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: 

- y By **delivering** as volunteers and first responders and as a trusted partner to the nation’s health services, creating opportunities to use the skills we learn; 

- y By **learning** through our service, engaging with communities about their health needs, listening to supporters, customers and all St John people about their experiences and through striving to lead standards; 

- y And by **educating** to enable: safer workplaces, more resilient communities and improved health responses and to inspire every generation to have confidence to act when faced with a health incident. 

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. 

- y Simplicity and specialism in our response to the pandemic, focusing the charity’s efforts on what only we could do really well and engaging partners in that approach. 

- y Solidarity in galvanising a unified organisation behind our pandemic response and engaging the generosity of existing and new supporters and donors behind that shared purpose. 

- y Speed to stand up our response and its command structure, speed to create a meaningful fundraising appeal, speed in our advocacy that brought government support for our continued delivery. 

- y Ensuring the sustainability of the charity, in these difficult circumstances, became ever more urgent, this necessitating tightened financial controls, redundancy, a review of estates and firm adherence to our programme for recovery. 

- y And most importantly, the sacrifice of all the St John people, paid and volunteer, who put themselves in harm’s way to treat others; and the sacrifice of those working harder than ever behind the scenes to keep them equipped and to keep the charity running. 

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. 

**6  |** The Priory of England and the IslandsSt John Ambulance 

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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** 


**----- Start of picture text -----**<br>
  January – March March April - June<br>An emerging  The nation   Covid’s<br>pandemic   locks down first wave<br>Business as usual  Transforming  First wave response<br>(Page 15) to deliver  and resilience<br>(Page 17) (Page 19-26)<br>**----- End of picture text -----**<br>


**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:** 

   - Selection of our National and Regional Cadets of the Year who inspired us with their stories of the confidence they had gained through their time with St John and the courage it had given them to act in times of crisis. Their year would not turn out to be the one they expected as our youth activity became restricted but their resilience as ambassadors for the charity and champions for their peers was undiminished. 

- y 

   - The completion of our Heritage Conservation Management Plan, setting out a bold vision for our responsibility towards the historic estate of the Priory of St John in Clerkenwell and its connection to the heritage of the charity across the country. Later in the year, we completed a project to improve the lighting within the Priory Church’s eleventh century Crypt, to transform the experience for visitors engaging with the rich heritage of the charity. 

- y 

- y Approval for the roll out of a new wireless network across the St John estate, as a key part of our planned programme of technology transformation. 

   - And the closure of the St John Care Home in Whitstable. Closure was not an easy decision, but it was the right thing to do to ensure the best care for residents into the future. We recognise that it was a challenging time for residents and their families and we worked closely with them, staff and with relevant authorities to ensure the safety and dignity of all involved in the process. 

- y 

## 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. 

Annual Report and Accounts 2020  |  15 



**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:** 

- y **1,933** new operational first aiders and advanced first aiders 

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. 

- **1,462** radio operators and loggists 

y 

- **771** ambulance crew (essential education). 

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. 

Annual Report and Accounts 2020  |  17 



**A ril – June p** 


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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. 

- y We provided additional ambulance capacity when NHS Ambulance Services were stretched beyond any past experience, reducing the impact on patients in need of urgent attention. 

   - We enabled key services that underpin our health system, like the national blood service, to continue, ensuring delivery of thousands of lifesaving blood donations. 

- y 

- y And our volunteers in hospitals boosted care to patients in need and helped free NHS staff to focus their skills most effectively. 

## **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:** 

- y **Continuing to care for homeless people in Sussex** , adapting operations to meet Covid-19 needs and working with partners to expand that operation to Greater Manchester. The Bolton Homeless Outreach Nursing Team collaboration would go on to be highly commended in the best partnership solution improving patient safety category of the Health Service Journal’s Patient Safety Awards in November. 

- y **Acting as Community First Responders in London** (where they were on duty on over 6,600 occasions through the year for both call outs and supporting 111 call taking and logistics) and the South West (giving thousands of hours service each month); and as Unit Responders in the West Midlands. 

