The Charity for
Cwil Servants
ANNUAL REPORT
AND ACCOUNTS
for the year ending 31 December 2020
' théy.,save'lives. They saved my
lift.'T,here is no doubt,in my
mind th"eyput me together again
"IAtlla. MOD,
Ivli'g•ivle• B'on

Contents
CHAIR'S FOREWORD
TRUSTEES. ANNUAL REPORT COMPRISING..
TRUSIEES. STRATEGIC REPORT
2-34
TRusfEES' ADMINisfRATIVE REPORT
35-38
AUDITOR'S REPORT
3942
FINANCIAL ￿ATEME￿¥[S
43-66

THE CHARifYFOR CIVIL SER VANTS
Chair's Foreword
l am very pleased to introduce the Charity's Annual Report and
Accounts for 2020. Civilservants have worked hard throughout
the pandemic. anticipating. addressing and navigating the
challenges and complexities which have continued to emerge.
Like everyone. however. those in the civil seNice community
have not been immune to the direct impact of Covid-19 on a
personal leveL
Despite all the disruption across the y&ir, the Charity still
managed to achieve over 54.000 instances of help in 2020 and I was also delighted that
the Digital Carer's Passport launched in November 2020. stream]ining access to this key
support for carers. It's great to see the organisation continuing to make such an
enormous dlfference to the lives of so many in need of our help.
If nothingelse, 2020 certaintybecame ayearto adapt. flex. listen and learn. Overa matter
of weeks, for example, the Charity seamlessly adapted its operation and ways of working
enabling it to function outside of its offices, on an entirely Temote basis. This report
serves to highlight otheT achievernents and key issues faced by the Charity. a$ it worked
to continue to delivervitai support during such a difficult period.
A5 its Chair, I would like to offer my thanks totheBoard ofTru5tees fortheircommitment
durlng these tough times. I'd also like to thank our supporters, donors. partners and
volunteers for all their efforts. The Civil Serrice Insurance s(￿lety {csis} and its Charity
Fund deserve a special mention- as our largest donor organtsation- for their continued
support and crucially important partnership.
I know there are robust plans in place for the Chari￿$ future, but I am abo mindful that
adaptability and flexibility are likdy to continue to be increasingly important for the
Charity. We must rernain agile in our response to a rapidly-shifting context. particularly
given the extreme uncertainty which remains about how the next year (and the future
beyond that) may eventually unfold for everyone. not just those fin our avil service
community. I also know that the important work we carry out through 2021 will PTovide
firnl foundation and help transforni our longer terni fundraising and income
generation efforL
To dose this introduction, I would like to offer a personal thanks to everyone working at
the Charity. You should be very proud of the cruaal difference that you all make for the
people we support. Alongside those directly delivering help and advice, l am also
particularly grateful to the teams in the Charity involved in making some great progress
in 2020 on ourvltal new Finan￿ and CRM systems. Thank you. one and all.
Ffinally, let's hope that things begin to improve foreveryone across 2021.
Peter Schofleld C
Chatr, Board of Trustees

