2021-03-31-accounts

Sto BasDIs Cornpany Number 03964376 Registered in England St Basil's (Limited by Guarantee) Works with young people St Basil's Annual Report and Financial Statements Year ending 31 March 2021

ST BASIL'S (Lifflited by Cuarantee) INDEX PAGE Informatlon strategic Report Board Raport 21 Independent Report of the Auditor statement of Comprehensive Income 28 Statement of Flnanclal Position 29 Statement of Changes in Reserves 30 Statement of Cash Flows 31 Notes to thè Financial Statements 32

ST BASIL'S (Limited by Guarantee) INFORMA TION BOARD Helen Bates Maddy Bunker Paul Cadman (chair of the Setvice Delivery and Development Committee) Sara Fowler Steve Guyon OBE Feizal Halal OBE Chris Miller (chair of the Board of Directors) (chair of the Business Support and Audit Commitleel Raj Ram Jean Templelon Mall Thompson Chris Todd (Chief Executive) CHIEF EXECUTIVE Jean Templelon REGISTERED OFFICE Heath Mill Lane Deritend Biimingham B9 4AX CHARITY NUMBER 1080154 COMPANY NUMBER 03964376 REGULATOR OF SOCIAL HOUSING H 3994 EXTERNAL AUDITOR Beever and Slrulhers The Colmore Building 20 Colmore Circus Birmingham B4 6AT BANKERS SOLICITORS Lloyds Bank PIC 3rd Floor 125 Colmore Row Birmingham B3 3SD Anthony Collins Solicitors LLP 134 Edmund Street Birmingham B3 2ES

ST BASIL'S (Limited by Giiarantee) STRATEGIC REPORT for the year ending 31 March 2021 The Board present their report and the Strategic Report together with the financial statements for the year ended 31 March 2021. St Basil's Ltd Sl Basil's Ltd is a Registered Provider of Social Housing, a registered Company and Charity providing a holistic range of accommodation and support setvices for young people aged 16-25 who are homeless. al risk or in conflict. We operate as a Psychologically Informed Environment. Legal and Policy Context St Basil's Ltd. hereafter referred lo as Sl Basils, is governed by Ihe Regulator of Social Housing IRSHI regulations and standards, Charity Commission rLJles, the Companies Act and the regulatory frameworks of service commissioners. In particular. this includes the Supporting People Quality Assessment Framework and other commissioner-specific standards. St Basils has no slalulory obligation lo provide Se￿iceS but many of the services provided are covered by legislation inclurjino Children Acts, which apply lo all service piovision for young people and children. Covid -19 Throughout 2020121 we have worked within the context of Covid-19 ensuring that our services remained accessible for young people. We have adapted continuoLJsly and kept all services open throughout the year and have supported some 748 young people al any one time within our seNices. All colleagues have been able to work with none furloughed We are hugely proud and grateful lo our young people, our staff and volunteers, OLJr partners and supporters for their creative and compassionate responses and continue lo take an inlenlionally cautious approach lo keep everyone safe and well, whilst never losing sight of our Mission and principles. We identified risks associated with charitable fundraising and reviewed our budget accordingly. We have exceeded our revised budget expectslions. Our Hlstory Since opening our doors in Sl Basils, church in Digbelh, Birmingham in 1972 to young men experiencing homelessness, we have maintained the same core objective lo prevent homelessness being part of growing up. In the 49 years since then, we have extended our accommodation, support and prevention services across Birmingham and other parts of the Wesl Midlands, including Solihull, Coventry, Sandwell, Walsall, North Worcestershire and Warwickshire. We have not only dealt with the presenting needs of some 3,000+ young people each year, bul have also invested in systemic change, developing the national Positive Accommodation and Support Pathways for young people in 2012, refreshed in 2015 and 2017 and more recently in 2019120. We have invested in becoming a Psychologically Informed Environment since 2011 and now provide consultancy, training and support to many other organi5alions lo assist them in improving their services. We have continually committed to ensuring that young people have voice and influence our own policies, priorities and services and since 2009 have been commissioned by national government lo facililale National Youth Voice, initially National Youth Reference Group and since 2013, National Youth Homeless Parliament, ensuring that government Ministers and those developing policies and programmes have the benefit of the lived experience of young people who have been homeless. We have invested in accredited training and employability programmes and have piloted schemes such as our award winning Live and Work Programme lo provide affordable, safe homes for young people whe they can live, work. learn and earn wilhoul having lo dual navigate a complex welfare benefits system. Homelessness is rooted in FX)verty, inequality and exclusion and Sl Basils has consislenlly championed those who have not benefited from our mainstream systems. Tackling inequ21ily and promoting inclusion and ensuring the diverse needs of young people are mel, remains one of our six strategic priorities. Enabling young people lo develop their talents and skills and grow their confidence lo move towards study and work underpins our approach. In 2020121, 3,860 young people sought our assistance, each one with their own experience, challenges, strengths and aspirations. Our job remains lo work with them lo remove the barriers which prevent achievement and to nurture their talent, skills and confidence lo enable them lo achieve their polenlial. We will continue this work with young people, partners and supporters for as long as it lakes.

ST BASIL'S (Limited by Guarantee) Our Mission "st Basils works with young people to enable them lo find and keep a home, to develop their confidence, skills and opportunilles, and to prevent homelessness" Our Vision Our vision for young people is that: Homelessness is not Part of their experience of growing up There are inlegraled education. employment and housing pathways They are able to access the support and development opportunities they need lo secure their futures and realise their potential Our vlsion for St Basils as an organisation TS that: By 2022 we will be the leading provider of accommodation, support and psychologically informed services for young people across the Wesl Midlands. Our seNice developments will include: +¢ Increasing our bed spaces outside Birmingham and growing our services in new areas +¢ A nationally renowned centre of excellence for young people with complex needs Extending our service offer lo Care Leavers Additional Live and Work schemes for young people engaged in education. training and work We will be the national lead for.. Psychologically informed consultancy, training and reflective practice setvices Youth Voice engagement and support We are commilled to.. Preventing homelessness in the first place, through eady intervention and flexible prevention work with young people and their families Extending and improving our services that assist young people in realising their potential Building on our local, regional and national reputation for excellence in youth homelessness We will work towards our vision by.. Working alongside other agencies Influencing and informing both strategic and service development locally, regionally and nationally %• Sharing the learning from our experience and evaluation of what works • Ensuring young people are al the heart of all decision-making relating lo their lives and futures. %• Having a skilled and highly molivaled workforce which reflects the diverse community we serve The more that young people can be engaged in deciding about their own lives, their environment, and their communities, the more likely they are to successfully move into independence. Our challenge is lo create active not passive services which engage with the young person in co-creating a journey which provides both challenge and support. Increasingly we are focLJssing on developing skills and confidence which enable the young person to find a pathway lo employment as this is more likely lo enable them lo secure their independence, increase their choices and avoid homelessness. The framework for our vision encompasses.. Setvices for young people Community engagement + St Basils- a good plaee to work Services for young people We will continue to provide. improve and develop services, which meet a broad range of needs. responding lo young people with high and complex needs bul also developing prevention and early intervention services. which largel young people before those needs are acute. Communlly engagement We believe il is not possible lo provide services effectively to young people from diverse communities unless you reflect those communities at all levels within your organisation. We will promote and sustain our diversity by engaging with the diverse communities we serve as employers, service providers and conlribulors lo local neighbourhoods. We will work with young people supporting and molivaling them lo play an active part in securing the future of their communities, promoting cross community cohesion and breaking down barriers which might exist. iixye | 4

ST BASIL'S (Limlted by Gvarantee) st Basils - a good place to work We recogni5e that our diverse, skilled and highly motivated workforce is central lo our effecliv8ness. We will continue lo ensure we have the skills and capacity lo achieve our objectives by developing a reputation for quality standards, and by ensuring our employment and development policies and practices make St Basils a prefeired place to work. The Board wishes to explicitly recognise the commilment and dedication of the stsff team throughout this year, within a very complex and challenging ènvironment. P <ix e,

ST BASIL'S (Limited by Guarantee) Our Principles to work by Our sevon Principlès to Work by, describe what we belleve in and should help us descrlbe what this means to all who work wlth us. 1. Young People First This is at the heart of everything we do. By putting the needs and aspirations of young people as our top priority, we will ensure that our policies and practices assist them lo secure their futures and realise their potential. We will recognise and promote their achievements and challenge negative images which create barriers and reinforce slereolypes. 2. Everybody Counts We believe that everyone has an important contribution to make and a viewpoint which matters. We will adopt an open and inclusive approach which ensures that the views, ideas, beliefs, and interests of all our stakeholders are considered and dealt with in a respectful way. 3. Strength and Unity through Dlversity Our diversity is our strength and we are united in our purpose through a collective framework of principles and priorities. Like the pieces in a jigsaw, we are all different but only by fitting together, is the whole picture complete. We believe that our different experiences. skills, and heritage beller enable us collectively lo respond to the individual needs and experiences of the young people who come lo us. 4. Working and Learning with Others Sl Basils recognises that in order to provide the best possible servi￿8 for young people we musl work with others who have specific knowledge, skills, and expertise in areas where we do not. Within our organisalion and in our dealings with external partners, we believe we can make a greater difference when working together. We will also share our learning of what works and what doesn't and learn from the experience of others. 5. Delivery and Effectiveness It is essential that we are able lo demonslrale our effectiveness and that we 'do what we say we're going lo do,. If we claim that 'SI Basils works. we have lo be prepared lo evidence the outcomes of what we do. Our commitment lo continuous improvement means that we must constantly question our effectiveness and strive to improve our services and evidence the impact of what we do from our customers, perspective. 6. Accountability We are individually and Collectively accountable for our work and the promotion of Sl Basils, objectives and principles. We recognise the balance between rights and responsibilities and encourage accountability for the promotion of both. We recognise our range of a¢countabililiÈs lo all our stakeholders and seek lo be consislenl and open in their delivery. We are regulated and inspected by a range of external organisalions and welcome this as an opportunity lo examine ourselves and check that we continue lo deliver. 7. Forward Thinking To work with young people means that you have lo be prepared lo work in 2 constantly changing environment. Needs, experiences, and aspirations changè. We believe that we must not only deal with young people's needs as they present themselves today bul also plan and develop services which will meet future needs. It is our intention therefore to remain al the 'cutling edge. of services for young people in order to assist them lo break down barriers preventing them from achieving their ambitions.