- y **Supporting the Primary Care Network in Birmingham** through providing cars and first aiders to assist on-call GPs on calls. 

- y **Continuing to deliver our pilot falls services** for example, in Wolverhampton. 

- y **Delivering a range of patient transport services.** 

**“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: 

- y **A freeze on recruitment and projects** , including leadership development, new youth programmes and phase two of the new volunteer onboarding project. 

- y **A programme of 181 redundancies, the majority of which were, as a result of an extensive consultation and engagement exercise, voluntary.** In addition, 30 posts were removed as staff transferred across from our Training Enterprise to our Ambulance Operations following re-training. 

- y **A review of our property estate, led by senior volunteers, with over 100 properties identified for closure and sale.** Three volunteer-led Commissions have helped to ensure that this challenging process is one that is focused less on the loss of a building and more on how to strengthen the presence and support for each local St John unit. When the Commissions report in 2021 is published we expect to see a range of recommendations that will allow the charity to grow its local presence and community impact. 

- y **Tightened financial controls on spending,** including reduction in mileage allowances, cancellation of procurement cards and cancellation of travel permits. 

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: 

- y **52,000** people had registered for our online learning portal (compared to 1,700 pre-lockdown) 

- y **75,000** first aid courses had been accessed including 

- y **24,300** workplace refresher courses completed 

- y **16,400** paediatric and early years first aid training courses completed 

- y **24,900** bite-size first aid modules accessed 

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** 



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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. 

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## **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.** 

**32  |** The Priory of England and the IslandsSt John Ambulance 

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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.” 

**34  |** The Priory of England and the IslandsSt John Ambulance 

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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.** 

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## **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. 

38  |  The Priory of England and the Islands 

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 Pilot new initiatives (Young Responders and Health Citizens (for 18-25s) as well as developing out transition offers. 

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

   - Develop plans to grow our public recognition of the scope and value of our work with young people culminating in a celebration of the **Centenary of Cadets in 2022** . 

- y 

- y Develop and begin to deliver in earnest a Community Resuscitation Strategy in partnership with others. 

## **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 

- y Continue our drive for higher standards of event healthcare across the sector when mass public events return. 


## **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:** 

   - Design and roll out the first phase of our Change Portfolio, likely to include a Shared Services programme, digital patient records and support for improved volunteer experiences. 

- y Review and adopt the recommendations of our Unit Futures Commission on how to strengthen and grow our local units. 

   - y 

- y Take the learnings from onboarding airline crew and vaccination volunteers to reshape volunteer experience of recruitment. 

      - Deliver a brand campaign alongside our vaccination deployment that delivers an increase in public engagement in our mission. 

   - y 

- y Work with partners such as the Royal Voluntary Service and British Red Cross on introducing a volunteer passport to ease barriers to onboarding. 

      - Adopt proposals made by our Presence and Visibility Commission to enhance the connection between St John units and the communities they serve. 

   - y 

- y Continue to engage with St John people on their experience of the charity and improve how we connect with them. 

      - Develop and roll out our fundraising products that support the charity’s overall engagement strategy. 

   - y 

- y Support the International Order of St John in its role providing an important global network of support and shared learning against our shared mission. 

40  |  The Priory of England and the Islands 

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 -----**<br>
Change in perceived risk<br>Key risks summary<br>in last 12 months<br>**----- End of picture text -----**<br>


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

- y A Finance Task Group, increasing direct dialogue between the Chief Executive, Director of Finance and Resources and the Finance Lead trustee directors has helped ensure that financial decisions continue to be considered strategically and there is strong director engagement. 

- y Programmes of redundancy, property closure and sales and project review have helped control costs. 

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: 

- y An updated clinical governance framework was approved at the start of 2020. 

- y We continue to drive increased consistency of practice across our operational activity. We make efforts to learn from incidents that occur and have identified the need to support a learning culture at the heart of what we do. 

- y Our Clinical Governance is overseen by our Clinical Governance Committee, providing rigour and assurance to trustees on our approach and the related risks. 

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. 

- y During our response to Covid-19, we established a robust daily dashboard to help inform our decision making. 