rHECHARITYFOR CIVIL SER VANrs
TRusfEES'AVNUAZREPORT2020
The Trustees of The Charity for Civil Servants present their Annual Report for the year
ended 31 December 2020 under the Charities Act 2011 and the Companies Act 2006,
including the frustees. Annual Report comprising the Strategic Report and the Directors.
Report under the 2006 Act together with the audited financial statements for the year.
Trustees, Strategic Report
Objectives and Activities
The Charity's Objects
orthe public benefiL to relieve from sufferin& hardship ordistre55 (whether financial
or othelwise). and to pmmote and sustain the y￿llbelng of Civil Sernts. forn]er Civil
Servants. Public Body Employees or former Public Body Employees. employees and
fornier employees of the Charity (and any predecessor organisation of it) and their
dependants induding without ]imitation by:
i. offering lifelong practical. financial and emotional support. advice and guidance:
ii. providing direct support to individua15. using other available channels to enable
civil service communities to connect andsupporteaeh other. and collaboTatingwith
other organisations.
Given the large numbeT of serving and former civil servants and public body employees
(and their dependants) that fall under the Charitys remit. the Trustees are satisfied that
the Charlty is providing public benefit underthe Charities Act 201L Further details are
given under Achlevements and Performancebelow. They are a]so satisfied that they have
had due regard to the public benefit guidance published by the Charity Commission and
in particular the requirement that the Charity benefits a sufficient section of the public.
The Charity's Vision
A supportlve community in which everyone has the chance to live their life to the full.
The Charity exists to support all civil servants. past and present. when times are tough,
listening without judgement and providing practical. financial and emotional support.
Alongside financial grnnts and issue-specificadvice,we continue to develop and enhance
ourservices, offering digitaland self-helpt00lsandt￿t￿lque5.Whlch meetthechangiDg
needs our Clvil Service community.
We help people to deal with the complex challenges. which anyone can face throughout
thelr lives. from mental or physical health issues and fu￿nCIal capability and debt
management. to relationship breakdown. caring responsibilities and bereavernent.
The Charity's Mission
Helping people to overcome life's cballenges and thrive.
We regularly review our aims. objectives and activities. and in doing so evaluate the
appropriateness and effectiveness of our services. As a result of these reviews, we have
continued to develop the Charity's offer. details of which are outlined in this TTUStees'
Strategic ReporL

THE cHA￿E0R CIVIZ SERVANTS
TRUSTEES'ANNUALJIEPORT2020
Achievements and Perfonnance
The saying goes: 'We're all in the same storni... but we're not all in the same boat. and
2020 has shown exactly that. Wlth a publlc health crisis and preparations for Brexit
sitting top of the list. the Civil SeThice has (in recent history at least) never been more
needed. yet civil servants are not immune to the effects of the Covid-19 pandemic, nor
the unprecedented thallenges we are all facing in thesetUTbulent times.
The Charity experienced some shifting trends across this past year, and has therefore
worked to understand the impact of the Covid-19 pandemic on our audiences. in order to
best learn how to support them. Some key headlines from this research are included In
this Annual Report and a full report will be avai]abie on our website.
Help in 2020:
People came tothe Charlty forhelp over54,000 times. Thts numbercontfinued theupward
trend from 2016 although within the context of the pandemic. it was lower than the
previous year's high spike. for reasonswe touch on in thls report.
Help By Typeyear-on-year
90.000
80,000
80.000
70.000
60.000
c.54.000
50.000
c.48,000
c.40,000
40.000
30.000
20.000
c.15.000
10,000
2016
2017
2018
2019
2020
Key Service OtherApp]icationy
Otte-t￿One m Events Parthery m Di8itsl Help
There were three key changes to our help provision in 2020:
l. Overall. we had less dernand for our help throughout the first lockdown
2. We did not Invest in paid for digital promotion as we did thn 2019
3. We offset some of this decline, however. with new and continuing partnerships
Oike Dementia UK and Sleep Station) and a significant increase in help through
virtual events and webinars. Events rnade up just 5% of all the tirne5 people came
for help in 2019. whereas in 2020 this rose to 20%.
One word sums up the Charity." 'magnificent'
Applicant in 2020 Covid.Effeet Survey

