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2021-03-31-accounts

Trustees’ Report and Financial Statements 2020/21

Contents

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

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Paul Hamlyn Foundation Trustees’ and Directors’ Report for the year ended 31 March 2021

Chair’s Statement

Last year, I wrote that Paul Hamlyn Foundation had established a £20m Emergency Fund to support those that we fund and their beneficiaries during a period of immediate hardship. None of us then could possibly have understood the impact that Covid-19 would have on them, or on our own people and operations. And, at the time of writing, the situation in India remains bleak. This period of change and turbulence is not over yet.

We have worked hard to respond as best we could, working at pace and always with a mind to the needs and challenges in the fields where we think we can help to make the most difference. Along with our peers, we have heard the value in trusts and foundations being flexible and in sticking by organisations as they have needed to prioritise and adjust their programmes. The case for additional funding and new partnerships has also been well made, to reach into communities and networks new to us where the needs have been greatest.

It has been the most challenging year, and I am enormously proud of what the Foundation and our partners have achieved, and grateful for the contribution of trustees and staff in helping us in our efforts. Everyone has given more of their time and energy than was asked for and has brought diligence and kindness to bear in their work and expertise to our decision making. I would like to pay particular tribute to Sir Anthony Salz – the Board of trustees has benefited from his wisdom and good humour since the very early days of the Foundation, and we offered him our very best wishes as he stepped down after fifteen years of service.

Jane Hamlyn CBE Chair

Paul Hamlyn Foundation will continue to develop too. Building on everything we have learnt in recent years about effective philanthropy, reaffirming our commitment to social justice and sharpening our focus to address the most pressing demands, we published our refreshed strategy in September 2020. This provides us with the framework for our future work and, we hope, gives clarity to the organisations and people looking to us for funding. Our vision is for a just society in which everyone, especially young people, can realise their full potential and enjoy fulfilling and creative lives. Realising that will be no easy task. Given the scale of social, economic and health upheaval, we are unwavering in our determination to be an effective and independent funder, using all our resources to create opportunities and support social change.

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Chief Executive’s Statement

In the midst of the pandemic, the charities we fund and the individuals we back brought their ingenuity and deep understanding of their communities to the fore – they addressed immediate hardship, designed new services, connected to people at their lowest ebb and persevered, even when exhausted themselves. They did an outstanding job in the most challenging of circumstances and we are privileged to have played a small part in enabling them to do their best.

In this year’s report, we have tried to capture the scale and challenge of that task as we mobilised our own operations and our people to respond. What this does not quite capture is the impact of this work on grantees, one of whom told us that PHF emergency funding was “the easiest, simplest and quickest” of all the support they got. We were the first to give them a grant during the pandemic and it gave their board confidence that people saw their organisation as “worth saving”, and faith they could make it through.

Looking to the future, my feeling at the moment is that, whilst our programmatic focus will stay in place, we will want to maintain some flexibility to respond in the post-Covid recovery phase, both in the UK and in India. The task, considering the likelihood of a tough economic climate and its impact on charities and their beneficiaries, and the unhelpful framing of deep societal divisions as ‘culture wars’, will require creativity, determination and agility on a number of fronts.

There are also some strategic and seismic shifts that we may want to respond to, notably the geographic disparities and racial inequalities exposed during Covid-19 that may call for a more targeted funding response and the climate emergency that has an impact across our investment approach as well as our wider operations. Our ability to continue to operate effectively and to sustain our values and strategic direction will be uppermost in our minds.

Moira Sinclair OBE Chief Executive

The PHF team are to be congratulated – it is the quality of their relationships and analysis, and their ability to move quickly that creates this type of feedback. But we have worked people hard. Whilst they are acutely aware of the privilege of working for a foundation, the last year has taken its toll and we also reflect on the management challenge that it has presented.

At the same time, the role and responsibilities of grant makers, their power and influence, remains a challenging and urgent discussion, amongst our staff, in external meetings with grantees, policy makers and thinkers, and in the media. Our refreshed strategy (https://www.phf.org.uk/publications/ strategy-2020) and new Diversity, Equity and Inclusion (DEI) Statement (https://www.phf.org.uk/ about-phf/#diversity-equity-and-inclusion) builds on our previous work and speaks to our aspiration for purposeful, equitable and relational grant-making and our commitment to being anti-racist. We acknowledge that we need to change in order to achieve that and have established a learning programme to underpin this work.

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

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Trustees’ and Directors’ Report Objectives and Activities

Paul Hamlyn Foundation was established for general charitable purposes in 1987 by Paul Hamlyn, an entrepreneurial publisher and philanthropist, committed to offering new opportunities and experiences for less fortunate members of society. During his lifetime, and because of his experiences, he had a strong interest in social justice, challenging prejudice and opening up the arts and education to everyone, but particularly to young people.

Paul died in August 2001; his bequest enables us to be independent and bold in honouring his beliefs and aims. The Foundation, in its current form, was incorporated in February 2004 and the Objects of the Charity are to further such charitable purposes and to benefit such institutions as the trustees think fit.

We do this primarily through our grant-making which:

When combined with the data and intelligence that our staff can bring and our forward-thinking approach to philanthropy, working in collaboration to maximise impact and increasingly releasing long-term and core funding, we are helping to release the most public benefit from the organisations that we support.

Trustees have considered the Charity Commission’s guidance on public benefit and confirm their view that the Foundation’s objects and aims, as set out here, are in alignment with the public benefit requirements of the 2011 Charities Act. The Trustees' Report demonstrates the activities of the Foundation and how they meet the principles as defined in the Act.

In 2020-2021, trustees reviewed the Foundation’s strategy to make sure it was still relevant, responsive to the needs of our partners and stakeholders and set out our purpose and approach as openly as possible. The refreshed strategy was published in September 2020. Whilst our funding priorities remained essentially the same, we took the opportunity to update our vision and mission, placing a stronger emphasis on our commitment to social justice and clarifying our values and our approach, all of which has an impact on the way in which we make grants and the expectations we have of those we fund.

Our Vision

A just society in which everyone, especially young people, can realise their full potential and enjoy fulfilling and creative lives.

Our Mission

To be an effective and independent funder, using all our resources to create opportunities and support social change.

We partner with inspiring organisations and individuals to make sure that people facing disadvantage are at the heart of leading change and designing solutions to overcome inequality.

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Funding priorities

Investing in young people

Much of our grant-making aims to benefit young people, but it is the groups and organisations who work directly with them who often make the most difference, especially for young people who face complex transitions to adulthood. We concentrate our support on young people who are in the most challenging circumstances: those who are socially excluded or marginalised, whose experiences are hidden or less well known, whose voices are often erased or ignored.

Our aim is to improve the quality and quantity of support available to these young people. We do this by investing in organisations that can expand and improve their impact by developing resources and enhancing delivery.

We want to support organisations at different stages of development to improve, consolidate and spread practices that empower young people to shape their lives and lead change. We look for work with young people that starts by recognising and building on their strengths and potential. We also work with organisations to influence the wider context, advocating for young people and being led by their direct advocacy.

We also support work that is led by young people, where power is shared, where work is developed and delivered in partnership with them, and where youth voice and experience influences decision making. We have a particular interest in young people leading social change and shaping the world around them.

Migration and integration

Migration is a global phenomenon, generating opportunities for social, economic and cultural enrichment. It also creates challenges for those who have moved or been displaced, and for those facing change in their communities. We have long experience of grant-making, research and collaborations around migration, mainly focused on helping young people for whom migration has brought vulnerability and hardship.

Our view is that societies are more likely to live well together if exclusion is addressed and connections are deepened. We want to use our funding to help build ‘shared ground’, with the aim of a more socially equal society where young people, settled and transient, migrant and British, can contribute actively and engage positively.

Arts access and participation

We believe in the power of the arts as a force for change, and one that enriches people’s lives and communities.

We want to ensure that a wider and more diverse group of people have access to quality artistic practice, both as audiences and participants. Building on our long history of work in this area, we support organisations to test, implement and develop more effective approaches to widening access to and deepening participation in the arts. It is not enough simply to increase numbers – our emphasis is on addressing inequalities of opportunity and the systemic issues that put up barriers to access and participation in the arts.

We are particularly interested in supporting organisations that want to build meaningful relationships with people and communities, and those that prioritise partnership working within the arts and across wider sectors. We aim to enable organisations to build stronger evidence about what works, so that they can better understand and improve their practice, share learning and have greater impact.

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Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Education and learning through the arts

The arts play an important role in enriching young people’s learning and educational experiences. Exposure to the arts can unlock potential in young people, helping them to develop skills in communication, collaboration, creativity and problem solving. In addition to the enjoyment and enrichment the arts bring, arts education can increase young people’s engagement in school and learning, and support key educational outcomes. For many young people, particularly those experiencing the most disadvantage, the only opportunity to gain access to arts education is at school.

Where good practice exists in schools, colleges and the arts organisations that work with them, the benefits for young people are significant. This is where we focus our grant-making and learning.

There is an appetite for collaboration between teachers and arts organisations, and for them to explore and improve their practice and the outcomes for young people. We are particularly interested in supporting such partnerships. We also respond to teachers’ interest in having more opportunities to develop their skills and professional practice in teaching through the arts, and in understanding their pivotal role in creating and delivering an arts-rich curriculum and school environment.

Nurturing ideas and people

Believing that a healthy civic society is one where artists thrive, we support composers and visual artists to have the freedom to develop creatively and to grow personally and professionally.

A vibrant arts ecology requires not only great artists, but also talented and visionary people with the drive and vision to make change happen. For over ten years we have offered responsive and flexible support to creative leaders and entrepreneurs, giving them the chance to make their mark across art forms and genres.

Creating opportunities for people and communities in India

Paul Hamlyn recognised that people and communities in India had inherent strengths that were often overlooked, particularly when living in challenging circumstances. We have been working there since 1992, and it is the only place we fund outside of the UK.

Today, we continue to work with local organisations in India, focusing on the areas where we can add most value. To that end, we work in priority geographical areas, giving grants to local NGOs for health, education, shelter, support for people with disabilities, and other social development activities. By doing so, we hope to give local agencies the resources that they need to improve the lives of the poorest and most vulnerable communities. Building the capacity of these organisations and the people that make change happen is one of our strategic aims in India.

Social change often comes about because of the application of good ideas by passionate people. Our founder was an innovator: in his business life and philanthropy, he backed people with good ideas. We want to do this, too.

Individuals in the UK have limited opportunities to access the financial support that is needed to scope and develop ideas to achieve social change. We are interested in backing ideas at the earliest stages of development, particularly from people who may not have much experience of applying for or receiving funding, but merit backing.

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Trustees’ and Directors’ Report Strategic Report

A year like no other

It feels almost too soon, at the time of writing, to look back at 2020/21 and try to make any sense of what has been a tumultuous and traumatic year for so many in the UK and in India. The overarching theme for Paul Hamlyn Foundation has been our response as a grantmaker to the Covid-19 crisis as it unfolded, wanting to play our part as best we could in sustaining those that we fund in order that they could then provide services and support in the midst of unprecedented need, and managing our investments to be able to respond swiftly. In our reporting this year, we reflect on the totality of our grant-making and spend some dedicated time considering the specifics of our Emergency Fund and the learning from the way in which we marshalled our resources under pressure.

We had put publication of our refreshed strategy on hold as we went into the crisis, but we had, in effect, begun to apply the re-articulated values, vision and mission in our emergency response. We report here on the transition to the new strategic framework and the impact this had on our communications, our processes and on the type of applicants that are now approaching the Foundation and making successful applications.

The focus on tackling the root causes of inequalities, on using all of our resources to enable social change and on developing deeper relationships with and responding to the needs of those we fund, was particularly pertinent in the context of Covid-19 and in the wake of the Black Lives Matter protests over the summer. Our Diversity, Equity and Inclusion Statement marked an important moment for Paul Hamlyn Foundation, making more visible our commitment to social justice and to becoming an anti-racist organisation.

Total grant-making in 2020/21 – the facts and figures

We spent £39.2 million on grants awarded, a decrease of £7.6 million (16%) from £46.8 million in 2019/20 when the Foundation made several large one-off Major Grants.

As indicated in last year’s report, the original grant-making budget for the year had been set at £32 million, with the possibility of making some significant Major Grants in addition. Trustees took the decision to commit an additional up to £20 million specifically to respond to the Covid-19 crisis and, in order to release capacity in the Foundation’s team to manage responsive and emergency grant-making, they paused ‘normal’ programme funds from the end of March until September 2020.

In total, we received 1,812 applications for grants compared to 1,173 applications reported for the previous year. The total amount requested by applicants was £70.5 million, £11.9 million less than the £82.4 million requested in the previous year.

During the year, we took final decisions on 1,493[1] applications resulting in either a grant award or declination, which could be for a variety of reasons e.g.: failure to meet application criteria or over subscription to a particular fund. Of these final decisions, 921[2] resulted in a grant award: an approval rate of 62%. Within the UK programme the 771 awards result from an approval rate of 63%, and within the India programme the 147 awards result from an approval rate of 54%. These figures represent a significant variation from our usual lower approval rates, the result of solicited applications for our emergency funding and flexing our usual procedures to extend and add to existing grants.

All the indications are that demand for our funding and the volume of applications will continue to grow. We will need this focus to make difficult decisions about who we do (and do not) fund and we conclude with some reflections on what we think this might mean as we look towards 2022/23.

1 Figures for India do not include applications that were declined because they were deemed ineligible.

2 The 921 awards include 113 Awards for Artists alongside our other grants.

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Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Grants awarded 2020/21 by strategic priority (excluding Major Grants)

Nurturing Ideas and People

Arts Access and Participation Education and Learning through the Arts

Arts Evidence

Investing in Young People

Migration and Integration

India programme Voice, Influence and Partnerships

Evidence and Learning Strategic Interventions Fund Backbone Fund Covid-19 emergency response Other grants and programmes £0m £2m £4m £6m £8m £10m £12m £14m £16m Grant spend

UK grants made by region and nation (grants including Emergency Funding but excluding Major Grants)

UK Multi-country UK-wide (in all 4 UK countries) England – Multi-region England – Single region (excluding London) England – Single region (London) Northern Ireland Scotland Wales

Responding to Covid-19 in 2020/21 Identifying the need and changing our grant-making in response

At a macro level, we saw increased need on all fronts, but this played out differently across different funding programmes. Our ability to intervene effectively was determined by our awareness of the ecology of funding and where our grant-making sits, and an ability to be really clear with grantees about what we could and could not do.

Organisations were dealing with extreme levels of need, funding from non-grant sources fell away, and there was high uncertainty about the future in terms of whether their practice could continue. Organisations who previously would have been seen as ‘success stories’ with a sustainable funding mix, through community fundraising and trading, were now particularly vulnerable compared to those more reliant on grant funding. Where still working, most grantee staff worked from home, bringing high levels of stress and trauma into their domestic spaces. Some organisations had to pivot completely, delivering

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emergency services instead of their usual activity. While some organisations adapted well to providing services online, for others this was not appropriate, or the digital exclusion of their service users made it of limited value.

The demand for the services of the organisations we fund in the migration and youth space grew exponentially – they did not slow down during the crisis, but did need to adjust their delivery. In the arts and education space, the closure of schools and venues resulted in the mothballing of much activity, and where a creative response was forthcoming, it took time and energy to realise.

For funders, there was the challenge of balancing immediate funding responses and sustaining a medium/longer term focus. There was also a consideration of where and what role trusts and foundations might play in building the potential coalitions for change, to explore what ‘building back better’ might look like and to translate that thinking into practical policy ideas.

We were able to operate at speed and with a great deal of flexibility, which was warmly welcomed by our grantees and the wider sector. As we described in our last annual report, in March 2020, we wrote to all existing grantees as the crisis broke to reassure them that payments would continue, as we moved our own operations online and to confirm we would extend programme grants and reporting as needed. Trustees created a £20 million Emergency Fund to ensure our

grantees and the communities they work with could survive the impact of societal change on a scale unprecedented in modern times, and we joined the collective effort to alleviate immediate hardship with a £500,000 contribution each to two emergency funds for the charitable sector, the National Emergencies Trust and the London Community Response Fund in March 2020.

Pausing to new applications until Autumn 2020 enabled us to focus all our available energy on supporting the organisations we fund and the fields in which they operate. We mobilised our own grantmaking effort, creating the governance, systems and processes to make rapid emergency grants, delegating under £20k grants to an executive team who met at first weekly and then fortnightly and mirroring this with a trustees’ Emergency Fund Committee for larger grants.

In last year’s accounts, as mentioned above, we noted an initial spend of £1m to support the Covid-19 response. Together with this year’s figures, where we made £14,791,272 in emergency grants in the UK and India, we are reporting a total of £15,791,272 across both years to the end of March 2021. We anticipate continuing to make grants in response to the pandemic in 2021/22.

As part of the emergency response in the UK during 2020/21, we made 433 emergency grants, 31 Act for Change Fund grants, and 113 Awards for Artists, totalling £13,318,815.

Number of UK Emergency Grant Awards by the purpose(s) of those grants (excludes Act for Change Fund Emergency Grants)

Core funding to support mid/longer term preparation and planning Supporting cashflow Strategic influencing/holding government to account Setting up new services Scaling existing services Adapting existing services Emergency response to meet urgent client/beneficiary needs 0 40 80 120 160 200

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We classified each emergency grant according to the purpose for which it was made as shown above. Each grant could be awarded in support of multiple purposes. Emergency grants were most commonly awarded to support grantee organisations to prepare and plan for the future (42%); approximately one third of the grants were awarded to include direct support to meet beneficiaries’ emergency needs, including food, phones and data packages to minimise digital exclusion.

The situation in India was even more critical at times, and trustees kept in close touch with our team there. In the context of overwhelming pressure and conscious that Paul Hamlyn Foundation can only ever play a small part in a complex picture, trustees agreed to focus our emergency support on existing grantees. Establishing a £1.5m India Committee Relief Fund (ICRRF), has helped our partners reach out, connect and help some of the most distressed people during the Covid-19 crisis, working on addressing issues of under-nutrition and malnutrition; the dangers presenting to children and adolescents not in education; and livelihoods.

Partnerships and collaborations

Collaborations and partnerships have been much more important to us in the last year – in terms of understanding impact; making funding work harder and extending our reach into communities and at scales that, on our own, we are unable to operate at. We have worked more extensively with a range of partners, including Government, to deliver a collective response to Covid-19.

In April, we made a £300,000 contribution to the Community Justice Fund – a joint initiative between Advice UK, Law Centres Network and Citizens Advice and a group of independent funders (the AB Charitable Trust, Access to Justice Foundation, Indigo Trust, Paul Hamlyn Foundation, The Legal Education Foundation and Therium Access). It is hosted by The Access to Justice Foundation and aimed to help specialist social welfare legal advice organisations cope with the immediate impact of the Covid-19 pandemic and lay the foundations for longer-term renewal.

In August, trustees agreed a £500,000 contribution to the Pears Foundation towards a £11 million total fund, with £5 million from Pears Foundation delivering an additional £5.5 million from the Government’s Community Match Challenge scheme. Pears have worked through their existing partnerships with Contact, Mencap, Carers Trust, Mind, Samaritans, Home-Start UK, UK Youth, the Scout Association and Girlguiding UK to help support groups who have been disproportionately affected by the pandemic, with our support focused on the youth sector.

Delegating decision making by supporting others who then make grants through their networks and constituencies has been a key component of this work. This approach is new for us, and is something we will want to consider more, especially in the light of our commitment to addressing inequalities better and ensure that those with lived experience of the issues we are seeking to address can have a voice.

£400,000 supported a partnership between Migration Exchange (Global Dialogue), Refugee Action and NACCOM (the ‘No Accommodation’ network). Migration Exchange played a coordination and fundraising role, with grants going directly to Refugee Action and NACCOM to regrant to front line organisations. A total of £2,137,000 raised from ten contributing funders (AB Charitable Trust, Barrow Cadbury Trust, Comic Relief, Esmée Fairbairn Foundation, Joseph Rowntree Charitable Trust, Lloyds Bank Foundation, Migration Foundation, Paul Hamlyn Foundation, Rayne Foundation, and The Blue Thread) was granted to 130 organisations across the UK. Grants are for 12 months and range from £10,000 to £45,000 towards meeting immediate needs and adapting services to Covid-19.

£70,000 to Camden People’s Theatre allowed them to deliver a revised programme consisting of a range of commissions for artists at different career stages, and various forms of presentation, constructed in a way that supports artists and CPT to develop new ways of presenting live performance in the era of social distancing. All opportunities facilitated by this grant were awarded via an open call and targeted at artists of colour, those from working-class backgrounds, and artists who are D/deaf or disabled.

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A similar grant to Unlimited (Shape Arts) of £200,000 also supported artists, for whom the effects of the pandemic were devastating. Impressed by Unlimited’s extensive networks and deep understanding of the pressures that had been exacerbated by the pandemic for disabled artists and disabled-led companies, and their analysis of what needed to be done to respond, the grants they made supported by PHF’s funding, addressed barriers to the creation of and participation in art at a particularly challenging moment in time.