ST BASIL'S (Limited by Guarantee) Principal Activities and Geographical Coverage St Basils is one of the largest organisations working with young people who are homeless or al risk in the country and is the largest regional organisalion of ils kind. Al the 31st March 2021, the org2nisalion operated over 40 siles in Birmingham, Coventry, Sandwell. Solihull, Warwickshire and North Worcestershire providing 590 units of accommodation and a range of prevention, early intervention and support seNices. In addition, we facililale national Youth Voice through a r2nge of engagement mechanisms including the firstvirtual national Youth Homeless Parliament in Seplember2020. During 2020121 we were Commissioned by the Ministry of Housing, Communities and Local Government IMHCLGI lo carry out a Deep Dive into the experiences of young people and Local Authorities across the 30 housing Authorities of the Wesl Midlands during the government's 'Everyone In, programme. The report, Young People In, was published in March 2021 and makes a number of recommendations for public services. We also secondecj a national Youth Homelessness Advisor into MHCLG. Sl Basils has long recognised that providing accommodation alone is an inadequate response lo the combination of factors associated with youth homelessness. Our services Iherefoie aim lo provide a holistic response based on individual need and experience. 3,860 young people sought assistance from Sl Basils during 2020121 and 1,028 lived in our accommodation during the year. During 2020121, we have worked with a range of commissioners lo provide services lo young people leaving care, young offenders and those with substance misuse issues. During 2019, the majority of our commissioned services were re-lendered and we successfully secured contracts for services in all our existing areas of delivery, extending lo South Wanmickshire. We have operated as a Psychologically Infortned Environment IPIEI since 2011. Thanks lo funding from the Monday Trust be￿een 2014 and 2020 we have been able lo develop, embed and learn from our PIE approach and share that learning with others. Our partnerships with our local mental health Trusts 2nd the University of Birmingham have enabled us to extend our reach, securing further funding during 2020-21 to deliver training and reflective practice lo multiple organisalions. Birmin ham Sl Basils has been commissioned by Adult Social Care lo deliver Servi￿S for young people in Birmingham. We have directly delivered over 122,600 hours of housing related support across our 352 accommodation units in Birmingham and continued with our very successful supported lodgings service for Care Leavers, and unaccompanied asylum-seeking children. Sl Basils, working with Birmingham City Council, has been commissioned lo deliver the Homelessness Reduction Act 2017 IHRAI. The St Basils team assists with prevention and relief duties lo young people from the Birmingham Youth Hub. The data for 2020121 reflects the third year of delivery of HRA services. DLJring the year 2,525 young people were referred lo our nationally renowned Youth Hub. In December 2019, the Birmingham Youth Hub was commissioned lo deliver the Advice and Wellbeing Hub for young people in Birmingham, to deliver holistic, person cenlred advice and guidance lo young people. Of the 2,525 referrals, 60010115241 received an IAG assessment, with 250A {6291 re￿Iving full assessment under HRA. Of those who undertook an HRA assessment, 26010 received prevention duly Ilhat is, relain current accommodalionl and 720/ts required a relief duty (finding alternative accommodalionl. Other outcomes were required for 2Yo. The Youth Hub is the single point of referral lo commissioned providers and 554 young people were newly referred into Sl Basils, accommodation in Birmingham from the Youth Hub. 817 young people lived with us in Birmingham in 2020121 and 92Qkn of those who moved on. did so in a planned positive way. North Worcestershlre During 2020121, we continued lo deliver housing related support in Reddilch, Kidderminsler and Bromsgrove in North Worcestershire. The North Wor￿sterShire team received 45 referrals and were able lo accept 31 new admissions with gOOA moving on in a planned positive way1820/D in 20201211. During the year we have continued lo develop the supported lodgings scheme in North Worcestershire with 10OOA positive planned move-ons. Sollhull St Basils was successful in the relendering process from Solihull Council for the provision of a Youth Pathway Service lo provide housing related support through a floating support services and accommodation based service in Solihull. The Pathway model which also includes the Solihull Youth Hub works in partnership with the Local Authority lo deliver services under the Homeless Reduction ACI-IHRAI lo provide a range of horneless prevention, housing advice and suppoil services lo prevent crisis homelessness and redu￿ the flow of youth homelessness.

ST BASIL'S (Liinited by Guarant¢e) During the year 413 young people were referred lo our Solihull Youth Hub 246 received full assessment under HRA with 31 D/0 receiving prevention duty Ith21 is, retsin current accommodalionl and 69Q/o requiring a relief duty lo lind allernalive accommodation The SDlihull Youth Hub continues lo function as the single point of ac￿8$ into commissioned providers, and also refers lo RSL and Private Landlords through our Rent Deposit Scheme. Sandwell During 2020121, we continued to deliver our ground-breaking and award winning Live and Work scheme in Sandwell, first developed in 2015116 in partnership with Sandwell and West Birmingham NHS Trust. The scheme provides young apprentices and young workers with sludenl 51yle accommodation for a rent of £43 per week which enables them to live and work and be benefi't free. During the year we have been working with Landaid to secure charitable ftjnding lo complete phase 2 01 our Youth Village concept for young workers. St Basils Family Mediation Service working in partnership with Sandwell Housing Solution Team I Prevention Service, has worked with 150 young people during the last financial year. with 68 young people remaining within the family home and 82 supported with a planned move, either inlo Supported Accommodation I their own Council Tenancy or Private Rented Accommodation as a re$utt this has improved relationships I re- established contact with family and friends. Covent We are hugely 9raleful to Heart of Englancl Charitable Trust who awarded us eharilable ftjnding which, alongside funding Irom Homes England and a partnership with Citizen Housing, enabled us lo purchase and complete planned refurbishment of a former sheltered housing scheme, providing 32 self~conlained uRils of supported accommodation for young people in Coventry. Completion took place in November 2020 and the scheme was renamed Lorna Esien Court in memry of our much-respected former Deputy Chief Executive Lorna Esièn. Our services supported 348 vulnerable young people in Coventy to find and keep accommodation. 73, achieved planned positive ouloomes. Walsall Walsall MBC commissioned continuing support for young people with complex needs as a result of their experience of the Fair Chance programme which finished in December 2017. In 2019, Walsall MBC commissioned an explicit pilot scheme for young people with multiple and Complex needs lo review the outcomes that could be achieved within a psychologically informed environment with access lo intensive support and tnulliple engagement programmes. The pilotwas extended until end of June 2020 and achieved significant outcomes for young people with Complex needs. The Local Authority decided notto recommission complex needs services al this lime. We continue to provide PIE Training and refieGlive practice session5 in Walsall. Warwickshire Count Council Dur¢ng 201912D, services in Warwickshire were re-tendered and we secured conlinvation of existing services across the County for housing related support and prevention setvices. In addition we secured the contract to provide accommodation based services in Soulh Warwickshire. We continue to work in partnership with Doorway, a local organisation working in the north of the County, lo deliver support acr055 the 5 District Councils of Stratford upon Avon, Warwick, Rugby, North Warwickshire and Nunealon and 8edworth. During the period of the contract April 2020 to March 2021, 254 referrals had been received with 197 young people accessing support. Youth Voice- National Youth Reference Grou and Youth Homeles5 Parllament We have been funded by the Ministry of Housing, Communities and Local Government IMHCLGI lo facililale and support the National Youth Reference Group INYRGI since 2008 SLFccessfully completing a 131h year in 2020121 and securing furtherfunding for 2U21122. This is a group of young people from around the country who have experienced homelessness and who work together to inform and influence policy makers and service deliverers lo optimise service effectiveness. The group has had a significant impact nationally and a￿ unique in their contribution lo service development. Initially intended lo be a 6 month legacy project, Youth Voice are now firmly embedded in national influencing slruclures. National Youth Homeless Parliament was due to take place on 19th March 2020 and was cancelled as a result of Lockdown for Covid-19. The first virtual Youth Homeless Pailiatnenl look place on 23rd September 2020. D(Jring 2019120, we facilitated 5 regional events in London, Manchester, Leeds, Birmingham and Bristol to promote the relreshed Positive Pathway M(￿els. These events were well allended and positive feedback received. The 6th event in Norwich had lo be cancelled as a result of Covid-19 IoGkdown.

ST BASJL'S (Limited by Guarantee) Accommodation and Support Services We have updated our Asset Management strategy during 2019120 and implemented our action plan. Priority has been given lo health and safely measures including any recommended lire pievenlion works. As a result of relendering, the specification for our accommodation services has changed in some cases. We have additional bed spaces for young people with complex needs. Our accommodatlon and support servlces Include.. Emergency accommodation including Nightslop accommodation (young men, young women and mixed) Range of longer stay accommodation lup lo 2 years}, some having on-site 24 hour support, and some with flexible support lo meet the needs of the young people living there + An accredited Foyer (Accommodation plus Education) for young people and young families Places of Change schemè with accommodalion-based support Accommodation with support for young mothers and babies Move-on accommodation with support for young parents Neighbourhood based accommodation with support for young people *% Eight Starter Homes for working young people 'Live and Work, scheme for young apprentices and young workers Foyers in Birmingham, Bromsgrove, and Kidderminsler Supported Lodgings for Care Leavers, young homeless people and unaccompanied asylum-seeking children Access to Private rented options in north Worcestershire, Coventry, Solihull, and Birmingham Cross tenure Floating Support for young people leaving St Basils, accommodation and those in Local Aulhorityl Social Landlord tenancies who are assessed as at risk by the landlord. A Young Workers cooperative Non Aeeommodatlon based servlces.. * Youth Hub - Mulli-Agency Single Point of Access in Birmingham Youth Hub- Mulli-Agency Single Point of Access in Solihvll •¢ Leaving Care Accommodation Pathways Planning service Youth Offending Accommodalion Pathways service • RoLJgh Sleepers OLJlreach Navigation service Prevention Services.. Family Support. Mediation and Advocacy Service Peer education project Positive prevention project in Coventry Employability Service Access lo Life skills tiaining and accredilalion Access to work experience, mentoring and coaching Access lo bespoke training and development Access lo My Strengths Training IMST4Life} Access to bespoke Employability programme #Youcan Supporting Youth Involvement and YoLJlh Voice including.. Youth Engagement Structures and support Rooms lo Talk consullalion panels National Youth Voice Rooms to Talk consultation Panels National Youth Homeless Parliament Youth Boaid Members Access lo extended range of specialist services through partnership network Creative Arts and Sports opportunities Training, Strategic Advice and Consultancy support specifically PIE training and reflective practice