THE CHARrrYFOR CIVI£ SER VAN7S
rRUSTEES'ANHUAZREPORT2020
Key Measures of Success in 2020
Each year we set some targets for annual perforniance. Just as it has for n)ost
organisations. the Covid-19 pandemic has dramatlcally impacted our activities and
therefore our success in several areas. however we feel it is important to be transparent
in our reporting and dear in our realistic ambition for those activities which will now
take place in 2021.
Service Delivery and Evolution
What we did
Develop our use of the
Our live and on-demand webinars saw the highest
expertise we have in-house attendance since launch with nearly 6,000 people
vjithin our weblnar delivery receiving help from one of our Èxpert help webinars.
Broaden our serwice
The Dlgfitai Carer's Passport launched in November
offering through dlgltal
2020. strearnlining access to this key support and
transforniation
saving staff time. as each one of these previously took
a minimum of 90 minutes for our staff to cornplete.
As the pandemic changed our working practices and
the needs people presented, we added £300 to all
rinancial assistance decisions to recognise the extra
demands faced by those who were in Imrnediate
financlal dlfficulty.
We gave out £1.66m in financial assistsnce in 2020 as
Give out £2.5Th￿]non in
demand dec]ined. We anticlpate an increase in
Grants and Purchased Help demand once Governrnent interventions introduced
in-year (such as "furioughl are phased out.
Keep llpdating policy
to reflert new are￿ and
trends of need
Engagement and Sustainability
OUT alm
Achleve £150,000 of regular Actu￿ achieved £4LOOO (ZfA of target) as
annua]Ised Ineome from
recruitment of new donors was seriously impacted by
new and restartlng donors
restriction5 reS￿tIng from the pandemic.
Keep our net lapse
rate below 7%
Net Iapse rate was 6.9%.
Athieve rio,000 In
one•off donatlons
One-off donations were £48,000 as events were
cancelle
In¢r¢ase the pool of people
we ¢an ￿ntact by 28,000
Ask exlsting supporters to
upllft their regular gift
Grow our volunteer network Launched the Champions in November2020 and
across the Civll Servke
ended the year with 611 voluntee￿.
Transfornied into one key campalgn on wellbeing
during Covid-19
Actual achieved 11000 in addition (43% of target).
This initiative was delayed but we wlll take fomard in
2021.
Carry out threelssue-led
campalgns

THECHARITYFOR CIVJZ SER VAKrs
rRusfEES'ANHUALREPORf2020
Service Delivery and Service Evolution
2020 was a year to adapt, be flexible. and develop relevant approaches to financial need
and services. We adapted to match our understanding of people's needs. which became
predominantly wellbeing ratherthan fmancially focused from March to June. during the
flrst phases of lockdown.
Most civil servants, and our own staff. were also adapting to working from home.
Financial alleviation measures from Government. such as furlough and the extra weekly
£20 on Universal Credit, meant many of our current serving community were hard-
pressed at work. but actually saving rnoney on tTansport. shopping and leisure.
In response to this shlft, we increased our wellbeing webinars. on topics such as:
gratitude, resilience. kindness and laughter. helping people nearly 6.000 times. Thls
complemented the work of Employee Assistance ProgTammes and Wellbeing Teams in
the workplace and wepromoted counselling and other wellbefing offers. Ourcaseworkerts
provided a listening ear for people. taking over 200 calls. re￿tIng to lockdown itself
duTing the first lockdown perl¢Jd.
The Impact of Covid-19 on our Community
To understand the impact of the Covid-19 pandemic on ouraudience, we designed a piece
of research with the following three objettfives:
Collate and compare the health and wellness of our eligi￿le community against
national datasets and previous snapshots during this exceptional period.
Gain understanding of our help provision and its effectiveness during the
pandemic and the level of effect Covid-19 had for driving changes in key areas of
our community's lives.
Discover barrieTS to entry for people who have strnggled during the pandemic
period and may not have come to us for support.
To utilise all of our available connections to the Civil servi￿ community- we designed
two surveys..
Firstly an in-depth suNey devised
in-house. sent to our existing connections
and networks across the Civil Service.
Secondly, we commissioned YouGov to
recruit a neutral panelof a further 1,000
working civil serRnts, where we asked a
stripped-downverslon of our fi￿SUr1ey.
We received over 1500 responses. from
acn)ss 79 departments. agencies and non-
departmental public bodies and all across
the UK. meaning we should have a well-
rounded representation of perspectives.
Results from the YouGovsurvey are
highlighted in a tealboL like this on&
In the surveys we asked people to evaluate key areas of their lives over2020, to see if they
were now better. worse or about the same. to how theywere at the beginning of 2020.
Most people said areas of their lives had got worse during 2020.