- y A broader piece of work has been undertaken to develop a data strategy which will be a key enabler for making improvements. The strategy is expected to articulate key principles that should be followed, identify inter-dependencies and provide a roadmap for improving both the quality of data, as well as its use. 

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. 

- y A strong Executive Leadership Team is in place, with a review of its effectiveness and development of further skills needed. 

- y The change skills and experience of the Executive Leadership Team have been enhanced through the appointment at the end of 2020 of two new roles, a Chief Business Officer and a Director of Change. 

- y We are introducing overall portfolio management to ensure that change is timetabled effectively without over-extending the capacity of the organisation to cope. 

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 We have put policies and procedures in place for operational activities, with national and regional teams to support our people as and when incidents arise. 

- y We have identified the key areas that may generate risk, and these are subject to monitoring and reporting at director level, as well as inclusion in the charity’s risk register. 

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. 


**----- Start of picture text -----**<br>
Annual Report and Accounts 2020  |  45<br>**----- End of picture text -----**<br>


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. 

- y These were critical channels for engagement in the programme of necessary organisational change and redundancy during summer 2020, with countless ideas adopted from those brought forward to support the future sustainability of the charity while limiting the impact of change on our people as much as possible. 

- y The creation of three volunteer-led Commissions to steer our approach to reviewing our property estate and its ultimate reduction has been key to positive engagement on a challenging topic. 

- y The reintroduction of regular charity wide Pulse surveys and follow up “deep dives” is enriching our understanding of the experience of St John people and creating momentum behind actions for positive change. 

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: 

- y Development and delivery of our Values in Action programme which aims to ensure that we grow as an inclusive organisation while ensuring that the volunteer and employee experience is at the level required. 

- y Our volunteer experience programme, which includes rolling out recommendations from the Unit Futures Commission. 

- y Further rollout of our Celebrating Communities initiative and our Equality, Diversity and Inclusion (EDI) network. 

- y Continued commitment to increasing and promoting resources aimed at supporting the wellbeing of St John people, including as and when a transition back to workplaces is allowed under government guidelines. 

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: 

- y We introduced a new data management information system for tracking and managing safeguarding causes for concern, which became invaluable in supporting the team to work remotely during the pandemic. 

- y During the first wave of the pandemic we kept up our flow of advice and learning through beginning weekly topical briefings on safeguarding issues and guidance to support the delivery of virtual unit meetings to ensure a safe and supportive online environment for St John people to engage with each other. 

- y We have continued to deepen connections between our safeguarding and operations teams. 