ST BASIL'S (Llmited by Guarantee) Charity Fundraising Sl Basils is registered with the Fundraising Regulator and commilled lo the regulatory standards for fundraising. St Basils fully complies with the code of conduct. Any fundraising that is conducted by St Basil's follows the guidance sel out in the code and anyone who takes part in any fundraising on our behalf is encouraged lo do the same. Sl Basils are also members of the institute of fundraising and allend many of the seminar8 and events lo further our learning of our sector. St Basils has an annual income of over £12 million and 8Vo of this comes from charitable giving 12019121 figures). Sl Basil's fundraising have 7 main sources general public, corporates, trusts, education establishments, clubs, faith groups and legacies. St Basil's main focus for fundraising 15 through trusts and grants, lusuallyl event fundraising and "charity of the year partnerships. Sl Basil's occasionally receive some legacy giving bul this is rare. St Basil's does not use the services of profrssional fundraising firms to raise funds for the charity. Sl Basil's does not run a lottery or have charity shops. Due to the Covid-19 pandemic, many of Sl Basil's typical fundraising activities were cancelled. The estimated income from events each year is approximately £350k but, for obvious reasons, they could not lake place. However. some virtual events did happen, most notably a virtual sleepoul which raised approximatety £30k. 11 meant the make up of Sl 8asils' fundraising in this year was skewed towards trusts and grants, but this income did mean we were able lo repla￿ much of the estimated loss in revenue that would have been received had events taken place. During the year Sl Basils received a one-off and extremely welcome donation of £761 k, that enabled some items of expendiluTe to be incurred that otherwise would not have been affordable. There is no expectation that this will be repealed. In spite of the pandemic, Sl Basils has continued lo receive donations 8nd funds from literally hundreds of people and organisalions. and St Basil's is grateful lo all of them. The following are noted as having made donations of £5,000 or more, noting that some donors have selected lo remain anonymous. These are in alphabetical order. Berkeley Foundation End Youth Homelessness Hayfield Homes Howdens joinery Limited HSBC Bank PIC John Armitage Charitable Trust Landaid Charitable Trust Ltd Masonic Charitable Foundation Monday Charitable Trust MCT St Joseph The 29th May 1961 Charitable Trust The Big Lottery Fund The Edward Cadbury Charitable Trust Inc The Eveson Charitable Trust The M K Rose Charitable Trust The Norton Foundation The Rowan Charitable Trust Unite Whitegates Children's Trust

ST BASIL'S (LiTlljted by Guai'antee) Progress in Achievlng Key Service and Performance Objectives in 2020121 Posltlve outcomes and planned move¥on from St Baslls We know that one of the important factors in whether young people make a success of sustaining accommodation in the long term is a planned approach lo accessing nTrove on accommodation. 11 is also a reliable indicator as to whether young people have engaged with the stjpport process. During 2020121, 92Q/o of departures from St Basils were made in a positive planned way in Birmingham, 90Yo in Worcestershire and 930A in Solihull. This has been achieved whilst continuing lo work with young people with complex needs and in some areas for a shorter timescale. 51 Yo of those accommodated in Birmingham were aged 16-19., 82Q/o in North Worcestershire and 42¥0 in Solihull, The Life Skills programme and the move-on process have helped us lo maintain this level of positive move on. Our strategle prloritles for 2020121 were: 1. Provision of good quality accommodation which meets the needs and raises the aspirations of young people 2. Provision and development of prevention and support services which meet the diverse needs of young people 3. Young people fully involved in selling standards, identifying priorities and monitoring services 4. Sl Basils- a good place to work 5. Challenging discrimination and promoting diversity and cohesion through employment, service delivery and community engagement 6. Optimising resources lo achieve our strategic objectives During 2020121, we made progress In the followlng areas: strateglc Priority 1 'Provlsion of good quallty accommodatlon, which meets the noeds and ralses tho aspiratlons of young people, O Secured in principle support from Homes England and progressed fundraising donations for phase 2 of Youth Village for young workers in Sandwell which will create additional 54 units O Implemented our planned maintenance and major repairs programme. including fire prevention and detection upgrades O Completed purchase and major refurbishment of Farmcote Lodge scheme in Coventry, renamed LoTna Esien Court rf Secured the contract for Transitions Hub in Birmingham providing a national centre of excellence for young people with complex needs rf Refined and implemented our Asset Management Strategy O Implemented Planned Maintenance and Capital Programme extended by donors O Delivered new supportecs housing schemes in Worcestershire, Warwickshire, and Coventry Strategic Priority 2 'Provision and development of prevention and supPortse￿Iees which meet the diversg needs ofyoung people. rf Implemented all newly commissioned services and reslruclu O Implemented the early prevention approach required by Housing Advi￿ and Wellbeing Centre in Birmingham O Exlendecj and adapted education, training, and employment opportunities for young people O Delivered conlraclual services and oplimised outcomes for young people / Implemented 2nd evaluated learning from PIE contracts and extended contracts for delivery / Implemented Homelessness RedLJclion Act in both Youth Hubs and maintained open doors throughout lockdowns O Progressed extension of accommodation options for Care Leavers in Birmingham / Secured contract for Transitions Centre for young people with complex needs in Birmingham P ¢i.IA (' | Il

ST BASIL'S (Limited by Guarantee) Strategle Priority 3 'Young people lully Involved in sgtting standards. identifying prioritles and monitorlng services. / Delivered our Ministry of Housing. Communities and Local Government IMHCLGI fvnded Youth Voice contract and facilitated first virtual youth homeless padiamenl O Secured, delivered MHCLG contract for Deep Dive Report- 'Young People In - PL¢blished Mar¢h 2021 / Reviewed Youth Voice local options O Implemented learning from refreshed satisfaction surveys O Supported ongoing development and learning of Co-operative O Continued lo expand employment and volunteering opportunities for young people through partnerships O Engaged young people in developing Youth Village stratogic Priority 4 'St 8aslls- A good place to work, / Embedded new structure based on 'franchise' style model and new contracts / Rolled out slrenglhs-based leadership and development plan lo next phase O Provided data and analytical support through Performance Hub / Extended Volunteering opportunities and recruited Volunteers / Made payment of consolidated inflationary increase within budget O Adapted working methods to keep everyone safe and well by improving agile and remote working options O No one fuiloughed or made redundant as a result of Covid 19 Strategic priority S 'Challgnging dlscrimination and promotlng equality, dlversity, Inclusion and cohesion through employment, seThlce delivery and community engagement, O Reviewed Equalities. Diversity, and Inclusion Policy in consultatlon with BRAP O Took part an¢4 learned from our membership of the Equalities Republic O Relined and developed data from our Performance Hub lo inform seNice improvements O Adapted employability programmes to ensure young people have continued access during Covid. O Secured hardship funding lo ensure young people are not double disadvantaged during Covid O Invested in digital lo enable young pèople lo be comfortable, connected, and confident during Covid O Worked with partners across the region lo open employment opportunities for young people O Used our Deep Dive report, 'Young People In,, lo make recommendations to government departments to prevent youth homelessness. O Promoted affordable, safe housing options which underpin engagemenl in education, t￿inIng and employment for young people O Promoted Lifeskills, PIE and MST4Life for young people O Ensured our pathways for staff and young people provide equal opportunities for learning, development and progression. strategic Priority 6 'Optimlslng rgsources to achieva ourstrateglc objectives, O Improved and extended analylics lo drive continuous improvement through Performance Improvement Hub O Implemented Financial plan - improve cash ieseFves and margins despite Covid 19 implications O Reprofiled budget to take account of extended lockdowns and impli¢alions for fundraising- exceeded reprofiled budget rf Achieved the majority of value for money targets / Paid inflationary pay increase rf Worked with commissioners and partner5 to oplimise outcomes with fair funding / Worked with EYH (End Youth Homelessness I national partnership to reach national funders / Secured contracts through tendering process O Implemented business growth slrategy F Éi.g ip | 12

ST BASIL'S (Lin]ited by Guarantee) During 2021-22, we aim to make progress in the followlng areas: strategic Priority 1 'Provision of good quality aceommodatlon, which meets thg needs and raises the asplrations of youngpeople, Secure remaining funding to progress Youth Village for young workers in Sandwell which will create additional 54 units Implement our planned maintenance and major repairs programme, including fire prevention and detection upgrades Secure additional accommodation units in Birmingham lo support implemenlalion of the Transilitsns Centre and extended contract with Birmingham Children's Trust. Review our development role and partnerships and consider investment partner slalus Progress our Asset Management Strategy commitments Continue lo seek allernalive stock in Warwickshire Review short term lease extension for Conybere and ensure provision either extended or replaced. Develop our Housing Strategy and landlord function in line with best practice and regulatory requirements Strategic Prlority 2 'Provision anddevelopment ofpreventlon and support servicos whlch meet the diverse needs of young people. Develop our Progression Strategies Consider areas lo develop within our Pathway models and work with LAS and partners to implement Extend and develop our partnerships with education and employment sector lo ensure young people have pathways into education and employment and we are able to support both young people and employers Ensure young people have access to Employability and Lifeskills, Programmes in a consislenl way Deliver conlraclual services and oplimise outcomes for young people Continue lo deliver Homelessness Reduction Act services in both Youth Hubs Extend services for Care Leavers Implement the Transitions Centre fLJlfilling our ambition lo develop a residential Assessment and Well- being Centre for young people with complex needs. Extend PIE delivery by al least one significant contract Strategic Priorlty 3 'Young people fully involved in setting standards, identlfying prioritles and monltorlng services. Deliver our Ministry of Housing, Communities and Local Government IMHCLGI funded Youth Voi contract and extend opportunities for young people to influence policy, service development and delivery Recruit Youth vol￿ Board Members Review our internal Youth Voice engagement and structures Increase capacity and resoLJrce for Youth Voice internally Support ongoing development and leaining from Gillotl Road Co-oper21ive Review opportunities for supportive living schemes with peer support Continue lo expand employment and volunteering opportunities for young people Engage young people in developing Youth Village Strateglc Prlority 4 'St Baslls- A goodplace to work. Continue lo embed new structure based on 'franchise' style model, where local teams have a degree of autonomy and responsibility, within a supportive common framework, including.. Common policies Common systems Performance management KPI'S Development of skills matrix Roll out slrenglhs-based leadership and development plan based on Talent pool approach Provide data and analytical support through Performance Hub Review investment requirements in remote and agile working using lessons from Covid Extènd Volunteering Opportunit￿eS and recrLJit Volunteers

ST BASIL'S (Limited by Guarantee) Payment of coRsolidated inflationary increase considered within budget subject lo affordability Strategic prlority 5 'Challenging discrlmination and promoting equallty, dlversity, incluslon and cohaslon through employment, service delivery and community engagement. Implement work with Bop including review of Equalities, Diversity and Inclusion Policy and Action Plan Adopt the Race Equality Code of Governance with support Use data from Performance Hub lo inform service review and improvement Place employability support within reach for all young people at Sl Basils Work with partners across the region to develop employrnenl opportunities for young people Inform government on implications ofwelfare issues for young people Promote affordable, safe housing options which underpin engagement in education. training, and employment for young people Promote Lifeskills. PIE and MST4Life for young people Ensure our pathways for staff and young people provide equal opportL¢nilies for learning, development, and progression. stratogic Priorfty 6 'Optlmlslng resources to achleve our strategic objectives. Continue lo use and improve analytics to drive continuous improvement Implement Financial plan - improve cash reseNes and marglns in accordance with the agreed "Gold8n Rules. on., Margir¢ Cash days Borrowing Sel and achieve fundraising largels within the context of Covid 19. Achieve value for money targets, including Regulatory requirements Pursue ability lo improve pay offer and investment in Asset Strategy Work with commissioners and partners lo oplimise outcomes wilh fair funding Work with EYH IEnd Youth Homelessness) national partnership to reach national funders Continue to secure conlr2cls through tendering process which meet our objectwes and values and are financially sustainable Review Business Plan and Business clevelopmènt Strategy during the year with a focus on the next S years.

