fora wowsion arediscbsed as COlltinFntliabilitie5, un￿5$the kK)55ityl(tyoltran5fetring e({￿￿1[ benefrt5 15 remote, in which ose no refererKe is made.Contingent liabilitie5 a5 at 31 DeTrmber 2020were £5.5m 12019. £5Jml. . CrthulKcgurbtingestimate&iUdgem￿ts￿nd •swmplion¥ In the proce55 ofapplying it5 accounting PDlicie&the Priory 15 iequired to rnake certaine5timate&iudgerrEnt5ando55umptw)n5that itbelieve5are iea50nable based on the infoTrnationavailable.The5e estimates, judgementsando55urnption5affedthearrwntsof aSSetsar￿ taiNIitE5 atttEd&te of theaccount5 and theamounis of Income and expenditure rec¢9nised durin9 the reportirs wiod. Estimares ale separate from jud9ements and a￿ usually usedto determineanamtyJnt relared tocertain assets0￿1 liabilits. Jth9ementsate made when applying thearcounting policE5, wherea drfferentjudgement may have W toa differentarcountingtreatmenL rBtherll¥in detwminingthe appropriate measurement ba515. Additi￿31¢0￿￿?tsrt￿)TrStQm￿l1Tre¥￿￿Ip￿S{￿p1•￿s StjthnAMbula￿eCurrenttypaySI￿dfl1onal employeriontribubon5 tocoverthe deficit intheTPTRetiretnent Solution5 Growth p￿in Kheme. FRS 102 includesa requirementto recegnisethe piesent value ofany liabiltyto make payments tofund anydeficit ￿latin9 to pasi service where an a9reeffEnt tomakethe payments 15 in plaTr. The presentvalue ofthe defiiit liability recognised a5at 31 DKember2020 wa5 £1 7m1201?. £2.Itnl.The present valueofthe payrnents recogni5ed, and thedi5I0untfdrtor used, arederived from information spKifictothe Stjohn Atnbulance nEmber5hip ofthe TFfReiiiement Wutv)ns Growth Wanthètis supplied byTPTRetirementSolutions If¢rmedy calledThe Pensions Trustl. On an ongoing basi5, e5timate5 are evaluated using historical expprierKe, ton5uttation with expert5and other[netho￿s(￿s1dffed reaS(Xwb￿ intt partlcular circumstances. Actual results maydiffei si9nifi¢antlyfromthe estimates theeffettof which is rece9nised in Kentrj in whKh thefatts that give risetothe revision become known. Rewftilrty)ofdovbtluldebts AsrandaidJebt prwsKJn pdicy existsin ￿der10 recognisethecosrof debtsthatore notC¢nsK1e￿dto becollectable. A standard percenrage ofthe debtvalue i5prQTr￿ded aga1n5toverd￿￿ebt5.A￿ additional prowsion mayalso t￿ rnade whwe irifoTtnation Teiwved indicate5 thata debt 15 unliketyto by acu5torner. Thedebt provision a5at 31 D￿ernber2O2o wa5 £OJm12019.£03ml. Judg¢ments Cla55ification oflea5eda5set5 d. Histi>ricalcost£onvention Leases held are analy5ed in OTdertodetermine v4herethe riSkar￿ reward of theo¥vner5hip ofthe a55et lie5 and subsequenttyila55thed aseither operatin9 orfinance leases.TheacctyJniin9 policyfor leases has been applied t¢ these affan9emwtsand assetsacquired U￿lerfinèTr(e leasesare iec0gni5ed ¥wthin tangible fixedassets. Revenuerecognition Stjohn rKognise5 revenuei)n a octyvable bè515 Wheret￿arTI(￿Int 15 reliabtyffleèwrablearKJ therei5 thqvateprobabiltyof recwpt. Incorr ieco9nition wlicies èo detaI￿d in the xcountirKJ poll￿fOr incorne. hen it 15 con5ideTedth3tthe keycritwia of entitletnent. piobability and mea5urwnentfor revenue rKognf¢iQn are n0tfufft1￿IfQ[at1an5actron, ievenue recognition 15 delayed until the5eare judgedto have been met. Payrnents re￿1ve￿ in ￿VarKe0f revenue r￿Qgnit￿ arerec(Yded a511eferted income. Theaccounts have been p¥eparedu%ty the hfjsiorical costconventK)rKas mcdffied bythe ￿ValUati¢¥1 of Invtttments. IntorrE 15 recogni5edona Tecwwable basisand 15 rew)rted gf05$0f related expenditUTe,where theamount15Vlrtualtycertain and ¥vhen theo is equateprobabilityof recwpt.TIE 5pKthI ba5e5 Used are a5follo¥Y5". (k)ndtiOll5, 9rfts. legKie5andgeneral g[antS￿￿VabIe.Whl1h (k>not relate tOspKificCharitab￿a(b￿1ie$,areCOte9o￿sedaSVOlYntOryincOffie TIEaccounts refiert no atnount5 In re5PErtoftitnepfiwded byvolunteer members ofst John Grft5 in kind are brought intotheKiounts attlEire5bmated fairvalue whe￿ wo bmo $ervKeSa￿ ￿e1Ved. the¥al￿0fth0se5e￿I¢t1 as e￿imated bythetrustees. is irKluded as b)th an incomSn9and outgolng resource in theSOFA lrnpaiffnentoftangiblefixedassets Follo￿n9 a revie￿ of fixed asset values £O.Im lin rdation to e¢Jr worety at BrKl9waterl is pmvjed for in the finarKial st&ements in ￿L)lI)n to the impairmentof fixed assets.Othet¥Visetsngiblefixed a55et5arecon5KJeredto ￿ IEld attheirfairvalue. HeritageJ55et5 The heTltage assets gifted bythe Qrder in 1999 are not held at a Wdluètiffi as the trustees consNJerthat it is Mnpractitsb￿tO èttribute •y value in the balarKe 5heettothe5e a55ets. leg￿leS are rKognisedas irome whwthere 15 entitlpmwrt wobabilty of recwpt 8t￿ mea5urabilityofthe legacy Fundraising irKOtne 15 5howngT055exieptfor5rnall fur￿[aI51￿g eventswherethe cash 15 received netof expenditu Rental i￿¢¥￿e￿$3cc￿Jnttdf<￿ a reCe￿ab￿basl$overtheienIal peri& InrorrEfrotn rharitsbleactivity, induding irKome from lonOerffl contracts.tr3ding ènd merchandising inc¢rne, isacciKJnted for%4then eètned. InrorrE rffwved inodvatKe i5deferred until entit￿me￿ttOthe iniome ha5 arisen Estimates Income ￿eNed theUKGovemmenfSCoru￿rUsknts Retention SchemelORSI isaccountedfoi in the peritsj towhi£h thegfènt reLatesand istreèted asrestricted I￿orne The following para9raphs detail the ￿gnificanteStimatesar￿Ja$SUmpI10n$Ihe Prlwbelvesrohavethe most wJnrfKant inwtonttannual resuhs undertheCharitie5 SORP IFRS 1021. Gain5fvomthe distK>5alof tang1b￿fiXed a55ets are included inthe SOFAas Partof other income Grants arerecogni5ed intheyearwhen theenlit￿[nenttO the grant 15 Confirmed. Grant5forthe purchaseof equiptnentand tvwardsthe initial 5ettir¥J up of projert5arecredited in full tothe reWantaOivitie5 in furtherance ofthe tharW5 object5. Grant5 that prowidecore funding orareof ge￿101 natuie provided bygovernmeni ané chariiablefoundations.are recorded asvoluntèry income. Grants specifically forgoods and setvicesto iE pro¥KSed as Partof c1or1tsb￿ arerecordedogain5tthe artwitytowhich they relate. rangible fixedJ55et5 The charge in re5pert of peri(￿1£ depreckitlon 15 derived afterdetetrninirKJ ane5timateof an è55eY5 experted useful lrfe. Irrea5irKJ ano55eV5experte(I life would result in a redvced deprKiation chafge.The u5efvl live50f the PrioW5 a55et5 aredetetrnirEdatthe tirnethe a55eti5 Kquired ar￿ reviewed annuallyfoiappropriateness.The lives ale basedon historical experncewith similarassetsaswell asanticipationof hJfure event$wh￿h may impacttheir life such a5 changes intechnology.ThedeprKiationchar9e in 2020was £38m12019.. £3.9ml. The de tninimi5 limitforthe iecognthonof minorJJditK)nsto hwtage a55ets and fixedo55et5 15£1QCQ). Valuation ofinvestmentproperty Expenditure i51e(0gni5edgn an xcwaL4bèst5 whena ￿01 orconstructNe obligation existsand is reKX)rted 910ssof relat￿ income on thefollowing Expenditureon raiyngfund5prinopaltytQmPri5e5the c05t5 a55QCièted w(th attrarting voluntary incomearid otheT publicityand wblic ielètii)ns 05t5. incI￿l￿g pr(xnoting tnoregeneral public awaTene55 Chhritab￿expendrtUre(ompn5e5dlre￿expe￿dityre including direttemployeec05ts3ttributsbletothe chariW5 aCtDfitie5. Where c05ts cannot be direrttyattrib￿ed,they have bven all(Kated toKtNtbe5on a ba515con515tentwith the u5eof re50uries.The ba515of alkxation of indirKtC05t5 to attNitie5 15 setout in n(rte 7. The valuation of the Investment pr¢)pty at27St John's Lane that isreccgnisedon rhebalance sheet issubJe£ttoan e#imaiicffj oftheprowrth)nof the building which 15 let to third parties,asOPP05ed tothat proportK>n which 15 Utili5ed foroperat￿)naI wrkTr%TrEva1uat￿n 15 performed byan exteinal independent valuer.Thevaluation a5 at 31 Lkcembw 2020was £12.9m1201*. £16.7ml. A decision a5 towhetheror notthe propprty 15 revalued by an independentvalueratthe end of a partiCuiArfinarKialyeaiism￿eSU11sequ￿ttt0In Snternal assessment of whethei there has been a materkll movemenr In thevaluatien ofthe propertyduring the iepc¥tiNJ wicd. kn extemal valuation Is undwtaken when it 15considered thatthe property¥aluatlQll 15 likelyto have changed rnoterialtyduring tIEyear. A5 a tnniThum, an extetnal valuationtskes placeeveryfiveyeèrs. rJ)vwnanor05tsiomw5etlK)5e inwrred asa re5uM of constitutional 5tstutory requirement5 Supwrt I05t5 repre5entcentralty iniurred c05t5, PrinflP31ty relating to managetnent re50Ufce, IT, Finance, Hutnan Resource5, bulding5 rnanagementand govetnanrec05ts.whKh iannot beattributed t9 5pKificattivities but providethe organi5ational infrastrurturethatenables I￿sea¢b¥it￿St0tske [￿￿e.Theba5I5Ofa1￿￿Otx)n toactivitE515 5etout in rK>te 7. 741 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 75