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





















































































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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 finar*ièl 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.
M*CommanderiesofJew. 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
9er*iaied 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 the<onclusion thètthecharity hasèdequ*e resources to
continue¢)peratin9foi thef0reseeèblefutu￿.
secoThJ national lockdown. stsrtiNJ on 5 November2020. has not519nthcant￿ impacted ourabilrtyto deliverfirstaid trnining and has rnt materfally
atteredour projKbon5. tkjring lockik)wn and in local areasof eKalatiori it 15 e55ential that5tJthn Ambulanceareable tocontinueensuring through
ttaining thate55enthil wotkpkce5 havequalffiedfi￿l Hidpt5to keep thosewoTking safe.
AcreditfKiltyof upto £l(hn ¥Ytlh Santsnderpk 15 now in place, initiallyex￿rirWj in L)e(ember 2023. At thetirneof 51gnitYJ thefinancial statetnent5,
Ihefacility has been requi￿ 10 beélawrdo￿ThaDd this isexpected to remain the position ovei the peri(￿ of theforecast.we anticipate that the
gieedtscilitywill notberequiiedto be used but itwill tE there if needed.
Atthe￿￿etr[ne, tIEvalvpoltlE inve5trnent w)rtfolio hekj a¢theYearend￿a5 £14.1m, enabling tIE w0V￿10n￿f addit￿n)If￿ndS if required.
StJ¢hnalso hassubstantial reserves hekl in thef¢¢m ￿property3nd an estates strategy hasalsol)een a9reed in piinciple.Includin9 a pro9rammeto
sdl several wopert￿&The propertY5a￿sareinter￿e￿ to increase the ￿ve19f re5eYve5 Hnd to reduieongoing expenditure requiretnent& Such 5ale5 a
rK)t a requirefflentforttEcharityto beawetocontinue in operation a5 a going iorKern.
Thetru5tee5 have ion5idered theforeca5t.the 5en5itwitE5 l¥vhiih indude Hn a55e55tnentof the impattof a 50%Tedu¢tion intraining attivityf¢T Six
monthsland the current p0srtion.whi￿the￿ Is a heightened levd of risk inthe curTent financial environmenl and a needto both sell property assets
nd a[h￿Ved futureoperationa15urFIu5 in orderto replenish re5erve5, the overall leve15 of assets hew bythe Iharity rernain strong.
Taking all ofthe aixwe into Kcount.the ttU5tee5havea reasonable expEttatK>n 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 ft*mbership wjhts in St John Aft*sula￿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 liabilit*s. 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 ir*ome 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 Prlwbel*vesrohavethe most wJnrfKant inwtontt*annual 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. Ir*rea5irKJ 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 exper*ncewith 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 isdeerf*dto 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 Lx<ufs. Balance sheet item5 aretranslated atthe late ruling atthebal-
ancesheetdète.GainsonexcharvJe 0￿rec￿dedWllhin other irKomeand losses¢)nexchangeare ￿Orded ￿th1nthe ath￿tytOwhq£h they ielate.
The cost of maintenarKe and repair of heritage assets isexpensed in the year i￿u￿￿.
A55ets hew ur￿e[finanCe ￿aSe$and otlEr5itnilariontTdrt5.which providefoT right5 approximating toowner5hip, aTe tieated a5 if purchased outright
nd tIEcaixtal eknnentsof tlE5e Obliga￿nSare rKorded a5 liabiircie5.The chai9etothe SOFA is iepre5ented bydepreciation, which 15 tharged in line
wTih Ihecharwsaccwnting poly.and interest.Theinterestis overthe ￿8$e period inordei toprovide forèconstantperithYKchargeon the
baknreofiapitsl repayments outstanding.
TIEaggregateTenta15 pay0b￿f9Tope1Oting leè5e5aTeexpensed on a straKJht line basis in annual instalrnentsovertheteTmofthe lea* including any
infl￿1 rwrt4ree PWKKI.
h.Tangiblefixed a55¢t*d￿rKi•Il0nandImPairM¢nl
Freehold land 15 stated atC05t.
OtheTtsri9ible fixed a55etsarestated at (051 less &cumulated depieciation.
Minoradditions te fixed assets.definedas thosecesting less than £IO.LKKleach. areexrensed in theyearin 1￿cO￿ls1￿C￿re￿.