ST BASIL'S (Lilltiled by Guarantee) Governance and Reporting Structures St Basils, Board is supported by two commillees.. the SeNice Delivery and Development Committee and the Business Support and Audit Committee. In addition, the Board is advised by Youth Voice. Each committee has a lead reporting officer and links lo our Senior Leadership Team and the main Board. In addition lo business meetings, the Board has an extended session in October lo look al Business Planning and Slr8legy, Members of Youth Voice considered their preferred engagement with the main Sl Basils Board and recommended that 2 young people who have progressed through St Basils and experienced membership of national Youth Voice be appointed as full members lo St Basils, main Board. Our approach lo governance, risk management and internal control is reviewed annually by our internal auditors and recommendations for best practice implemented. We have adopted and comply with the NHF Code of Governance 2015 with the following exception.. Article 21.1 of Sl Basils Articles of Association slates 'The Board shall consist of between seven and fourteen Directors lincltjding Co-opted Direclorsl. This tskes precedence over the NHF Code of Governance. During 2021 the Board will review ils level of compliance with the revised NHF Code of Governance that was issued in late 2020, and decide whether lo formally adopt the revised code. Value For Money (VfM} Statement The former Homes & Communities Agency, now the Regulator of Social Housing IRSH), introduced The Regulatory Framework for Social Housing in England from April 2012 which sel out four Customer and three economic Standards including a Value For Money Standard. This standard was revised in 2018 and Sl Basils is now reporting in line with ils requirements. Our understanding of Vfm is articulated in our VFM Strategy as follows. Working towards our 6 strategic priorities provides the basis for achieving Value for Money (Vfmj within St Basils. The desired outcomes for young people, our staff and our contract partners covered in the first 5 priorities are balan￿d by Ihe 6th priority of optimising our resources to achieve our strategic objectives. St Basils is part way through impl&menting 3 key changes for embedding a Vfm culture.. l. Adopting a mor8 autonomous local management structure so accountability for outcomes and costs is much closer to where day to day decisions are made 2. Developing metrics $0 we can better understand ourperfom7ance 81811 levels of the organisation and know whal to focus on. 3. Setting up effective systems and structures for continuous improvement so opportunities lo ￿duce costs and/or improve outcomes are applied aGross th& organisation We have adopted a simple approach lo evaluating and delivering Vfm which is proportionate lo the size of the organisalion and delivers key messages which can be understood by all stakeholders. Our BLJsiness Plan identifies what we aim lo achieve each year in relation to these strategic priorities. Our Colleagues, young people and partners are involved in reviewing and delivering our strategic priorities. Vve have set out our approach in the Vfm strategy using a simple framework identifying what we will do to achieve VIM,. how we will sel about this,. the impact we intend to achieve and the subsequent actions we have taken or will lake to improve based on our learning.

ST BASJL'S (Limited by Guarantee) In order lo effectively contribute lo Vfm, Sl Basils seeks to operate within the context of the following financial rules. Description Rule 17118 Actual 18119 Actual 19120 Actual 20121 Target 20121 Benchmark Margin Al least 3./0 Ibul musl be sufficient lo enable the achievement of the cash days largell Increasing by 5 days each year thereafter until 60 cash days is reached. -2.20 3.80/0 2.70 3.0% 27.2% Cash days 40 throughout the year NIA 28 58 56 Borrowing I gearing Loan coverage lo bea minimum of 200'/0 {covenanl requiremenll 2460 3,6290 200% NIA In addition lo the above targets. the RSH published Vfm metrics in 2018119 that also need to be sel as targets, and then monitored and reported in our financial slalements. These metrics are as follows. RSH Ref Description 17118 Actual 18119 Actual 19120 Actual 20121 Target 20121 Bench- mark Narrative Reinveslmenl 4.4/ 12.4'/ts 6.90 The large increase in investment was due to a £2m refurbishment al Lorna Esien Court, 2a New supply, social housing units 2.50 0.0% 10.50 5.7D/o During the year Sl Basils took on 3 new properties. Lorna Esien Court132 flalsl Weslminster120 tTals} Coielli12 fiatsl Sl Basils has no non-social housin9 2b New supply, non-social housing units Gearing nla nla nla nla -3.3Y -9.8Wo -9.9Yo -11% 44.50 This method lak8s cash reserves into account, as 8 result St Basils has negative external financing because ils cash is laiger than its borrowing. The normal method does not include cash reserve8. Gearing. normal method 9.4010 8.3Yo 7.4. 7.1¥0 nla The low level ol gearing for St Basils is a key balance sheet stren th ie ardless P (i.¥ L, | 16

ST BASIL'S (Ltmited by Guaralltee) RSH Ref Description 17118 Actual 18119 Actual 19120 Actual 20121 Target 20121 Bench- mark Narrative of which method is used). and il is far below regisleied provider sector norTns. EBITDA, Earnings before interest. lax, depreciation and amortisalion, {unadjusled for major repairs) EBITDA ladjusled for major repairs) compared lo financing costs 2.90 9.4Y• 9.7¥0 nla Earnings before inteiesl, lax depreciation and arnortisation IEBITDAI is an 81ternalive method to ass8ssing financial performance instead of maigin. 11 is only included here because it feeds into the following required metric. -833Yo 3,385'/o nla Sl Basils does not set 8 target for this metric, since its108n oover requirement (see next) is both a valid allernalive, a golden rule, and a contractual requirement. Loan cover 200 10 nla 200% is St Ba5ils108n covenant requirement, and also a golden rule. The high unit cost reflects the high level ol tumover of high needs tenants, who receive high quality Ibul cosllyl exceptional support. St Basils has had three years of reporting Surpluses after a significant loss in 2017118. The margin is signifieanlly lower than registered piovider norms, bul the 18turn on capital employed is similar. Cost per unil £15.7k £17.Ok £19.2k £14.9k 3.71 6a Operating margin - social housing leltings only Operating margin - overall -1.10 4.5% 3.9Yo nla ..&.2% 26.8Yo 6b -2.20 3.8¥0 2.7¥0 This illustrates St B88iI's small margin, bul well financed financial model" which is m05t apl for a srnall charitable organisation that is focused on relieving hardship, as opposed lo being focused on housebuilding and ils associated borrowing Fequirernenls. Benchmaths Sre taken from RSH Global Accounls for 2020 (median enlily dala), for regisl6r8d providers with more than 1.000 units. Allemalive benehmaths that might be more applicable to St 8asils are not available. Sl Basils is committed to demonslraling Vfm lo our stakeholders in terms of our continual improvement in service delivery performance. Return on Capital Employed {ROCEI -1.7% 2.1Q 2.6Yo 3.5/0 Changes in Welfare Reform and the socio-economic environment continue to place considerable strain on opportunities for young homeless and potentially homeless people lo access and re￿1ve the support they need to live independently. | 17

ST BASJL'S (Limited by Guarantee} The futu￿ funding model of supported housing is critical lo our ability lo sustain services and accommodation for the most vulnerable. st Basils will continue lo review the financial cost, impact and effectiveness of services delivered to support our service users. These reviews will be ongoing and in the context of demonstrating achievement of our mission for the benefit of stakeholders. Detailed plans are presented lo the Board each year for consideration as an integral aspect of the annual business plan. Risk Management The RSH requires Registered Providers lo have an effective risk management framework. The Board conducts an annual review of the effectiveness of the Association's system of internal control and in particular this focuses on the significant risks that threaten the organisalion's ability to meet ils objectives and provide reasonable assurance of the safeguarding of assets. Sl Basils lakes a proactive approach to risk management and has initiated a number of monitoring and reporting systems, which feed into risk assessment. These includes our Annual Active Governance Programme of visits to all service areas, individual risk assessments are conducted for each young person coming lo Sl Basils, annual health & safety risk assessments are completed for all areas of the business, and key financial indicators and information are monitored on a monthly basis. A Risk Register is maintained and updated each month. Reports are then made lo each meeting of the Business Support and Audit Committee and the Board. A risk is defined as "the threat thet any gvent or action will advers8ly affect an organisation's ability to achieve its business objectives 2nd execute is strategies". When risks are identified they are allocated a priority rating, control actions identified and responsibilities for actions are determined. This is regularly monitored and reported to the Business Support and Audit Committee. The Business Support and Audit Committee also receive regular inlemal audit reports prepared by St Basil's internal auditor on a wide range of business activity. An annual plan is agreed at the beginning of the financial year. Our current internal auditor's approach lo internal audit involves a syslemalic risk based approach in all of their audits undertaken throughout St Basils, with the aim of aligning their work closely lo st Basils, own analysis of the key risks. The internal audit prooramme regularly reviews our risk management Systems lo apply a degree of independent scrutiny and to ensure best practi￿. Recommendations arising from the reviews are used by the Board as a means of ensuring a robust risk management Process, learning and continuous improvement. Key Riskslchallenges to the Business Plan In 2021-22 The key risks lo delivering our Business Plan include.. Recruitment & retention of key s18ff', Planning proposals for the Head Offi'ce., Implementing new ways of working following the pandemic and lockdown., Non-compliance with data protection requirements., Failure to comply with other slalutory, regulatory and legal requirements., Not achieving fundraising largels", Inflation being higher than expected., Emergency capital expenditure. The above items are perceived risks and they have not materialised and l or they are being actively mitigated. Whilst the Corona Virus itself is not highlighted as a specific risk, il was clearly a risk that was being managed in the period being reported upon. During the year, the following associated risks were considered. + Fundraising may be redU￿d due to the inability lo hold events., * Business continuity may be challenged due lo lock downs, and remote working by staff, and the possibility of some staff being unable lo work., O• Remote working increases the risk associated of ensuring that data protection requirements are adhered lo., Additional demands for IT and PPE may exacerbate pressures on cash reseNes. The above risks land others} were monitored by Sl Basil's Emergency Response Team which continues to meet every other week. Corporate policies have been reviewed and revised where necessary lo ensure that the new environment is effectively addressed in respect of remote working and data protection. P ii.¥L. | 18

ST BASIL'S (Limtted by Guarantee) Key Relationships A Business priority for Sl Basils is lo develop and maintain productive relationships with government, local, regional, and national as well as our commissioning bodies. delivery partners, employees, young people and the local communities we work with. We are particularly committed lo working with others who can assist us lo deliver our strategic objectives, including Health commissioners, Police and Crime commissioners and those tackling youth unemployment. We achieve development in partnership with Investment partners registered with Homes England. In 2019120 and 2020121 we worked with Engle lincorporaling former Keepmoat Regeneralionl lo secure funding lo purchase and refurbish a supported housing scheme for young people in Coventry and lo progress design work for our Young Workers Village IN Sandwell. Our consortium of social landlords helps provide good quality move-on accommodation for young people when they are ready to leave St Basils. We continue lo develop productive partnerships with employers lo enhance employment opportunities for young people. Our partnership with Fotward Thinking Birmingham IFTBI, Sandwell and Wesl Birmingham NHS Trust and University of Birmingham. Sl Basils continues lo priorilise our commitment lo working with local partnerships in all our areas of operation as well as with regional and national membership organisalions and related Task groups, including Housing Birmingham Partnership,. North WorcesteTshire Steering Group,. Supporting People Provider Fora", Birmingham Social Housing Partnership, and West Midlands Housing Association Partnership. Our Chief Executive is Chair of the Wesl Midlands Combined Authority IWMCAI Homelessness Taskforce and is a member of the Government's National Advisory Panel on Rough Sleeping and Homelessness. Financing Structure A good surplus is reported in 2020121, although il is noted that this was facilitated by a single significant donation. Going forward il is projected that surpluses will be achieved which will contribute to ensuring financial viability and investment in achieving Sl Basil's strategic priorities, in particular, improvement of existing accommodation and the prevention of homelessness. Income St Basil's main sources of income are as follows 2017118 2018119 2019120 2020121 Rents & services charges SupF)Orting People contracts Charitable donations 37Yo 380 370/0 42. 9Yo 80 Other sources 160 12¥0 130 99 Cash Flow Nel cash inflow from operating activities was £1,807k. Net cash outflow from finance activities was £24k and outflow from investing activities £88k. The overall net change in "cash and cash equivalents" was an increase of £1,695k. Rent Policy The Rent and Service Charges al each of our accommodation schemes are sel at affordable levels in line with the Government's Rent reform regulations. Out-Turn The surplus for the year shown on the slalement of comprehensive income (previously known as the income and expendituie stalemenll is £635k12019120 £294k surplus).