i_ &L_ --l accounts --j accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued l.Accounting policies, continued l. Acco¥Trting policies. contifi￿d g. Herit￿¢ asxts The Priory maintains M historSc buildin9$ In Cleikenwell. London. These a￿ the Grand Priory Chuich. whKh sits uwn a 12th ctr)tury Norman CryPL and the 16th ientury 5t John'5 Gate. Within St John'5 Gate is 51tuated the Museum of the Order of 5t A)hn. whiih cwtain5 a of hi5¢(Ki artefact5. TogetheT the5efotrn the historic a55et5 that were gifted by the Order to the PrK)ry in 1999 and were 5ubied to a S￿[rK term thatthe Priory mty not dispose of these asset5. If the PriLYy no lon9er considers it appropriare to retain them. they must be retumed C￿. The knJstees considerthat it 15 impradicabletQHttributeanyvalue inthe balance5heettot1￿Se a55etswhiih ¥Yeregrfted bythe(hder. Subsequent additions to heiitage assets. èll ef which are funded by St John AmbuhrKe ènd accounted kn in its b)ok¥ a￿￿e￿ atCOSL excesx in the Case of min0radd1t￿n5C05ting le55than £I0,fkn)each, which areexpen5ed in the year inwhKhthe t05t Is incutred. Expenditure on the historic building5 ¥vhich re5uIt5 in 5ignthrant whancetnent of the internal configutatw ar￿ alk￿5 for ￿tter vis￿1 displty is capitali5ed, with depreciation chargedoveran e5tirnated lifeof 50yeat5. Histoiicartefact5whichaTe considered to have ir￿efinIte live5 are notsubjerttodeprKiation_The iarwng amountsat ¥¥hKh IEtttJJea55et5are Tr￿ld in the balance sheet are reviewed whereevidenceof possible impaiiment exists and reduced wherean impaim)ent isdeerfdto have occurred. St John Ambutsnce ￿K1pa￿ inThe Giowth PL)rn è multtremployer pensth pLan provSded byTpf retirement SoluNon& Tr Gro%yth Plan censlsts of four 5chwnekkne54 isa defined lontribu￿n 5chwne. Ser￿5 1, 2 & 3. ¥vhiih arec105ed to ne¥v enttant5, aTe defined benefit 5Ihetne5. A5 It 15 nOtP0551- ble ￿the Ihdtity to obtain 5ufficEnt infoTtnation to identfythe Share of Under￿Ing Giowth Plan 355et5 and liabilities iElonging to individual partici- patin9empbftrs.theGrosvth Wan isaccojntedforas adefined contribJtth scheme. Li6biir¢ie5to tnake paymwts to fur￿ anydefKit relating to pa5tsetviie wherean agreetnent to tnakethe payments is in plèceaE iecogni5ed in accord- an¢eviith FR5 102.Theaftv)unt tobere£o9niseé isthe p￿SentY31ue0f the ptymentsa9reed. IntorrEand eXper￿rturearetrln5llted atthefate ruliNJ whenthe trar￿lon LxuntequDialentto tIE net ix)okvalueof uniestrKted fixed è$8ets usedto enab￿51 John tocentinue tocarry out its charitable mission. Ambulances Shorterof useful lrfeand 7years Leased vehicles ènd equiptnent Shorterof useful lrfeand ￿3$ete[M Other¥eh￿leS ènd equiprnent 3to 7 years Any net iutnuUItNe unreali5ed gain5 Oll the revaluation of inve5tsnent5, ho￿n9 been creditedtothe SOFA, a￿ hew within a rwaluation reserve. OlhercharitablefurKJ5 are unre5trictedfund5that are availab￿t0 St John tocafry Out any of itscharitab￿Qbjert￿es. Tran5fw5are prirnarityrn￿ellweenfu￿dseitherWhen thea￿visit￿n ofa fixed a55et has discharged a re5tricbonoito rdlettrnovements in the anTh)untoffundsdesignated trythe twsteeslorspKrfK pu￿)$ Wherethe recoverable amount of a fixed asset is found to bebelowits net tJokvalue.theasset is writtendown 10t￿ recovera￿eaM0vftI thebss on impaitrnent 15 rKognised in the SQF l. Investments Listed securitiesaTe stated otfairvalue atthe ba13n￿Sh￿td3te. FinwKialinstrum¢Thts Investment property 15 Stated at e5tirnatedfair¥alueas3t the late5lva1uat￿n date, subierttoobtainingad￿￿ast0the kN)55ibilityof any tnaterial movements between such valuations. If there is a material moverynt. thepreperty is ievalued atthat lime. As a minimum. it is p4alued by an independentvaluereveryfive year5. Thecharity ontyha5 finarKial d55etsandfinanriHI liabilitE5 of a kind that qualrfyas basic financial instruments. 8a5icfinancial in5ttutnentsare initièlly recogni5ed attrdn5KIK)nvalue a[￿ 5ub5equentty measured attheir5etUementvalue, fepre5enting amorti5ed cost, a5follow5.' Realised 9oins and bsses on se£uiities.calculated asthedifferencebetween the sales P￿et￿sa￿l thtitfai1valueat￿sIart ofthe>tar. or subsequent C05t, aTe credited orcharged totlE SOFA in tIEyearof nan(ial instrument Cash Oebtor5 Mea5urefflen¢4)n inrf¢wI rwrynition Cash held 5ettlementamwntafterany tradedi5counts Settlementamountafteranytrade discounts lassumSng nomèl credfttermsapptyl Unrealised revaluètK)n gains and lossesarecredited ￿(hOr9edt0thes0FA intheyeaTof revalualK)n. j.$1￿ks In¥e5trnpnt5-rNypFwllèblp unitttU5ts1ip.wrfh¢)ut ènoptw tosell the 5hères a latei thte atanagreed wiel St￿kS are stated &the lowerof costand netrealisablevèlue.cost is<al(ulèted using theaveragecost meth(Kl. Transartion price Icostl P¢n$ion costs Fmrd corrbmttrrEntsto pvrthosefiwevjn Cu￿en(Yo[e recognised atfa1rvèl￿atthe date of purchaseand a￿ revalued as atthe balance sheetdate, ithanymover(ntrectynised in theSOF St John Ambulance makes contribution5 t¢ a numbei ofdefir*d contributk)n pensh)n schemesfor itsemptrekCMtributionsptrrfat4etothese 5chetne5 are exppnsed in theyearin which theyareincurred. mon￿ pkted on dep05f¢ with a rnaturfty date of more than three tnonths are treated a5 Cutrent asset inve5ttnent5. Where the tTlatuity date is thr nv)nths¢y less. thedepoyt is ieco9nised within cash orcash equryalents. In each case. thedepo%t is convertib￿l0£ashaI itscairyin9 amount. 761 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 77