PHF’s people and operations

For many at PHF, the physical transition to working from home was surprisingly seamless, even for roles where this had previously seemed impossible. Steps taken over the last few years to improve our IT systems and support were timely and were felt to have made a huge difference to this transition. We have been keen to maintain the momentum in this area and trustees agreed an increase in our budgets to improve homeworking set-ups for the entire team and to ensure we maintain a secure working environment.

For some staff, the impact on their work has been more profound. The grants staff have been in very close contact with organisations experiencing high levels of uncertainty and stress and have also been working to a different process, with a much faster rhythm, to ensure emergency funds can be granted. The intensity, scale and speed of work has increased, making it harder to manage the day-to-day and to plan. Those in the finance team have been working to ensure a much higher volume of payments are issued, again changing the pattern and types of work. The impact of these changes has meant many staff carrying a much higher workload and a far greater emotional burden. Line management support has been positive and helpful, but these challenges are ongoing, and remain difficult to manage. Paying attention to workload and capacity remains a priority.

Many staff reflected on missing the social contact that the office brings and the challenges in maintaining a collaborative approach. Efforts to improve and promote internal communications through team meetings, online all-staff meetings and weekly bulletins have been very helpful to maintain those connections and boost morale alongside a wellbeing programme which has been delivered online.

The wider operating environment and general grant-making in 2020/21: reaffirming our commitment to social justice

Refreshing our strategy

In the second half of the year, trustees considered and published our refreshed strategy, building on work we had undertaken in the previous year and informed by a series of structured conversations to capture ‘in real time’ learning. Our Evidence and Learning team asked staff to reflect on what had been the main impacts of Covid-19 on the issues and organisations or fields that they work with and on the services and functions they provide. We explored what seemed to be more or less important in the way we carry out our work and we asked them to consider the future of the fields and what we might need to do differently in the light of that thinking. All of this was, of course, based on detailed, sometimes challenging and emotional conversations with the organisations that we fund.

This thinking was shared with and informed by our advisory panels. It also referenced conversations that have taken place between funders, and research and insight collated by other peers and grantees. And it took into account the response to the death of George Floyd, the subsequent Black Lives Matter demonstrations and the debates and discussions about racial injustice and inequality that followed.

The resulting strategy, summarised in the opening section of this report, feels relevant and fit for purpose, as a statement of who we are and why we are here. It is, we hope, broad enough to accommodate and respond to change and uncertainty whilst providing clarity about what we hope to achieve and the range and qualities of those we might wish to partner with in that endeavour.

The strategy, and our experience of working with those we fund during the initial phase of the pandemic helped inform our revised grant-making focus as we reopened to applications in Autumn 2020. We simplified our application process and introduced one funding route. Applicants tell us about the kind of support they need in the context of our priorities – from the underpinning or re-design of programmes to support for their core operations.

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Even though we already support a wide range of critically important organisations, we are keen to connect with organisations that we might not have worked with before. As well as recovering from the impact of the pandemic, we expect that organisations in the sectors we care about will be interested in shifting power, supporting their communities to have greater agency and more diverse leadership – and so are we. We are therefore looking to work with organisations who understand what is going on for their communities and what role they can play, as well as thinking about how they might be able to collaborate and adapt in the context of uncertainty. We also think that infrastructure and organisations that enable partnership and collaboration are critical at this time and they will continue to form part of our thinking.

Diversity, Equity and Inclusion

As part of these discussions, we have also revisited our approach to diversity, equity and inclusion. This is thinking we have been engaged in for some time, as an active proponent of the Association of Charitable Foundations’ Stronger Foundations work and as funders of the Civil Society Futures Inquiry that took place between 2016 and 2018. One of its recommendations was: “we need a vision for race equality in civil society that includes, but goes beyond, workforce diversity to include concrete outcomes that address structural causes of inequality” – this was informed by a report commissioned from PHF grantees, BRAP.

In 2019, trustees agreed to consider a “better articulation of what social justice means to Paul Hamlyn Foundation now and how that’s manifest in cross cutting themes, such as giving people voice and agency; enabling digital transformation; addressing equality and diversity; supporting innovation.” It was from this meeting that the refresh of our strategy was formally commissioned. And in October of the same year, thirteen charitable foundations, including PHF, formed a coalition with the aim of tackling issues of diversity, equity and inclusion (DEI) within the foundation sector. Meetings began in January 2020 and have continued throughout 2020/21.

Two events accelerated this work. Covid-19 vividly exposed inequalities, especially those experienced by Black, Asian and minoritised communities and on 25 May 2020, George Floyd was killed in America,

and #BlackLivesMatter protests erupted across the globe. The process of agreeing to the publication of a statement in response exposed a level of discomfort in our ability to discuss racism and power that was surprising to some and disappointing to others. Staff have been generous and brave in their call to action, and we have been deeply engaged with them and with our peers in the charity and philanthropic sectors in the start of a change process. There has been a challenge to engage more with contemporary thinking and for us to have a more visible anti-racism position. Whilst there was acknowledgement that PHF had in place DEI-related policies and procedures (e.g. for equality and diversity; recruitment; whistle blowing and bullying etc) and related commitments and programmes (e.g. to social justice, to targeting our grant-making to those experiencing disadvantage; to bringing lived experience into our decision making), there was also a sense that we were nowhere near strategic or systemic enough in our approach, language or actions.

We published our renewed commitment to diversity, equity and inclusion at the end of September, the first step in a three-year action plan which we will report on annually. A newly formed staff DEI Advisory group is supporting this work and learning partners Bonnie Chiu and Ngozi Lyn Cole are helping to shape our next steps. We are participating in the Funders for Race Equality Alliance audit tool to better understand the reach of our grant-making. And, responding to requests, we have agreed resources to enable a People of Colour staff network to be established.

Support for eco-systems and infrastructure

The crisis in the charitable sector has only confirmed our thinking about the importance of infrastructure and we continue to see this as an essential component of our approach as a grant maker, bringing seven new organisations to join the 21 already in our Backbone Fund cohort. These included the Association of Chief Executives of Voluntary Organisations (ACEVO), a network of 1,200 CEOs and aspiring CEOs who head up everything from small, community-based groups, to ambitious medium-sized organisations, to well known, well-loved national and international not-for-profits and who have been central to efforts to mobilise and connect civil society this year. Immigration Law Practitioners Association (ILPA) is

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a professional association, which exists to promote and improve advice and representation in immigration, asylum and nationality law, through an extensive programme of training and disseminating information, and by providing research, legal analysis and expertise that draw on the experiences of members to influence policy. ILPA is represented on numerous Government and non-Governmental advisory groups, and regularly provides evidence to parliamentary and official enquiries. And YouthAction Northern Ireland, the leading voice and representation organisation for young people in Northern Ireland works to inspire young people to find their true potential.

The nature of the funding – flexible, long-term, that organisations can use to cover core costs and develop business models – is central to our wider approach; that civil society needs to be resilient and future-proofed against shifts in economic and political cycles. This light touch approach is paying dividends. It is helping to build on established relationships with organisations that we trust, furthering our understanding of what they need to have an impact in their fields. It is also helping us to provide small but stable sources of funding to important organisations over a significant period. Together they are all contributing to the ecosystem in which we and our wider grantees are operating.

This emerging systems approach thinking can also be seen in our continuing involvement and long-term commitment to other initiatives. The appointment of a Director for Justice Together, a funder collaboration that we were instrumental in pulling together, was an important milestone, as was the awarding of its first grants in December 2020. As well as offering funding, it will support grant partners to build the power and influence of people with lived and learned experience of the immigration system and embed anti-racism strategies.

And through the 32 organisations in the Act for Change Fund, young people have continued to campaign and organise over the last six months and during lockdown; in many cases, intensifying and focusing their activity. The sharp and extreme unequal impact, particularly in terms of race and class, of Covid-19 – both as a disease and in terms of economic and social distress – has fuelled and focused rather than deflated changemaking and campaigning across the funded organisations.

Young people’s activism through Act for Change Fund (AFCF) both reflects, and has contributed to, the clear prominence of youth campaigning and changemaking in recent British news and, as a result, the team have intensified its support, training and learning offer to funded organisations over the last six months.

Managing risk

In line with statutory requirements, trustees regularly review and assess the risks faced by the Foundation in all areas and plan for the management of those risks.

In 2020/21 we have been managing our business through a public health emergency and consideration of risk has been at the forefront of our thinking. Trustees have met more frequently throughout the year and discussed risk in the context of our investments, grant-making and operations – including the health risks as an employer in both the UK and India. In a time of rapid grant-making trustees have thought in depth about their duties as charitable trustees and ensured that we have been carrying out our purpose as a charity for public benefit and have the right checks and balances in place and that we are mitigating financial risks and the possibility of fraud. In a volatile investment environment, particular focus has been placed on investment risk (as explained below in the investments review) and we have adapated our internal control procedures to help manage financial risk during a period of home working. As an employer we have put in place measures to ensure we are protecting those to whom we owe a duty of care (in this instance, our responsibility to provide a safe place of work for staff).

In a usual year, the Executive Team monitor our business plan and operational risk register on a quarterly basis, which helps to keep track of workflow, capacity and progress against our objectives across our operations, and this is also reviewed by trustees on an annual basis along with the strategic risk register. In 2020/21, the Emergency Fund Committee also considered the risk register regularly and at their meeting in December, trustees moved the operational effectiveness risk from green to amber in recognition of the impact that Covid-19 was having on our staff attendance and productivity, many of whom were managing illness in their immediate families, homeschooling pressures and the challenges of protracted working from home.

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Plans for the Future

There is a strong appetite from within the Foundation to build on the best of what has happened in 2020/21 – to make our grant-making processes quicker, less burdensome for applicants and more responsive; to keep listening to the organisations that we support and to flex as they adapt; to take the opportunity to question what we do, why we do it and ensure we are really doing things in the most effective way and to maintain a sense of creativity in our response to change.

One of the questions for us is what happens in 2021/22 when most government and emergency support has run its course. The need to be there in rebuilding sector infrastructure and resilience and sustaining good new practice into the medium and longer term is felt to be important. Making sure that we do not box-off options too early that might help us respond differently in light of this will be something to keep sight of, as will the efficacy of our partnerships and collaborations. We anticipate a return to Major Grant making in the coming year, some of which might be to enable participatory and delegated grant-making closer to the communities that funders seek to serve.

The introduction of a new finance system was somewhat delayed by the pandemic and, although installed over the summer, implementation and training to allow it to reach full operating efficacy will take place in 2021/22. We expect that as this work comes to completion, we will turn our attention to our grants management system and our website, furthering our intention to have in place systems that enhance our efficacy.

In thinking about a phased return to work, we know that paying attention to culture is of real importance, and that we have to build our approach from the learning and reflections of our people. Home working can be productive and good for people’s wellbeing, but research shows this is only so when a choice is offered. We anticipate that more flexible and home working will become part of our future, but we will still want to meet face to face, especially for learning, for staff development and to maintain a sense of shared purpose and values. Remodelling of some of our spaces to enable this hybrid way of working is likely, but only in consultation with employees and with a degree of experimentation built in.

Engaging with stakeholders – S172 statement

Background

As a company limited by guarantee, the Foundation is required to report on how trustees have discharged their duty to promote the best interests of the Foundation, while having regard to the matters set out in section 172 (1) (a) to (f) of the Companies Act 2006. In doing so, regard (amongst other matters) must be given to:

Long term strategy and decision making

The published strategy sets out our vision for society and our mission to be an effective and independent funder, using all resources to create opportunities and support social change. In 2020/21 trustees considered the development of the refreshed strategy, as outlined in pages 4-6, informed by external advisers, feed-in from conversations with grantees and research and learning from other philanthropic institutions and stakeholders. Risk appetite and management is considered as outlined on page 13. Trustees have also started to consider the application of ‘influencing principles’ to help us achieve our longterm vison whilst considering the reputational impact of our partnerships, messaging and grant-making. The strategy sets the framework in which decision making takes place and helps ensure trustees are able to consider the long-term consequences of decision making and the balance between the different interests of stakeholders.

14 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Our stakeholders

The trustees recognise that the Foundation’s relationship with its stakeholders is critical to its success. Our charitable objectives, scale and impact are achieved in large part through relationships and working with others to achieve public benefit. By understanding our stakeholders, trustees are able to consider the potential impact of our decisions on each stakeholder group and consider their needs and concerns.

Those we fund and work in partnership with: The Foundation’s values inform its relationships with those we work with and we place particular emphasis on collaboration and connection, trust, openness and thoughtfulness. We believe in the power of working together to achieve more impact and aim to exploit the synergies between the different areas of our grant-making and build communities of interest in the fields we support. We understand the value in building connections, being aware of the external environment and developing a deep knowledge of the fields in which we operate. As a values-based organisation, the Foundation pays particular attention to how it operates and its relationships with stakeholders, including those we fund. We undertake periodic surveys of our applicants and grantees, with the next of these planned for 2022. We have a complaints policy in place, which we have updated in 2020, respond promptly to feedback and share this learning at our Senior Leadership Team and then more widely with our grants team.

Staff: Feedback has shown us how important it is to have skilled and knowledgeable staff and trustees and how critical the quality of the relationships with them is to everyone who works with us, so we are committed to investing in the professional development of our people. We operate a core training and development offer, and each employee also has access to a dedicated professional development budget. This year we have increased investment in technology and kit to allow people to work from home comfortably. We engage with staff through surveys, newsletters, staff meetings and face to face meetings and have placed a particular emphasis on maintaining engagement through the coronavirus pandemic.

The local community in which we are placed and broader environment: In December 2018, the Foundation established Our Neighbourhood Fund – a grant-making programme set up in response to the rising levels of hardship and disadvantage we can see on our doorstep. Our Neighbourhood Fund allocates 1% of PHF’s annual grant funding to support local people and organisations working in and around our offices. We want to learn how to be a good neighbour and encourage others to do the same, to think about how we can all contribute to those we live with, work with and share ground with. The Foundation is also an active participant in other local initiatives including the Knowledge Quarter – a local network of knowledge-based organisations – and local police/ local authority networks. We have a strong interest in our environmental impact and have a number of initiatives in place including solar panels, a naturefocussed roof garden and internal practices to support the environment by reducing our consumption. We are participants in the Funder Commitment on Climate Change and consider environmental issues as part of our investment strategy.

Businesses, investment managers and suppliers: The Foundation’s values also inform its dealing with the businesses we work with. We seek to build constructive partnerships where possible and have long term relationships with a number of key suppliers who we meet regularly to discuss issues and developments. We also seek to pay our suppliers promptly. PHF’s investment advisors and managers are key to the success of our investment activity and PHF’s Investment Director and Investment Committee meet regularly with Cambridge Associates LLC and Fund Managers.

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Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Key decisions in 2020/21

Response to the pandemic: once the scale of the pandemic became clear the trustees quickly established an emergency fund in both the UK and India and adapted our processes to offer quick targeted support that our beneficiaries needed (see pages 8-10). We also thought hard about the needs of staff as we shifted to home working, provided equipment and changed how we kept in touch. As outlined in the Investment Report (pages 17-20), the pandemic also required additional oversight from the Investment Director and Committee. As the needs of our business changed we engaged with our suppliers and adapted our relationships accordingly to do what we could to ensure that those we had long term relationships with were able to survive.

Revised strategy: as set out on pages 4-6, the trustees adopted a refreshed strategy in 2020/21.

Reopening of standard grant-making: following a temporary suspension of standard grant-making during the initial period of the Covid-19 emergency, we reopened in Autumn 2020 with a revised process in some areas to reflect the needs of those we fund and work with (see page 11).

Governance changes: at the Foundation’s AGM in December 2020 it was agreed to create a position of Vice Chair to provide support to the Chair. Tom Wylie was subsequently appointed to this position.

16 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Financial Review

Overview

The Foundation’s operational model is to use the return from its endowment to support grant-making and charitable activities.

The Endowment Fund represents the original gifts by Paul Hamlyn, both in his lifetime and under the terms of his will, together with net gains from related investment assets. The trustees have the discretion to make disbursements from the Endowment Fund in circumstances they consider appropriate. The trustees have stated their intention to preserve the real purchasing power of the gifts from Paul Hamlyn’s estate.

The Unrestricted Fund is used to finance the Foundation’s tangible fixed assets and working capital. It is financed by returns on investments, including investment income and transfers from the Endowment Fund.

The Restricted Fund comprises grant income from partners jointly funding some of the Foundation’s initiatives.

The Foundation reports on a combined basis and details of movements in funds are provided in note 16.

Investment review

Contrasting Outcomes in a Year of Suffering In the annals of finance, fiscal 2020/21 has been one of the most remarkable. On a human level the Covid-19 pandemic swept across the entire world, infecting and killing millions of people, causing enormous personal and economic suffering as society was forced to take extreme measures in attempts to halt its advance. Perversely, after having fallen sharply in March 2020, world investment markets reached their lows in the third week of that month and for most of the following twelve, in the face of grizzly economic and health news, they advanced strongly. After a year of trial in the real world, the Foundation along with the invested funds of most others, showed a strong gain on our investments for the period.

No one expected to witness the simultaneous falls in GDP globally that occurred in calendar year 2020. The UK economy fell by -9.9%, the EU by -6.6%, the US by -2.3%.

This was a dramatic end to the co-ordinated economic advance seen since the crisis of 2008/09. Facing the onset of unprecedented business closures and unemployment, Central Banks the world over flooded markets with liquidity and low cost finance. OECD Governments embarked on a set of measures to help their electorates by attempting to insulate them from the most damaging near-term fiscal challenges. In effect, and in a manner and to an extent which has never been tried before, Government took over financial responsibility for vast parts of the country’s economy. They borrowed money to allow them to underwrite business and to stave off serious near-term job losses. Done initially on a temporary basis, as the pandemic has continued, so have the bailouts. At the time of writing it is not clear for how much longer they will be extended.

At some point governments will have a spending hangover. Higher taxes and some inflation are the likely consequences. It is hoped by many that some lateral thinking is employed by policy makers to help rebalance the economy in several important directions as we attempt to build back better.

We wrote last year about the necessity that we, as responsible asset owners, pay the full cost for the garnering of the returns from which we benefit. In respect of climate change it is increasingly clear that, if regulators do not require the inclusion of the cost of carbon emissions into the capital asset pricing model, the market will in effect, continue to try to ignore this cost. We hope to see progress on this or something like it, at the COP 26 meeting this November.

After 13 months of infection, and whilst here in the UK we are vaccinating much of the adult population at record speed, we have no way of telling for how much longer the crisis will be with us, but it looks to be years not months. At Paul Hamlyn Foundation we entered the crisis in a relatively strong position. For the last several years, in anticipation of a downturn, we have been pruning the portfolio of complication and refocusing our investments only on existing managers in whom we have the highest levels of conviction. As we wrote last year, when the crisis was breaking in February 2020, we moved swiftly to raise enough liquidity to ensure grant spending irrespective of market returns.

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Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Covid-19 has added itself, and similar pandemic threats to which we are now more acutely sensitised, to the long list of risks we focus on in the finance team here. The risks we face come in various forms: investment risk, liquidity risk, counter-party risk, valuation risk and currency risk. Our robust governance culture and structure allows us to monitor and manage these. Despite the move to home working, robust technological and governance preparations allowed us to coordinate on the mitigation of business interruption and to seamlessly move to managing all aspects of the investment function on a remote basis. For much of the year we have had more frequent investment meetings. Trustees are grateful to the investment team at the Foundation for their efforts.

In 2020/21 the UK ended its transition period with the EU and after 40 years, fully exited. As we have said before no single part of our investment allocation gets more scrutiny, or has a larger impact on our portfolio than our overall currency exposure. We are a large UK-based endowment, denominated in sterling but invested for the most part in overseas assets. For many of the last years sterling had been declining in value versus other world currencies, and this loss of relative value accelerated in the period between the vote to leave and actual exit. As we expected, on leaving sterling has rallied against other world currencies but we still have the majority of our assets outside sterling. But we are less underweight than we were.

In summary in a volatile year for markets, the total value of the PHF endowment fund at 31 March 2021 stood at £937.9 million. For the financial year ending 31 March 2021, the Foundation made gains of £179.2 million from the portfolio.

Looking at the progress of the Foundation over the long-term, our relentless focus over the decade has been to make sure we are invested with the finest managers to which we can get access. We have worked to divest from all but those in whom we have the greatest level of conviction, eschewing all else. Side by side with this, we have concentrated on building a top class venture portfolio because we believed ten years ago, and it is in the process of being validated by events, that we were on the cusp of a period of rapid technological innovation.

The early stage companies we have backed in the US, China and to a certain extent in Europe, have demonstrated this. Our failing, in retrospect, is to have been a bit too conservative. Our attempt to dampen volatility of returns in the manner of our portfolio construction, has meant that we have given up advantage that more aggressive funds have garnered. But in the round our risk adjusted returns over 10 years remain satisfactory.