THE CHARTfYFOR CIVIL SER VANTS
rRusfEES'ANNUAZ REPORf2020
Life Situations in 2020:
Three quarters f75%) said their general wellbeing was negatively affected in 2020
60% of those with caring responsibilities felt their situation had got worse
Physical health and people's relationships were both. on balance. worse off
Thlnking abo¥t [...] is it better, worse, or a￿ut the same a5 the beginning of 2020?
Base: 1490 lapartfrom Caringwhich was 6021
Ger*ral Welknein8
C•m$ Résponsibilfrtles rrf app11rab￿l
Physl¢al Ht*th
RelatioThships
Net W¢X5e
Al)(NJt the Samel 140 O￿nEe
Net Better
However, unlike the other areas, moTr people said their financial situation had improved
13TA). than those that said it hadworsened (25%). Civil servants havebeen protected fro
redundancy and wholesale furlough programmes more than many other employed
sectors so it Is not asurprise to seethis survey showusthat more peoplehave an improved
situation in this area than a worse one.
ThSs VMS also evldenced In the YouGov svNw:
Thlnklnq qlx7Ut now11.e. December 2020) compored to the beglnnln9 of the yeor (l.e. Jonuory
2020)... In qenerol, to whut extent would soy eoch of theAollowlng are better. worse or
oljout the a1￿ut$oMe compored to the ￿InnIng of 2020P
YouGovswvey- Base 1,014
Worse
Better
My financial situation
My physical healih
My relationships With others
My general wellbeing
My mental health
16%
23%
45%
15%
14%
So what did people do.. ?
Desplte large proportions of our respondents saying that areas of their lives had
worsened, many did not take orconsider accessing any supporL

THECH￿￿oR CIVI£ SER YANTS
rRUSTEES'ANNUA£ REPORf2020
For example. of the 75% that said their mentslwellbeing has Worsened in 2020. only 44%
agreed they had needed or were considering support for their general wellbeing.
Do you feel you W￿ld berhefft from some external 5UPPryt wlth the followfing issues?
C¥Kw￿ Resp¢nsibility IB05e 3581
PhysKal Health (Base 8431
Relatio￿hlps (Base 5%>
Ge￿raIwe11be￿n8 (Base 1.1071
Fin•rKial 51tual•￿ IBa5e 2601
24%
44%
10% 20%
7L
90% ICiYA
Which, if any. of the folknving places did you go to for support? And 38%
(of 6ZI respondents) said"Not Applicable-l did not go anywhere forsupport"
The reasons foT not seeking help seem to be largety people's attitudes. Many people
feeling their issue fis not worthy of help or feeling too eMba￿aSSed to reach out.
Charity Survey- why didyou not seek
support? Base: 157
YouGov Panel. whydld you not seek
Iiwasnlthatlxd
25%
ILY
Otherpeoplpneedhelp morethanmi
39%
JdfithTrknNwhotospp•kto
16%
Itw48twdlfllcuiVcomp￿Ied 16%
I feltJix*thldealwfithlton¥Ly_
IW45n'tts the&tatetobÈab￿thdQthts
Whfilst dfifflcult to change. clear communications and key messagin8 should be able to
influence some rnovement here as future plans unfold.