i_ &L_ -1 accounts -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 2. Incom•from donaflon$and1+9a4 46 Fir5taKlwodutts Othtrthar￿bI¢4ctl¥[I￿5'. 12J 12.7 19 2L7 c￿n3virusjob Retention Scheme 34A 20 13A 992 ¢xi oi 57 63 Fundraisingcost5 itKlude supw)rt105t5and otlErindifectC05tsof £l.Om12019. £0.9tnl, which have￿￿ allocated asdescribed in theacc(KJnting KW)IKs Iseenote 11. E¥clud4n9 theseallocated costkfundraisiw coststotal £6.4m12019.. £5.7ml. TheCoWd-19sU¥¥￿ Ktivity isa rwattryity aw which covetsthe costsofthesupwrt work performed duiin9the pandemic. i)clLKling alkcated In<om• from ofh•rtrdln9 adlvltl 'rK1105t5areth05e a550flated with pr￿l￿g thea(b￿l￿. forexample, aidtrainiry includestraining material& hercosts ir￿lude iThJired costs relatiNJtoemployee& officeaccommodatv)nand communication% %¥hKh hèvebeen allocètedtocostcate9oriesas de5cribvd bekiw. Rentsfrom operitionaltryJikling5 MeTthandi5ing FuDdrai5ing events 03 ¢X6 Support I05t5 repre5entindirertCOSts whith cannot beattributedtQ5pvcrfKadivr¢ie5but prowde theorganisational 5tttKturethatwèblesthose rti¥itE5 lotake pl￿e. iJ IndirertCOSt5 are alkKated orba 1sis conystwtwith the useof Te50urre5 ¥Ytththe proportion ofeach allocation basis ud ￿dr￿n9 depending upon IhetyFeofcosttotealkated. 5. In￿Stment Incom• 2019 Q4 'ry•irYrte4. JobRetY. pp irjps! Ren15from Inve51tneDtpioperty £48m funding received from theORS is strMx¥n in the SOFA wrfthin other charrtable as a sSngk amunt.The wage salary costs. su kN)rted by the QRS. of tlE 870 employee5 who weTe placed on furfough at some point during 2020 aTe shown Mthin the Iharitable attivitE5 within thith they u5uallywoKiThetsble belowdiffwentiate5 these c05t5tOshowa cotnpari50nto 2019ba5ed on operational activity only. 6.GrJnts rKeivable c￿ritab donation5 I￿4[￿5 2020 Totsl 2019 Tot 15eenote31 Wtyètosts 2020excluding wage¢OSts GovemmentSuprkntyiant £m Coronaviw5Job Retsntion Scheme Grantfr¢m NHsEn9￿nd ie NHSCadets 03 15.0 25.6 Otheryiènts 02 15.0 19.7 $19gJPkXKt ((m￿rnvnity5UWKYIpr(4￿nTh 103 7J 13 03 Thefdlowing grints.whKhireindudpdabove.aie T ouiied bythed¢nDrtts￿i￿dIV￿Uèl1y￿lSt1os￿d. Tr 2&6 22.7 35.9 Fitstaid £tno Am¢wnts ptyablÈ in rtlatthtOrethJfvJ T(hhrrr4Weamrfie5 OA (26) (c￿0￿a￿lUsComMuThrtysupWtFur 154 992 781 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 79

i_ &L_ -1 accounts -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 7.Toial •xpendliurt ¢onilnu 10.Employee Iil'Crmalion,continued Thea￿￿e￿&[0fper5(￿ernklQ￿II￿￿Iry paWktirneernk￿0)E￿<aI[￿1￿ted￿afv1FtyneqVWaIe￿tb￿5Is.an8tySed byfwdK)n.wa& Totsl expenditur¢indud¢s: 2020 2019 2020 1359 Operating lea5erenlal5'. Propetty lei5e5 Spotienlal hire5 Vehicle5and equipment FinanTrlea5eiDteie5t Gerwatingfu 32 12 1￿19 Q7 2Q20 2019 £m The audrtorfs remuneiation foi the audit of theseacctyJnts was £70.(KJO 12019. £93A￿l. N￿UdIt fees in relation to other aThJ alisory % totslling £3,100, in restErtof the auditof an annual 5tatanentto thecab'net Officere tod(K)rfvrKlrai5irby and 5pecrfKaddr¢ional assuratKe were also payabletothe auditorsduriry theyear12019.. £6,CWI. S(KiJl 5e(urityc05t5 47 474 Theab)¥trnoted cOStsirKI￿Jedirertemp￿yeeCOS11whkh are strKxn in note7. aswell èslndirettemployeecosts and employee support£osts. The att￿￿nI 5hownabovearediK105ed a5 the gr955 employnEnt [0515 payaweand incl￿2 £4.8m of5alaryco5t5forwhiih payments￿Ere Teieived fTom tIECOronaTr￿[￿5 Job Retention kheme.Thefyurea150 itKlude5 additional e￿￿0ye[defined benefrtpen5ion contribution5 payabletoTPTRetlTetnent SolutN)nsof £O.4m12019. £0.4ml. asrefeNed to in note 33. 8. Analysis of support costs Supportcostswrthin note 7.whKhindudee%temalcon5uttancYa￿1pr0i￿1m￿n¥jernentC￿5t5.￿ieaIk￿8tedtOlYit￿585apwry￿tv. Paymentstotynpby￿ included in sakriewa9esand benefits in ￿"nd. payable in ¢lation tothe tennination ofemploymentdurin9 theyeartolalled £3Jrn12019. £0.7ml.Thi51aTge paytnent 15dueto a redundarKyPfOgTamrne carried out due tothe impart ofthe Cwik19 pandemicon ouradivities. No pay￿￿tsarem¥JeIo¥oIunteerSeX£eptfOrthe reimbJtsementofexpen8esirKurred in perfom)In9thelr duties. Human le5¢)U￿e5 Central fina￿e Infon￿4 Teth￿ 2020 2019 Tot Governa￿e Managernent BL¥kfjng £m mpaiyhihgahd lèadshlp= 13 15 Dlivwingfirs¢ald= Fir51oid piovj5ion youthdeveloprneDI AmbulanceandtTln5PQrt5efwce5 Covi&19 5UPPQrt The numberofempbyeesdStJOhnw￿e<￿dUme￿ts(5a￿rIe¥￿age% benefits In kSnd and tem)Inètth paymentsbutexcludin9 pension contrSbu- tK)n51fell w(IhinttEfoll¢)wing bandsaregrven bekm. Tetrnination payments tnay irKlude ix)th contTKtual redundancy paytnent5 and otherexgratia 03 OJ 05 ¢X9 7J) 0.4 OJ 15 OJ 05 Q9 14 2020 2019 Cotnmunity5UPWtpiograrnn￿5 Eqwlppkn9thepuW 03 15 £(rf).(Y)1.£70A £79A￿l.£￿ OJ OJ Q4 17 Fir51iid pic￿V￿$ 0.4 ¢xi £￿￿7-£I{￿lIxX £i(Mxg)i-£i io Otheicharitaweachvit￿5 £11QIY)1-£12QIXK 43 £12QIY)1-£13QI £13QIN)1-£14Q 9. Net Ilossesll9ainson investmentassets £14QIN)1-£15Q 2020 2019 2020 Number 2020 2oig Number 201g Averige UnrealisÈdgainOnsÈcurit￿5l$tÈ n￿e 141 unreali5edlbs511gainon inve5trnentpiopety15eenr)te 151 ymen15 ymen15 £0 £(QW1.£7Qf Realisedll￿51Igalnon5ecurltles1seet1Ote 141 £70.(Y)I.£WMK> 29 30 45 30 £￿￿7-£I{￿lIxX 27 10. Employee inforn)ation £I(MIIY)1-£1 IQIXK 42 TheaveiagenUmbeiofpe￿0nsernplOyed includingpart-t¥npEYnkloYee5.￿lCvlaIed￿a￿￿w￿tb¥an￿￿ byfwKtww £12QIY)1-£13QI £13QQ)1-£14Q 47 2020 2019 £If￿lY)7-£17￿lx￿> 05 Charitaue artivities 1.753 £IMIY)1.£1gIIXK 57 Generatingfunds 23 92 Govemar 13 16 1￿7 1.792 In a&Jilv)rnduringtheyear. employer rnon c1)ntri￿tKInSIo a defined contrib￿l¢D scheme on behawefall ofthese empktyees amoJntedto pwximètety £343,(KXJ12019. £32&(KXJI. Furtherdptaib ofthe St*)hnArnbu1ancepens￿n Scheme ère setoutin note 33. 801 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 81