Investment approach

The Foundation has wide investment powers which are specified in its Memorandum of Association, and it regularly updates its Investment Policy Statement which lays out the guidelines employed, as recommended by the Charity Commission in its regulatory guidance CC14. All trustees are involved in setting investment policy, but authority to decide strategy is delegated to the Investment Committee. The Investment Committee, with input from senior staff, consultants and Paul Hamlyn Foundation’s own Investment Director Richard Robinson, sets asset allocation and engages professional managers running its multi-asset, multi-manager and multicurrency portfolio. Most of the managers have discretionary mandates although use of advisory and passive strategies is made for reasons of efficiency and cost saving. Almost all our investments are in the form of units in pooled funds where our investments are co-mingled with other institutions.

Review and scrutiny of the governance of the operation of the investment function, both within and outside of Paul Hamlyn Foundation, is ongoing. Annually at the September Trustees’ Board meeting both governance and performance are formally reviewed by the trustees.

The Foundation’s stated investment objective is to:

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In this we are guided by our responsible investing policy and try to be mindful of the implications of the ESG implications of the decisions we take.

Trustees use the recommendation of the Investment Committee, that real spending at circa 4% per annum would be reasonable in the medium term. Our returns in recent years have, on average, enabled this spending target to be exceeded but we continue to keep this under review.

In terms of overall portfolio shape, the Investment Committee continues to run a highly diversified portfolio with a significant equity orientation. As we have highlighted before, whilst frequently volatile in the short term, over the medium and long term, sharing in the returns from business by owning equity in wellmanaged global companies has been a reliable way of maintaining the real value of any portfolio. We also focus on a limited number of absolute return funds for periods when market returns are low or negative, as well as structuring the portfolio in a way that takes into account that there are periods of both inflation and deflation. The intention is to attempt to build a conservative asset mix not overly dependent on any single economic scenario or asset class. The value of this has been seen in these last 12 months under review.

We recognise the centrality of Environmental, Social and Corporate Governance issues in the selection and management of investments within our portfolio. Several years ago we became signatories to the United Nations ‘Principles of Responsible Investment’ as well as the Carbon Disclosure Project. In the last five years we have worked increasingly closely with the organisation ‘ShareAction’, to whom we now provide core funding. With them we participate fully in the ‘Charities Responsible Investment Network’ which they administer. This lends weight and energy to certain of the campaigns to reach the Sustainable Development Goals. Again in September 2020, trustees, in conjunction with the Investment Committee, conducted an in-depth review of our ESG principles and practices.

As yet the Foundation has, in the main, kept grants and investments separate. At the time of writing the Charity Commission is consulting on possible changes to its advice in CC14 on ‘responsible investment guidance’ and we will be participating in that.

Recap on the main points of what we did in the 12 months under review:

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

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Asset allocation

In terms of asset allocation the Endowment fund was positioned as follows during the year:

The Foundation’s Endowment investment portfolio generated returns of 26.7% in the financial year to 31 March 2021, making an overall cumulative advance, over the last 3 years of approximately 37.5%. At the end of the year the value of the Endowment was in advance of the trustees’ target of preserving the real value of its purchasing power. This calculation is made by adjusting Paul Hamlyn’s bequests over time for RPI, net of grants.

SOFA and Balance Sheet changes compared to 2019/20

As a result of the strong investment returns outlined above, PHF’s investment values have increased by 21% with gains of £179 million. Income has increased by 23%. The Covid-19 pandemic changed the shape of our grant-making in 2020/21 as outlined above, resulting in a 15% reduction in total charitable spend, although the most significant factor behind this was a pause in our Major Grants programme which accounted for £14.5 million of charitable expenditure in 2019/20. The number of organisations that benefited from grants in the year was up substantially from 324 to 721, a 123% increase.

Income has increased by 23% compared to last year, due to an increase in investment income to £38.8 million. During the year the Foundation has revised its understanding of the substance of distributions from unlisted investments, and from 1 January 2021 these were treated as return of investment rather than income as had previously been the case. This is discussed further in Note 1 iii) to the Financial Statements. The Foundation also received restricted grant income for projects hosted by Paul Hamlyn Foundation, including £0.31 million from Greater London Authority towards the Justice Collaboration project, as well as £0.41 million from Esmée Fairbairn Foundation and £0.19 million from The National Lottery Community Fund towards the Act for Change Fund.

Fundraising activities

Although we do not undertake fundraising from the general public, the legislation defines fundraising as “soliciting or otherwise procuring money or other property for charitable purposes”. Such amounts receivable are presented in our accounts as voluntary income and include legacies and grants from others.

In relation to the above, we confirm that any fundraising is managed internally, without involvement of commercial participators or professional fundraisers, or third parties. The day-to-day management of all income generation is delegated to the executive team, which is accountable to the trustees.

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The Foundation is not bound by any regulatory scheme in relation to fundraising and we do not consider it necessary to comply with any voluntary code of practice due to the limited scope of our fundraising operation.

We have received no complaints in relation to fundraising activities.

Financial risk management

The principal financial risks facing the Foundation relate to our investment portfolio and are in line with similar long-term endowment funds in the sector. Overall investment risk management is predicated on running a diversified portfolio of high-quality assets across a wide variety of asset classes and markets. The longer-term strategic asset mix is set by the Investment Committee, with input from Cambridge Associates LLC and others. Individual investment mandates are awarded to specialist managers after scrutiny by the Investment Committee with input from various sources. Impairment and liquidity risk, including those risks related to Covid-19, are considered by the investment team and the Investment Committee as described above. The trustees consider the Foundation’s risk profile on a regular basis.

Reserves policy

The Foundation funds are held as an expendable endowment and, as such, the risk associated with not having adequate reserve balances is judged to be low. The implementation of both short term and long-term financial objectives is managed through the grantmaking and investment policies.

Within this context, the Finance Committee has agreed to manage its reserves by ensuring a sum equivalent to at least six months of working-capital commitments (including grant commitments) is held in readily accessible liquid assets. This is reviewed annually.

At the end of 2020/21, total funds held amounted to £905.6 million. Of these, £0.3 million is restricted and not available for general purposes of the Foundation at the end of the reporting period. No designated funds are held by the Foundation and no material amounts have been committed at the end of the reporting period. However a contingent liability has been recorded in the financial statements to recognise £7.5 million awarded to Britten Pear Arts which is contingent upon the successful completion of a

number of actions to be undertaken by the grantee, which need to be confirmed as satisfactory before the grant can be released.

Amounts that can only be realised by the disposing of tangible fixed assets or illiquid fixed assets investments total £625 million. In keeping with its asset-allocation policy outlined above, the Foundation holds a diverse range of investment holdings and of these liquid holdings excluding cash were approximately £246 million and cash £56 million. Six months of commitments are estimated at approximately £43 million.

Streamlined Energy and Carbon Reporting

The Foundation’s UK operations consumed approximately 85,529kwh of energy in 2020/21 (2019/20: 117,726kwh) and its CO2 emissions are estimated at 18.1 tonnes (2019/20: 27.6 tonnes). This equates to approximately 0.0258 CO2e emissions per sq metre (2019/20: 0.0395 CO2e emissions per sq metre) of our office at Leeke Street. This figure is calculated by drawing on data from our gas and electricity suppliers on energy consumption and square metres of our office as measured by our surveyors. The Foundation staff and trustees travel by public transport, or in rare cases, taxi and so transport costs are not included in these calculations and we have not calculated the energy consumption of staff working from home during the pandemic.

Although 2020/21 saw a reduction in energy usage as the majority of staff were working from home, we kept the office open for those who were unable to work from home and also ran some servers from our air conditioned server room and so maintained heating and other power usage. The Foundation is mindful of its energy footprint and environmental footprint and hopes to undertake a sustainability audit of its office space once staff are able to work from the office again.

We are signatories to the Funder Commitment on Climate Change and report annually on our progress. The Covid-19 crisis has curtailed our ability to act as quickly as we might as we diverted resources (people and grant funding) to respond: we hope to do more work on this agenda in 2021/22.

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Statement of trustees’ responsibilities

The trustees are responsible for preparing the Strategic Report, the Annual Report and the Financial Statements in accordance with applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Foundation and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Each trustee has taken reasonable steps to ensure that so far as they are aware:

Structure, governance and management

The Foundation’s governing documents are its Memorandum and Articles of Association.

The Board of Trustees comprises not less than three and not more than 11 members. The Board meets at least four times a year and agrees the broad strategy and areas of activity of the Foundation and considers policy and performance around grant-making and other charitable activity, investment, reserves and risk management. The Board also considers significant (above £400,000) or strategic grant applications.

The Board keeps the skills requirements for trustees under review and this informs trustee recruitment. Trustees are appointed by the Appointer as set out in the Articles of Association (currently the Chair of the Foundation). The maximum term of office for a trustee is three years except in the case of family trustees (Jane Hamlyn and Michael Hamlyn) who have no maximum term. Renewals of appointments are considered at AGMs and voted on by all trustees acting as members of the company. In September 2020, the trustees considered recommendations following a detailed review of the Charity Governance Code and agreed a number of changes to the Articles of Association which were formally approved at the December 2020 AGM. These included a statement on the usual maximum term for non-family trustees of 9 years and the creation of a Vice Chair role which Tom Wylie was appointed to in early 2021.

A comprehensive induction is designed for each new trustee by the Chair and Chief Executive – the contents depend on the trustee’s skills, experience and background, but will include at a minimum:

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The governance structure for grant-making was agreed at a full Board meeting in March 2016 and was introduced in the 2016/17 financial year. Trustees review its operation at regular intervals, most recently in December 2020 when the terms of reference for the full Board were updated. Trustees also consider good practice guidelines, including the Charity Governance Code which was reviewed in depth in 2019/20 and revisited in 2020/21 in the light of amended advice.

The principal committees of the Foundation are:

In addition, the Evidence and Learning Advisory Panel, comprising two trustees and a number of advisors, meets as required. In 2018/19 the Foundation entered a partnership with Esmée Fairbairn Foundation and The National Lottery Community Fund (formerly Big Lottery) to deliver the ‘Act for Change’ project. A joint grant panel involving one trustee and one Senior Leadership Team member from both the Foundation and Esmée Fairbairn Foundation and up to three advisors was established.

In 2020/21, trustees made arrangements to allow the Foundation to respond to the Covid-19 crisis at pace with:

The day-to-day management of the Foundation is delegated by the Board of Trustees to the Chief Executive, who works with the Senior Leadership Team comprising the Director, Chief Operating Officer; Director, Grants and Programmes; Director, Strategic Learning, Insight and Influence and the Investment Director. The organisational structure of the Foundation is that each Director leads a team focusing on the relevant functional area. The Grants and Programme team is organised to reflect the strategic priority areas of the Foundation.

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Key management personnel and remuneration arrangements

The Foundation defines its key management personnel as the trustees and the Senior Leadership Team. The following post-holders were in place as members of the Senior Leadership Team during 2020/21:

Chief Executive – Moira Sinclair Chief Operating Officer – Lucy Palfreyman Investment Director – Richard Robinson Director, Grants and Programmes – Régis Cochefert Director, Strategic Learning, Insight and Influence – Holly Donagh (from June 2020) Director, Evidence and Learning – Jane Steele (resigned May 2020)

Remuneration arrangements for all staff, including key management personnel, are decided by the Foundation’s HR Committee, which is a subcommittee of the Board of Trustees.

The HR Committee meets on an annual basis. It considers performance, benchmarks with comparator organisations, inflation levels and changes in responsibility levels, as well as affordability of any pay awards to the Foundation. Any annual pay awards are at the discretion of the HR Committee and usually apply with effect from 1 April each year. The award of an increase in one year does not create an entitlement in any subsequent years. The Foundation is a London Living Wage Employer.

The Foundation draws on expert advice to supplement the expertise held by staff and trustees. In 2020/21, independent advisers were used to provide support to the main committees and panels of the Foundation. In addition, the Foundation has called on professional advice from lawyers, its auditors and investment consultants, the details of which are provided below.

Reference and administrative details

PHF is a charitable company limited by guarantee and does not have share capital. The company was formed on 12 February 2004 – company number 5042279 (registered in England and Wales) and registered charity number 1102927. The principal office of the Foundation is 5-11 Leeke Street, London WC1X 9HY, which is also the registered office of the company.

During the year to 31 March 2021, the trustees of the Foundation were as follows and there was one vacancy which will be filled in 2021/22:

Jane Hamlyn (Chair) Tim Bunting Michael Hamlyn Andrew Headley (appointed 15 March 2021) Tony Hall Charles Leadbeater James Lingwood Jan McKenley-Simpson Claire Whitaker Tom Wylie Anthony Salz (resigned 19 December 2020)

Independent auditors

BDO LLP, 55 Baker Street, London W1U 7EU

Solicitors

Withers LLP, 20 Old Bailey, London EC4M 7AN

Farrer & Co, 66 Lincoln’s Inn Fields, London WC2A 3LH

Bankers

NatWest PLC, 3rd Floor, Cavell House, 2a Charing Cross Road, London WC2H 0NN

C Hoare and Company, 37 Fleet Street, London EC4P 4DQ

Investment advisers

Cambridge Associates LLC, 80 Victoria Street, 4th Floor Cardinal Place, London SW1E 5JL

24 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Grants Awarded and Direct Charitable Expenditure in 2020/21

Nurturing Ideas and People

Ideas and Pioneers

Nurturing Ideas and People
Ideas and Pioneers
Amanda Walters
To create a Labour Community Alliance, a broad
alliance of trade unions and community organisations,
to create change for cleaners in the UK. £15,575
Charlene Prempeh
To create a platform for an ongoing conversation
with the Black community around lived experience
of technology to influence the development of
new technologies across health, employment,
urban planning and facial recognition. £15,575
Curo Carers
To support implementation of a digital carers concierge
service which allows carers to access advice and
information through a community of specialists. £15,225
Disability Union
To set up the organisation’s first local group in
Southampton and Winchester as a pilot for embedding
the Disability Union within communities. £15,400
Eni Timi-Biu
To develop a platform to provide tools for Black
food entrepreneurs to launch, scale and thrive. £15,820
Firesouls
To explore a local government procurement approach to
maximise energy reduction in response to climate change. £15,150
Food Behind Bars
To develop HMP Food, a programme that works
collaboratively across the kitchen, grounds and
wings of a prison to improve the food served, and to
enhance residents’ wellbeing and mental health. £15,075
Genius Within
To create a mentoring programme for young
people with autism, aged 18-25, to become
mentors to other autistic young people. £15,320
Happy Smiles Blog CIC
To develop bespoke support to help young
disabled adults who are transitioning from
education to achieve their potential. £15,640
Ikram Hirse
To develop a digital community platform to support
Islamic institutions to showcase their services, and
to create a safe online space for service users. £15,650
Inclusion Labs
To develop a programme to make schools more inclusive
for every child, particularly those from underrepresented
groups or lower socio-economic backgrounds. £15,075
Khidr Comix Lab
To launch a pilot programme for British Muslim
artists to broaden the pool of Muslim artists
contributing to written arts in the UK. £8,575
Kwame Boateng Sekyere
To research how strategic litigation can be
used to reform the provision of legal aid. £12,000
Michael Ojo
To develop a new music curriculum that teaches
African-American vocal training, its influence on
contemporary music and roots in music therapy. £15,575

Neurodiverse Self Advocacy Partnership CIC

Neurodiverse Self Advocacy Partnership CIC
To pilot an online peer mentoring programme to support
autistic employees and improve job retention. £15,194
Nicky Rose
To develop a prototype app, book and virtual
home workshop kit to support care-experienced
children to explore their life stories. £12,200
Noah Parslew
To develop an online version of Speak-Easy, a
predictive text-to-voice application designed to
help people communicate, and to test its use in
schools to support young people with speech,
language and communication needs. £15,700
Nur Khairiyah
To create a space where Asian diaspora
communities can give each other mutual support
and inspire each other’s artistic practice. £12,575
Olubusayo Abidakun
To support people from Black and other minoritised
backgrounds to develop their leadership capabilities
while using their time and talents to empower their
communities and address racial inequality. £15,075
Oxfordshire Discovery College
To develop a new approach to exploring mental
health topics, adapting the methods used for
international Recovery Colleges to young people. £14,657
Pasalo CIC
Additional support to produce an accredited
e-learning module for mental health practitioners to
support them to work with multilingual clients. £570
Paul Sandelands
To create and pilot an asset locked data
trust to help vulnerable people to safely and
securely share data with trusted services. £15,320
Pell Ensemble UK, U Can Too and Emma McFarland
To develop Move & Code to teach computing
fundamentals through movement and dance. £15,123
Plant Paradise Ltd
To develop an online platform to connect
planting projects with volunteers, to help
accelerate restoration of the natural world. £15,150
Polly for Women CIO
To pilot the UK’s first helpline and webchat
service for women and girls. £15,400
Rekindle School
To create a youth-led supplementary school in
South Manchester for young people aged 13-16
who struggle in mainstream education. £14,250
Reunite Families UK
To support families who are separated from their
loved ones by the minimum income requirement
in the immigration rules, to raise awareness of
these issues and to formalise the organisation. £15,640
Samantha Fray
To create a training package to support young people
ages 13-19 across Leeds who identify as Black and
Asian to apply for roles within the creative industries. £15,820

25

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Sandy Abdelrahman
To develop Artistic Messages, a programme
connecting young people across East London
and Egypt to document and explore interactions
between culture and human rights.		 £11,615
Sarah Shead
To grow and support the grassroots network
to address issues and inequalities faced by
freelancers in the arts and culture sector.		 £10,320
Several Seats
To create a mentorship programme to support young
women from minoritised backgrounds to lead community
and institutional change in the mental health service.
£15,575
Soul Purpose 360
To research and develop coaching, mentoring
and personal development workshops to support
Black and other minoritised women to engage
in community development activities.		 £15,200
Vocal Communities CIC
To develop and pilot a Councillor Academy programme
to support people from marginalised backgrounds
to engage in local politics with confidence.		 £15,650
Winnie Ssanyu Sseruma
To develop a network of Black health activists to
empower communities to access health services.		 £15,575
Zareen Ali
To start an antiracist school in Newham, co-designed
with the local community and young people.		 £15,575
Direct charitable expenditure £420,664
Awards for Artists £918,503
One-off awards of £5,000-10,000 to each
of the eligible artists nominated, in response
to the challenges posed by Covid-19
Composers:47 composers £460,000
Visual arts:66 artists £660,000
Direct charitable expenditure £19,005
Of which was funded from our
Covid-19 Response Fund (UK)		 (£520,000)
Breakthrough Fund £619,005
Direct charitable expenditure £15,317
Total Nurturing Ideas and People £15,317
£1,552,825

Arts Access and Participation Arts Access and Partici ation Fund p

Arts Access and Participation
Arts Access and Participation Fund
Amal
To support, connect and convene cultural organisations,
Muslim communities and artists to work together and
with the wider community in Bradford and Birmingham.
Artistic Directors of the Future (ADF)
To aid strategic development and growth through		 £75,000
recruitment of new Executive Director post and
delivery of two leadership initiatives for members:
ADF Innovators and a Leadership Think Tank. £116,000
Attitude is Everything (AIE)
To underpin the organisation’s key role in
supporting the live music industry and ensuring
Deaf and disabled experience is at the heart
of accessible reopening of venues. £300,000
Brighton People's Theatre
To support strategic development by enabling
the expansion of weekly theatre activities
across Brighton, increasing internal capacity,
and developing the organisation’s leadership
role in Brighton’s cultural ecology. £174,000
D6: Culture in Transit
To deliver the North East’s first Studio of Sanctuary
for artists who are refugees or seeking asylum in the
region and to launch a cross-sector network to support
equitable and sustainable arts engagement practices.		 £210,000
Frozen Light
To support the development of co-created practice
with a cohort of collaborators with profound and
multiple learning disabilities, and to explore ethical
evaluation practices and adaptable immersive spaces. £125,000
Micro Rainbow
To deliver a programme of dance and movement arts
engagement for LGBTI refugees and asylum seekers,
and to employ and develop LGBTI artists as part of
Micro Rainbow’s strategic expansion across the UK.		 £400,000
MK Gallery
To further develop inclusive practice by expanding
provision for families with children with complex
needs, introducing personalised progression
routes, and supporting the wider local sector
through knowledge sharing and networking.		 £370,000
Phosphoros Theatre
To support refugees and asylum seekers through
performance, youth participation and training by
embedding lived experience within leadership,
deepening the organisation’s co-created approach
and forging new strategic partnerships.		 £75,000
The Garage
To support the Youth Inclusion Programme in
Norwich and King’s Lynn and develop a new
approach to community work which feeds into
organisational development around diversity,
co-creation, learning and evaluation. £345,000

26 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Education and Learning through the Arts