ST BASIL'S (Limited by Guarantee) Reserves Policy Our policy is to maintain reserves for three reasons.. To maintain sufficient levels of liquidity to meet operational requirements. To meet our slatulory, regulatory and landlord liabilities. To continue lo achieve the aims and objectives of Sl Basils. The Balance sheet as al 31 March 2021 shows reserves of £5.092k, £4,914k of which are unrestricted. Sl Basils has a strategic objective of holding cash reserves that are sufficient to cover al least months of expenditure. At the end of the year being reported, Sl Basils held 96 days, worth of cash reserves. Fixed Assets Details of changes lo fixed assets are set out in notes 8 and 9 of the financial statements. In 2020121 capital expenditure on properties amounted lo £1.456k and on non-housing assets £214k. Approved by the Board on 13 September 2021 and signed on ils behalf by Feizal Chair of the Board

ST BASIL'S (Limited by Guarantee) BOARD REPORT for the year ending 31 March 2021 Board Members The Board Members set out below have held office during the whole of the period from 1 April 2020 to the dale of this report unless othewise slated.. Helen Bales Ordinary Director Maddy Bunker Ordinary Director Paul Cadman Ordinary Director, appointed on 7 December 2020 Sam Fowler Ordinary Director Steve Guyon OBE Ordinary Director Feizal Halal OBE Ordinary Director Chris Miller Ordinary Director Kyle Palmer Co-opted Director. resigned on 7 De￿rnber 2020 Raj Ra Ordinary Director. appointed on 7 December 2020 Rev. Adam Romanis Nominated Director. resigned on 15 October 2020 Jean Templelon Executive Director Matthew Thompson Nominated Director, appointed on 7 December 2020 Chris Todd Ordinary Dirèctor Thelma Zunzanyika Co-opted Director, resigned on g February 2021 Internal Controls Assurance The Board of Sl Basils has voluntarily chosen lo include a statement on internal controls within the published accounts. St Basils Board has overall responsibility for establishing and maintaining the whole system of internal control and for reviewing its effectiveness. The Board of Management recognises that no system of internal control can provide absolute assurance or eliminate all risk. The system of intern21 control is designed lo manage risk and lo provide reasonable assurance that key business objectives and expected outcomes will be achieved. It also exists lo give reasonable assurance about the preparation and reliability of financial and operational information and the safeguarding of the Company's assets and inleresls. In meeting ils responsibilities, the Board has adopted a risk-based approach lo internal controls which are embedded within the normal management and governance process. This approach includes the regu12r evaluation of the nature and exlenl of risks lo which the Company is exposed and is consistent with Tumbull principles. The process adopted by the Board of Management in reviewing the effectiveness of the system of internal control, together with some of the key elements of the control framework includes". Identificatlon and evaluatlon of risks Management responsibility has been clearly defined for the idenlificalion, evaluation and control of significant risks. There is a formal and on-going process of management review in each area of the Company's aclivilies. This process is co-ordinated through a regular reporting framework by the Executive Director and Senior Management Team. Monitoring and corrective action There is a process of control self-assessmenl and regular management reporting on control issues lo the Senior Management Team and the Business Support and Audit Committee. The Tisk management system provides the basis for development of the internal audit p12n lo ensure internal audit reviews provide advice 2ndlor assurance in critical areas of risk to the Company. These reviews are reported lo the Business Support and Audit Committee and actions arising from these reports and self- assessment are reviewed règularly. Control environment and control procedures The Board retains responsibility for a defined range of issues covering slralegic. operation, financial and compliance issues including treasury strategy and new investment projects. The Board has adopted the code of governance'competence and Accounlabilily,. Its approach lo risk management and internal assurance is embedded in ils Business Plan and dissetninaled through policies, procedures, indLJclion, training. internal communication and working practices. f (IArL' 121

sr BASIL'S (Limited by Gllarantee) BOARD REPORTfor the year ending 31 MaTch 2021 Information and financlal reporting systoms Financial reporting syslems include consideration by the Board in October each year of the priorities for the coming year. Detailed budgets are then prepared and approved by the Board annually. Committees review and report lo the Board regLrlarly on key performance indicators and financial forecasts. The Company has invested in the development ofa bespoke perfomance evaluation system which will assist in the monitoring of service outcomes. The internal control framework and risk management process is subject lo regular review by the external Internal Audit firm who are responsible for providing independent assurance lo the Board via the Business Support and Audit Committee. Based on the work during the year the Internal Audit opinion is that the Company has adequate and effective risk management, control and governance processes lo manage the achievement of the organisation's objectives. All the recommendations were accepted by management. The Board confirms that there is an on-going process for identifying. evaluating and managing significant risks faced by St Basils. This process has been in place throughout the year under review, up to the dale of the annual report, and is regularly reviewed by the Board. Going Concern Under the governance requirements, the Board confirms that after making enquiries they have a reasonable expectation that the entity has adequate reSoUr￿S lo continue in operational existence for the foreseeable future. Accordingly, they continue lo adopt the going concern basis in prepartng the accounts. The current COVID-19 pandemic started lo affect Sl Basil's operation5 in late March 2020 and the Government's lockdown forced a change to our management armngemenls. Sl Basil's èffectively closed ils oftice to visitors, whilst arranging for the majority of staff lo work from home. No staff needed lo be furloughed. St Basil's uses a server-based housing management system that Can be accessed remotely. and an e-mail system which allowed staff to continue lo manage arrears and deal with housing management services. A small number of staff were able lo continue to work from St Basils Head Office whilst preserving social distancing. On occasions where staff were unable lo allend for a full working day staff were able to divert all business calls lo home-based staff when needed. With the dedicatiori and hard work St Basil's staff have been able to continue to operate wilhoul any seraous detriment lo ils services or to its financial position. Management and the Board are keeping the position under review, and a revised budget is being prepared that will capture, and minimise, the impact of Covid-19 on Sl Basil's. The Covid-19 pandemic has, and will, bring additional challenges. The Directors. in light of the above enquiries, have a reasonable expectation that the Company has adequate resources lo continue in operational existence for the foreseeable future, being a period of ￿e1ve months after the dale on which the report and financial statements are signed. For this reason. the Company continues to adopt the going concern basis in the financial stalemenls. Directors Indemnity The Directors have confirmed that Sl Basils does have Directors, and Officers, Insurance in place. Flnanclal Instruments Sl Basils doès not h8ve any abnormal exposure to price, credit, liquidity. and cash flow risks arising from ils trading aclivilies. Sl Basils does not enter into any hedging transactions and no trading in financial instruments is undertaken. 122

ST BASIL'S {Lrmited by Guarantce) Equalityj Diversity and Incluslon Statement Sl Basils is committed to creating an environment for staff. young people and partners that is free from all forms of discriminalion and where diversity is embraced. 11 is our intention lo do our very best for each young person. ensuring that the service Sl Basils offers is fair, inclusive, appropriate, and relevant for each individua5. Sl Basils also wants lo ensure that staff are provided with the best employrftenl opportunities and that they are enabled lo contribute effectively lo the work of the organisalion. We lake a human righls-based approach by which human rights can be protected by adherence to underlying core values of fairness. respect, equality. dignity and autonomy, or FREDA. Our strategic priority 'Challenging discrimination and promoting equality, diversity, inclusion and cohesion through employment, setvice delivery and community engagement,, highlights our commitment lo ensuring that staff and young people are provided with a safe and secure environment in which they can thrive and develop, and where all aspects of their welfare is prolecled. Our Equality, Diversity and Inclusion Policy and Action Plan operalionalise our commitments and our progress is reported annually and through our KPIS. We believe that by establishing a workforce, which reflects the diversity of our young people and wider communities al all levels, we are better able lo respond to the diverse needs of young people who are homeless or al risk. staff/Young People Dlver51ty comparlson Reli9ion- Sta R￿￿l￿n-YpS Sexual orienta￿On- Stalf Sexual orientat￿Th- VPS Gender- Skff Gender-vps Eth￿[l￿￿- sfaH Eihnlcit￿-IPs Our detailed data allows us to review our diversity al each level within the organisalion, for example in relation to ethnicity.. Senior Service Managers.. Black elhnicilies.. 50 %; While ethnicities.. 40 /0. Mixed ethnicities.. 100A', Other senior operational roles.. Vvhile elhnicilies_.45Wo, Black elhnicilies'.250A", Asian elhnicilies'.1501,. Mixed elhnicilies 8°/o, not known 7'/o, We recognise we have work lo do in relation lo under-represented groups throughout the organizalion, particularly in relation to allracling male candidates lo front-line operational posts. Disability Statement Sl Basils strives lo fulfill our slalulory responsibilities towards disabled people set out in the Equality Act 2010 and the Public Sector Equality Duly 2011 by.. Providing an environment that is inclusive and accessible for all stakeholders-, Observing our anlicipalory duly to make reasonable adjustments to take steps lo meet the needs of disabled people and remove or minimize the disadvantages they may face., Responding lo individual needs in a timely way, where needs have not been anticipated., Considering creative and agile solutions lo access issues in addition to slruclured assessment frameworks such as Access lo Work., Having due regard lo advancing equality by encouraging disabled people into employment by supporting their progression.,