i_ &L_ -1 accounts -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 13.T•nglblt ffix￿ •sséts 10. Employee inlormation, wntinued Key management personnel Key managetnent personnel are defined a5the tru5tee50f the Priory, the diTertOT50f StJi)hn Ambulanceand the ExKutNe Le￿rshipTeafft of charty.Thetru5tee5 and director5 receive no reMunerat￿n except forexpen5e5 n￿esSarI￿ incurred during theperfoftnanie ￿tlE1r￿u¢￿>The memteisof the Executlve LeadershipTeam arelisted ¢)n ptye96. The total emolumentsof the key mana9ement personnel lsalaries.v4a9es and benefits in kind. including rension costs. reiminabon payment% employeT National Insurance contTibution5and payable). excluding expen5e5 nKe55arityinrurred duringthe performancedtheirdutie5.Ilwry theyearwere£l,191,OOOin relation to 9people12019. £1,101.0￿ in relabonto 8 people). Dffiation5 made bykey managementper50nnel during 2020were £2,7fy)12019. £5,4(M)I. Lon leaseho Short leasehold Free￿d VehKle5& Total £m At l Ja￿ary￿20 61h 17.4 39h 3n 4h Tran5fw5 At31 tknkn202 17.4 39B The trustees recve no remuneration for th1 se￿£t$ but ale ieimbursed expenses whKh e rcessarfty irKurred in the rrfmance of duties. At l Jap￿ry29 12.7 33.5 53.2 03 3£ The total of expenses lolatitHJ prirKipally to travel, subsi5terKe and acC￿￿rn￿a￿on1 in 20 20 wo5 £5,0￿1201￿. £42.(￿) rekts'ngto 9 trus¢ee512019. At31 Det¢th20X) 52 55.0 itbookY•h31 IlerembwYtrZO 50.4 12 12.Tangible fixed assets- heritage assets b￿ld1 Totsl £m NÈtLw)kvakOectmber2019 69.3 At 31 Dec￿ber20lg￿d 31 DÈtrmbei2020 net t(¥)kvalue Ofasset$thata￿ held underfinanceleasesat 31 De£ember2020was £l.3m12019.. £2.4ml.Thedepreciationattributabletothese 55etsduriry tIEyearwas £l.Im1201. £1.3ml_All a55et5 held underfinanie lea5e5 are I1755ified a5vehicle5and equiptnent. depr￿•￿tIO Al 31 Derembei 2Q19 Q4 2020 £m 2019 Charyef(wyeai Al 31 Deombei 2Q20 14.Invsfments-Stturl￿s Q4 Q4 N¢tbookvalue31 P￿rn￿er20]rI OA 2Jl Unittru5t 195 193 Netbookvolue31 Oe(ember2019 0.4 UnittrU5t5i￿￿rW)oth instrun￿ts{2o7￿.£Nllk The amountof depreciafjon chaid in 2020 in respectof hSstorfc buikjingsvias £40.LKK)12019.. £40.LYX)I. St John maintains appioximately 00.0￿ artefacts of which c.21KKI ale on public displty in the Museum and histor￿ buildiNJS cl the 5t John estate in Clerkenwell. The rernaining artefart5 ale held in 0rF5ite storage. The item5 held cover the complete narrative of tlE order. Irtmn tts I Ith ceTrtury foundations. through to extensive ￿la1 history iollKbon5 that chart the developtnent exphn5i0ri of St John AmbularKe. The colwion includes historic objects. archival holdings and a library. There is nochar9efoi admission to the Museum although bye do ch￿fer 9uHled touts and donations are welcorne. Further detai15 relating to the history i)f Stjohn and c{J￿￿K)n5 held bythe Museum are provided onthe Mu5eutrf5 website Iw¥vw.rnu5eumstjohn.org.ukl. The acqui51tion and di5potsI of artefacts is Catried out xcording to tIE Museum's CollertDn Ckneloprnent PolKy, fdkiw5 best txxtKe in line with the Museum's Ac£redlted status. In￿lntheUK lnve5Dne￿5￿5￿￿thevK 193 The Museum etnployees ale re5PQn5iWe for the care of collettK)ns and hwitsge a55et5. Detsikd recor<ls of are Mairtsit￿ It￿ a rdlin9 process of audifing colle£tiensand the updatin9 of recoidsconhnue ?n?n ?niq Fairvalueat l ￿V￿ry A(sYrti￿53t(oSl 195 16.2 s￿￿￿a￿ana1ySlSofhefit￿9eoSSettrJ￿S￿￿￿JllS 2020 2019 2018 2017 2016 1551 Depre(iation-h151otic building50nty Netunre4115edgiin515ee th9) Fw¥4￿•131 De¢eN 195 The èccovnting in olation to heritagea$5et5 15 described in rKlte l. Over the past five years, theTe have bven no purcha5e5, donations rKeived or di5P05a15 of heritage a55ets that have arrEnded the iarTring valup of heritage a55et5 held on the balance sheet. St John does riot Sell artefarts for financkil gal￿ atthough Some tninor iterris may iE di5[￿sed of in accordancewSth the Museum's Collertlon Devek)w)ent PolKyand the9u￿tI1r￿s0ftheMU$euM'sAsSoclali0n(0de of EthKs. A realised gain, rEtof 5Jlecosts,of £O.fMn1201. £12ml ar05efrom diskxisals arKI ha5 iwi incl￿e￿ in theSOFA as pèrt of tlEtOtsl gèins on investrTient assets lseenote9k 821 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 83