Transform
To support a three-year programme embedding co-
creation with young people into Transform’s organisational
model and across their biennial festivals in 2021 and 2023.
Yorkshire Dance		 £250,000
To establish a permanent non-professional
intergenerational dance company which will work in-depth
and year-round to produce and perform, providing people
living with multiple inequalities to engage with dance.
Yorkshire Sound Women Network (YSWN)
To create more opportunities for women to creatively		 £137,000
engage with sound and music technology through the
development of grassroots community-led groups,
online workshops, networking and skills development.		 £70,000
Direct charitable expenditure £10,000
£2,657,000

Arts-based Learnin Fund g


the Arts
Arts-based LearningFund
DanceEast
To create an accessible, scalable and innovative
pedagogy blending digital and face to face delivery
to support learning through dance and across the
curriculum with over 20 primary schools across Suffolk. £334,000
London Bubble Theatre Company
To adapt the Speech Bubbles drama for communication
programme to support children in Key Stage 1 who
have been negatively affected by the Covid pandemic. £158,000
S.M.I.L.E-ing Boys
To empower Black boys to improve their mental
health, emotional literacy, raise aspirations and
build positive identity through wellbeing workshops
focusing on photography, film and poetry.
Southampton Music Hub
To co-construct a programme exploring literacy		 £60,000
and music learning through rap/spoken word,
partnering with a rap/spoken word artist, music
hub practitioners and school teachers and leaders
from three Southampton primary schools.		 £64,000
£616,000

Arts Access and Participation Fund: More and Better

Arts Access and Participation Fund:
More and Better		 build positive identity through wellbeing workshops
focusing on photography, film and poetry.
Southampton Music Hub
To co-construct a programme exploring literacy
 £60,000
Arika and music learning through rap/spoken word,
To deepen community agency and participation across partnering with a rap/spoken word artist, music
the organisation’s work, including the planning and
delivery of flagship contemporary arts events and ongoing		 hub practitioners and school teachers and leaders
from three Southampton primary schools.		 £64,000
development of access and evaluation approaches. £356,000 £616,000
Take Art
To explore the crossover between participatory and
professional performance activities in preschool		 Arts-based LearningFund: More and Better
settings through a creative learning programme for
under-fives, artists and early years practitioners.		 £275,000 darts (Doncaster Community Arts)
To develop the Creative Classrooms approach,
£631,000 which uses narrative and drama to support
children's resilience, emotional literacy and ability to
Total Arts Access and Participation £3,288,000 overcome obstacles, in four Doncaster schools. £203,000
MakeBelieve Arts
To expand the reach of the Helicopter Stories and Poetry
Basket programmes, which focus on training teachers
and early years practitioners, with the aim of improving
the communication and early literacy skills of children
aged two to six in both mainstream and special schools. £248,000
£451,000

27

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Teacher Development Fund
Beam Primary School (on behalf of Inspiring
Futures: the Barking and Dagenham Cultural
Education Partnership)
To build teachers’ skills in literacy development and
language acquisition through representative and
diverse models of storytelling and theatre making
to overcome language-related barriers to learning,
through a partnership between Beam County Primary,
Inspiring Futures, Barking and Dagenham local
authority education team, Ministry of Stories, Mercury
Theatre and six additional local primary schools.		 £147,000
Bush Hill Park Primary School
To support teachers and school leaders to adopt a
blended approach to visual arts-based continuing
professional development and learning, and to embed
these techniques across the curriculum to develop
pupils’ breadth and depth of vocabulary, working
together with Enfield Town Schools’ Partnership,
nine local primary schools and Bow Arts. £149,500
Leeds Beckett University (on behalf of the Story
Makers Company)
To work with artists, teachers and pupils to bring
the curriculum to life and to enhance children’s
communication and oracy skills through drama and
storytelling across eight primary schools in Bradford.		 £148,000
Mitcham Town Community Trust
To work with teachers to develop and embed innovative
practice and creative approaches to teaching English
language and literature at Key Stage 2 and across the
curriculum through drama and music practice across
the Mitcham Town Community Trust schools cluster. £149,500
Newlyn Art Gallery and The Exchange
To create a programme of live and digital continuing
professional development and learning exploring
drawing, printmaking and 3D construction for teachers
and senior staff in nine primary schools in rural West
Cornwall and the Isles of Scilly, led by artist-educators,
and to create an in-school gallery at each location.		 £149,700
Northfield Junior School
To support digital artists and teachers and school
leaders from six primary schools to work with the
University of Sheffield’s MakerFutures and the
National Videogame Museum on a programme of
continued professional development and learning
to increase teachers’ skills, knowledge, experience
and confidence in using arts-based practices to
teach digital literacies and ‘Worldbuilding’. £113,600
Scottish Borders Council (on behalf of Trinity
Primary School and the Hawick Primary School
Cluster)
To support teachers and school leaders in Hawick
primary schools to embed film-based learning in the
curriculum and to use digital teaching methods in the
classroom in partnership with Alchemy Film and Arts. £145,000

Theatre Royal (Norwich) Trust Ltd

To empower teachers and senior leaders across 11 schools in the Wensum Trust to harness the power of story-sharing, reduce barriers to learning for pupils experiencing disadvantage and to use drama-led practices to help pupils develop literacy skills and their executive functioning skills. £150,000

11 schools in the Wensum Trust to harness the
power of story-sharing, reduce barriers to learning
for pupils experiencing disadvantage and to use
drama-led practices to help pupils develop literacy
skills and their executive functioning skills.
£150,000		 11 schools in the Wensum Trust to harness the
power of story-sharing, reduce barriers to learning
for pupils experiencing disadvantage and to use
drama-led practices to help pupils develop literacy
skills and their executive functioning skills.
£150,000
Travelling Light Theatre Company
To support teachers to explore how drama-based
teaching and learning can develop pupils' oracy and
emotional literacy, support wellbeing and address
inequality of opportunity, working with five Bristol schools.
£108,500
YDance (Scottish Youth Dance)
To develop teachers’ confidence, skills and
knowledge to explore how dance and kinaesthetic
learning can support pupils to overcome barriers
to learning and achieve their potential.		 £150,000
Direct charitable expenditure £32,951
Cultural LearningAlliance £1,443,751
Cultural Learning Alliance direct
charitable expenditure
Total Education and Learning through the Arts
Arts Evidence		 £21,999
£2,532,750
National Centre for Creative Health
Support to identify models for sustainable delivery
and help advance the practical integration of arts
and creativity into health and social care systems.		 £80,000
Direct charitable expenditure £100,000
Total Arts Evidence £180,000

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

28

Investing in Young People

Youth Fund

Investing in Young People
Youth Fund
Conscious Youth
To support young people to become active citizens
and community members through creative arts,
social action, youth groups, fundraising, culture-
sharing and personal development workshops in
schools and community spaces, and to support
strategic development and capacity building. £90,000
Effervescent: Social Alchemy
To develop creative spaces to support children and
young people who face complex challenges. £90,000
Every Child Protected Against Trafficking (ECPAT UK)
To work with Sheila McKechnie Foundation to
develop a new campaigns strategy and strengthen
the organisation’s youth participation model. £90,000
First Star Scholars UK
To set up a four-year programme to support
young people in care to transition to adulthood,
build on their strengths and raise aspirations. £90,000
GirlDreamer
To support the senior team to lead a period of growth
and transformation, and to scale work to educate, elevate
and empower marginalised young women of colour
to become agents of change in local communities. £90,000
Just Like Us
To support the salary of the Chief Executive
Officer, and to expand organisational reach to
empower LGBT+ young people across the UK
to lead change and champion equality. £90,000
Little Hearts Matter
To support young people diagnosed with a single ventricle
heart condition to transition to adulthood, live more
independently, improve wellbeing and raise awareness. £90,000
Mermaids
Support to create a new post to oversee data,
security and infrastructure for the organisation, which
works with and on behalf of transgender and gender
variant children and young people across the UK. £90,000
MYTIME Young Carers
To support work with schools and employers to
give young carers recognition and support. £90,000
No Limits
To build organisational capacity, enhance IT
expertise, train staff and improve support for
young people in and around Southampton with
advice, counselling and specialist services. £90,000
Peace First
Support to directly invest in young people to
create 500 youth-led changemaking projects,
distribute 100 small grants, scale selected projects
through accelerators and evaluate this work. £155,000
Pie Factory Music
To support the Senior Management Team, ensure robust
governance and build the capacity of an organisation
that engages young people facing challenging social and
emotional circumstances through music and the arts. £90,000
Positive Youth Foundation
To develop the evaluation and impact analysis of
the organisation’s work to improve the life chances
of young people in Coventry facing challenging
circumstances, and to inform influencing and
policy work to secure a positive legacy for young
people following Coventry City of Culture 2021. £90,000
Stop Abuse for Everyone (SAFE)
To raise awareness and improve policy and practice to
support young people affected by domestic violence,
through a storytelling and peer mentoring programme. £90,000
StopWatch
To employ a young person as a Youth Voice and
Participation Lead to support the expansion of the
organisation's youth and community engagement work,
which aims to inform young people about their rights
and raise awareness around stop and search issues. £90,000
The Bytes Project
To support a youth-led research project that aims
to tackle inequalities affecting young people in rural
Northern Ireland and inform longer term influencing. £90,000
The Platform Project
To grow organisational reach and capacity to help young
people develop confidence and employability skills. £90,000
Youth Access
Strategic consultancy support to the organisation
to develop a theory of change and an evaluation
framework to measure progress. £7,200
£1,602,200

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

29

Youth Fund Follow-On Fund

Youth Initiatives

Youth Fund Follow-On Fund Youth Initiatives
Allsorts Youth Project
To support the organisation to expand a LGBT+
youth leadership programme to under-served
communities, to develop existing programmes
and to refine their asset-based approach.
£60,000
Become
To contribute to the salary of a new Director of
Policy, Campaigns and Communications to help
influence systemic change in the care system.
£60,000
Launch It
To strengthen the infrastructure for a growing
network of enterprise centres that support young
entrepreneurs from disadvantaged backgrounds.
£60,000
My Life My Say
To empower young people to participate in democracy,
by creating spaces for dialogue across communities
and generations, and by providing young and socially
excluded citizens with the tools to lead change.
£60,000
On Road Media
To set up All About Trans as a separate organisation
led by transgender people that aims to increase
public awareness and knowledge about the lived
experiences of transgender young people in the
UK by working alongside others and employing
strategic communication techniques.
£60,000
Our Time
To support children and young people who
have a parent with a mental illness through
family workshops and support in school.
£60,000
Reaching Higher
To fund a mentoring and leadership programme that
supports young people experiencing disadvantage,
and to expand the core team to deliver organisational
growth, reach more young people and deepen impact.
£60,000
Tender Education and Arts
To contribute to the salary of a Programme Manager
to support the organisation to deliver, develop
and grow projects which engage young people in
the prevention of domestic and sexual abuse.
£60,000
The Proud Trust
To support a volunteer programme,
therapeutic youth work and a social enterprise
programme for LGBT+ young people.
£60,000
ThinkForward
To co-produce a new essential skills framework with
young people to prepare them for the world of work,
and to develop Move Forward, a new programme
for young people with learning disabilities.
£60,000
Trelya
To grow the impact of the organisation’s asset-
based approach to youth work by collaborating with
a range of local and statutory sector partners.
£60,000
Young Harrow Foundation
To expand the Change Champions programme, focusing
on new thematic areas of need and developing new
ways to engage with young people across Harrow.
£60,000		 To develop and implement a new youth practitioner
network, create platforms to amplify the voices
of young people in Northern Ireland and clarify
staff leadership progression and roles.		 £60,000
YWCA Scotland
To give young women a platform to tell their
story and create a vision of a more equal
future, reimagining professional, public and
personal spheres to suit a changing world.		 £60,000
Youth Strategic Investment Fund £840,000
Children's Law Centre
Core funding to support organisational development
and growth plans to enable Children’s Law Centre to
uphold children and young people's rights, ensuring
they can participate, are valued, their rights are
respected and guaranteed without discrimination,
and every child can achieve their full potential.		 £500,000
Empire Fighting Chance
Core funding to support organisational development and
growth plans, and to scale work harnessing the power of
non-contact boxing to mentor, provide therapy and offer
careers support for young people to change their lives.		 £500,000
Football Beyond Borders
Core funding to support organisational development
and growth plans, and to scale work providing
long-term, intensive support, built around
relationships and young people’s passions, so
they thrive in the classroom and beyond.		 £500,000
Fully Focused
To support readiness for investment focused on
increasing capacity and enabling organisational
development and strategic planning so Fully Focused
can continue to provide long-term support for young
people and use film as a platform for their voices.		 £100,000
Gloucestershire Young Carers
Core funding to support organisational development
and growth plans, and to support young carers to
build on their strengths, achieve their aspirations
and experience a positive transition to adulthood.		 £500,000
Just for Kids Law
Core funding to support strategic and operational
growth, particularly to grow impact through
rights-based and youth-led policy and influencing
work and holistic legal representation.		 £100,000
Leap Confronting Conflict
Core funding to support strategic and operational growth
and to grow influence through professional training
around conflict prevention, reducing public violence and
supporting young people in the criminal justice system.
£100,000
MAP (Mancroft Advice Project)
Core funding to support strategic and operational growth,
and to fund youth driven and led growth in service delivery
(advice, counselling and youth work) and influence.
£100,000

30 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

StreetDoctors
Core funding to support strategic and operational
growth, and to scale work to train young people at
risk to become lifesavers in their communities. £100,000
YoungMinds
Core funding to support organisational
infrastructure, development and sustainable
growth to improve the emotional wellbeing and
mental health of children and young people. £100,000
Direct charitable expenditure £89,297
£2,689,297

Youth Strategic Investment Fund – follow-on fundin g


funding
Just for Kids Law
Towards organisational growth and development
as part of an annual package of support. £40,000
Leap Confronting Conflict
Towards organisational growth and development
as part of an annual package of support. £40,000
MAP (Mancroft Advice Project)
Towards organisational growth and development
as part of an annual package of support. £30,000
MAP (Mancroft Advice Project)
Towards organisational growth and development
as part of an annual package of support. £40,000
Redthread
Towards organisational growth and development
as part of an annual package of support. £30,000
Sheffield Young Carers
Towards organisational growth and development
as part of an annual package of support. £30,000
Spark Inside
Towards organisational growth and development
as part of an annual package of support. £30,000
StreetDoctors
Towards organisational growth and development
as part of an annual package of support. £30,000
StreetDoctors
Towards organisational growth and development
as part of an annual package of support. £40,000
The Jericho Foundation
Towards organisational growth and development
as part of an annual package of support. £30,000
The Key
Towards organisational growth and development
as part of an annual package of support. £30,000
YoungMinds
Towards organisational growth and development
as part of an annual package of support. £40,000
£410,000

Act For Change Fund (Covid response)

42nd Street
To employ and train peer-activists who will work
with young people experiencing social injustice
within mental health and social care systems,
devising campaigns to address this. £12,000
Beatfreeks
To contribute to the salaries of staff who will develop
REACT, an approach to working with young people that
helps them to mobilise quickly and launch art activism
responses to issues in their lives and their communities. £45,000
Chilypep (Children and Young People's
Empowerment Project)
To create a Youth Led Social Action Studio and to
employ a Project Co-ordinator to support young
people to access leadership and campaign training. £1,500
Comics Youth CIC
To set up and run a young person-led publishing
house focusing on comics and zines that
address systemic injustices faced by young
people experiencing mental health concerns,
especially those from LGBTQ+ communities. £13,250
FORWARD
To employ a youth programme lead to expand
an equality, rights and leadership programme to
work with young men as well as young women. £12,000
Grapevine Coventry and Warwickshire Ltd
To support Coventry Young Activists, a group of
young adults who experience social isolation to
develop, deliver and lead movement building initiatives
that address the root causes of loneliness. £8,000
Irise International
To support a grassroots advocacy
movement to end period poverty. £12,000
Just for Kids Law
To fund a Youth Engagement Officer to bring
together young people who have been excluded
from school to organise and undertake social action
campaigning around the educational, emotional
and psychological impact of school exclusion. £45,000
Kent Refugee Action Network (KRAN)
To employ two young people with refugee status
as Youth Ambassadors to engage their peers
in developing the organisation and services,
and to influence issues affecting their lives. £1,500
Leonard Cheshire
To support Changemakers, a peer-led youth disability
campaigning and leadership programme. £20,000
MAP (Mancroft Advice Project)
To support MAP’s Young Activist Network
to access training, secure local government
commitments and co-produce service delivery in
order to combat bullying and discrimination. £12,000
My Life My Choice
To develop a youth parliament led by learning-
disabled young people to campaign around
injustices that they experience. £18,500

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

31

My Life My Say
To expand the scope and nature of democratic
engagement activities via a Young Leaders programme.
£1,500
Newport Mind
To employ a Service Development Worker to
work with young people to design and deliver
training and guidance for public sector staff about
mental health, including teachers and GPs.
£19,500
Northern Ireland Youth Forum (NIYF)
To develop a Leadership Studio for young activists
in central Belfast and to contribute to the salary
of a youth worker who will deliver programmes
to young people experiencing disadvantage,
enabling them to become catalysts for change.
£45,000
Off the Record (OTR)
To employ a Project Co-ordinator to develop Zazi, a
youth-led change making movement that supports
young people from Black and minority ethnic
backgrounds who are experiencing mental health
issues to challenge stigma in their communities and
to deliver training to service providers in Bristol.
£12,000
Peer Power Youth
To train Peer Leaders to support young people
in building self-esteem, creating community and
making change to policies and services using co-
production methods with statutory professionals.
£1,500
Phoenix Education
To support young changemakers to design, plan and
deliver their own social action projects that will improve
young people’s experience of the education sector.
£20,000
Platform London
To support the organisation to increase the capacity
of young people with experience of marginalisation
to initiate their own social change projects and
influence the practice of youth organisations.
£30,800
Praxis
To employ a Youth Organiser to work with young people
impacted by immigration policy to improve public
perception of young people who migrate to the UK.
£15,600
RECLAIM
To support young people to campaign nationally
and locally around issues of discrimination,
inequality and stigmatisation arising from
unfair economic and political systems.
£20,000
TCC (Trefnu Cymunedol Cymru / Together
Creating Communities)
To increase work with young people who
experience injustice, particularly those seeking
asylum, facing exclusion from school or from
Gypsy, Traveller and Roma communities.
£1,500
The 4Front Project
To support the youth-led 4Mation campaign
and the 4Mation Peace Fellowship to build
the capacity of young activists.
£20,000		 The Advocacy Academy
To run a Social Justice Fellowship for young people who
are passionate about making a difference in the world
and to contribute to the salary of a Programme Director
to focus on developing its model and deepening impact.		 £40,000
The Hummingbird Project
To enhance support and social action opportunities
for graduates of the Young Leaders Programme, the
formation of a Youth Board and staffing resources.		 £17,750
The Warren Youth Project
To support the development of the youth-led
empowerment and governance structure at the
heart of The Warren, which offers free support,
guidance, training, music, education and
counselling services to young people in Hull.		 £45,000
The Winch
To employ a Youth Worker and Youth Organisers to
support young people experiencing disadvantage
who are training to lead social action for change.		 £20,000
UpRising
To fund a Campaigns and Engagement Officer to
develop alumni networks in social action, as part of
their work supporting young people from diverse
backgrounds to take up leadership positions across
politics, business, and the public and voluntary sectors.		 £45,000
Voice of Young People in Care (VOYPIC)
To support care-experienced young people
to plan, implement, manage and evaluate a
programme that aims to tackle stigma in care.		 £20,000
West End Women and Girls Centre
To fund a peer education project to mobilise
young working-class women with lived experience
of gender inequality to influence policy and
build local campaigns in the North East.		 £1,500
Youth Access
To support the charity’s Rights Advocates Training
Programme, and link young people with those in
power to increase the reach and impact of the Our
Minds, Our Future mental health campaign.		 £45,000
Direct charitable expenditure £50,170
Of which was funded from our
Covid-19 Response Fund (UK)		 (£311,200)
Total Investing in Young People £361,370
£5,902,867

32 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Migration and Integration