ST BASIL'S {Limited by Guarantee) Ensuring staff and young people have appropriate equality, diversity and inclusion awareness lo support themselves and others. Sl Basils is a DWP 'Disabilily Confident Employer, which reflects our work around proactively employing and retaining disabled people. This involves actively looking to allract. recruit and relain disabled people by providing a fully inclusive and accessible recruitment process and supportive environments lo enable people to be their very best. Staff Engagement statement Our Principles to work by embrace colleague engagement in our service delivery and development. 'Everybody COLJnls', 'St Basils- A Good Place to Work, and 'Strenglh and Unity though Diversity, rellecl the value we place on an inclusive and engaged workplace. We are a Psychologically Informed Environment and as such. engagement and reflection are at the heart of our practice. Formal engagement takes place through an elected Employee Council and supports a matrix of engagement al all levels within the organizalion. Directors review KPIS on staff performance and well-being, and regularly review both business plans and policies lo ensure that staff needs are properly taken into account. We also carry out regular staff engagement surveys lo receive feedback on organisalional and local issues. Dlsclosure of Information to the Auditor In the case of each of the persons who are directors of the Company at the date when this report was approved..

so far as each of the directors is aware, there is no relevant audit information las defined in the Companies Act 20061 of which the Company's auditor is unaware., and each of the directors has taken all the steps that they ought lo have taken as a director lo make them aware of any relevant audit information {as defined) and lo establish that the Company's auditor is aware of that information. Board Members. Responsibilities Legislation requires the Board lo prepare financial slalements for each financial year which give a true and fair view of the stale of the entity as at the end ol the financial year and of ils income and expenditure for the year ended on that date. In preparing those financial slalemenls, suitable accounting policies have been used, framed, lo the best of the Board's knowledge and belief, by reference to reasonable and prudent judgements and eslimales and applied consistently. Applicable accounting standards have been followed. The Board is also required lo indicate where the financial slalemenls are prepared other than on the basis that the enlily is a going concern. The Board is responsible for ensuring that arrangements are made for keeping proper books of account with respect to the entity's transactions and ils assets and liabilities and for maintaining a salisfaclory system of control over the enlily's books of account and Iransaclions. The Board is also responsible for ensuring that arrangements are made lo safeguard the assets of the entity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Compliance with the RSH Governance and Financial Vlablllty Standard. The Board confi'rms that the Company complies with the requirements of the Governance and Financial Viability Standard applicable for the year Approved by the Board on 13 September 2021 and signed on its behalf by Felzal Halat Chalr of the Board P ii&T e | 24

ST BASIL'S (Limited by Guaraiitee) INDEPENDENT REPORT OF THE AUDITOR for the year ending 31 March 2021 Opinion We have audited the financial slalemen15 of Sl Basils {Ihe 'company'} for the year ended 31 March 2021 which Comprise the Slalemenl of Comprehensive Income, the Slalemenl of Financial Position, the Statement of Changes in Reserves, the Slalemenl of Cash Flows and notes to the financial slalemenls, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard applicable In the UK and Republic of Ireland" (United Kingdom Generally Accepted Accounting Practi￿1. In our opinion, the financial statements.. give a true and fair view of the slate of the company 'affairs as al 31 March 2021 and of ils surplus for the year then ended., have been propeTly prepared in accordance with United Kingdom Generally AC￿pted Accounting Practice., have been prepared in accordance with the requirements of the Companies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing 2019. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the auclil of the financial statements section of our report. We are independent of the Iiusl in accordance with the ethical requirements that are relevant lo our audit of the finarTrcial statements in the UK, including the FRC'S Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion. Conclusions relating to golng concern In auditing the financial slalemenls. we have concluded that the Board's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material un¢ertainlies relating lo events or conditions that, individually or collectively, may cast significant doubl on the Company's ability to continue as a going concern for a period of al least ￿e1ve months from when the financial statements are aulhorised for issue. Our responsibilities and the responsibilities of the Board with respect lo going concern are described in the relevant sections of this report. Other informatlon The Board is responsible for the other information. The other information comprises the information included in the annual report, other than the financial slalemenls and our auditor's report Ihereon. Our opinion on the financial slalemenls does not cover the other information and, except lo the extent otherwise explicitly slated in our report, we do not express any form of assuran￿ conclusion thereon. In conneclion with our audit of the financial slalemenls, our responsibility is lo read the other information and. in doing so, consider whether the other information is materially inconsislenl with the financial statements or our knowledge obtained in the audit or otherwise appears lo be materially misslaled. 11 we identify such material inconsistencies or apparent material misslatemenls, we are required to determine whether there is a material misslalemenl in the financial statements or a material misslalement of the other information. If, based on the work we have performed, we conclude that there is a material misslalemenl of this other information, we are required lo Feport that fact. We have nothing lo report in this regard. Opinions on other matters preserlbed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the Strategic Report and the Boaid ReFX)rt for the financial year for which the financial statements are prepared is consislenl with the financial slatemenls., and the Strategic Report and the Board Report have been prepared in accordance with applicable legal requirements. P Éi.y ij | 25

ST BASIL'S (Limited by Ciiarantee) Matters on which we are required to report by exception In light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report or the Board Report. We have nothing to report in respect of the following matters in relation to which the Companies Ael 2006 requires us lo report lo you if, in our opinion.. adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us., or the financial slalements are not in agreement with the accounting records and returns.. or certain disclosures of directors, remuneration specific by law are not made., or we have not re￿IVed all the information and explanations we require for our audit. Responsibilities of the Board As explained more fully in the Ststement of the Board's responslbllities sel out on page 24, the Board is responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Board determines is necèssary to enable the preparation of financial slalemenls that are free from material misslalemenl, whether due to fraud or error. In preparing the financial slalemenls. the Board is responsible for assessing the company's ability lo continue as a going concern, disclosing, as applicable, matters related lo going concern and Ljsing the going concern basis of accounting unless the Board either intends lo liquidate the company or lo cease operations. or have no realistic alternative bul to do so. Auditor's responsibilities for the ludlt of the flnanclal staternents Our objectives are lo obtain reasonable assurance about whether the financial statements as a whole are free from material misstalemenl, whether due lo fraud or error, and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, bul is not a guarantee that an audit conducted in accordance with ISAS IUKI will always delecl a material misslalement when il exists. Misststemenls can arise from fraud or error and are considered materi21 if, individually or in the aggregate. they could reasonably be expected lo influence the economic decisions of users tsken on the basis of these financial stalemenls. A further description of our responsibilities for the audit of the financial slalemenls is located on the Financial Reporting Council's website at www.frc or .uklaudilorsres onsibililies. This dèscription forms part of our auditor's report. Extent to which thg audit was consldered capable of detecting irregularities, including fraud We identify and assess the risks of material misslatemenl of the financial slalemenls, whether due lo fraud or error, and then design and perform audit procedures responsive lo those risks, including obtaining audit evidence that is sufficient and appropriate lo provide a basis for our opinion. In identifying and addressing risks of material misstalemenl in respect of irregularits'es. including fraud and non- compliance with laws and regulations, our procedures included the following.. We obtained an understanding of laws and regulations that affect the Company, focusing on those that had a direct effect on the financial statements or that had a fundamental effect on ils opetations. Key laws and regLJlalions that we identified included the Companies Act, the Statement of Recommended Practice for registered housing providers.. Housing SORP 2018, the Housing and Regeneration Act 2008, the Accounting Direction for Private Registered Providers of Social Housing 2019. tax legislation, health and safety legi51alion, and employment legislation. We enquired of the Board and reviewed correspondence and Board meeting minutes for evidence of non- compliance with relevant laws and regulations. We also reviewed controls the Board have in place. where necessary, to ensure compliance. We gained an understanding of the controls that the Board have in place to prevent and delect fraud. We enquired of the Board about any incidences of fraud that had taken place during the accounting period. fii.¥e 126

ST BASIL’S (Limited by Guarantee)

_____________

• The risk of fraud and non-compliance with laws and regulations and fraud was discussed within the audit team and tests were planned and performed to address these risks. We identified the potential for fraud in the following areas: laws related to the construction and provision of social housing, recognising the nature of the Company’s activities and the regulated nature of the Company’s activities.

• We reviewed financial statements disclosures and tested to supporting documentation to assess compliance with relevant laws and regulations discussed above.

• We enquired of the Board about actual and potential litigation and claims.

• We performed analytical procedures to identify any unusual or unexpected relationships that might indicate risks of material misstatement due to fraud.

• In addressing the risk of fraud due to management override of internal controls we tested the appropriateness of journal entries and assessed whether the judgements made in making accounting estimates were indicative of a potential bias.

Due to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing fraud or noncompliance with laws and regulations and cannot be expected to detect all fraud and non-compliance with laws and regulations.

Use of the audit report

This report is made solely to the company’s members as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and Chapter 4 of Part 2 of the Housing and Regeneration Act 2008. Our audit work has been undertaken so that we might state to the trust’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the trust and the trust’s members as a body for our audit work, for this report, or for the opinions we have formed.

Lee Cartwright (Senior Statutory Auditor) For and on behalf of Beever and Struthers, statutory auditor 20 Colmore Circus Queensway Birmingham B4 6AT

Date: 14 September 2021

P a g e | 27

ST BASIL'S (Limited by Gu*i?ntee) STATEMENT OF COMPREHENSIVE INCOME For the year anded 31 March 2021 Notes 2021 £'OOO's 2020 £'ODO's TURNOVER Housing support contracts Birmingham City Council Solihull MBC Worcester CC Warwickshire Coventry CC Other CC 3.475 733 405 415 507 160 3,339 718 343 169 255 122 5,695 4,946 Income from lettings Fundraising Other income Amortisation of So¢ial Housing Grant 3b 3a 5,074 1,782 1.088 126 4,501 985 1.450 121 15 3a 13.765 12,003 OPERATING COSTS 113.1211 111,7001 OPERATING SURPLUS 3a 644 303 Inte￿5t receivable and similar income Interest payable and similar charges iio) 112) SURPLUS FOR THE YEAR 635 294 TOTAL COMPREHENSIVE INCOME FOR THE YEAR 635 294 P ii.¥iP | 21

ST BASIL'S (Limited by Guarantee) STATEMENT OF FINANCIAL POSITION As at 31 March 2021, company registration number 03964376 Notos 2021 £'OOO's 2020 £'OOO's FIXED ASSETS Housing properties - cost less depreciation Other property, plant & equipment 13,634 975 12,393 1,087 Total fixed assets 14,609 13,480 CURRENT ASSETS Debtors Cash and cash equivalents 11 1,158 3,453 1,227 1,758 4,611 2.985 CREDITORS.. AMOUNTS FALLING DUE WITHIN ONE YEAR 12 11,9951 11.4821 NET CURRENT ASSETS 2,616 1,503 TOTAL ASSETS LESS CURRENT LIABILITIES 17,225 14,983 CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 13 {12,1331 {10,5261 NET ASSETS 5,092 4,457 CAPITAL AND RESERVES Revenue reserves Reslricled reserves 4,914 178 4,263 194 TOTAL RESERVES 5,092 4,457 The financial statements on pages were approved by the Board on 13 September 2021 and were signed on ils behalf b Je Ternpleton. Member o the Board Fei Ha Ch r of the Board Pii.gv 129