i_ &L_ -1 accounts -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued I&St+xks 2Q20 2019 ThevalLof thf￿1¢￿Ing wlyestments rewesthted mo￿than5￿thetrWd1Ue0sat3l (k¢ember202tr. At31 tk(ernir5t¢xkheldwwuntedto.' Fi￿￿KI￿nI￿￿(K1KIS￿￿lYjlWnent 2£ Favvalu 2J Bla(kRo(kChaiitie5UKEquityESGfund Bla(kRo(kiS￿reSNOrth AmeTiCall Equtyl￿eX FundciH550ac<umubting unit5 Bla(kRu(kiShare5Continenlal European Equitylndex FUnd(la550￿C￿rnu￿tiry unrts Bla(kRu(kiShare5hpan EqurtylndeXFu￿ da55 Dac(umulatingunits 3.425.128 &9 720.￿7 St(kexpen5ed duringtheyearwithin costof 5alesW05 £9.3m12019. £8.gnl. An impoirn)ent bssof £O.gn12019. £Nil I was iecognised awinst stock duringtheyeardue toslovl movin9 and obsoleiesiock.The impairment pritnarity related to PPE stoth5purcha5ed in thefirst haff of 2020when 5upplie5 werexarce. Supplie5 expanded and PTiie5 red￿ed 5ub5tantially lateT in 2020.TrE impaitnElltk)55 i5to hdd ¢IEremaining 5t(Kkatthe cutrent rEtreali5able value. No 5tIKki5 ￿edgE￿asse￿rity 05 ètthe baL)nce Sheet date12019. £Nill. 656228 270.827 Theyeaiendtsiivalueof5ecurilieS.a￿ h￿tOrical(05L i&5W 20k) £m 2019 17.Dobtors 2020 19S Trwkdebt(45 (Dst 110.71 JA TheintreaSe in thèrevaluati¢nSuwluSiSiÈfie¢tÈd in theSOFAwthinunrtaltsedgainsand ￿)&%￿5(￿ note 91.Theimpatton the revaluatVJD re5eNei5explained iDnote26. 13 16.3 15. Investment property 2020 2019 Awly$15of rnfjvemeThtsin investrnentproperty Cash and 5hortterrnJppDsit5 i￿lUdeS monE5 held in intere￿-bearIng bankèccountsaswell as monie5 hdd on 5hort-term dep051twith an initial matuiityon depoSit￿￿s1hèn threernnths Iseenote 281. 16.7 Asat 31 (kcemir 2020. r￿)fundS We￿ hekl ￿¥1th1n 12 monthterm deposrts12019. £10.9ml. £7.Om of deposits were hekl withln a95day noticedep)sit nal a￿￿ £12.9tn12019.. £16.7ffl1 i5cla55thed astlE￿Lu￿b0Trof inve5trnent property. Taxesardsockalsecurity H￿￿Y p Othercreditors The valuation amount has been appOrt￿ned between the Investrynt and ￿r￿nveStment partsofthe buildin9 usiNJthe relotwefi((areas attributable toeach elernent. Atthe end of2020thefourthfl(KJr ofthe propertywa5 reapkK)rtwedto opwational use ataiwTEdc05t (equal tott valuatlOnaS at 31 Lk(etnbeT 20201 of £2.9m. Accrua 4A Deferred ￿￿<see￿le21) The valuation was piepared in accordancewith the requirwnentsof tlE RICSvaluation-Gk)bal Standards 2017 ar￿ UKNatK)nal SUpP￿t￿ent effettive 14January2019 vlhich incoiporatethe IVSC International Valuation Standards Ithe'Fed BOOYI. as wdlas UKGerallyA¢£epted AccounknThJ Principles (UK GAAPI 102. 223 17 2thCreditorsfJlliTrg dwe after rn￿than one year The valuerfs opinion offairvaluewas prfmari￿derNed ￿￿n9 recent comparable mathettransactiMs on ami'sknwh teM)stoW￿l￿1lh oth valuationte(hnique5 A comparison of thevaluation of the investment propertyan¢J its hist￿[al cosfis sh¢)wn LEk)w. 2020 2019 119 1&7 lot l Januaryand al 31 Dewnbei ftev•lwlloTr5urWus 21.Deferred irKome Cou15e TheitKrea5e jntherevaluation 5urplu5 15 refie(tedintheSOFAwithin wreali5edgainsand b55e515 note91. &44nceat l JanwZQ iohi 35 32 fy7 841 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 85

i_ &L_ -1 accounts "astr" cc- -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 25.Tot•l funds 22. Finaniial conimitnients FUtu￿minimUm1￿ése￿￿td{Stttel¥è￿e0kland￿￿ybuI1thtys Tran5fe15 and re311(KOtKTrn5 l Jan 2020 Incoming 0th9rAng resour￿5 Investment Ik>55es 31 De 2020 £'wo 2020 2019 Lwes4bkh eX￿re￿#hIn Les5than oneyear Twolofiveyea Overfiveyear5 lkningb4¥dlingfdkyAship5 iWirrfJpuitha5e5and ￿pInte 217 207 Fvlureminynyrnoperatrryleasespayable rwnityore 57 42 Lalld & Veh￿￿& equiptnent La￿& buiklyrys VehK￿8 eqU1w￿￿t Total 2020 Totsl 2019 5w￿ryfvr 12481 17) 2.926 Less I￿n oneyear 4edKa1bththpurtha5e5wKlma￿¢enIrKe RLuff 219 I￿37 2.413 Twotofveyea 237 245 Overfiveyear5 Trainiryffu 30 323 GrawfrwnNHSE@andreNHSCadpt5 Kl.19gJpwKt ArtScw￿￿￿Y5eUMof$tjohTr 1209 FulurefflinynymfiJMnielea5epoyrnents Futuie minimum payments èsètthebalanceshÈÈtdateinrelatth tofinanteka5È>wwNTly￿￿tingtort￿artt%C 15461 7.758 Arnounts payablewithin le5St￿n￿eYe8r Q9 13 Amounts ptyablÈ betwÈÈntbvOènd five yeè G WandTtU5t 147 2A RLuff b￿￿tfu￿ 832 tkKwJs￿Kefvnd 107 23.Caplt?l etsmmltmentt 2019 £m Al 31 De￿￿￿T￿pItal(QmrnI1rnenl5CQntrade￿fQr8moV￿ts￿ lo.. Property Vehicle5andequipment 1M70 52 SJ pitalcommitment5primarityrdatetowt5ta￿1lngQrde￿f0ra￿TrYjl￿￿ceImob￿eIre3t￿wtCentreSand5vp￿y1VehK1e AmbJLIrKeh￿￿￿ts1t rxatyJCrwtht12022 2(M) 2(M) Unre5tnaed Rest[￿ed fvnds fvnd5 £m £m 24.Analysis oltotal funds fvnd5 2020 £m 2019 7W 7W TypÈofasset anduablllty 71.25 71.626 eitsoeassets Tots1degg￿￿1u￿ 71.25 72.326 Tongiblefixedis5ets SeturitieS 69.6 69ffj 693 19S 16.670 12.gY)I 12B60 I￿v￿tr￿e￿tprQPert￿5 Netcuiien1155ets 12.9 119 1&7 27.157 82ffj27 1933851 14eoi 2378 1B.297 &6 7.0 creditor5fallingdueaftertnorethanoneye3T 11.9> T•>1 un*Stii¢Whllbds 115m5 193J051 11.3901 Ir13WJ 1033 11U 120.7 120,657 92,348 199,2421 11A521 861 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 87