Donated fixed assetsare biou9ht Intothe 2Kcountsattheirestimated faIr¥al￿althe1lmeaf acquisition.
Gainsonthe disposal of fixed assets. representin9 the excessof net preceeds over net bookval*.are reco9nised in the%)FA%￿h1n othts irKtyne.
Depreciatlon 15 providedto WTlte off tlEc05tof a55ets byequal annual in5talmwt5 oveithwre5tirn6ted v5dul 1we5o5folo￿'.
Freehold land
Not depr￿k7ted
Sthhn isabletopartially recovervalue AddedTa¥ on purchases. Ir￿0verab￿vaIueAddedTaX is included inexpendfture.
NoC(wtatiwTdx i5due on profrt5ari5itKJ from tharttable KtwitE5.
Tax 1redits.tsx dedurted from irKomeand ieceipt5 undprdeed ofco¥enantorgrft a￿ recorded on a receivab￿ basikThey èie included as partof
Iheincty￿etOwhi(h ￿late.
Freehold ènd bng leasehold buildings
Short leè5ehold buildin95
50 yeais
feof lease
Funds
Leasehold improvements
Shorterefremalnlng lifeand Ioyears
Endowrnent fund5 dre capital fund5 wherethe capital must bp PTe5wved altlK)u9h the income may bespent.The income may beaddpdto ostricted or
Ullfe5tritted fvnd5 deper￿l￿g on thetertll5ofthe￿9inal endownEnt.
Re5ttKtedfvndsarefund5thHthave re5trittK￿5 imp05ed by￿0￿r5 ar￿ can onty￿ èppliedfoithe particular purpDse5 bythe don(Y
De5ignaled furY15 areunre51ridedfUnd55eta5￿efor 5pecthi putw)5e5 bythe tru51ee& They include an arTK>untequDialentto 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￿el*lweenfu￿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 t*Jokvalue.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 movery*nt. 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+9a<b•s
2019
7.TOta1*wndl￿r•
thre£t
Dunalionsand grfts
141
port¢Dsts
See ntste8
£m
tD5ts
£m
tosts
£m
I￿p￿latI￿ OtheiCOSts
£m
£m
2020Total
£m
2019Totsi
£m
Legacie5
&9
14
Grantslsee AotÈ61
73
Youth sU￿tr￿tIOns
th4
6h
25
OA
Trtdity5Lthi(liarytosts
3. Income from tharitable aclivities
Giant5
15eetKTrte61
2019
sn
52
25.6
pellvthfi9frt•￿..
Fir51 aid provision andyouth deVelOpTh￿￿t
AtnbulanceindtTin5PQrt5eM￿5
Covid-195UPPOrt
c￿￿munIty5upPOrtpr0glOmMes
Eqwlpplngthepuwk:
25
02
32
162
73
42
nrnuntywxKtwogpmrne5
03
4.4
4.4
Trainiry
22
83
26.6
35.9
0.4
03
Amwnt5payableinrelitwto
23.4
2>4
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)IK*s 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•rtr*dln9 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 1*sis conystwtwith the useof Te50urre5 ¥Ytththe proportion ofeach allocation basis u*d ￿dr￿n9 depending upon
IhetyFeofcosttotealk*ated.
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￿afv1Ftyn*eqVWaIe￿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￿8tedtO*lYit￿585apwry￿tv.
Paymentstotynpby￿ included in sakrie*wa9esand 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 lèad*shlp=
13
15
D*livwingfirs¢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 r*n*on 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 rec*ve no remuneration for th*1 se￿£t$ but ale ieimbursed expenses whKh *e r*cessarfty irKurred in the r*rfmance 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
i*tbookY•h*31 IlerembwYtrZO
50.4
12
12.Tangible fixed assets- heritage assets
b￿ld1
Totsl
£m
NÈtL*w)kvak*Oectmber2019
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.Inv*sfments-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 chai*d 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
ThevalL*of th*f￿1¢￿Ing wlyestments rewesthted mo￿than5*￿thet*rWd1Ue0sat3l (k¢ember202tr.
At31 tk(erni*r5t¢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$15of rnfjvemeThtsin investrnentproperty
Cash and 5hortterrnJppDsit5 i￿lUdeS monE5 held in intere￿-bearIng bankèccountsaswell as monie5 hdd on 5hort-term dep051twith an initial
matuiityon depoSit￿￿s1hèn threernnths Iseenote 281.
16.7
Asat 31 (kcemi*r 2020. r￿)fundS We￿ hekl ￿¥1th1n 12 monthterm deposrts12019. £10.9ml. £7.Om of deposits were hekl withln a95day noticedep)sit
<tyJnlwith 5antarthpk12019. £NiQ. knhdepoytsoietreated a5 aiurrent a55etinve5ttrEnt and excluded fvixncè5h at bankand in hand.
Tran5feito operitionalfixed a55et5
.91