Shared Ground Fund

Migration and Integration
Shared Ground Fund
Act Build Change
To develop a programme of collective training,
shaped by and for the migration sector,
focusing on self and collective care. £58,000
Action Foundation
To develop robust internal data management
processes and to build staff capacity to ensure
data can be collected from across the organisation
to support external advocacy to influence policy
for people who have migrated to the UK. £160,000
Asylum Justice
To scale and sustain the organisation’s service
delivery model that provides quality immigration
advice and casework services and to increase
capacity to focus on advocacy work. £200,000
City of Sanctuary UK
To strengthen the City of Sanctuary network, to enhance
organisational sustainability and to campaign to build a
welcoming environment for people who migrate to the UK. £220,000
IMIX
To test and develop a new narrative frame for the
public and policy debate on destitution affecting
people who have migrated and to co-create
a programme of work with people with lived
experience alongside destitution organisations. £60,000
Immigration Law Practitioners Association (ILPA)
To deliver the Advancing Justice for Migrants in the UK
Fund to support strategic litigation in the field of migration. £150,000
KIN
To empower and amplify the voices of migrants within
the UK Black community to enhance community
cohesion and support for migration system reform. £120,000
Migrant Action
Core funding to enhance the organisation's capacity
to provide emergency and recovery support to
vulnerable migrants living precariously as result of
Covid-19, and to influence system change towards
greater access to justice and recourse to public
funds for people who have migrated to the UK. £55,000
Migrants Organise
To employ core staff to organise migrants and refugees
and build the movement for systemic change to
immigration policy and an end of the hostile environment. £375,000
Migration Policy Scotland
To develop the infrastructure to incorporate lived
experiences of migration across the organisation’s
work, including planning, delivery and evaluation. £45,000
NACCOM (No Accommodation Network)
To connect people with lived experience of
migration and of destitution, and frontline charities
to secure concrete policy changes, ensuring
that everyone can access safe housing. £240,000

North Kensington Law Centre

North Kensington Law Centre
To create a collaboration of community groups,
university law clinics and law centres to provide
free legal representation for people who were
affected by the Windrush scandal. £30,000
Privacy International
To work in partnership with the migration sector
to protect the digital rights of people who migrate
to the UK, exposing, scrutinising and challenging
abuses in the immigration enforcement system. £175,000
Refugee Legal Support (RLS)
To influence the post-Brexit replacement of the
Dublin family reunion procedures by contributing
to advocacy and strategic litigation. £50,000
Runnymede Trust
To contribute to core salaries to support greater
collaboration between the migration and race equality
sectors to inform and drive forward advocacy, policy and
campaigns on migration, integration and racial justice. £240,000
Settled
To employ a Service Coordinator to oversee activities
throughout the North of England, map unmet need,
manage multi-lingual volunteer-run services, monitor
impact and build capacity to deliver immigration advice. £120,000
Stop Funding Hate
To build the capacity of individuals and organisations to
undertake digital campaigns that combat media hate. £100,000
The Institute of Race Relations
To support the organisation’s communications
capacity in order to reach new audiences and grow its
impact in the areas of migration and racial justice. £128,000
The Refugee, Asylum and Migration Policy
(RAMP) Project
To provide Conservative MPs with migration researchers
and advisers to support them to engage constructively
on migration policy, and to improve collaboration
and the quality and quantity of political debate. £120,000
The Unity Project
To tackle inequality and discrimination behind
the ‘no recourse to public funds' policy
for people who migrate to the UK. £105,000
UKLGIG (UK Lesbian & Gay Immigration Group)
To support a new national campaign to advocate
for reform of the asylum and immigration system
that galvanises the LGBTQI+ community. £225,000
United Legal Access
To deliver advice and casework to Windrush
Compensation Scheme claimants, via an
innovative pro bono legal clinic. £20,000
£2,996,000

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

33

Shared Ground Fund: More and Better

Justice Collaboration

Bristol Refugee Rights
To support the second phase of a project to
influence systems in Bristol for care leavers
with insecure immigration status.		 £180,000
£20,000
£202,000
£155,000
£240,000
£185,000
£150,000
£702
£1,132,702
£43,122
£43,122		 Coram Children's Legal Centre
To deliver a three-year programme to improve how
children, young people and families experience
immigration advice in London by building
partnerships between service providers.
£107,000		 Coram Children's Legal Centre
To deliver a three-year programme to improve how
children, young people and families experience
immigration advice in London by building
partnerships between service providers.
£107,000
British Red Cross
To improve coordination and collaboration
between refugee and asylum agencies and
to help secure policy and practice change for
people who use the UK asylum system.
London Funders
To develop a strategy for the long-term
funding of immigration advice services in
London in collaboration with Justice Together
Initiative and its contributing funders.
£12,000
Greater Manchester Immigration Aid Unit
(GMIAU)
To use a range of approaches to policy and
communications to show how hostile environment
policies affect children, young people and their families
in the North West, and propose solutions to injustices
caused by immigration problems at local authority
level and regionally to inform national policy change.
Praxis
To develop the infrastructure to support grassroots
organisations to identify people with immigration issues
and make better referrals to appropriate advice providers.
£107,000
Direct charitable expenditure £40,575
Total Migration and Integration
India
India Open Grants Fund		 £266,575
Positive Action for Refugees and Asylum
Seekers (PAFRAS)
To deliver a programme to influence the
systems in Yorkshire for supporting care
leavers with insecure immigration status.		 £4,438,399
Project 17
To expand and develop the organisation’s policy
and campaigns work towards ending destitution of
migrant families, led by people with lived experience
of no recourse to public funds andworking in
partnership with Praxis Community Projects.
AAINA
To identify and work with Deaf Blind people in
two districts to develop a network of disabled
people and their care-givers that can link with
social security provision from government.		 £56,945
South London Refugee Association
To deliver a programme to influence systems
in London for supporting care leavers who
have insecure immigration status.
Aamhi Aamachya Arogya Sathi
Support to set up social enterprises and assemble
an association of disabled people to play an active
role in helping their members access services,
entitlements and psychological support.		 £69,809
the3million
To monitor, influence and hold to account the
UK’s implementation of the citizens' rights parts
of the Withdrawal Agreement through policy
development, working with partners, and undertaking
advocacy and legal action where appropriate.
Aawaj Jankalyan Samiti
To research the causes of child trafficking and
develop a preventive system for addressing the issue
across source and destination areas and building
community awareness in Madhya Pradesh.		 £68,210
Direct charitable expenditure
Abhar Mahila Samiti
To empower young women to become changemakers
in rural communities in the Bundelkhand region
of Madhya Pradesh through career and health
camps and leadership programmes.		 £63,564
Supported Options Fund
Direct charitable expenditure Anjali
Emergency support to deal with the
impact of Cyclone Amphan		 £4540
.
,
Bal Sakha Assam
To build a socially conscious system of managing labour
in tea gardens by working with management teams,
training social advisors and tea garden employees
and creating a new course for students pursuing
courses in Tea Management Training Institutes.
£38,326
Barasat Unnayan Prostuti
To expand a programme co-developed with social
workers and survivors of human trafficking to raise
awareness of the issue in local communities and
to signpost relevant resources and services.
£71,297
India
India Open Grants Fund
AAINA
To identify and work with Deaf Blind people in
two districts to develop a network of disabled
people and their care-givers that can link with
social security provision from government.
Aamhi Aamachya Arogya Sathi
Support to set up social enterprises and assemble
an association of disabled people to play an active
role in helping their members access services,		 £56,945
entitlements and psychological support.
Aawaj Jankalyan Samiti
To research the causes of child trafficking and
develop a preventive system for addressing the issue
across source and destination areas and building
community awareness in Madhya Pradesh.		 £69,809
£68,210
Abhar Mahila Samiti
To empower young women to become changemakers
in rural communities in the Bundelkhand region
of Madhya Pradesh through career and health
camps and leadership programmes.		 £63,564
Anjali
Emergency support to deal with the
impact of Cyclone Amphan.		 £4,540
Bal Sakha Assam
To build a socially conscious system of managing labour
in tea gardens by working with management teams,
training social advisors and tea garden employees
and creating a new course for students pursuing
courses in Tea Management Training Institutes. £38,326
Barasat Unnayan Prostuti
To expand a programme co-developed with social
workers and survivors of human trafficking to raise
awareness of the issue in local communities and
to signpost relevant resources and services. £71,297

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

34

Barasat Unnayan Prostuti
Emergency support to deal with the
impact of Cyclone Amphan.
£3,171
Breakthrough Trust
To engage with a network of content creators across
cinema, digital, advertising and the media to make
and disseminate work that promotes gender equity.
£49,609
Center for Community Development through
Network, Education, Research, Training,
Resource Mobilisation and Capacity Building
(Cod Nerc)
Support to strengthen the local helping ecosystem to
reduce vulnerability of urban migrant families in Mizoram
and to help residents to access government support.
£43,612
Centre For Action Research & Management
in Developing Attitudes Knowledge & Skills in
Human Resources (CARMDAKSH)
To develop a village-level support system to strengthen
veterinary services, and to introduce an integrated
approach to rearing livestock and improve management
knowledge, creating a primary and dependable
source of income for local farming communities.
£38,288
Chhattisgarh Agricon Samiti
To support rural and tribal communities in the region to
address the adverse effects of climate change through
assessment, training and capacity building, and to
foster inclusion and community wellbeing by forming
a collaborative community-based organisation.
£27,073
Conservation of Nature through Rural Awakening
(CONARE)
To scale up agricultural livelihood training and support to
500 Chenchu families and create a cohort of young men
and women to increase independence and sustainability.
£60,560
DiYA Foundation
To support DiYA to enhance livelihood opportunities,
strengthen and federate women’s collectives to take
up social advocacy, and establish livelihood support
systems through a group of 20 community-level experts.
£112,959
Grameen Evam Samajik Vikas Sanstha
To support the final phase of a project to improve working
conditions and access to government entitlements for
mine and construction workers in Central Rajasthan.
£54,391
Gramrajya Vikas Evam Prashikshan Sansthan
To expand learning programmes for girls in
government schools to ensure basic and quality
education provision for children from denotified
tribe communities in the Bundi district.
£45,102
Integrated Social & Institutional Development for
Empowerment (InSIDE-North East)
To develop an education and livelihood support
programme for young people experiencing
disadvantage in conflict areas in Manipur.
£44,310
Iswar Sankalpa
Emergency support to deal with the
impact of Cyclone Amphan.
£4,673		 Jai Bharati Shiksha Kendra
To build on the organisation’s work to collectivise
members of tribal communities at village, cluster
and block levels to foster community-based
management and development of land.
£21,451
Jana Sanskriti Centre for Theatre of the Oppressed
Emergency support to deal with the
impact of Cyclone Amphan.
£5,104
Kadam Jan Vikas
To address the the increase in cases of suicide for
people aged 10-39 years in the Gwalior district
of Madhya Pradesh, raise awareness, provide
counselling, and direct people to relevant services,
alongside a new mental health support helpline.
£59,121
Kalpavriksh Environment Action Group
To consolidate previous work on community-led
conservation through extensive research, documentation,
networking, multi-actor consultations and outreach,
and to democrarise conservation governance.
£78,925
Khoj – A Quest for Knowledge Hope Opportunity
and Justice
To build the capacity of Gram-Sabha members to
develop and implement Natural Resource Management
plans in the Amravati district of Maharashtra.
£59,313
Kolkata Sanved
Emergency support to deal with the
impact of Cyclone Amphan.
£1,502
Kotra Adivasi Sansthan
To strengthen labour and trade collectives,
improve working conditions and enable
access to legal aid, training, medical and other
services for people who migrate to work in small
industrial towns in western Rajasthan.
£76,918
Lokmitra
To strengthen community-led initiatives to support
pre-school and primary education in Banda.
£124,376
Manav Vikas Bahuudheshiya Gramin Seva
Sanstha
To support the developmental needs of children
with visual, hearing and multi-sensory impairments
by offering training to parents, carers and
teachers in language and motor skill development,
and by supplying assistive devices.
£64,038
Muskaan
To support tribal and minoritised communities in Bhopal
to access rights and entitlements, build local leadership
capacity and develop an adult education offer.
£39,811
Network for Youth Development & Healthy
Environment (NYDHEE)
To work with 200 families across 8 villages
to explore alternatives to recurring cycles of
migration through a sustaining livelihoods package
and support from community workers.
£55,195
New Alipore Praajak Development Society
Emergency support to deal with the
impact of Cyclone Amphan.
£4,122

35

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Sense International India
Praxis – Institute for Participatory Practices
To develop the professional capacity of a
second cohort of individuals and community
organisations in Bihar to empower them to take
charge of local development agendas.
£62,320
Prayas
To support the wellbeing of migrant construction workers
in the city of Ahmedabad by working with families who
have migrated to improve their access to public services
including education, early childhood care and healthcare.
£55,898
Rural Volunteers Centre
To support households across ten villages to
develop household-level disaster resilience
plans with a specific focus on increasing family
income to build economic resilience.
£41,704
SAFA Society
To work with four Muslim settlement communities
experiencing impoverishment to encourage
economic empowerment and community ownership
across social, cultural and urban spaces.
£61,388
Samagra Seva
To address the high drop-out rates among Mushahar
schoolchildren through provision of Cultural
Education Centres, and to strengthen school
and village councils to support schools and liaise
with local government to implement policy.
£58,746
Samata
To develop a toolkit to support tribal leaders
to advocate with government and judiciary in
addressing issues of access, control and use
of natural resources by tribal communities.
£39,302
SAMVEDNA
To engage with men and young people in the
Bedia community around issues of alternative
livelihood opportunities, human rights, gender,
dignity, and gender-based violence, and
develop peer networks across districts.
£67,422
SANATAN UNNAYAN SANGSTHA
To work closely with families affected by tea garden
closures in the Barack Valley through a series of
initiatives across finance, nutrition and child education.
£35,341
SANHITA
To build capacity of Sexual Harassment committees
at government and local district level to provide a
safe workspace for women workers in government
settings and unorganised industry sectors.
£40,615
SARVA SEVA SAMITY SANSTHA (SSSS)
To undertake an ethnographic study of the Mal
Pahariya tribe community in order to understand
their current realities and challenges and co-design
an intervention framework for longer term work.
£31,130
Savera Foundation
To continue to build a sustainable programme to
address water and food security, by renovating
water resources, providing agricultural training,
connecting with government facilities and creating
and supporting community-based 'water leaders'.
£84,479		 Sense International India
To build a strong infrastructure of regional and
state learning centres, expanding services in
five states in Eastern India to support children
and adults with sensory impairments, and to
develop the capacities of partner organisations to
become centres of excellence in the region.		 £72,380
South Orissa Voluntary Action (SOVA)
To support communities that have been
displaced following the construction of the Upper
Kolab dam to resettle and integrate with host
communities through livelihood enhancement
strategies and peace-building initiatives.		 £74,949
Suchana Uttor Chandipur Community Society
Support to strengthen first language literacy among
Santal and Kora children in Birbhum, West Bengal.		 £84,690
Synergy Sansthan
To strengthen the organisation’s programme of holistic,
experiential learning programmes for young people, and
to maximise the impact of their youth-led approach.		 £65,820
Synroplang for Social Transformation
To provide education to children in rural traditional
Khasi villages through evening learning sessions,
monthly residential learning camps, and day-
schools to prepare children for Open Basic
Examinations, and to deliver Class X, a project to
prepare children in five examination subjects.		 £44,530
Vidarbha Nature Conservation Society
To continue to build the capacity of gram
sabhas and village Community Forest Rights
management committees in 25 villages of Deori
and Armori block of Gadchiroli district.		 £58,210
Yuva Vikas Mandal
To support 30 Dignity Centres in the Sehore district of
Madhya Pradesh to enable children from communities
that have historically experienced disadvantage
to pursue alternative occupations, and to develop
online academic support for local young people.		 £72,868
Exchange rate differences £95,747
£2,593,854

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

36

Covid Response Fund (India)

Covid Response Fund(India)
 Covid Response Fund(India)
Basic Health Care Services
To aid the organisation in dealing with the
challenges posed by Covid-19.
£20,962
Basic Health Care Services
To aid the organisation in dealing with the
challenges posed by Covid-19.
£20,417
Bhasha Sanshodhan Prakashan Kendra (Bhasha
Research and Publication Centre)
To aid the organisation in dealing with the
challenges posed by Covid-19.
£21,120
Jan Sahas Social Development Society
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £20,275
Jan Sahas Social Development Society
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £20,417
Jubayer Masud Educational & Charitable Trust
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £20,909
Muskaan
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £21,120
Prayas
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £21,120
Prayas
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £20,972
Samavesh Society for Development and
Governance
To aid the organisation in dealing with the
challenges posed by Covid-19.		 £20,486
We awarded 89 grants up to £20,000 totalling
£1,264,659 which are not listed here. Full
details of these can be found on our website
Total India £1,264,659
£1,472,457
£4,066,311

Evidence and Learning

Evidence and Learning
Black South West Network
To support collaboration between Black South
West Network, University of Bristol and the Bristol
Mayor's Office to test and learn from a One City
approach to tackling systemic racism. £40,000
CAST (Centre for the Acceleration of Social
Technology)
To further develop the grant advisor web
service, providing open, transparent feedback
between grant seekers and grant makers. £10,000
London Funders
Contribution to the costs of commissioning learning
partners on behalf of the London Community Response
Fund to explore potential for continued and longer-term
funder collaboration, highlight opportunities to build on the
work of civil society groups responding to crisis and find
ways to strengthen approaches to equity and inclusion.		 £18,000
Refugee Action
Support to map legal advice provision and
demand for immigration advice.		 £20,000
Shift
Support for research project looking at motivations, needs
and obstacles in sustaining volunteering communities
which have emerged through Covid-19 lockdown. £20,000
Direct charitable expenditure £225,177
Total Evidence and Learning £333,177

Voice, Influence and Partnerships

Asylum Reform Initiative,
hosted by British Red Cross
Contribution to an alliance of six national organisations
(Asylum Matters, British Red Cross, Freedom
from Torture, Refugee Action, Refugee Council,
Scottish Refugee Council) set up to work for long-
term, deep change in Britain’s asylum system.		 £15,000
Bureau Local
To underpin the Bureau’s strategic plans to
strengthen the local news ecosystem, reporting on
inequality to spark positive action and change.		 £50,000
Liberty
To support message-testing on public perceptions of
judicial review to inform a collaborative public campaign.		 £15,000
sounddelivery media
To develop a spokespersons network to
enable people with lived experience to change
perceptions, influence policy and create
positive change through first-hand stories.		 £80,000
Direct charitable expenditure £5,409
Total Voice, Influence and Partnerships £165,409

37

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Other grants

Arika

Other grants Arika

Backbone Fund
ACEVO (Association of Chief Executives of
Voluntary Organisations)
Core funding to build membership networks, offering
support and challenge to the voluntary sector, and to
promote strong and effective leadership practice.
£200,000
Campaign Bootcamp
Core funding to build financial resilience and
expand a programme of work supporting people
impacted by injustice to run effective campaigns.
£200,000
IMIX
Core funding to support the organisation to reframe
the debate on migration, coordinating strategic
communication on refugee and integration issues
to achieve impact in the public debate.
£200,000
Immigration Law Practitioners Association (ILPA)
Core funding to develop organisational capacity
and resources, providing expertise and
influencing policy on migration law in the UK.
£200,000
On Road Media
Core funding to strengthen organisational capacity and
achieve long term narrative change through strategic
communications, aiming to improve public opinion of
misrepresented groups within the voluntary sector.
£200,000
Public Law Project
Core funding to support the organisation to improve
access to justice for those marginalised through
poverty, discrimination or disadvantage.
£250,000
YouthAction Northern Ireland
Core funding to build evidence-based work,
recommend policy solutions and build networks
between the youth sector and decision makers.
£150,000
£1,400,000
Covid Response Fund
Albany Theatre
To support testing of Artists for Change, a new way
of working that switches from traditional top-down
programming to a co-creation model with local
people, artists and community organisations.
£43,500
Allsorts Gloucestershire
To support continued delivery of key services and support
to children and young people with disabilities, and consult
with older members to inform future planning and delivery.
£30,000
Arika
To provide support to Arika’s grassroots partners who
deliver frontline support to vulnerable and marginalised
communities, including those who are experiencing
increased levels of violence and poverty under lockdown.
£33,000		 To provide support to Arika’s grassroots partners who
deliver frontline support to vulnerable and marginalised
communities, including those who are experiencing
increased levels of violence and poverty under lockdown.
£40,000
Arts at the Old Fire Station
A one-year extension to existing grant to provide
some financial stability, support the organisation
in dealing with the challenges posed by Covid-19,
and continue to provide a valued offer to Crisis
Members and those facing tough times.
£85,000
Artsplay Highland
To support the completion of Lit Up with Arts, a project
trialling a new approach to support early years learners
in language, literacy, and musical development.
£30,000
Aspen UK
To support the first year of the Aspen UK Young
Leaders Fellowship which will develop up to 250
young leaders to build networks, bridge divides
and find creative solutions to social problems.
£100,000
Asylum Matters (City of Sanctuary)
To support the organisation in helping its partners
convene, act and advocate locally and nationally
for the rights of asylum seekers, in increasingly
difficult and unprecedented circumstances.
£30,000
Baobab Foundation
To support the research and development phase for
the new organisation, delivered by a small project team
and overseen by their steering group over six months.
£50,000
Black Box
To support core organisational costs and
planning through the pandemic for a venue
championing an inclusive approach, including
its work with learning disabled people.
£80,000
C4WS Homeless Project
To run a Covid-secure homeless shelter in
Camden over the winter months in 2020-21.
£45,000
Camden People's Theatre (CPT)
To support delivery of a revised programme, including
artists commissions and development of new ways of
presenting live performance in the era of social distancing.
£70,000
Central England Law Centre
To support the continuation of a family reunion project
providing quality, holistic support to refugees and
their families that works to break down unnecessary
barriers, before and after arrival in the UK.
£32,500
Chol Theatre
To support core costs and the development of online
resources and continuing professional development
to sustain engagement with teachers and children,
extending the theatre’s reach while schools are closed.
£30,000