i_ &L_ -1 accounts tc" -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 25.Total funds, continued 29.Ch•n9sln ntdebt Investment gain5 ènd1055esari5e in re5ped of inveslrnentswhKh are IEld a5 Partof the re5trKted and endo¥YnEntfvnd a55ets. Tran5fer5 and realbcation5 betV4een funds arise frotn tTansfer5 between unre5trirted and re5tri(ted fvnds. itKluding dwestrKtK)n of fixed assets which have bEen pvrcha5ed utili51ng re5trtied fund baiinie5. Ertdowrnent funds 2020 movements Dec2020 2019 movements Dec 2019 10.3 14.4 <3.0) Endowmentfvnds repTesent'. Fina￿e￿Se￿I￿t￿x 12.6) G HdlandTrust- prowdes irKome to beused bya specthc unit of St John AmtrNj1a￿e in Kent 13.0 Luff benevdentfund-a capitalfund esrablished to 5UPPDrtrnwnbwsin case5 of hardship Doug Spencefund-a fund esfablished forthe iEnefitof Stjohn Arn￿lar￿e inGlouce5ter5hi Otherfunds-comprSseendowments heldat local level top10￿de incometo meet OF¢rniith)al reouiiemenik 30. Finanaal instruments De5ignatedlund5 Designated fund5 vthich are,exceptforthefixed asset reserve, expettedto iE spent in 2020 and later, represent. 2Q20 2019 Fund5 designated forthe building ofan ambulance hub in KwLfunded by thesale in 2020 of thef(￿Me[Ke￿IcoreHO￿eiKlIk￿￿g Fund5 designated fortheholdingof theGTand Council of the(hderof Stjohn, to beh05ted in EngLit￿ in 2022. Measured atarth5edco5ricomptlyngtrthdebt￿Q￿a￿IatheqUrya￿￿ts8￿ currenta55et1nve5tn￿Thts1 29ffj 263 lnsbvr￿ts￿?xr￿at￿lIvaIu￿thrQWhY￿￿A(am￿priyng Invest￿ts) 19.5 43.7 45 26. R•¥aluaflon rèsèr¥• 2020 2019 122 TherevalUationre5eryecompri5e5thefolbwngele￿Tht1whth ale hddwrthin unre5trKtedfvnd5 Afevthngcreditfacilitywth Santander plc wa5confitmed in ()e(etniw 2020.TIEvalueof thi5 basic financial in5trurnent s £10 milliori and theterm of t￿la(lIrtY is lhreeyeats.to December2023.with oryearextension optionsèttheend of 202) ènd 2022. Nofvnds weie drawndown frem thefacllity in 2020, norupto thedateof approval ofthe5efinancw15tsterTEnt I￿v￿tr￿e￿tprQpertY 93 OpÈiatK>nélfrÈeieseNeslex¢1L￿1ng1nve$lMÈnlpr¢P￿tyj mar9in ptyab￿0n amountsdra%vn down n$ I.85￿The arrangementfee on agreementofthefacilitywa50.51£50.OWI.Acommitmentfee of 4￿0fthe rnafgin ispayawequarterfyon thevalue ofthe undrawn faolityatnount. TIEfacility 15 secured bya legaliharge overthefreehold propertyowned bytlEcharity63 York Street mar￿ebOrE, Lon(k>n,WIH 1PS.This property ha5 a net iKX)kvalue of £2.(hn reco9ni5ed inthesefinancidl 5tsterrEnt5asat 31 (lecemiEr 2020. 12A The rnovetnent in the revaluation re5erveof £4.Om duringthe yearfrotn £16.4tn to £12.4m, yrithin unre5tritted fund5. repre5entstheunrealise ieduttion in 2020 in thefaii value of the inve5ttnent propertyof £3Bm ar￿ the unreali5ed1055on unre5trirted 5ecurthe5 I£Nill, le55the £OUrn impKforb the revaluation ieseNeef disposalsof unrestrKted securities. 31. Subsldlary<ompanl•s PrMxycth)trdsthehvocthnpanslisted kh)w. 27. R￿on(111a￿OTr of net income to net ￿$h from operating artivities StJthnAMi￿1arKe. a(haritsb￿C{xnp4nY.wh￿h i5the main opernting iotnpanyofthe Priory. Stjohn Atnbulance is a company limited by guaTantee nd dcsrKst haveany sha￿captaI.The Priw has undertakento contribute an a￿vnI not ex£eedin9 £1 on a winding upofStJcthn Ambulance. SupwtSiJohn Limited. è notrchèiTiaNe tièdin9 subsidiary ofStJohn Ambulantr.throu9h which èttivitts ale conductedthat are net compatible withthe tharftable 5tatU50f Stknhri ArnbukinTr. Taxable profitsaretran5ferredto Stjohn Ambulance vndeT grftaid. SuppDrt Stjohn Limited 15 companylimited byguatantee and doe5nothHve anysharecapital. Stjohn Atnbulance ha5 undertaken tocontribute an amount not exceeding £IOon awindin9 up of Support 5t John Limittd.A summary ofthe results of the subsidiaiies foi 2019and 2020. aswell asthea99re9ateamuntof theirasset¥ liakn'litE5 fund5a5at 31 DKE¥nberofeKh yearincluded inthe Stjohnaccounts, 15 Shown bdow. Net Incorne Adju5tmentslor. Nèt9èinondisrknèl¢ftsnyibleft%Èdassets LossesllgainsloninvestmentS Is (32) DiwdÈnd5.interestènd tÈntsfrominvestment5 Stjohn Arnbulan Support Stjohn Limited 19 2020 £m 2019 £m 2020 £m Decreasellincreaselin stotks IOA) £m Decreè*indebt 2.4 922 iozo OA In(Tea5elldeirea5el Incredi1915 45 Expe￿jrtU Netushlrornoper•¢lng•ctsvit Giftavj 28.Analysls of ush and Cash ¢gulvalÈnts Goin￿(k￿e5)￿l￿￿StrnEnt 2020 2019 1231 sh in hand 14.4 13&4 Totslc•JhTAbdr•shequh•lents Liabilrt Funds 1123 120.7 881 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 89