ST BASIL'S (Limiteil by Guar%ntee} STATEMENT OF CHANGES IN RESERVES For the year endlng 31 March 2021 Revenue reserves £'OOO's Reslricled Reserves £'OOO's 2021 Total £'OOO's 2020 Total £'OOO's At 1 Aprll 2020 4,263 194 4,457 4,163 Surplus from statement of comprehsnsive income Transfer tolfrom restricted reserves 635 16 635 294 {161 At 31 March 2021 4,914 178 5,092 4,457 ANALYSIS OF RESTRICTED RESERVES Young Women £'DOO's Young Men £'OOO's 2021 Total £'OOU's 2020 Total £'OOO's At 1 April 2020 194 194 214 Transfer from reslri¢led io revenue reserve 1161 (161 {20} At 31 March 2021 178 178 194 Pagg | 30

ST BASIL'S (Limited by Guarantee) STATEMENT OF CASH FLOWS For the year ending 31 March 2021 2021 2020 Notes £'OOO's £'OOO's £'OOO's £'OOO's NET CASH INFLOW FROM OPERATING ACTIVITIES 17 1,807 461 CASH FLOW FROM FINANCING ACTIVITIES Interest received Interest paid Housing loans repaid Investments encashed {10) 1151 112) (121 1211 CASH FLOW FROM INVESTING ACTIVITIES Purchase of housing properties Purchase of other property, plant & Equipment Capital grants and donations receivedlaccrued 1241 11,4561 18241 1214) 1107) 15 1,582 1881 500 1431) NET CHANGE IN CASH AND CASH EQUIVALENTS 1.695 CASH AND CASH EQUIVALENTS AT START OF YEAR 1,758 1,749 CASH AND CASH EQUIVALENTS AT END OF YEAR 3,453 1.758 Analysis of changes in net d8bt At 1st April £'ooo Cashflows Other non-cash At 31st March £'ooo £'ooo £'ooo Cash and cash equivalents Housing loans 1,758 1330) 1,695 15 3.453 13151 Total 1,428 1,710 3.138 Page | 31

ST BASIL'S (LÉmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 ACCOUNTING POLICIES la) Basls ol account5ng st Basil's is a Company limited by guarantee which is incorporated and domiciled in the United Kingdom. The fi'nancial statements are prepared under the historical cost convention, in accordance with Financial Reporting Standard 102 IFRS 102} issued by the Financial Reporting Council and comply with the Accounting Dlrection for Private Registered Providers of Social HDU5ing 2018 the Slalement of Recommended Practice for Registered Social Housing Providers 2014 {SORPI and the Housing and Regeneration Act 2008. St Basils is a publi¢ benefit entity {PBEI, as defined in FRS 102 and applies the relevant paragraphs ptefixed PBE" in FRS 102. Statement of compliancg st Basils has prepared the financial statements in accordance with FRS 102. Turnover Turnover represents rents and service charges receivable {nel of k)sses from voids), revenue grants receivable from local authorities together with donalions and miscellaneous income. Income is generally recognised on a re￿1vable basis and is reported gross of related expenditure, where the amount is reasonably certain and when there is adequate certainty of receipt. The specific bases used are as follows.. In¢ome from charitable aelivities, including income from contracts, is accounted for when earned. Income received in advance is deferred until enlillemenl to the income has arisen., Grants are recognised when the enlillement to the grant is eonfirmed. Grants for the purchase of equipment and lowards the initial setting up of projects are eredited in full lo the various activities in furtherance of the charity'5 objects in the year in whÉch they are received. Grants received specifically for goods and services to be provided as parl of charitable activities are recorded against the actNily to which they relate.. Rental income is awounled for on a receivable basis, nel of voids., Donations, gifts. legacies and general grants receivable, which do not relate to speGilic charitable aelivilies, are calegorised as donations and legacies., The financial statements reflect no amounts In respect of lime provided by volunteers", Donated goods, services or facilities are brought into the accounts al their estimated fair value. )ere pro bono services are received and are material, the value of those Servi￿5, as estimated by the directors. is included as both income and expenditure,. Legacies are recognised as income when there Is entitlemenl, probability of receipt and measurability of the legacy. Ibl Icl Poge | 32

ST BASIL'S (Limited by Cllarante¢) (dl Depreclalion No depreciation is charged lo the Statement of Comprehensive Income in the year of acquisition or purchase on either category of asset. Housing properties Depreciation is calculated to writs down the cost of investment in spe¢rfiG comF¥)nenls which need replacing over different useful economic lives. St Basils h28 adopted the ft)Ilowing components and economic useful lives for its asset components., Structure 100 year life Kitchens 15 year life Bathrooms 15 year life Doors 20 yèar life Healing systems {Boilersl 25 year life Window 20 year life Roots 50 year life Security Systems 20 year life Refurbishment 20 year life Freehold land is not depreciated. Oth8rproperty, plant & equipmeni fppE) Depreciation is calculated to write down the cost of plant & equipment on a slraighl line basis over their eslimaled useful life. Computer equipm8nl and furnishing and fittings 5 years For improvements to leasehold property the economic lives for HoLJsing properties are adopted, iJnl8SS the period of the lesse is known to be lower. le} Social Housing Grant ISHGI and other capltal grants Vvhere grants are received from government agencies such as Homes England, local aulhorilies, devolved government agencies, health authorities and the European Commission which meet the definition of government giants. they are recognised when there is reasonable assurance that the conditions allached lo them will be complied with and that the grant will be received. Governrnenl grants are recognised using the accruals moclel and are classifiod either as a grant relating lo revenue or a grant relating lo assets. Grants relating to revenue are recognised in income on a syslemalic basis over the period in which related costs for which the grant is intended lo compensate are recognised. Vvhere a grant is receivable as compensation for expenses or losses already incufred or for the purpose of giving immediate linancial support with no fulL¢re related costs, il is recognised as revenue in the per in which it becomes receivable. Social Housing Grant {SHG} Grants relating lo assets are recognised in income on a syslernalic basis over the expected useful life of the asset. Grants received for housing properties are recognised in income over the expected Ljseful life of the housing property structure. Grants received from non-government sources are recognlsed as revenue using the performance model. Improvèments to properties Expenditure on existing housing properties other than replaced components is capilalised lo the extent that il improves the economic benefit of the asset either through an increase in rental incom8, a reduction in maintenance costs or through an extension of the life of the property. Restricted Reserves {el ifj Ig) The restricted reserves represent donations received but as yel unspent, in respect of specific projects logelher with capital grants and donations received for ￿striCted purposes. These are subject lo an external reslriclion as such they are separately recognised Pagf133

ST BASIL'S {Liinited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 ACCOUNTING POLICIES (Continued) Ihl Pension Costs st Basils has defined contribution schemes. Contributions payable to the Company's auto enrolment scheme with Legal and General are charged lo the Statement of Comprehensive Income as they become payable in accordance with the rules of the scheme. Contributions payable to the Company's defined conlribulion scheme with Engage Mutual are charged to the Slalement of Comprehensive Income as they become payable in accordance with the rules of the scheme. New membership of this scheme was slopped in 2014 when the Scheme with Legal and General was introduced. All new membership since 2014 has been into the Legal and General Scheme. Supporting People Separately identifiable tenancy related rent, seNtce and support Charge income ak)ng with any related costs for supported housing is disclosed linder 'supported housing, within note 3. Charges for and costs of support services funded under Supporting People are shown under'supporting People, within note 3. (il Operating Leases Leases that do not transfer all the risks and rewards Df ownership are classified as operating leases. Payments under operating leases are charged lo the Statement of Comprehensive Income on a straight line basis over the lease term. {kl Cash and cash equlvalents Cash and cash equivalents comprÈse cash in hand and demand deposits. together with other short term, highly liquid investments that are readily known amounts of cash and are subject to an insignificant risk of change in value. Financlal Instruments Financial assets and financial liabilities are recognised when the Company becomes a party to the conlraclual provisions of the instmment Im) Golng Concern The company's financial slatemenls have been prepared on a going concem basis which assumes an ability to continue operating for the foreseeable future. No significant concerns have been noted in the business plan updated for 2021122 and therefore we consider it appropriate to continua to prepare the financial statements on a going Concern basis. Page | 34

ST BASIL'S (Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 ACCOUNTING POLICIES (Continued) Financial assets carried al amortised cost Financial assets carried al amortised cost comprtse rent arrears. trade and other receivables and cash and cash equivalents. Financial assets are initially re¢ognised at fair value plus directly allribulabl8 transaction costs. After initial recognition, they are measured al amortised cost using the effective interest method. Discounting is omill8d where the effect of discounting is immaterial. If there is objective evidence that there is an imp8irmenl loss on any asset, including social housing property, the amount of the loss is measured as the difference between the asset's carrying amount and the present value of estimated future cash flows discounted al the financial asseys original effective interest rate. The carrying amount of the asset is reduced accordingly. A financial asset is derecognised when the contractual rights lo the cash flows expire. or when the financial asset and all subslanlial risks and reward are transferred. If an arrangement constilules a financing transaction, the financial asset is measured al the present value ol the future payments discounted al a market rale of interest for a similar debt instrument Fin8nci81 liabilities carried al amortised oosl These financial liabilities include trade and other payables and interest bearing loans and borrowings. Non-currenl debt instruments which meet the necessary conditions in FRS 102, are initially recognised al fair value adjusted for any directly allribulable transaction cost and subsequently measured al amortised cost using the effective interest method, with inlerest-relaled charges ￿Cognised as an expense in finance costs in the Slalemenl of Comprehensive Income. Discour¢ling is omilled where the effect of discounting is immaterial. A fi'nancial liability is derecognised only when the contractual obligation is exb'nguished, that is, when the obligation is discharged, cancelled or expires. Financing trens8clffons For rent arrears where the arrangement conslitules, in effect, a financing transaction because of extended credit arrangements the arrears are measured at the present value of the future payments discounted al an appropriate market rale of interest. Significant Management Judgements and key Sources of estimation uncertainty. The preparation of the financial slalemenls requires management lo make judgemerlts, estimates and assumptions that affeel the application of policies and reported amounts of assets and liabilities. income, and expenses. The estimates and associated assumplions are based on historical experience and various other factors that are believed lo be reasonable under the cirGLtmslances, the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates. EslimalÈs and underlying assumptions are reviewed on an ongoing basis. Revisions lo accounting estimates are recognised in the period in which the estimate is revised and in any future periods affected. Significant Management Judgemonls The following are management judgements in applying the accounting policies of the Company that have the most significant effect on the amounts recognised in the financial stalemenls. Capitalis8tft)n of developm8nl expenditure The company capilalises expenditure in accordance with the accounting policy on housing properties. Judgement is exercised ovei the likelihood that projects will continue, as lo whether development expenditure is capital or revenue. For the year ending 31 March 2021, there are capital additions of £1,456k (see note 8). of which £nil relates to the Capilalisalion of on-going development costs. Page135