38 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Clean Break
To maintain crucial and skilled support to women who
are marginalised and vulnerable during lockdown
and undertake future organisational planning around
the return to theatres and building-based work.
£40,000
Cove Park
A one-year extension to existing grant to support the
ongoing development and delivery of community
engagement programme Hands On Cove Park and
adapt to the longer-term impact of Covid-19 through
online resources and maximising use of facilities.
£29,000
Create London
A one-year extension to existing grant to support the
organisation in maintaining the White House, a public
space for art and social activity, in-house and adapt
plans and fundraising strategy for 2021 onwards.
£56,000
Creative Futures UK
To support the Sound Communities project, a professional
development programme for early years education
professionals and music leaders building communities of
practice in locations across London and the South East.
£40,000
Daily Life Ltd
To support collaboration with Newcastle-
based organisation Wunderbar to develop
a new peer support programme for creative
practitioners experiencing marginalisation and
the disproportionate effects of Covid-19.
£23,150
Dance Base
To support the continuation of the Scottish
Dance for Parkinson’s network through bespoke
embedded delivery at regional partner hubs,
extended programming and future planning.
£88,813
Detention Action
To sustain the organisation’s Community Support
Project and to build on progress in policy and
practice around immigration detention.
£50,000
Disasters Emergency Committee (DEC)
To contribute to the DEC’s fundraising that supports
work in response to Covid-19 across the world.
£100,000
Ditch the Label
To support core costs, and increase online mentoring
support to young people struggling with the
impact of the pandemic in the key areas of bullying,
identity, relationships and mental wellbeing.
£46,000
Do It Now Now (DINN)
To create a fund for Black social enterprise
founders, enabling them to meet the needs
of the people they support and reduce
potential closures in the Covid-19 crisis.
£66,500
Doctors of the World UK
To support the organisation’s leadership and
coordination role ensuring that the Covid-19
vaccine programme is equally available to all in
the UK, regardless of immigration status.
£30,000		 Education Endowment Foundation (EEF)
To support a two-prong approach that mitigates and
compensates for Covid-19’s negative impacts on
education attainment, responding to the needs of schools,
pupils and families and addressing policy responses.
£100,000
Engage
To support provision of opportunities for artists,
professionals and freelancers to adapt their practice to a
new working context in light of the Covid-19 pandemic.
£28,500
Fevered Sleep
To develop and adapt participatory projects that address
lived experience of trauma during the pandemic, and to
continue partnerships that support artist wellbeing.
£60,000
Fitzrovia Youth in Action
To aid the organisation in dealing with the challenges
posed by Covid-19 and maintain support of members
and partner agencies to facilitate online peer
support groups for young people’s wellbeing.
£30,000
Getaway Girls
To continue essential support provision for young
women, especially those experiencing structural
inequality and poverty, through a strengths-
based approach that empowers and engages
young women in building a positive future.
£50,000
Glasgow International
To provide core support to festival staff and ensure
the running of the Glasgow International’s festival
performances, events and commissions in 2021 as
it recovers from the impacts of the pandemic.
£75,000
Gloucester Culture Trust
To support three of Gloucester Culture Trust’s partner
organisations to maintain provision of keystone arts
participation programmes for young people and
to improve accessibility of a new cultural hub.
£50,000
Hampshire Cultural Trust
To support the continuation of Horizon 20:20, an arts
education intervention for young people attending
Hampshire’s Education Centres for alternative provision,
where artists work with young people and teachers.
£111,000
Hatch Enterprise
Core support to aid the organisation in dealing
with the challenges posed by Covid-19.
£50,000
Hideaway Youth Project
To adapt to the impact of the pandemic,
and develop a new model of ‘blended’
outreach and detached youth work.
£30,000
HMDT Music
To support digital provision of high-quality arts-based
learning for children and young people experiencing
disadvantage, through partnerships with schools,
local artists, and arts organisations in Lancashire.
£30,000

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

39

Independent Workers Union
of Great Britain (IWGB)
To support employment of additional legal
caseworkers, enabling the organisation to
meet the ongoing and increasing Covid-related
casework needs of migrant workers.
£65,500
Intoart
To support provision of welfare and pastoral support of
Intoart members with learning disabilities and maintain
organisational resilience throughout the pandemic.
£42,000
Islington Mill
To support the organisation’s community of artists,
craftspeople and creative businesses to respond to
needs and opportunities, and to initiate collaborative
commissions for Islington Mill tenants.
£70,000
Khulisa
To respond to the surge in demand from current and
new partner schools, prisons and local authorities,
through digital therapy programmes and resources
to support vulnerable young people and staff.
£30,000
Live Music Now (LMN)
To provide core support for LMN to adapt to
digital delivery and provide summer music-
making sessions for children and young
people with special educational needs.
£61,390
LocalMotion
To support an extended set-up phase for this
collaborative place-based consortium of funders
and allow for the development of feasibility studies
in six identified locations across the UK.
£50,000
London Community Response Fund
(through the City Bridge Trust)
To contribute to the London Community Response
Fund, an emergency scheme coordinated by
London Funders to support organisations in the
capital facing immediate financial pressures and
uncertainty due to the Covid-19 pandemic.
£250,000
Madlove Ltd
Support for a long-term project by artist James Leadbitter,
aka the vacuum cleaner, that blends research, design,
building and exhibitions to reimagine mental health
support and the environments this support happens in.
£80,000
Magic Me
To support the Artists in Care Homes programme
to adapt to deliver a bespoke programme of remote
activities in care home settings in Essex.
£102,000
MAIA
To provide time and capacity for business planning
and adaptation alongside the development of a
new fundraising plan for 2021/22 onwards.
£29,800
Manchester Camerata
To support delivery of the orchestra’s Camerata in the
Community work, which uses music to improve lives
across education, health and social care through artist-
led sessions in communities across the North West.
£40,000		 Micro Rainbow
To help address residents’ immediate needs
by funding internet access and delivering a
pilot six-month online dance and movement
programme with integrated pastoral support.
£30,000
Migration Museum
To adapt the museum’s programme to digital and
distanced delivery and explore new approaches
to digital engagement to reach a larger more
diverse audience and widen debate.
£50,000
Mind the Gap
To extend the Engage programme and progress partner
venues beyond the need for specialist interventions
in order to better include learning disabled artists,
audiences and participants in their work long-term.
£46,400
National Association for Voluntary & Community
Action (NAVCA)
To support NAVCA to continue offering vital support to
development and local sector support organisations
and develop the association’s long-term sustainability.
£30,000
National Theatre
To adapt the delivery of the primary school
drama and theatre-making programme Let’s
Play in response to Covid-19 and build further
sustainability into the programme.
£50,000
National Theatre Wales
To support the continuation of National Theatre
Wales’ TEAM programme of community co-created
programmes in Pembrokeshire and Wrexham.
£65,000
National Youth Agency (NYA)
To protect, champion and support the most
vulnerable young people while focusing on
rebuilding the future of youth services.
£50,000
New Philanthropy Capital (NPC)
To develop digital solutions, products and tools
to support young people and the youth sector to
reach their potential, leading to collective digital
resources for young people and youth workers.
£100,000
Northern Ireland Youth Forum (NIYF)
To support core funding and allow the organisation
to focus on fundraising, supporting staff, and
leading on the adaptation to new digital and
hybrid ways of working during the pandemic.
£30,000
Off the Record (OTR)
Core support for staff salaries and fundraising,
to aid the organisation in dealing with the
challenges posed by Covid-19.
£30,000
Open Up Music
To provide high-quality musical opportunities for young
disabled people and hold institutions accountable for the
widespread exclusion of young disabled people, offering
frameworks to increase access across the sector.
£100,000

40 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Paines Plough
To support a new small-scale touring network,
facilitate the small-scale tour of new work in 2021
and 2022, and continue audience development to
encourage audiences back into arts venues.
£66,000
Peace First
To develop a UK pilot programme to support young
people experiencing injustice and inequality to lead
social change through a digital platform that provides
tools, resources, mentoring and small grants.
£50,000
Pears Foundation
To contribute to a pooled Covid Relief Fund as
part of the DCMS Community Match Challenge
scheme – UK Youth will support small youth
organisations who have not had access to crisis
funding they need to survive the pandemic.
£500,000
People United
To support long term organisational planning including
artist commissions, a digital strategy, and an accessible
online platform for arts and prosocial behaviour.
£60,000
Power2
To support redevelopment of the flagship Teens and
Toddlers programme in light of the pandemic and
oversee relationships with schools across programmes.
£30,000
Praxis
To support the remote delivery of Brighter Futures, a
project working with young people to ensure their access
to food, accommodation, financial support, health
guidance, digital access and one-to-one support.
£60,000
Project 17
To deliver a one-year pilot project to expand
advice services to families with no recourse to
public funds across the UK by providing remote
advice using video conferencing in areas that do
not have face to face services of this kind.
£50,000
Project Art Works
To support the research and development of Art
Freedom Care – a new delivery plan that focuses on
rights, representation, and creative collaborations
with autistic people with complex needs.
£100,000
Racial Justice Network
To support the mentoring and development of antiracist
collectives and refine the organisation’s programmes,
collaborations and partnerships in order to meet
increased demand for their Unlearning Racism training.
£25,000
RECLAIM
To contribute to core work supporting young
people through the pandemic and to develop a
new project bringing young people together with
cultural leaders, policy workers and teachers.
£50,000
Refugee Action
To support the continuation of Respond and
Adapt, a partnership programme between Refugee
Action, Migration Exchange and NACCOM,
which supports organisations responding to the
pandemic to build for long-term recovery.
£90,000		 Refugee Action
To help establish a pooled fund between Migration
Exchange, Refugee Action and NACCOM, to support
frontline charities working in the migration sector
where people are facing vulnerability and challenge.
£400,000
Royal Exchange Theatre (RET)
To support key delivery roles and engagement
activity for RET’s Young Company and
ensure sustainability of the programme.
£77,000
Royal Liverpool Philharmonic
To support In Harmony, a programme that aims
to improve the education, aspirations and health
of young people and families in Anfield and West
Everton and transform communities through music.
£80,000
Scottee
To extend our support of Scottee and Friends for a year,
investing in the company’s artistic research, development
and programming throughout lockdown and reopening.
£90,000
Shape Arts
To support the organisation's programme Unlimited
to extend commissioning support for disabled artists,
offering micro-commissions to disabled artists in
Northern Ireland and providing ad hoc emergency funding
for disabled artists to access equipment and support.
£200,000
South East Dance
To aid the continuation of the organisation’s
national programme Little Big Dance and support
the artist community in post-Covid recovery.
£60,000
The Access to Justice Foundation (ATJF)
To contribute to The Community Justice Fund, a joint
funder initiative which provides emergency support
to specialist social welfare legal advice organisations
to cope with the immediate impact of Covid-19.
£300,000
The Black Curriculum
To support organisational development and the growth
of a campaign to design a curriculum that focuses on
the realities and experiences of Black British people,
incorporating a variety of teaching methods and art forms.
£80,000
The Centre for Literacy in Primary Education (CLPE)
To support adaptation of teacher continuing
professional development resources and courses
for digital delivery and home learning, and further
develop the sustainability and impact of the
organisation’s new online learning model.
£50,000
The Centre for Youth Impact
To maintain online delivery and evaluation resources
to ensure the Centre continues to play a key role in
learning and impact work beyond the pandemic.
£50,000
The Difference
To develop Difference Leaders by upskilling secondary
phase teachers with leadership experience placed in
Alternative Provision schools and to ensure that Covid-19
adjustments maintain effectiveness and impact.
£75,000

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

41

The Duncairn (through 174 Trust)
To increase capacity and ensure continuity of a
new digital programme for its local community,
improve support for volunteers and staff, and
allow for long-term planning through Covid-19.		 £31,000
The Larder Cook School
To contribute to the salaries of the CEO, Director
of Training and a Group Worker to strengthen the
organisation and enhance long term sustainability.		 £30,000
The Mix
To adapt services to meet young people’s needs
around mental health, information advice and digital
guidance, and respond to the changing context of
Covid-19 with partners across youth services.		 £100,000
The Social Change Nest
To provide core funding for essential start-up
support to new grassroots movements and
unconstituted networks, and meet increased
demand from Mutual Aid Groups during Covid-19.		 £70,000
UK Youth
To facilitate youth organisations who provide
support, develop skills and give access to
opportunities for 9 to 25-year-olds regardless
of their background or circumstances.		 £50,000
We Belong
To sustain emergency hardship support for young
people who lack permanent immigration status as well
as improve systems of staff support and training.		 £30,000
Young Futures
To sustain high quality and transformative transition
services for care leavers with a focus on young
residents’ mental health and life-prospects.		 £30,000
Young Roots
To sustain support for young refugees and asylum
seekers who are vulnerably housed and plan future
organisational fundraising for 2021 onwards.		 £30,000
Your Own Place
To develop digital training packages and
sustain services for young people to maintain
secure tenancies and plan for the future.		 £30,000
We awarded 344 grants up to £20,000 totalling
£6,258,562 which are not listed here. Full
details of these can be found on our website.		 £6,258,562
Additional support via the Awards for
Artists programme to provide support
to a greater number of artists as a
response to the Covid-19 pandemic		 £520,000
Additional support provided via the
Act for Change Fund as a response
to the Covid-19 pandemic		 £311,200
£13,318,815

Develo ment Fund p

Development Fund
Ashoka UK & Ireland
To support Ashoka in the development of a
Young Change Leader internship programme
and to recruit two people to these roles. £20,000
Barrow Cadbury Trust
Contribution to the Funders for Race Equality Alliance. £15,000
Bossing It
To create a space and network for womxn of colour in
leadership positions in the impact sector, to find support
and share experience, ideas and opportunities. £10,000
Centre for Innovation in Voluntary Action
To develop the Create Equity Fund, an investment
fund to support Black and minority ethnic
led organisations to address longstanding
racial inequalities in the cultural sector. £15,000
Creative Opportunities
To underpin the director’s salary for a year,
alongside a tailored package of coaching
and training to build staff capacity. £20,000
Culture Commons
To create a series of creative and cultural industries
workforce panels with Metro Mayors. £20,000
Field Day (through the Nerve Centre)
To support Stay Alive, a short film
exploring the issue of survival. £20,000
Friends Provident Foundation
To develop an annual index of diversity,
inclusion and transparency in the foundation
sector to improve accountability. £15,000
Julie's Bicycle
To support Season for Change 2020, a
nationwide festival of culture and climate action
that aimed to invite communities throughout the
country to connect to the climate crisis through
arts, culture and creative experiences. £20,000
Positive Money
To mobilise community supporters and to campaign
on climate finance in the run up to COP26. £20,000
Students Organising for Sustainability UK
To develop and support Teach the Future, a youth-
led campaign to repurpose the education system
around the climate emergency and ecological crisis. £16,500
The Social Change Nest
To create a youth-led movement that aims to
double the number of young trustees under
the age of 26 on charity boards by 2024. £10,000
The Ubele Initiative
To fund the Exhale Retreat to support 20 Black
women working in social justice organisations,
trusts and foundations to create and share
strategies for collective social change. £20,000
£221,500

42 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Major Grants – inflation allowance increase

Amgueddfa Cymru – National Museum Wales
Inflation allowance for the £300,000 grants
per year for ten years made in 2019/20. £900
Centre on Migration, Policy, and Society
(COMPAS)
Inflation allowance for the £200,000 grants
per year for ten years made in 2018/19. £3,408
Koestler Arts
Inflation allowance for the £150,000 grants
per year for ten years made in 2018/19. £2,556
Nerve Centre
Inflation allowance for the £200,000 grants
per year for ten years made in 2019/20. £600
£7,464

Our Nei hbourhood Fund g

Our Neighbourhood Fund
Copenhagen Youth Project (CYP)
Core funding to support work to engage and inform
young people in the Caledonian Road and Barnsbury
area of London and to provide a safe, youth-led
space where they can learn and develop. £25,000
Coram’s Fields
To support a drop-in service provision for under fives in
an area with poverty and overcrowded accommodation. £26,000
Global Generation
Core funding to contribute to the running of the Story
Garden in Camden, bringing the local community
together through food growing, communal
meals, shared stories and creative activities. £40,000
New Horizon Youth Centre
Core funding to support the provision of holistic support
for young people experiencing homelessness in London. £50,000
Women at the Well
Core funding to underpin the work of this women-
only service located in King’s Cross and dedicated
to supporting women whose lives are affected
by, or at risk of being affected by, prostitution. £90,000
Young Camden Foundation
Contributing funding for Camden-based charities
offering services and support to children and
young people, building capacity and championing
critical issues facing the local community. £40,000
£271,000

Strate ic Interventions Fund g

Strategic Interventions Fund
Nick of Time Productions
To produce a verbatim play about the Grenfell Inquiry –
Value Engineering – at the Tabernacle Theatre in October
2021, then at the Birmingham Rep in November of 2021.
£75,000
Social Finance
To support an extension of our support of the Impact
Incubator for two years – a collaboration between
Social Finance and UK charitable foundations that
seeks to drive systemic change on social issues.		 £200,000
The Difference
A three year grant to support this leadership
programme for teachers around inclusive school
leadership and mark the tenure of Sir Anthony
Salz as trustee of Paul Hamlyn Foundation as he
stepped down from the Board at the end of 2020.		 £150,000
University of Manchester
To design and implement a methodology for
assessing and supporting the wellbeing of young
people in years 8 to 10 in up to 250 secondary
schools across Greater Manchester.		 £150,000
Other Grants and support £575,000
The Helen Hamlyn Trust £2,000,000
Direct charitable expenditure £12,000
Total Other grants
Total grants awarded and
direct charitable expenditure		 £2,012,000
£17,805,779
£40,265,517

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

43

Organisations receiving more than one grant included in the listing above:

Due to the Covid-19 Emergency Fund many more grantees than usual received more than one grant in the year.

Thirty-eight grantees received two grants from the Covid-19 India Fund.

Forty-four grantees received two or more grants from the Covid-19 UK Fund.

A further sixty-eight grantees received a single Covid-19 award and a single award from another fund.

The following grantees received more than one award in the year from the non-Covid programmes:

Barasat Unnayan Prostuti (Awarded four grants totalling £90,162: £71,297 & £3,171 from the India Open Grants Fund and £10,439 & £5,255 from the India Covid Response Fund)

IMIX (Awarded two grants totalling £260,000: £200,000 from the Backbone Fund and £60,000 from the Shared Ground Fund)

Immigration Law Practitioners Association (ILPA) (Awarded three grants totalling £370,000; £200,000 from the Backbone Fund, £150,000 from the Shared Ground Fund and £20,000 from the Covid Response Fund)

Just for Kids Law (Awarded four grants totalling £205,000; £100,000 from the Youth Strategic Investment Fund, £45,000 from the Act for Change Fund (Covid Response) Fund, £40,000 from the Youth Strategic Investment Fund – follow-on Fund and £20,000 from the Covid Response Fund)

Leap Confronting Conflict (Awarded three grants totalling £160,000; £100,000 from the Youth Strategic Investment Fund, £40,000 from the Youth Strategic Investment Fund – follow-on Fund and £20,000 from the Covid Response Fund)

My Life My Say (Awarded three grants totalling £71,500; £60,000 from the Youth Strategic Investment Fund – follow-on Fund, £10,000 from the Covid Response Fund and £1,500 from the Act for Change Fund (Covid Response) Fund)

On Road Media (Awarded three grants totalling £270,000; £200,000 from the Backbone Fund, £60,000 from the Youth Strategic Investment Fund – follow-on Fund and £10,000 from the Covid Response Fund)

Praxis (Awarded four grants totalling £202,600; £107,000 the Justice Collaboration Fund, £60,000 & £20,000 from the Covid Response Fund and £15,600 from the Act for Change Fund (Covid Response) Fund)

StreetDoctors (Awarded four grants totalling £190,000; £100,000 from the Youth Strategic Investment Fund, £40,000 & £30,000 from the Youth Strategic Investment Fund – follow-on Fund and £20,000 from the Covid Response Fund)

YoungMinds (Awarded three grants totalling £160,000; £100,000 the Youth Strategic Investment Fund, £40,000 from the Youth Strategic Investment Fund – follow-on Fund and £20,000 from the Covid Response Fund)

Youth Access (Awarded three grants totalling £72,000; £45,000 from the Act for Change Fund (Covid Response) Fund, £20,000 from the Covid Response Fund and £7,200 from the Youth Fund)

The trustees confirm they have provided all information required by the auditors and that they have not identified any material uncertainties relating to going concern and therefore continue to prepare the accounts on a going concern basis.