&L_ -1 accounts -d accounts For the year ended 31 December 2020. continued For the year ended 31 December 2020. continued 33. Pensioii sclieme, continu•d The Priory isassociated with themosrvenerable Oiderof theHospiral of StJohn of Jerusalem I'theOrderfl.ThePrioryis¢y ofa numberof autortr mou5 priorie5that fotTll the Order.Togetherwith the otherpriwe5throughoutthewoTld. ¢he Priory provide5finaniial sUPP(rttothe(hderof an arTK>untequal tothe annual running I05t50f theordei inthe prop)rtion of thenEtnber5hipofthe Priory relativeto thememikY5hip5dall the prKyie In 2020 thePrfory contiibuted £0.3m12019.. £0.3ml. Artvaitalvalvatrons continued TIE5therrEaduaryha5prepafed a fvll actuarial oluation a5at 30 Septernber2017.The fairvaluesof the Growth Plan'5 assets è5 atthe valuation teof 305eptemter 2017. as well èsforprevthsyeats. ale shown in Ihefolh)swng ta￿e.. The Priory isalsoa5SQ(kltedwith tIE Eye H05Pttèl.The pr￿￿c<￿tIlbUted £02m tothe Eye Hospital in 201912019.£02ml. 2017 2016 uryJ3te 2014 update 33. Penslon xhem• 795 857 793 5tJohTh Ambutsnc 19961 Penslon airaftgements St John Ambulance participates in the Grovrth Plan. Unitised Ethkal Plan IUEP)and F1exibkReti￿?wlI Flan IFRP).all ofwhich a￿ muhFti))pby pension plan5 provided byTPT Retirement SolUt￿n5. COntribut￿n$ paid intotheGrowth Plan up toand incI￿1ng September 2001 weTe￿d¢0¥￿￿1￿Pof1K4j1rtIeS FU￿1￿￿j The￿I￿￿l￿vat￿￿a5at3okpternber2O17￿V￿testaV31Ll￿.Trne￿tfyl aduati4 Yaluationwllbeorried QLrtaS3t30 Septernber202Q. 851 85.7 86.1 81.8 The Growth Plan Serie5 1, 2 and 3 aredefined berEfit5chetne5which provide benefitsto sorrE95OrKWS(Kiate(I pariKipats'ng errployet5. tt i5not possibleforthe charitytoobtain sufficient informationto identify theshareof V￿lerIY1n9Gr0￿rth Plan assetsarKI liabilities ￿￿nging10 indiwdual participating etnployer5.Growth Plana55et5arecTrmin9ledforinve5tment wrpose5 and benefft5arepaidfromttEtotsl Plana55ets.Tlvefore, tt Growth Plan 15 &counted foT a5 adefined cwtribution schetne. The scheme issubierttothe funding legislèiK>n outllned in the Pensions Act 2LNwhSch camelntoforce on 30 L)e£ember 2(N)5.This. tO9ethei wlth d(Kuments is5￿￿ bythePen5i0n5 RegulatorandTechnKal Attuar471 Standards 155ued by the Financial Reporbng Council. Set wtthefrarnework for fvnding defined benefit(KlUPHtiondl pen510n 5thetne5 inthe U Afulladuatial valuat￿￿ of tlE¥hemewa5 carried out at 305eptember 2014.Thisvèlvationshowed afvnding shortfall of £177m.Toelitninate this funding shortfèll. thetrustee asked participating employersto pay ￿drt10nal Contributions to the scheme. calculated at £13.Om. increasin9 by 346 perannumon l April yeai.fr¢)m l April 2016to 31 Klarch 2028. sub5equentty.an u￿ated full arluafial valuation of the5thetrEwa5Cètriedoutat 30Septem￿r20I7.ThiS valuation showed afunding Shortfall of £131m.Toelitninate thi5fut￿ln9 Shortfall, thetru5tee ha5 U￿ated the addthonal contribution ar￿unts a￿Ve and asked partKipatirig employer5to poyadditw)nal contributv)nstothe xheme.£olculated at £11.2m. incieasin9 by 3% per annum on l April eachyear. from l Aprfl 2019 10 31 January 2025. un￿sa£0￿ceSS￿JTr ha5been agieedTrMth thetru5teethetetrn to 31 January2025 apFAve TIE rKo¥ery pLin contrit￿li￿sarellK1tedtO eth parb(l￿tIng empl(ryer in linewith tIEire5timated 5haie of the Growth Piin Serie5 1 ènd Series 2 %herne liabilitie5. Membef5hip ofthe VEP, the FRPOT Growth Plan Serie54. all ofwhKh are (Jefined cwtribution KIEmes, i5rnadeavaikbleto rEwempW. Employees. includin9 thosewho ore In theGiowrh Pkn Serie$ 1. 2 and 3.Wh￿hare closed to newentrant havethe ty>tiontoswitch inthefutuieto anyof thethree KIEmesthatarecurrentlyavèilableto newefflploy&s. Member5hip8ndpen5ion contribution5 St John AtnbulaniepaidcontribUt￿nstoallthTee pknsat rate5 between 4%and l(86 ofthe qualttwng ppnsK)TraiAesal•yduring theyeor. MerniE paid contTibutionsgeneralty between 4% and l¢lbduring theyear.AuttrenToltnentof all employee5 into a pen5i0n plan (arne intoeffettfrotn 1 October 2013. Asatthe yearend. there were 1.257 employees12019. 1.4551 of Stjohn Ambulancewho were membets ofthe availableTPT Retirement SolutK>ns plan5, including 1,180 in theGrowlh Pbn12019 129n. The tetal pension contributions poyabletoTPT Retirement 5olutb)ns inielation to 2020. in£lLKling eMpbYeec¢)ntht￿tth5.v¥ere £3.9m1201 £4.LknI. The amount owing toTPT Retirement5olution5at 31 DKember 2020was £0.3tn12019. £0.3ml. TrEadditK)nal contri1￿rt￿5 required fv(xn Stjohn AmbularKe were iriitkilly at £345,CW ply annum fri)rn l Awl 2016, incTeasing at 3% per nnutn_Frorn l Awl 2020the atnount payable wa5£4W,(M))perannum. Frotn 1 April 2021 theomount Payab￿ 15 £411,000 perannum. Payments continue. increasiNJat 3% perannum. until 31 Januèry 2025. whe￿ theschemeis indeficit and the Part￿1patingtMp￿Yerhas a9reed to adeficit funding aryangement.the empbyerfe£o9nises a liabilityfoi thSs obligation.The a[￿U￿t rKogni5ed 15 the net present value ofthe deficitfedudion contributlOn5 rnade underthe agreetnent that Telate5 to the deficit. The presentvalue i5c3liulated using thedi5count rate dI￿￿sed in the a55urnpb'on5 in note 34. The unwinding of ttEdiKourit rate 15 rt¢e9nised asa finance£ost. Furtherdetailsolthe liabilTtyawealsogNen in note 34. Ce5501i(H)oImemiE￿thp Growth Plan iscla55thed asa1astrnaTh5ts￿1ln￿orlè￿ge￿Ent.The[efQre¢he(hèrty is pDtential￿ liableforotheT PartKipatlng ernployers, obligatity)srfthose employers aEuna￿e1o meetthtyr shaEof the schemedeficitfollowin9 withdrawal from the schert. Participatin9employers re legalty required to meettheii 5hareofthe KIEme defiritonan annuitypurcha5etsa515 onviithdrawal frorn the 5cherne. In thee4ent0f0cofflpletewt￿faW61fvOrnthe Growth Plan bystknhn Ambuiinieor rfTPT Retirement SolutKin5 werewound up, 5tJthn knibvLitKewoukl have a legal liabilityto Pay a 5haie ofthe Kcumulated defiritin theGfOWth Plan, a5 calculated on3n annuty purchase basis.The curyent conbn9enr Ikibilityforst John Ambulance. based onan attuarial estimareat 30 5eptemtei 2019. is estimatedat £5.5m130 September 2018.. £5Jrnl.Thi514itilityi5 afferted bychange5 in thefair value ofthe Growth Han a55ets¢Jue tOSto(k marketflKtUètiws.There is no intention on the partof5tJohn AmbulatKeto withdtawfromthe Growlh Han. The Growth Plan i5funded and 15 notcontiarted out ofthe state5Ihetne.The plan trustee rommi55K)nsa full aduarial voluabon of the Growth PL3n everythree years, with updates itFbetween.TheputP05eof the attuarwlvaluation isto deteTtnine thefundiry w5thon of the fyowth Plan by £ompaiing Ihe assets with the past serwce liabilitie5 as ai thevaluaiion date. Asset valuesaie calculated by refe[e￿e romètket levels. Acctued past service liabilities are valued bydi5(ountin9expectedfuturebenefit paytnent5uyng a¢Ji5CWTrt rate calculated by refererKetotlEexpeiteO futtbre investment retutn5. The rule5 of theGrowth Plan give thetru5tee the powerto requireemployeY5to payadditional cwtributK)n5to ensure thatthe 5tatutorylunding objecbve underthe Pensions Act 2004 15 rneL The Statutory funding objKtive i5that a s(hetneshould have suffic￿￿t455etstO tneet itspa5t servlce liabilitie5. known as technl£al provision A full actuarSal valuat￿￿ of the Gre￿h Plan was performed asat 30 kprember2017 bya professionoltyoualffjed actuaryusThJtheProJected Unit me1h￿.Thefi￿an(IdIa55ut￿PIl9￿5 vr￿edyIng thevaluatK)nswere a5follow5'. 2017 valu4 2016 wtste 2015 V￿e 2014 Investsnentretum p1+relirer￿nt 2h 42 I￿￿tt￿entre1UinpOM-retl[e[nent 34. Pension contributions liability 22 2020 £m 2019 £m In determining the investment return a55umptions,the tIU5teeconsidered ￿¢￿ana1 a(fvKefelating tothe probatylrfy ofathievirKJ parbculaf ￿Ve150( investment retum.Thetrustee has incorporoted an element of piudence Intothe we-and pOSt-￿tireMent investment retum assumptiw% such that there 15 a 60%expect3tionth&tlE Qtuinwill be in excessofthata55Utned and a 4￿chan(ethatthe relumwill bp kiwerlhanthata55urrEd ￿rts next 10 years. 2A Amwnt5ts11iryikE¥rithin (￿year(Seeth 191 A￿nts￿lI1￿(M￿afte[r￿th8Th(￿j%ar{See￿2o1 2A 901 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 91

&L_ -1 accounts -d accounts For the year ended 31 December 2020. continued 34. P•n$lon ¢onirlbutlons Ilabllliy. ¢ontlnu•d For the year ended 31 December 2020. continued 3& Comp•ratlv r•sultsforthè yearnded 31 Dt¢embw2019. bytype of fund IIIIRectyKliatlrJnofiynlng•nd d05ingpwv15ky￿IQlIIkngtO4d¢I¢lWlp¢Thsi￿￿tr1￿rt￿￿S Re5trided endowment fvnds 20X) 2019 Un￿￿tte￿ fvnd5 2019 Total Note Pl￿￿￿10n èt 1 JènLWy Deh¢it¢ontTiiyJt1on￿Ml IOA) (OAI 16.9 RtrmEa5uremEht5-irnpa¢t¢fanythanyÈ inassumptions ProvI￿On•t31 1)e¢4mber --blc J¢tivA Ile4werfjTrgfirstafjd: 2020 2019 72 12B 12.8 mea5urement5-jfflwdofanychangelna55umpt￿s TotslcortrewThiJed In51•ternentolFiwncknlAtht (oMmunty5UW￿rt1Yo9Tr￿rnes Trainiry 12.7 31 31 tCEmber 2017 31 Lkc•bber 2016 81JJ 2019 2018 %pei Dixounl iote used 027 1.75 Net93￿￿{Iv4w>5￿1OfaSSets The discountrate$ Shown above èretlEequivalent sirKJlediscount rate5 which, when usedtodiscountthefuture recovery plan ¢￿t￿ty￿K)n5dUe. wwld givethe resultsas using a full AAc¢)rptate bond cuNe to d1xtyJntt￿ same ￿(OVery F4an contribu￿) Totalotlwincoxr Iv) D¢Mt¢ontributh155thedwle 99 The following schedule detai15 thedefiCitc￿InburIonsagree￿ between Stjohn Amlxjlance ènd theGrowth Plan atea(hyearetKI tvKxl.. Ampyntsyy•b1elTre•thfvturey￿r¥>lfthebth￿eJh¢ 2020 102.4 2019 Yeér I 397 Year2 421 Yeér3 433 Yeér4 433 lle1￿11￿9fiT5l1fjd. Yeérs 37 24.5 25.6 Yeér6 37 19.7 (oMmunty5UW￿rt1Yo9Tr￿rnes 5tJohn Ambulance must ￿09n1a liabilty tneasuredasthe presentvalueofthec0ntribuDon5ptyab￿tt￿1lrisefv0rn the￿fiCtI reco%Ery agreement and the resulting expense In the Snc¢)me and exFend((uie Kcount Ithe unwindlng ofthe dIsctyJnti3teasafinar￿e£o5tlntheF*rth￿ in which itarise51. Trainiry 35B 35.9 113 97h 99.1 1065 108.1 TTrn5fvsbethenfvnd5 25 123 Fund balafKe5at l January2019 FUNIJBALANQSAT31 I>ECEMBER2019 25 120.7 921 The Prloryof EngLand and the IsLands Annual Report and Accounts 2020 | 93