10.91
FJlrvalweat31 ijwefflber
119
16.7
20?0
Stjohn ha5 one inve5ttnent property, which 15 adjacenttothe Museum ofthe Orderof StJ)hnat StJohn'5 Gate.The tnajority of 5pKe irithe bU1￿1￿j is
to third partie5, but ita150aicorntnodate5the National Headquartersof Stjohn Arnbulanie.Thecarryingvalue of the property 15 split intotwo
separaie elemenis.That part ofthe buildin9 wh￿h is let to third parties is included inthe batsncesheet at faifvalue. whileihai part which is used byst
JohnArnbulance foroperational puip05e5 15 carried in thebalance 5heetatC05L ￿5$a(CUMu￿Ied depreriation,in tangib￿￿￿ed a55ets.
19. Creditors fallln9 du*T•Athln one
Tr*creditors
Obfigath)nsUnderfinxtt￿Ses
OB
PtiisioncMlriFNjtKY￿1see￿kn34}
The freehold inrerest in rhe propertywa5 valued as at 31 December 2020by Danielwatney LLP. Chartered SvThtyots. a fim)of inthpenOty)t valvers.The
total valuation of the building a5 at 31 OKember 2020. including both theoperational and inve51rTEnt elernent50f the property. ¥v35 £28.Om1201*.
£30.8tnl. Of this amounL £15.Itn12019.. £14.1 ml iscla55ified a50peratK>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 Investry*nt and ￿r￿nveStment partsofthe buildin9 usiNJthe relotwefi((*areas
attributable toeach elernent. Atthe end of2020thefourthfl(KJr ofthe propertywa5 reapkK)rtwedto opwational use atai*wTEdc05t (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 UKGer*allyA¢£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
Lwes*4bkh 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￿￿tingto*rt￿artt%C<yw￿.
70
4,814
2020
2019
4464
9.718
Is￿57>
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•n9*sln n*tdebt
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 or*yearextension 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 agreementofthefacilitywa50.5*1£50.OWI.Acommitmentfee of
4￿0fthe rnafgin ispayawequarterfyon thevalue ofthe undrawn faolityatnount.
TIEfacility 15 secured bya legaliharge overthefreehold propertyowned bytlEcharity*63 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)trdsthehvocthnpan*slisted 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 dc*srKst 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<onvertedto defined affl¢)un150f penyon payoilefr(Kn
ietirement date. Frorn Ortober2(￿)I contributlQn5 were invested in personal fundSWh￿h h*ea iapitalguarantee, ar￿ Wh*ha￿￿yerted to
pension on retiremeni. eitherwrthin theGrts￿h Plan orbythe puichaseof an annuity.
Shthllofa55etscWn￿>￿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￿sarellK*1tedtO 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$lon ¢onirlbutlons Ilabllliy. ¢ontlnu•d
For the year ended 31 December 2020. continued
3& Comp•ratlv* r•sultsforthè year*nded 31 Dt¢embw2019. bytype of fund
IIIIRectyKliatlrJnof*iynlng•nd d05ingpwv15ky￿IQlIIkngtO4d¢I¢lWlp¢Thsi￿￿tr1￿rt￿￿S
Re5trided
endowment
fvnds
20X)
2019
Un￿￿tte￿
fvnd5
2019
Total
Note
Pl￿￿￿10n èt 1 JènLWy
Deh¢it¢ontTiiyJt1on￿Ml
IOA)
(OAI
16.9
RtrmEa5uremEht5-irnpa¢t¢fanythanyÈ inassumptions
ProvI￿On•t31 1)e¢4mber
--*blc J¢tivA*
Ile4werfjTrgfirstafjd:
2020
2019
72
12B
12.8
mea5urement5-jfflwdofanychangelna55umpt￿s
TotslcortrewThiJed In51•ternentolFiwncknlAtht
(oMmunty5UW￿rt1Yo9Tr￿rnes
Trainiry
12.7
31
31
t*CEmber
2017
31
Lkc•bber
2016
81JJ
2019
2018
%pei
Dixounl iote used
027
1.75
Net93￿￿{Iv4w>5￿1OfaSSets
The discountrate$ Shown above èretlEequivalent sirKJlediscount rate5 which, when usedtodiscountthefuture recovery plan ¢￿t￿ty￿K)n5dUe.
wwld givethe resultsas using a full AAc¢)rpt*ate 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 ￿09n1*a 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) 

- Also a director of St John Ambulance . 

1. Member of Nominations Committee 

Mr S Frost CSU 

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

2. Member of Audit and Risk Committee 

3. Member of Remuneration Committee 

4. Member of Finance Committee 

5. Member of Fundraising Committee 

6. Member of Heritage Committee 

7. 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