The Trustees’ Report and the Strategic Report were approved on 6 July 2021 by:

Jane Hamlyn

Tim Bunting

London Funders (Awarded two grants totalling £30,000; £18,000 from the Evidence and Learning Fund and £12,000 from the Justice Collaboration Fund)

MAP (Mancroft Advice Project) (Awarded five grants totalling £202,000; £100,000 from the Youth Strategic Investment Fund, £40,000 & £30,000 from the Youth Strategic Investment Fund – follow-on Fund £20,000 from the Covid Response Fund and £12,000 from the Act for Change Fund (Covid Response) Fund)

44 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Independent Auditor’s Report to the Members of Paul Hamlyn Foundation

Opinion on the financial statements

In our opinion, the financial statements:

We have audited the financial statements of Paul Hamlyn Foundation (“the Charitable Company”) for the year ended 31 March 2021 which comprise the statement of financial activities, the balance sheet, the cash flow statement and notes to the financial statements, 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 Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Charitable Company in accordance with the ethical requirements relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions related to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Charitable Company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Trustees Report and Financial Statements, other than the financial statements and our auditor’s report thereon. The other information comprises: the Chair’s Statement, the Chief Executive’s Statement and the Trustees’ and Directors’ Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

45

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Other Companies Act 2006 reporting

In our opinion, based on the work undertaken in the course of the audit:

In the light of the knowledge and understanding of the Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic report or the Trustee’s report.

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

Responsibilities of trustees

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

In preparing the financial statements, the Trustees are responsible for assessing the Charitable Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Charitable Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Extent to which the audit was capable of detecting irregularities, including fraud Irregularities, including fraud, are instances of noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the Charity and the industry in which it operates, we identified that the principal laws and regulations that directly affect the financial statements to be relevant companies acts and charities acts in the UK. We assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items. We considered the Charity’s own assessment of the risks that irregularities may occur either as a result of fraud or error. We also considered financial

46 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

performance and key drivers for performance targets, including the performance of the investment portfolio. We also considered the risks of non-compliance with other requirements imposed by the Charity Commission, and we considered the extent to which non-compliance might have a material effect on the financial statements.

In addition, the Charity is subject to many other laws and regulations where the consequences of noncompliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation. We identified the following areas as those most likely to have such an effect: employment law and health and safety regulations. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of those charged with governance and other management and inspection of regulatory and legal correspondence if any.

Our tests included agreeing the financial statement disclosures to underlying supporting documentation, enquiries of the Finance Committee and management and review of minutes of meetings of those charged with governance. We made enquiries regarding any matters identified as a Serious Incident as reportable to the Charity Commission. We also performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

We challenged assumptions made by management in their significant accounting estimates, in particular in relation to the valuation of unlisted investments.

There are inherent limitations in the audit procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we are to become aware of it.

A further description of our responsibilities for the audit of the financial statements is located at the Financial Reporting Council’s (“FRC’s”) website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

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

Heather Wheelhouse (Senior Statutory Auditor)

For and on behalf of BDO LLP, statutory auditor

London Date: 14 July 2021

BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

We did not identify any matters relating to irregularities, including fraud. As in all of our audits, we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by management or the Board that represented a risk of material misstatement due to fraud.

Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion.

47

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

for the year ended 31 March 2021 (including the Income and Expenditure Account)

Statement of Financial Activities

Notes 2021
2020
Total funds (i)
£m
Prior year
total funds (i)
£m
Income and endowments from:
Donations
2
Investments
3
Other
4		 0.97
2.09
38.79
30.10
–
0.02
Total 39.76
32.21
Expenditure on:
Investment management costs
5
Charitable activities
6		 6.15
5.72
43.69
51.53
Total 49.84
57.25
Net (expenditure) before investment gains/(losses)
Netgains/(losses) on investments
10		 (10.08)
(25.04)
179.20
(9.79)
Net income/(expenditure) 169.12
(34.83)
Net movement in funds 169.12
(34.83)
Reconciliation of funds:
Total funds brought forward
16		 736.44
771.27
Total funds carried forward 905.56
736.44

(i) All restricted, unrestricted and endowment funds. In line with the Charities SORP, paragraph 4.11, PHF has adopted a single combined funds column. A summary of funds movements is included in note 16 (b).

The Statement of Financial Activities (SoFA) includes the Income and Expenditure Account and the Statement of Total Recognised

Gains and Losses.

All amounts relate to continuing operations. All gains and losses recognised in the year are included in the Statement of Financial Activities (SoFA).

There are no material differences between the net income/(expenditure) for the year and their historical cost equivalents.

The notes on pages 51 to 65 form part of these financial statements.

48 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

as at 31 March 2021

Balance Sheet

Notes 2021
2020
Total funds (i)
£m
Total funds (i)
£m
Fixed assets
Tangible assets
9
Investments
10		 6.22
6.31
933.87
758.09
Total fixed assets 940.09
764.40
Current assets
Debtors
11
Investments
12
Cash at bank and in hand		 0.81
1.40
4.04
3.71
3.06
17.86
Total current assets 7.91
22.97
Liabilities
Creditors: Amount fallingdue within one year
13		 (22.52)
(31.66)
Net current liabilities (14.61)
(8.69)
Total assets less current liabilities 925.48
755.71
Creditors: Amount fallingdue after more than oneyear
14		 (19.92)
(19.27)
Total net assets 905.56
736.44
The Funds of the charity:
16
Represented by:
Restricted income funds
Expendable Endowment and Unrestricted Funds
– Investment valuation reserve
– Endowment Fund		 0.31
0.07
374.77
204.15
530.48
532.22
Total charityfunds 905.56
736.44

(i) All restricted, unrestricted and endowment funds.

The notes on pages 51 to 65 form part of these financial statements.

The financial statements on pages 48 to 65 were approved and authorised for issue by the trustees on 6 July 2021 and were signed on their behalf by:

Jane Hamlyn Trustee

Tim Bunting Trustee

Paul Hamlyn Foundation. A company limited by guarantee registered in England and Wales — number 5042279.

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

49

for the year ended 31 March 2021

Statement of Cash Flows

2021
2020
Total funds (i)
£m
Total funds (i)
£m
Cash from operatingactivities:
Net cash used in operatingactivities (50.73)
(33.00)
Cash flows from investing activities:
Investment income received
Purchase of tangible fixed assets
Purchase of fixed assets and other investments
Sale of fixed assets and other investments
Investment management charges paid		 38.94
29.96
(0.08)
(0.13)
(97.01)
(105.18)
100.43
131.73
(6.02)
(6.01)
Net cash provided byinvestingactivities 36.26
50.37
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginningof the year		 (14.47)
17.37
21.57
4.20
Cash and cash equivalents at the end of theyear 7.10
21.57
Reconciliation of net (expenditure)/income to net
cash flow from operatingactivities:
Net income/(expenditure) for the reporting period
(as per the Statement of Financial Activities)		 169.12
(34.83)
Adjustments for:
Depreciation charges
(Gains)/losses on investments
Investment income
Decrease/(increase) in debtors
(Decrease)/increase in creditors
Investment management charges		 0.16
0.15
(179.20)
9.79
(38.79)
(30.10)
0.44
(0.82)
(8.60)
17.09
6.14
5.72
Net cash(used in)operatingactivities (50.73)
(33.00)
Analysis of cash and cash equivalents:
Cash in hand
Current asset investments(cash and cash equivalents)		 3.06
17.86
4.04
3.71
Total cash and cash equivalents 7.10
21.57
(i) All Restricted, Unrestricted and Endowment Funds.
Analysis of changes in net debt: As at 1 April 2020 Cash flows As at 31 March 2021
£m £m £m
Cash 17.86 (14.80) 3.06
Current asset investments (cash equivalents) 3.71 0.33 4.04
Net cash 21.57 (14.47) 7.10

50 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Notes to the Financial Statements

for the year ended 31 March 2021

1. Principal accounting policies

Basis of preparation

The financial statements are prepared in accordance with the Charities SORP (FRS 102) – second edition (Accounting and Reporting by Charities: Statement of Recommended Practice applicable for charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), FRS 102, the Companies Act 2006 and the Charities Act 2011.

There are no material uncertainties about the charity’s ability to continue and the financial statements are prepared on a going-concern basis.

The charity is a public-benefit entity.

A summary of accounting policies that affect material items is provided below.

Under the terms of Paul Hamlyn’s will, the endowment of the Foundation is expendable, although the current policy of the trustees is, where possible, to invest the assets of the Foundation to retain the real value of the endowment while also generating sufficient return to fund grant-making and other charitable activities.

i. Income

All income is included in the Statement of Financial Activities (SoFA) when the Foundation becomes entitled to the receipt, it is probable that the economic benefit associated with the transaction will come to the Foundation and the amount can be measured reliably.

ii. Donation income

Donations are recognised when the Foundation has been notified in writing of both the amount and the settlement date. In the event that a donation is subject to conditions that require a level of performance before the Foundation is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that those conditions will be fulfilled in the accounting period.

iii. Investment income

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Foundation. This is normally upon notification of the interest paid or payable by the bank.

Until 31 December 2020 distributions from unlisted funds were treated as income. Such distributions are an unspecified combination of interest income and return of investment asset. When the Foundation initially invested in unlisted funds, cash received was treated as income as this was considered the most appropriate treatment at the time as the underlying investments were not yet being sold. As the Foundation’s portfolio of unlisted investments has matured the underlying investments are being disposed of, so it no longer seems reasonable to assume distributions are income. From 1 January 2021 distributions are therefore being treated as return of asset rather than as income. Had we not adopted this change of treatment in year we would have reported additional income of £11.34m, and a corresponding loss on the investment values.

Any future distributions from private equity funds will be accounted for in line with information provided by the general partners, and assumed to be return of capital where information is not provided.

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.

iv. Expenditure

Expenditure is the cost of generating funds and charitable expenditure including governance costs.

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the Foundation to that expenditure, when it is probable that the settlement will be required and when the amount of the obligation can be measured reliably.

v. Cost of raising funds

Investment management fees, including fees to consultants, and internal investment management costs, including staff costs, are the only costs of raising funds.

51

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

vi. Charitable expenditure

The Foundation’s charitable expenditure comprises grant-making and direct charitable activities. Grants are recognised at their full value at the point at which the Foundation has a clear obligation to make a payment to a third party and the recipient has been informed. Where the payment is planned to be more than 12 months after the reporting date of the Foundation’s accounts, the Foundation reviews the present value of future payments, using the higher of the Bank of England base rate and the UK prime lending rate, and considers whether the effective financing cost is material to the Foundation’s reporting. If so, the financing charge is disclosed in the Statement of Financial Activities (SoFA). Otherwise, the unadjusted value of the grant awarded is shown as a long-term or short-term creditor as appropriate. In 2020/21, the Foundation does not consider the effective financing cost of future payments as material and no adjustment has been made.

vii. Allocation of support costs

Where possible, support costs are attributed directly to the activity, or activities, to which they relate. These include support costs that relate to grant-making activities and include assessment and monitoring costs. However, some support costs — such as governance, personnel costs, finance-department costs and property-related expenditure — support more than one area of activity. These costs are apportioned across the activities they support on the basis of direct expenditure incurred by these activities as a percentage of total direct expenditure.

viii. Accounting for staff costs

The Foundation’s normal staff costs comprise salaries and social-security contributions, contributions to the Foundation’s defined contribution pension scheme, and benefits schemes including group health and life insurance. Any annual leave that an employee has accrued but not yet taken as at 31 March is calculated at the pro-rata cost of these days. If this figure is considered material, the cost is included within the SoFA, with a corresponding liability shown as falling due within one year. In 2019/20, the cost of accrued untaken leave was not considered material and no entry is included within the financial statements.

The Foundation defines its key management personnel as the trustees and its Senior Leadership Team comprising the Chief Executive; Chief Operating Officer; Director, Grants and Programmes; Director, Strategic Learning, Insight and Influence and Investment Director. Until 29 May 2020 the Senior Leadership Team included a Director of Evidence and Learning, the post of Director, Strategic Learning, Insight and Influence was created during the year.

Termination benefits may occur where the Foundation has agreed to terminate the employment of an employee and are included within the financial statements when the payment has been formally agreed or a detailed formal plan for the termination to which the Foundation is realistically unable to withdraw exists. The amount of termination benefit shown shall be either the amount agreed or paid, or the Foundation’s best estimate of the expenditure required to settle the obligation. In 2020/21, one termination benefit was paid.

ix. Tangible fixed assets

All tangible fixed assets are held for charitable use.

The cost of tangible fixed assets is their purchase price including associated costs such as taxes and legal fees, together with any costs directly attributable to bringing the asset into working condition for its intended use.

The Foundation has adopted the cost model as defined in FRS 102, whereby the value of fixed assets is measured as the original cost less any accumulated depreciation and accumulated impairment losses. Impairment reviews take place on an annual basis. Only tangible fixed assets, or interrelated groups of tangible fixed assets, with a cost exceeding £1,000, are capitalised.

Depreciation is calculated to write off the cost of the tangible fixed asset on a straight-line basis over the expected useful economic life of the assets concerned, with a full-year depreciation in year one.

52 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

The economic life for tangible fixed assets shown in these financial statements is as follows:

No. of years
Furniture and fittings 4
Computer equipment 4
Freehold building 50

Land is not depreciated but is subject to an impairment review.

x. Intangible fixed assets

Occasionally, the Foundation holds intangible fixed assets. These are defined as non-monetary assets without physical substance, where the costs associated with the asset can be measured reliably and the Foundation can expect to receive future economic benefits from the asset.

The cost of intangible fixed assets is identified as their purchase cost including any taxes and any directly attributable costs of preparing the asset for its use. The Foundation has adopted the cost model as defined in FRS 102, whereby the value of intangible fixed assets is measured as the original cost less any accumulated depreciation and accumulated impairment. Depreciation is calculated to write off the cost of the intangible fixed asset on a straightline basis over its useful economic life which the Foundation’s policy is to take as four years.

xi.Fixed-asset investments

a) Investments valuations

The Foundation’s policy is to value its investment assets on a fair-value basis following FRS 102. The Foundation’s approach is as follows:

Quoted investments

Unquoted investments

Hedge funds

In reviewing valuations for appropriateness, the Foundation also considers the audit arrangements in place, examines recent audit reports and undertakes an impairment review at least annually.

b) Forward currency contracts

Gains or losses on forward currency contracts are reported in the SoFA and the carrying value of cash balances adjusted for any gain or loss. No forward currency contracts were in place at 31 March 2021.

53

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

xii. Debtors

Debtors include: amounts owed to the Foundation for goods or services for which the Foundation has paid in advance; and other amounts owed to the Foundation at the balance sheet date, including accrued investment income and external funding to which the Foundation is entitled. Amounts expected to be recovered within a year are shown at their anticipated receipt value. Any material amounts expected to be recovered after more than a year are shown at the present value at the balance-sheet date and adjustment made for the time value of money.

xiii. Current asset investments

Current asset investments comprise of cash or cash equivalents held for a short time (up to three months) in order to provide readily accessible funding for ongoing operations whilst maintaining an investment return if possible. These investments are measured at carrying value in the most recent bank or valuation statements. The Foundation reviews and identifies the best investment vehicles for balancing liquidity and return for these short-term holdings on a regular basis.

xiv. Cash at bank and in hand

Cash at bank and in hand comprises cash held in the bank and also all cash equivalents held in the form of short-term highly liquid investments (usually less than three months). This cash is held to meet commitments as they become due and little or no return is anticipated on these holdings. Cash is measured at carrying value in the most recent statement.

xv. Foreign currencies

Income in foreign currencies is recorded at the rate of exchange ruling on the date of receipt. Foreigncurrency investments and liabilities are valued at their year-end market value translated into sterling at the year-end exchange rate or at the contract rate where foreign-currency investments are subject to an underlying hedge. All gains or losses on translation are taken to the SoFA in the year in which they occur.

xvi. Pension costs

The Foundation makes payments to the defined contribution personal pension plans of all its employees. The payments are based on a salary percentage and are charged to the SoFA in the period to which they relate.

xvii. Taxation

Irrecoverable VAT is included as part of the expenditure to which it relates. The Foundation is a registered charity, and, as such, is entitled to certain tax exemptions on income and profits from investments if these profits are applied solely for charitable purposes.

xviii. Provisions and contingent liabilities policy Provisions are recognised where there is a present obligation as a result of a past event, if it is probable that a transfer of economic benefits will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. If these conditions are not met, no provision is recognised. However, contingent liabilities are disclosed in the notes to the financial statements, unless the possibility of a transfer of economic benefits is remote.

xix. Financial instruments

With the exception of investments of £934 million held at fair value, the Foundation’s basic financial instruments are measured at amortised cost. All financial liabilities are of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost.

xx. Judgements, estimates and assumptions

In the preparation of the accounts the trustees are required to make judgements, estimates and assumptions. Other than investments, the valuation of which has been discussed in detail within note xi, the trustees do not consider there to be any other significant judgements or estimates within the financial statements.

xxi. Going Concern

In considering whether the Foundation is a going concern, the trustees review commitments, of which the largest element is normally grant creditors, any contingent liabilities and costs of ongoing operation. The value of the assets of the Foundation, any impairment to these and liquidity and valuation risks are also reviewed. Based on these reviews the trustees then consider if the Foundation should be reported as a going concern. In 2020/21 this review concluded that the Foundation has adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of accounting in preparing the annual financial statements.

54 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

2. Donations

2. Donations
2021 2020
£m £m
Donations 0.04 0.26
Grant funding 0.93 1.83
Total 0.97 2.09

Donations include £0.96m of restricted grant funding from partners in collaborative projects (2019/20: £1.83m).

3. Investment income

3. Investment income
2021 2020
£m £m
UK equities 1.62 2.69
Overseas equities 0.83 1.61
Fixed interest securities 0.48 0.45
Investment property funds 1.39 1.66
Term Deposits 0.03 0.05
Unlisted investments 34.44 23.64
Total 38.79 30.10

4. Other income

4. Other income
2021 2020
£m £m
Miscellaneous income – 0.02

5. Investment management costs

2021 2020
£m £m
Investment management
fees and consultancy 5.92 5.50
Internal investment
management costs 0.23 0.22
Total 6.15 5.72

With respect to hedge funds and some private equity funds, the management agreements of the underlying funds provide for compensation to the respective managers in the form of management and performance fees determined as a percentage of net assets. Fees in these cases are deducted from the funds' assets and are reflected in the net asset values reported.

Internal investment management costs in 2020/21 and 2019/20 include an Investment Director (part time), a Finance Manager (full time), an Assistant Accountant (Investments) (full time) and an Investments Assistant (part time). In 2020/21, all post holders worked part time on investments with the exception of the Assistant Accountant (Investments). The Finance Manager post was vacant for part of the year and the work was covered by the Interim Financial Controller, part of whose costs are included within investment management costs.

In 2019/20 other income included receipts from funds previously written off of £14,792, there was no similar income in 2020/21.

55

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

6. Charitable activities

For the year ended 31 March 2021

During the year ended 31 March 2021, the following grants were awarded by the Foundation and charitable activities undertaken:

activities undertaken:
Grants Grants Direct
awarded to awarded to charitable Support Total
organisations individuals activity costs costs
£m £m £m £m £m
Arts Access and Participation 3.28 – 0.01 0.51 3.80
Education and Learningthrough the Arts 2.48 – 0.05 0.34 2.87
Arts Evidence 0.08 – 0.10 0.01 0.19
Investingin YoungPeople 5.76 – 0.14 0.60 6.50
Migration and Integration 4.35 – 0.09 0.44 4.88
NurturingIdeas and People 0.25 0.85 0.45 0.14 1.69
Evidence and Learning 0.11 – 0.23 0.02 0.36
India 2.60 – – 0.32 2.92
Voice, Influence and Partnerships 0.16 – 0.01 0.01 0.18
Emergency funding 14.27 0.52 – 0.90 15.69
Other 4.47 – 0.01 0.27 4.75
Total 37.81 1.37 1.09 3.56 43.83
Returnedgrants/adjustments (0.01) – – – (0.01)
Exchange-rate adjustments (0.13) – – – (0.13)
Total 37.67 1.37 1.09 3.56 43.69
Numbers of grants awarded
Total 921
Includesgrants to individuals 130

A schedule of the grants awarded in each programme area is given on pages 25 to 44. No Major Grants were awarded in the year (2019/20: six Major Grants totalling £14.5m within the ‘Other’ category).