Royal patrons, priory council of trustees, management and principal committees

Royal patrons, priory council of trustees, management and principal committees

Royal Patrons

HM The Queen Sovereign Head of the Order of St John HRH The Duke of Gloucester Grand Prior HRH The Princess Royal Commandant in Chief (Youth) St John Ambulance HRH The Countess of Wessex Grand President

Nominations Committee

Chair - Surgeon Rear Admiral Lionel Jarvis CBE KStJ DL

Mr S Bell (appointed 1 November 2020)

Ms M Boland CStJ

Mrs A Cable MBE DSU DL

Mr J Dempster CB OSU

Priory Council of Trustees

The names of the members of the Priory Council ofTrustees who have served since 1 January 2018 and the senior executives are set out below. Details of the key committees of the Priory Council are shown on pages 95 to 96.

Surgeon Rear Admiral Lionel Jarvis CBE KStJ DL Prior*

1,3

Mr M Messinger LVO KStJ QPM DL Chancellor*

1,3,6

The Very Reverend Dr Nicholas Frayling KStJ Dean*

1,6 Retired 25 June 2020

The Very Reverend Dr John Hall KCVO CSU Dean*

1,6 Appointed 25 June 2020

Mrs A Cable MBE DStJ DL Chief Commissioner*

1,2,3,7

Mr S Frost CSU

2,4

Ms J Gough OBE OStJ

6

The Very Reverend Dr Nicholas Frayling KSU (retired 25 June 2020)

Ms L Gordon (appointed 1 November 2020)

The Very Reverend Dr John Hall KCVO CStJ (appointed 25 June 2020) Mr P Herbage MBE KStJ

Ms S Lowndes-Jones MSU (retired 25 June 2020)

Mrs E Mackinlay MBE DSU (retired 1 November 2020) Ms J Mark-Richards (appointed 1 November 2020) Mr M Messinger LVO KSU QPM DL Ms S Morgan MStJ (retired 25 June 2020)

Sir David Hempleman-Adams KCVO OBE KStJ DL

Mr N Wood MBE OStJ

2,5

Audit and Risk Committee

Priory Secretary

MrTHyun Mr M Scott-Pearce

Appointed 28 July 2020 Appointed 26 November 2019, resigned 28 July 2020

Chair - Mr N Wood MBE OStJ (appointed as Chair 21 October 2020) Chair - Mr D Springthorpe MSU (resigned 15 October 2020)

Mrs A Cable MBE DSU DL (appointed 30 October 2020)

Mr S Frost CSU

Mr R Harayda (appointed 9 October 2020) Mr S Hargrave Mr J Hayes Ms L Smith

  1. Member of Audit and Risk Committee

  2. Member of Remuneration Committee

  3. Member of Finance Committee

  4. Member of Fundraising Committee

  5. Member of Heritage Committee

  6. Member of People Committee

Remuneration Committee

Chair - Ms J Mee MStJ

Mrs A Cable MBE DStJ DL Surgeon Rear Admiral Lionel Jarvis CBE KSU DL Mr M Mansigani OBE* OSU Mr M Messinger LVO KSU QPM DL

*OBE awarded in The Queen's Birthday Honours 2021.

Finance Committee

Chair - Mr S Frost CStJ

Ms R Foreman Mr M Gibbons CSU Mr M Mansigani OSU Mr J Macnamara CStJ TD VR JP

Mr D Springthorpe MSU (resigned 15 October 2020)

Annual Report and Accounts 2020 I 95

94 I The Priory of England and the Islands

Royal patrons, priory council of trustees, management and principal committees

Fundraising Committee

People Committee Chair - Ms J Mee MStJ

Chair- Dr D Reeves OSU (appointed as Chair 21 October 2020) Chair - Mr N Wood MBE OStJ (resigned 21 October 2020)

Chair - Mr N Wood MBE OStJ (resigned 21 October 2020) Mrs A Cable MBE DStJ DL Mrs M Coleman OStJ Mrs M Coleman OStJ Mr C Frederick Mr K Munday OStJ Clinical Committee Mr A Taylor Chair - Professor Sir Keith Porter Ms L Wallace OStJ Dr S Davies OStJ (appointed 1 August 2020) Mr A Wapling CStJ Colonel Professor I Greaves OStJ

Mrs M Coleman OStJ

Dr D Reeves OStJ

Ms V Storey OStJ (resigned 1 August 2020)

Mr S Verdon

Mr A Wapling CStJ (resigned 1 March 2020)

Major R Webber CStJ

Heritage Committee

Commercial Committee

Chair - Ms J Gough OBE OStJ

Chair - Mr M Mansigani OBE* OStJ

The Very Reverend Dr Nicholas Frayling KStJ (retired 25 June 2020)

Mr R Harayda

The Very Reverend Dr John Hall KCVO CStJ (appointed 25 June 2020)

Mr M Messinger LVO KStJ QPM DL Dr J Warren OStJ

The inaugural meeting of the Commercial Committee was held on 4 May 2021.

*OBE awarded in The Queen's Birthday Honours 2021.

Principal places of business and advisers

The Priory of England and the Islands

St John's Gate St John's Lane Clerkenwell London EC1M4DA 020 7324 4000 stjohnengland.org.uk

St John Ambulance

27 St John's Lane Clerkenwell London EC1M4BU

020 7324 4000 sja.org.uk

Support St John Limited

27 St John's Lane Clerkenwell London EC1M4BU

Auditors

Grant Thornton UK LLP 30 Finsbury Square London EC2A lAG

Bankers

Barclays Bank PLC 1 Churchill Place London E14 5HP

Investment managers

BlackRock Investment Management (UK) Limited 12 Throgmorton Avenue London EC2N 2DL

Property advisers

Daniel Watney LLP, Chartered Surveyors 165 Fleet Street London EC4A 2DW

Solicitors

Bircham Dyson Bell 50 Broadway London SWlH 0BL

Insurance brokers

Executive Leadership Team

Mr M Houghton-Brown OSU, Chief Executive

Ms S Duthie, Director of Priory Affairs

Mr S Foster, Director of People and Organisation

Sydney Packett & Sons Limited Salts Wharf Ashley Lane Shipley BD1 7 7DB

Mr M Fox OSU, Director ofTraining and Enterprise, resigned 30 November 2020

Mr T Hyun, Director of Governance, appointed 30 March 2020

Mr R Lee MBE MStJ QAM, Chief Operating Officer

Ms R Mauger, Director of Fundraising

Mr J Radford, Director of Strategy and Communications

Mrs Y Smithers, Director of Finance and Resources, appointed 28 July 2020

Mr G Woods CSU, Chief Business Officer, appointed 1 January 2021

Pension fund

TPT Retirement Solutions Verity House 6 Canal Wharf Leeds LSl 1 SBQ

96 I The Priory of England and the Islands

Annual Report and Accounts 2020 I 97