THE CHARrrYFOR CIVJZ SER VANTS
rRUSTEES'AIVHUAL REpoRf2020
Applicants in 2020
Through late March to early June. the Civil Servlee ￿￿S adjusting to remote working and
the needs of service delivery. as well as implementing numerous government initiatives
ai very short notlce. As a result, we saw a phase of lower numbers coming to the Charity
for help across most services and lower expenditure on payrnents by the Charity.
Our Money Advice and
Guidance serytce was less
used (-44% on 2019 figures).
whith rnay correlate with
some having their financial
difficulties deferred while
alleviation measures were in
place. However. the need for
wellbeing was evident both
at
the
beginning
Ic¢kdown. and towards the
latter part of 2020. so
despite a fallow second
quarter. we reached 85% of
the 2019 total of referrals
for
Wellbeing
Conversations.
Caseworker Applications Received by Month
800
700
600
500
400
300
200
loo
Jan Feb Mar Apr May lun Jul Aug Sep Oct Nov Dec
Given the unusual cfircumstances in 2020. we decided to modify our usual formal of
app]icant evaluation, bringing it in line with the wider evaluation of the how the Covld-
19 pandemic had affected our community th 2020. This way we could understand more
about the cause and effect Covid-19 played both in triggering crisis situatlons. and its
Impact on our help delivery.
Wesentthis evaluatfion toall3,600 applicants in 2020whohad appliedbetween lJanuary
and 27 November. Within the 1500 respondents to the Covid Effert Survey (see page 5).
133 said they had applied to the Charity in 2020.
Wellbeing:
The Wellbelng of our app]icants in this survey was broadly con51Stent wlth our wtder
sample of previous applicants (2018 and 2019 analysis), apart from anxfiousness which is
worse in the vAder applicant pool than this smaller 2020 sample.
M￿n
Anxlousness
cO￿t In
Sample
Worthwh4e
Happlness
l Appli¢¥nis in Wellbeir
Barometer
l&ll months aftertheir
ieatbrt was submitted
Cow&Effe¢t Survey 2020..
icant5
5.24
5.69
5.41
5.32
1,292
5.87
5.39
4.83
181
Resrondentswereaskedtoans￿r0nas¢a1eQfolol0Whe￿e O i5"Trxai •Jl" andlo i5"complrtely'.

THEC￿FoR CIVIL SER VANrs
TRusfEES'ANNUALREPORf2020
Causerrrigger of Application:
32% {43) of respondents felt their applicatfion was in no way triggered by tbe Covid-19
pandemic (Strongly Disagree). This could be because the nature of people's reasons for
applying vary significantly and nwiy people's issues are long lasting. i.e. preceded the
panden)ic period.
To what exlent doyou a8ree the pandemic trt8ered yourapplication?
50
45
40
3S
30
25
20
15
io
43
29
16
16
li
O. Strone
Olsayee
5.Stron￿y￿gree
Help received:
Most of the respondents applied tothe Charitybecause of a fu￿ncialneed (53%) and most
people said they received a grant (61%).
Money and DÈbtAd¥ke
A hou5ehokl8ocKI
adaptat￿￿ trequipment
WellJein¢CwwersatwJn j L. 15
One4r*onecounselli
li
Is
io
kce55 to Law E¥prtssN•p
Arthwal m¢mbeYsh¥ tommxiety UK
s￿p$￿Ik)n
General Ad￿ce aThVor SI￿O$￿V
¥ CarePs Pa5SP¢rt arKVorSiatemert
Carerfs t4rt81 Rexw
20
Digital Transformation
We accelerated our PTogramme of digital transfonnation during 2020 with the
digitisation of the Carerfs Passport and Statement. This now means we can focus on any
help needed after the Passport or Statement has been completed. which also inforn]s our