56 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

For the year ended 31 March 2020

During the year ended 31 March 2020, the following grants were awarded by the Foundation and charitable activities undertaken:

activities undertaken:
Grants Grants Direct
awarded to awarded to charitable Support Total
organisations individuals activity costs costs
£m £m £m £m £m
Arts Access and Participation 5.65 – 0.01 0.58 6.24
Education and Learningthrough the Arts 3.79 – 0.10 0.35 4.24
Arts Evidence 0.14 – 0.05 0.01 0.20
Investingin YoungPeople 6.83 – 0.18 0.60 7.61
Migration and Integration 3.62 – 0.12 0.37 4.11
NurturingIdeas and People 0.41 0.78 0.63 0.11 1.93
Evidence and Learning 0.22 – 0.21 0.02 0.45
India 2.29 – – 0.31 2.60
Voice, Influence and Partnerships 0.12 – 0.04 – 0.16
Other 23.00 – 0.02 1.18 24.20
Total 46.07 0.78 1.36 3.53 51.74
Returnedgrants/adjustments (0.19) – – – (0.19)
Exchange-rate adjustments (0.02) – – – (0.02)
Total 45.86 0.78 1.36 3.53 51.53
Numbers of grants awarded
Total 363
Includesgrants to individuals 27

57

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

7. Support costs

For the year ended 31 March 2021

7. Support costs
For the year ended 31 March 2021
2021
£m
Payroll and related costs 2.48
Operations support 0.21
Property expenses 0.10
Communications 0.11
Office expenses 0.43
Depreciation and loss on disposals 0.16
Governance 0.07
Total 3.56

Support costs reflect the management structure of the organisation. Payroll and related costs include the cost of temporary staff and recruitment. Where possible, support costs are directly attributed to the activity they support. Those that cannot be directly attributed are allocated to the major charitable activities of the Foundation on the basis of expenditure incurred.

Payroll &
related
costs		 Operations
support		 Property Comms Offce Depreciation Governance Total
£m £m £m £m £m £m £m £m
Arts Access and
Participation 0.43 0.01 0.01 0.01 0.03 0.01 0.01 0.51
Education and
Learning through
the Arts 0.28 – 0.01 0.01 0.03 0.01 – 0.34
Arts Evidence 0.01 – – – – – – 0.01
Investing in Young
People 0.47 0.01 0.01 0.02 0.06 0.02 0.01 0.60
Migration and
Integration 0.34 0.01 0.01 0.01 0.04 0.02 0.01 0.44
Nurturing Ideas
and People 0.10 – – – 0.03 0.01 – 0.14
Evidence and
Learning 0.01 – – – 0.01 – – 0.02
India 0.10 0.17 0.01 0.01 0.02 0.01 – 0.32
Voice, Influence
and Partnerships 0.01 – – – – – – 0.01
Other 0.73 0.01 0.05 0.05 0.21 0.08 0.04 1.17
Total 2.48 0.21 0.10 0.11 0.43 0.16 0.07 3.56

Governance costs include the costs of the audit by BDO LLP, which was £40,000 excluding VAT.

58 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

For the year ended 31 March 2020

For the year ended 31 March 2020
2020
£m
Payroll and related costs 2.28
Operations support 0.26
Property expenses 0.10
Communications 0.11
Office expenses 0.54
Depreciation and loss on disposals 0.15
Governance 0.09
Total 3.53
Payroll &
related
costs		 Operations
support		 Property Comms Offce Depreciation Governance Total
£m £m £m £m £m £m £m £m
Arts Access and
Participation 0.45 0.01 0.02 0.01 0.06 0.02 0.01 0.58
Education and
Learning through
the Arts 0.26 0.01 0.01 0.01 0.04 0.01 0.01 0.35
Arts Evidence 0.01 – – – – – – 0.01
Investing in Young
People 0.45 0.01 0.01 0.02 0.08 0.02 0.01 0.60
Migration and
Integration 0.27 0.01 0.02 0.01 0.04 0.01 0.01 0.37
Nurturing Ideas
and People 0.08 – – – 0.02 0.01 – 0.11
Evidence and
Learning 0.01 0.01 – – – – – 0.02
India 0.07 0.19 – 0.01 0.03 0.01 – 0.31
Voice, Influence
and Partnerships – – – – – – – –
Other 0.68 0.02 0.04 0.05 0.27 0.07 0.05 1.18
Total 2.28 0.26 0.10 0.11 0.54 0.15 0.09 3.53

Governance costs include the costs of the audit by BDO LLP, which was £33,500 excluding VAT.

59

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

8. Staff costs and trustee expenses

Trustee expenses

No trustee has been paid any remuneration in 2020/21.

A total of £4 has been paid for expenses on behalf of one trustee (2019/20: £22,243 on behalf of eight trustees). In 2019/20 these costs related to travel, subsistence and accommodation incurred by trustees in fulfilling their role as trustees of the Foundation, including a visit by four trustees to the Foundation's programme in India. A similar trip would have been expected to take place in 2020/21 but this was not possible due to the Covid-19 pandemic.

Staff costs

Staff costs
2021 2020
£m £m
Wages and salaries 2.04 1.89
Social security costs 0.22 0.20
Employer's pension contribution
to defined contribution schemes 0.24 0.23
Other benefit schemes 0.13 0.08
Total 2.63 2.40

The Foundation considers its key management personnel to comprise the trustees and the senior leadership team. The trustees are unpaid.

Total employee benefits (including employer pension contributions) of £566,466 (2019/20: £654,214) were paid to five (2019/20: six) staff representing the senior leadership team of the Foundation.

Staff numbers

During the financial year 2020/21 the average headcount of the Foundation was 47 split between full time (33) and part time staff (14). The average full time equivalent number of staff employed was 43.82 (2019/20 average headcount: 45, average full time equivalent number of staff was 42.18).

The trustees are the directors of the Company. During the year and up to the date of approval of the financial statements, there was a qualifying third-party indemnity in place for directors as allowed by Section 234 of the Companies Act 2006.

Termination costs of £30,050 were paid to one employee in the year (2019/20: redundancy costs of £19,847 to one employee).

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 during the year were as follows:

2021 2020
£60,000 – £70,000 2 –
£70,001 – £80,000 – 1
£80,001 – £90,000 1 4
£90,001 – £100,000 2 –
£130,001 – £140,000 – 1
£140,001 – £150,000 1 –

60 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

9. Fixed assets

9. Fixed assets
Freehold
buildings
and land		 Furniture and
fttings		 Computer
equipment		 Total
£m £m £m £m
Cost
As at 1 April 2020 6.98 0.27 0.28 7.53
Acquisitions 0.01 0.01 0.06 0.08
Disposals – – (0.03) (0.03)
As at 31 March 2021 6.99 0.28 0.31 7.58
Depreciation
As at 1 April 2020 0.77 0.26 0.19 1.22
Charge for the period 0.10 0.01 0.05 0.16
Adjustment on disposal – – (0.02) (0.02)
As at 31 March 2021 0.87 0.27 0.22 1.36
Net book value
Net book value as at 31 March 2021 6.12 0.01 0.09 6.22
Net book value as at 1 April 2020 6.21 0.01 0.09 6.31

Freehold buildings and land

Land with a value of £1,666,000 (2020: £1,666,000) is included within Freehold buildings and land and is not depreciated.

Within the cost of Freehold buildings and land are costs of £96,933 (2020: £96,733) relating to the planning and design of alterations to the properties at 5-13 Leeke Street. As this represents work in progress at the year end, no depreciation has been charged against it. It is anticipated that once this work has been completed and brought into use it will be depreciated over 50 years in line with the Foundation's depreciation policy.

Intangible fixed assets

Included within the Computer equipment figure are intangible fixed assets of £6,729 at 31 March 2021 (2019/20: £7,919). These relate to the development costs of its new website. Depreciation is over 4 years and is charged to the SoFA depreciation line.

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

61

10. Investments

10. Investments
2021 2020
£m £m
Market value at 1 April 2020 758.09 794.43
Purchases 97.01 105.18
Sales (100.43) (131.73)
Net realised and unrealised gains/
(losses) 179.20 (9.79)
Market value at 31 March 2021 933.87 758.09

11. Debtors

11. Debtors
2021 2020
£m £m
Prepayments 0.19 0.24
Accrued investment income 0.31 0.46
Other accrued income 0.31 0.69
Other debtors – 0.01
Total 0.81 1.40

12. Current assets investments

Investments at market value comprised:

2021 2020
£m £m
UK equities 83.65 63.26
Overseas equities 207.76 164.98
Fixed-interest securities 53.65 47.69
Investment property funds 31.50 32.03
Alternative securities 220.27 170.50
Term deposits 61.47 79.81
Unlisted investments 275.57 199.82
Total (including cash held
byinvestment managers) 933.87 758.09

Trustees consider that any incidental cash balance held by an investment manager is an integral part of its asset allocation and have included it in the appropriate asset class. The trustees believe that the carrying value of the investments is supported by their underlying net assets.

The historical cost of the above assets is £559.1 million. The historical cost of the assets held by the Foundation at 31 March 2020 was £553.9 million.

The Foundation has committed, where contractual terms are made, to undertake a further £47.2 million of fixed asset investment acquisitions in private investment funds in future years (31 March 2020: £67.8 million).

2021 2020
£m £m
Cash and cash equivalents
on deposit 4.04 3.71
Total 4.04 3.71

13. Creditors – amount falling due within one year

13. Creditors – amount
within one year		 falling due
2021 2020
£m £m
Grants payable 22.00 30.71
Trade creditors 0.12 0.29
Accruals 0.34 0.17
Deferred income – 0.43
Taxation and social security 0.06 0.06
Total 22.52 31.66

14. Creditors – amount falling due after more than one year

2021 2020
£m £m
Grants payable 19.92 19.27
Total 19.92 19.27

62 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

15. Analysis of net assets by fund

At 31 March 2021

15. Analysis of net assets by fund
At 31 March 2021
Investment Other
Restricted revaluation endowment
funds reserve fund Total
£m £m £m £m
Fixed asset investments – 374.77 559.10 933.87
Other fixed assets – – 6.22 6.22
Net current assets/(liabilities) 0.31 – (14.92) (14.61)
Liabilities fallingdue after more than one year – – (19.92) (19.92)
Net assets 0.31 374.77 530.48 905.56

At 31 March 2020

At 31 March 2020
Investment Other
Restricted revaluation endowment
funds reserve fund Total
£m £m £m £m
Fixed asset investments – 204.15 553.94 758.09
Other fixed assets – – 6.31 6.31
Net current assets/(liabilities) 0.07 – (8.76) (8.69)
Liabilities fallingdue after more than one year – – (19.27) (19.27)
Net assets 0.07 204.15 532.22 736.44

16. Funds of the Charity

a) Description of Funds

The funds of the charity comprise the endowment fund, the unrestricted fund and a small element of restricted funds.

The endowment fund represents the original and subsequent gifts of Paul Hamlyn to the Foundation. The trustees manage the endowment fund to maximise returns and also have the discretion to make disbursements from the endowment fund if they consider the circumstances appropriate. It is used to finance all the Foundation's major activities including grant-making.

The unrestricted fund comprises accumulated income, income generated in year and transfers from the endowment fund. It is used to finance the Foundation's working capital requirements.

Restricted funds have restrictions imposed by donors and can only be applied for the particular purposes specified by donors.

The majority of restricted funds received by the Foundation relate to projects operated in partnership with other funders where the Foundation holds the financial lead.

The Foundation does not consider the three funds as independently material and reports on a combined funds basis in its main financial statements.

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

63

16. Funds of the charity (continued)

a) Description of Funds (continued)

Restricted Funds summary

Restricted Funds summary
Fund Fund
balances balances
brought carried
forward Income Expenditure forward
Fund Purpose £m £m £m £m
National Lottery Community Fund Act for Change Fund – 0.18 (0.06) 0.12
Esmée Fairbairn Foundation Act for Change Fund – 0.41 (0.33) 0.08
Unbound Philanthropy Supported Options 0.07 – (0.04) 0.03
Clore Duffield Foundation on behalf of CLA Cultural LearningAlliance – 0.03 (0.02) 0.01
Greater London Authority Justice Collaboration – 0.31 (0.27) 0.04
Individual India awards – 0.03 – 0.03
Total Restricted Funds 0.07 0.96 (0.72) 0.31

b) Summary of fund movements

For the year ended 31 March 2021

For the year ended 31 March 2021
Fund Fund
balance Net balance
brought gains and carried
forward Income Expenditure Transfers losses forward
£m £m £m £m £m £m
Unrestricted Fund – 38.80 (49.12) 10.32 – –
Restricted Fund 0.07 0.96 (0.72) – – 0.31
Investment revaluation reserve 204.15 – – – 170.62 374.77
Endowment Fund 532.22 – – (10.32) 8.58 530.48
Total funds 736.44 39.76 (49.84) – 179.20 905.56

For the year ended 31 March 2020

For the year ended 31 March 2020
Fund Fund
balance Net balance
brought gains and carried
forward Income Expenditure Transfers losses forward
£m £m £m £m £m £m
Unrestricted Fund – 30.38 (55.44) 25.06 – –
Restricted Fund 0.05 1.82 (1.80) – – 0.07
Investment revaluation reserve 288.43 – – – (84.28) 204.15
Endowment Fund 482.79 – – (25.06) 74.49 532.22
Total funds 771.27 32.20 (57.24) – (9.79) 736.44

64 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

c) Transfer from endowment fund to unrestricted fund

There was a transfer of £10.32 million from the Endowment Fund to the unrestricted fund in the year (2019/20: £25.06 million).

d) Investment revaluation reserve

The investment revaluation reserve is calculated as the difference between the market valuation and the historic cost of the Foundation's investments. In 2020/21 this was calculated as £374.8 million (2019/20 £204.2m).

17. Contingent Liabilities

In March 2020, the trustees awarded a Major Grant of £7.5 million to Britten Pears Arts towards the creation of a national centre for music and health. Payment of the gift is contingent upon the successful completion of a number of actions to be undertaken by the grantee to the satisfactory completion of the Foundation, which were expected to be completed in 2020/21, and so this grant was disclosed as a contingent liability at 31 March 2020. Due to the impact of the Covid-19 pandemic on activities during 2020/21 the actions required by the grantee were not completed in this year, and so this remains a contingent liability at 31 March 2021.

18. Related parties

The following key personnel and trustees have a controlling involvement or significant influence with the organisations listed below, to which the Foundation has awarded funding in the year or made payments following awards in earlier years. In all cases the individuals were not involved in decisions to make the award or in the direct management of the award.

Trustees

Awards and payments made in 2020/21

Tony Hall – Trustee and Chairman Designate of the National Gallery which was awarded and paid a grant of £5,343 in July 2020 (2019/20: £59,000)

Anthony Salz – Trustee of the Guardian Foundation which was awarded a grant of £50,000 in November 2019 which was paid in full in April 2020.

Michael Hamlyn – Trustee of the Nerve Centre which was awarded a grant of £2,000,000 in December 2019 and paid £200,000 of this plus £600 inflationary increase in February 2020 (2019/20: paid £200,000). Nerve Centre was also awarded £20,000 in 2020/21 which was paid in July 2020.

Other

The Foundation made a £2,000,000 grant and a payment of this amount to the Helen Hamlyn Trust in 2020/21 (2019/20: Grant awarded and paid £2,000,000). Helen Hamlyn is the widow of Paul Hamlyn, the father of Jane and Michael Hamlyn.

Anthony Salz is the executor of Paul Hamlyn's Estate, of which Paul Hamlyn Foundation is a significant beneficiary.

Staff

Awards and payments made in 2020/21

Lucy Palfreyman is a board member of Islington Giving which was awarded £150,000 in January 2019 and paid £50,000 in 2020/21 (2019/20: £50,000). They were also awarded £20,000 in 2020/21 which was paid in May 2020.

Régis Cochefert is a council member (trustee) of London Sinfonietta which was awarded a grant of £9,000 in 2020/21, which was paid in October 2020 (2019/20: £0).

Sachin Sachdeva's son joined Jana Sanskriti Centre for Theatre of the Opressed as a Programme Manager in 2019. The grantee was awarded a grant of £185,426 in 2018, of which they were paid £29,256 in 2020/21 (2019/20: £64,498). They were also awarded two further emergency grants in 2020/21 of £5,104 and £19,166 which were paid in full in the year.

Investment funds

Tim Bunting is a Director of Kobalt Music Group Ltd. The Foundation has an investment of £1.05m in Kobalt Music Royalties SICAV Luxembourg (2019/20: £5.25m).

Richard Robinson is an advisory board member of the Charities Property Fund in which the Foundation has an investment of £31.5m (2019/20: £32.0m).

65

Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

as at 31 March 2021

Trustees, Staff and Advisors

Trustees

Jane Hamlyn (Chair) Tony Hall Andrew Headley James Lingwood Claire Whitaker

UK staff

Angela Awuah

Ushi Bagga Helen Bayer

Catherine Bowell Shuet-Kei Cheung Régis Cochefert Tom Cowie Andrew Curtis Tony Davey Holly Donagh

Lou Errington Noelle Gilbert Kirsty Gillan-Thomas Holly Green Will Hapgood Sakina Hassanali

Kate Hitchcock Charlotte House Vivienne Jackson

Rohini Jhally

Tara LaComber Lisa Lee Jake Leeper Marcello Moro Kamna Muralidharan Robin Nash Lucy Palfreyman Jonathan Price Ruth Pryce Louisa Robinson Richard Robinson Caroline Rogers

Sukhwant Sagoo Sarah Jane Scaranaro

Tim Bunting Michael Hamlyn Charles Leadbeater Janet McKenley Simpson Tom Wylie

Position

Programme Coordinator, Act for Change Fund Head of Programme – Arts Communications and Policy Assistant Grants Assistant Interim Grants Manager Director, Grants and Programmes Grants Assistant Research and Evaluation Manager Information and Facilities Manager Director, Strategic Learning, Insight and Influence Grants Manager Grants Manager Head of Evidence and Learning HR Officer Grants Assistant Finance and Resources Team Administrator Grants Manager Grants Manager Programme and Learning Manager, Act for Change Fund Finance Assistant – Grants and Payments Grants Manager Grants Assistant Grants Manager IT and Finance Assistant Policy and Projects Officer Executive Assistant Chief Operating Officer Grants Manager Head of Programme – Young People Grants Business Analyst Investment Director Assistant to the Chair and Chief Executive Assistant Accountant – Investments Head of Programme – Arts

Elizabeth Scott Kate Sheerin Moira Sinclair Alexander Sutton Catherine Sutton Jane Tanner Joanna Temple Yemisi Turner-Blake Lois Wells Nina White Sophie Woodward

Finance Manager – Operations Head of Finance Chief Executive Head of Programme – Migration Head of Programme – Education Grants Manager Head of Programme – Arts Grants Manager Interim Financial Controller Data and Information Assistant Head of Communications

India staff

Position

Sachin Sachdeva Skalzang Youdon

Director, India Programme Administrator

India consultants

Amod Khanna Shwetank Mishra

Jennifer Laing Gazala Paul

Panel/Committee

Advisors

Robert Adediran Neera Burra Johanne Clifton Ngozi Lyn Cole

Robert Adediran Arts & Education Neera Burra India Johanne Clifton Teacher Development Fund Ngozi Lyn Cole Migration and Youth; Youth Strategic Investment Fund Liv Cornibert Act for Change Fund Teresa Cremin Teacher Development Fund Rys Farthing Act for Change Fund Islam Fessih Migration and Youth Simon Gillis Investments Joseph Gray Youth Strategic Investment Fund Ruth Ibegbuna Ideas & Pioneers Sushma Iyengar India Rod Jack Investments Gemma Juma Migration and Youth Steve Moffitt Teacher Development Fund Andrew Noel Migration and Youth Tanya Ovenden-Hope Teacher Development Fund Donald Peck India Paul Reeve Arts & Education; Teacher Development Fund Lucy Skelhorn Act for Change Fund Hannah Tyreman Teacher Development Fund Shankar Venkateswaran India Paul Woolley Investments

Lucy Skelhorn Hannah Tyreman Shankar Venkateswaran Paul Woolley

66 Paul Hamlyn Foundation | Trustees’ Report and Financial Statements 2020/21

Independent Auditors BDO LLP, 55 Baker Street, London W1U 7EU

Solicitors

Withers LLP, 20 Old Bailey, London EC4M 7AN

Farrer & Co, 66 Lincoln’s Inn Fields, London WC2A 3LH

Bankers

NatWest PLC, 3rd Floor, Cavell House, 2a Charing Cross Road, London WC2H 0NN

C Hoare and Company, 37 Fleet Street, London EC4P 4DQ

Investment Advisers

Cambridge Associates LLC, 80 Victoria Street, 4th Floor Cardinal Place, London SW1E 5JL

A company limited by guarantee registered in England and Wales (number 5042279) and a registered charity (number 1102927)

Paul Hamlyn Foundation 5–11 Leeke Street London WC1X 9HY

Tel 020 7812 3300 Email: information@phf.org.uk www.phf.org.uk Twitter: @phf_uk

A company limited by guarantee registered in England and Wales (number 5042279) and a registered charity (number 1102927) Design: red-stone.com