ST BASIL'S (Limit¢d by Guarant¢e) NOTES TO THE FINANCIAL STATEMENTS For the year endlng 31 March 2021 2. Significant Management Judgements and key sources of estimation uncertainty. Icontinuedl Eslim8tion uncertainty The Company makes estimates and assumptions concerning the ftjlure. The resulting accounting estimates will, by definition, seldom equal the related actual result5 and may cause a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Debtorprovisions Provision 15 made for rent arrears that are considered L6nco11eclable. These provisions require management's best estimate of the costs that will be incurred based on legislative and contractual requiremen15. In addition, the timing of the cash flows and the discount ratès used to establish net present value of the obligations require management's judgement. In the light of the experien￿ of recent years, the basis for deleimining the provision for rental debts has proved reasonable. Components of housing properties and useful lives Major components of housing properties have significantly different pattems of consltmption of economlc benefits and estimates are made lo alloeale the initial cost of the property to its major components and to depreciate each component separately over ils useful economic life. The Company considers whether there are any indications that the useful lives require revision al each reporting dale to ensure that they remain appropriatè. 3a. TURNOVER AND OPERATING IDEFICITIISURPLUS 2021 Turnover Operating Costs £'OOO's 2020 Tumover Operating Costs £'OOO's Surplusl Ideficiti £'OOO's Surplus/ (deficit) £'OOO's £'OOO's £'OOQ's Income and expenditure from lettings Supported housing residential (note 3bl 10.170 {10,7961 16261 9,233 18,8751 358 Other income and expenditure Fund raising Non-residential services 1,782 14861 1,296 986 15631 422 1,813 (1,8391 1261 1,786 12,2621 {4771 Total 13,765 113,1211 12,003 111,7001 303 Page | 36

ST BASIL'S (Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 3b. INCOME AND EXPENDITURE FROM SOCIAL HOUSING 2021 2020 Supported Supported Housing HoL¢sing Accomm- Accomm- odation ation £'OOO's £'OOO's Income from lettlngs Rent receivable Service charges receivable 2,164 2,910 1.985 2,516 Net rents receivable 5,074 4,501 Supporting People Grant Other income 4,202 894 3.486 1,246 Total income from lettlngs 10,170 9,233 Expenditure on letting8 Management Services Routine maintenance Planned maintenan Bad debts Depreciation of properties 6,393 2,415 866 775 132 215 5.349 1,967 768 450 96 245 Total expendlture on lettings 10,796 8,875 Operating surplus on social hou81ng lottlngs 626 358 Rent losses from voids 566 333 SURPLUS ON ORDINARY ACTIVITIES 2021 £'OOO's 2020 £'OOO's Surplus on ordinary activities Is stated after charglngllcrediting} Depreciation of housing properties Depreciation of other fixed assets Auditorg, remuneralion'.- In their capacity as auditors In respect of other services Staff costs Inole 6} Amortisalion of social housing grants Other equipment lease oharges Land and buildings lease charges 215 326 245 480 18 19 7.333 11261 43 242 7.189 11211 18 320 Page | 37

ST BASIL'S (Limlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 TAXATION No 18xation charge arises as the Company is a registered charity and is exempl from tax on charitable a¢tivilies. STAFF COSTS 2021 £'000'5 2020 £'OOO's Staff costs including the Senior ManagèmentTeam Wages and salaries Social security costs Other pension costs 6,591 545 197 6,463 532 194 7,333 7,189 Average number of full tlme equivalent persons Ilncluding th¢ Chief Executive) employed during the year: Number Number Management Administration Housing support services 37 223 40 215 Total employees 268 263 DIRECTORS. EMOLUMENTS 2021 £'OOO's 2020 £'OOO's Emoluments of the Senior Management Team (including petision onlributions} 417 392 The emoluments of the Senior Managemenl Team disclosed above include amounts paid lo.. The Chief Executive, being the highest paid director lexcluding pension onlribulionsl 73 71 The Chief Executive is enlilled lo membership of the definèd pension contribution pension scheme operated by the company. No special terms or individual pension arrangements apply to this post, excopl for those common to a number of staff who transfèrred different arrangements from an earlier scheme. Employer pension contributions in respect of the Chief Executive amounted lo £4k (previous year £4kl- Apart from the Chief Executive. no other employees were paid in excess of £60k {previous year. no employees}. Pagg | 38

ST BASIL'S {Ltmited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year endlng 31 March 2021 The Board of Directors consists of twelve Non-Executive Directors and one ExeGulive Director {Chief Execulivel. The emoluments of the Chief Executive are included wlthin the Senior Management Team emoluments. The Non-Executive Directors receive no emoluments. TANGIBLE FIXED ASSETS- HOUSING PROPERTIES Houslng properties hold for lfrttlng £'OOO's COST Al 1 April 2020 Additions 15,205 1,456 At 31 March 2021 16,661 LESS: DEPRECIATION Al 1 April 2020 Charge for the year 2.812 215 At 31 Mareh 2021 3,027 NET BOOK VALUE At 31 March 2021 13,634 At 31 March 2020 12,393 As al 31 March 2021 there was no property under development {previous year.. £51 gk} Pcige | 39

ST BASIL'S (Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 OTHER PROPERTY, PLA￿ & EQUIPMENT Short term Leasehold Computer properties equipment £'OOO's £'OOO'$ Furnlshings and fltllngs £'OOO's Total £'OOO's COST Al 1 April 2020 Additions 555 46 1,962 83 1,745 85 4,262 214 At 31 March 2021 601 2,045 1,830 4,475 ACCUMULATED DEPRECIATION At 1 April 2020 Charge for the year 233 30 1,633 149 1.309 147 3,175 326 At 31 March 2021 263 1,782 1,456 3,501 NET BOOK VALUE At 31 Mareh 2021 338 263 374 975 Al 31 March 2020 322 329 436 1,087 10. UNITS IN MANAGEMENT 2021 Number 2020 Number Bed spaces 590 534 At the end of the year there were no units in development (2020.. 32). 11. DEBTORS 2021 £'OOO's 2020 £'OOO's Rental deblois Less.. Provision for bad debts 327 {1441 259 11091 Net rental debtors 183 150 other debtors Prepayments Accrued Income 601 237 137 724 204 149 1.158 1,227 Puge | 4t1

st BASIL'S (Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2021 £'OOO's 2020 £'OOO's Rental pre-payments Accruals Deferred Income Trade creditors Other taxation and social security wsts Housing loans SHG due within one year Provision for other debts 279 288 495 537 179 15 202 230 171 479 256 175 13 119 39 1,995 1.482 13. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 2021 £'OOO's 2020 £'OOO's SHG lo be released after one year Housing loan Provision for dilapidations 11,583 300 250 10.209 317 12,133 10,526 Profile of Housing loan.. Amount falling due 2-5 years Amount falling due 5+ years 59 241 52 265 300 317 The loan has a charge secured against John Austin Court payable lo Unity Trust Bank over 20 years. paying interest al 2.750/0 above base rale (variable). Al 31 March 2021 the nel book value of John Austin Court was £1,677k Iprevious year £1,699kl. 14. FINANCIAL INSTRUMENTS The carrying values of the Company's financial assets and liabilities are summarised by category below.. Flnanclal assets Measured al undiscounled amount receivable Rent arrears and other debtors (see note 111 Flnanclal Ilabilities Measured at amortised cost Loans payable Isee note 131 Measured al undiscounled amount payable Trade and other creditors Isee note 121 Page | 41

ST BASIL'S (Lirnited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year endlng 31 March 2021 15. SOCIAL HOUSING GRANT AMORTISATION MOVEMENT 2021 £'OQO's 2020 £'000'5 Deferred income- Grants As 1 April 2020 Grants received Amortisalion lo Statement of Comprehensive Income 10,328 1,582 11251 9,949 500 11211 At 31 March 2021 11,785 10,328 Amortisalion within olle year 202 119 Amortisalion after one year 11,583 10,209 The total value of grants received prior to any amortisalion is £13,856k {2020.' £12,274kl. 16. SHARE CAPITAL The Company is limited by guaranleÈ and does not have any share capital. RECONCILIATION OF OPERATING SURPLUS TO NET CASH FLOVV FROM OPERATING ACTIVITIES 2021 £'OOO's 2020 £'OOO's Operating surplus for the year Movement in debtors Movement in creditors Depreciation Amortisalion of grant 644 69 678 541 11251 303 1616) 171 724 11211 Net cash flow from operating activities 1.807 461 18. CAPITAL COMMITMENTS 2021 2020 £'OOO's £'ODO's Capital expenditure contracted for but not provided tor in the financial s12lemenls 1,532 Capital expenditure aulhorised but not yet Contracted for 738 634 Page | 42

ST BASIL'S (Llmited by Guarantec) NOTES TO THE FINANCIAL STATEMENTS For Ihe year ending 31 March 2021 The capital expenditure authorised but not yet contracted for, relates lo Sl Basil's capital programme for the coming year, and is funded from Sl Basil's own reserves. Grants and donations will be sought where possible. 19. OPERATING LEASE COMMITMENTS At 31 March 2021 the company had total minimum lease payments under non-cancellable operating leases as folbws.. other equipment leases.. 2021 £'QOO's 2020 £'OOO's Explry Date Less than 1 year Between 2 and 5 years After more than 5 years 43 43 43 86 129 Land & Building leases.. 2021 £'OOO's 2020 £'000'5 Explry Date Less than 1 year Be￿een 2 and S years After more than 5 years 281 811 627 115 416 862 1.719 1,393 20. LEGISLATIVE PROVISIONS The Company is a registered charity, a company limited by guarantee incorporated under the Companies Act 2006, and is a Registered Provider of Social Housing. 21. PENSION COMMITMENTS The Company operates two defined Contribution pension schemes. The 28sels of the schemes aTe held separately from those of the Company in independently administered funds. The pension charges as detailed in note 6 represents contributions payable by the Company lo the funds. Al 31 March 2021, pension contribulions still lo be paid into the pension fund amounted lo £38k (£39k in the previous yesrl, and these were paid in April 2021. This obligation is included in ciedilors on the Statement of Financial Position. 22. RELATED PARTIES Sara Fowler was a non executive director of BHSF Group Ltd which provides financial supwrt for St Basil's staff to cover medical costs, on 2 voluntary basis. Sl Basil's arrangements with BHSF pre-dated her appointment as a non executive director ol BHSF. Sara could not use her position lo her advantage. Page | 43

ST BASIL'S (Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS For the year ending 31 March 2021 RESTRICTED RESERVES Reslricled Reserve Opening Balance Expenditure £'OOO's £'OOO's Ck>sing Balance £'OOO's Young Women's Fund- Shelter Young Women's Fund- Hardship 131 131 63 1161 47 Total Restricted Resetves 194 (161 178 Young Women's Fund Ishellerl was established in 2009, lo provide grants and other relief of young women's hardship in Birmingham. Young Women's Fund (Hardship) was established in 2011112, to provide grants and other relief of young women's hardship. Pt7gg | 44