THE CHARrrYFOR CIVIZ SER VANTS
TRUSTEES'ANNUAZ REPORf2020
advfice glvthng. Previous promotion of this
support had often then had a knock-on effect
on OUT ability to deliver other services and
support
caseworker
time
was
monopolised.
We launched the tool on Carerfs Rights Day
(November 26) and by the end of the year.
we had already supported people 413 times
with its output.
In parallel to the deslgn of thts newtoolwÈ
a]so completed a piece of research to answer
a burnlng question: does digital help provided by the Charity have a lasting impact?
As a Chthty we have invested in extending our reach using digital tools as another tool
to helpln8 more people.
We therefore need to understand if this klnd of interventfion makes a difference and how
it works alongside the more trdditionalways In which we have delivered help in the past.
CarersPa$sptyi ondsiaiemekni
Digii6lTrxJl
Does Digital Help have a Lasting Impact?
To begin to answer this question we invited all the users of our Wellbeing Hub from its
launch in October 2018. up to August 2019 to complete a survey. giving us 128 responses
we could analyse.
What is the Wellbeing Hub?
A digital collectlon of useful information.
within four key areas of wellbeing support:
Stress. Anxiety, Depression and Resilience.
It allows an individual to ch¢)ose relevant
resources which are received by emakL
Who was using the Wellbeing Hub.. ?
We discovered severdl differences in the demographics of people using the Hub
co)npared to our applicant analysis. Indicating this type of help is reaching new people.
There was a larger proportion of younger users (under the age of 35) and a much higher
proportion of marrked/civil partnered users.
Why were people using the Hub. ?
Most people (55) came with a sperific
problem they wanted support with and a
further 30 wanted more general support
with their wellbeing.
And when asked what was the main reason
for their visit two key themes emerged from
both groups of people. See chart (right).
General cort￿rn
for my mentsl
wellbeing
WorkpL7ce stress
io
Improvingwellbeing / Resilience
Specific Problem
20

THE CHARfTYFOR CIVll SER YANTS
TRusfEES'ANNUA£ REPORT2020
The Lasting Impact of the Hub:
What happened next...7
55% agreed that the situation that prompted them to use the Hub had impToved
And 92% of them agreed thatthe Hub had had at least some positive impact on this
improvement
The resources of the Hub are designed to prompt an action and 83% had done at least one
thfing after retriving their resources and 10 people went onto make a full appiicatlon to
the Charity.
70
65
60
50
43
No. and I do not intend to
No, but l intend to
•Yes
25
26
io
li
io
Haveyou taken a stepor Have you accessed any Have yOusha￿d any of
artion?
furtherheip,.
the resource57
-Thankyou for thein1tial￿forn1attonY0u suppJieditJJelpedme reajise Ineed toget
somehelp, and thatl wassufferjng with lowmood. Istarted talkng to faJniJyand
friendsabouthowl wasfeebng. Jtsa slowprocessbutfm starting to feelbetter."
Qurtefrom Well￿1n9 Hub evaluation sun¥ey.
What fis the value..7
Working with Simetrica {experts in social impact measurement) we discovered a posltlve
association between using the Hub and an increase in someone's wellbein¢. worth the
equivalent of £3,488 per user.
This totals an Impressive £14.7 million in socialvalu&. in otherwords. we have been able
to formally recognise that there is an additional social. economic and/or environmental
benefit to our help. showcasing that there is larger value to our digital help provision
beyond its initial investrnent cost. When conducting a Cost Benefit Ratio- we found for
every £1 the Charfty invested in the Hub. wehave generated £11.50 in societal benefit.
This is a very high ratio and could be compounded due to the lirnitations in our control
group and methodology of retrospective questioning. The field of wellbeing analysis and
S￿rter Wamck EOinbJiÈh Ment￿we￿nI￿are
MTI

THE CHARfTYFOR CIVI£ SER VAN75
rRUSTEES'ANNUALREPORT2020
valuation is ever evolving and we are aware we may need to revtse the results in the
future. However, the strong result does showthe positive ass(Kiation is robust.
Partnership Working:
Our collaboratfive approach to developing seThices worked well through the year, both in
ternis of developing the digital Offe￿ and offering staff expertise at salient polnts.
Work to support particular groups of people continued with the aid of the insight from
engagement and evaluation. For carers of people with dementia. we Cowproduced
sessions and appointments with AdmiralNut3es from Dementfia UK.
Year-on-year. new partnerships have extended our help provtslon. This pattern
continued in 2020 with new work with Dementia UK bringins in 12% of all partner help,
despite only launchlng in the final quarter of 2020.
Partner Help
5000
4426
4500
4000
3500
3000
2856
2500
2000
00
1414
$8
iooo
500
2017
2018
Mindfulness Course
aunched 2017)
Brain in Hand (launc
ed 2019)
National Free Wills Network
• Carers Resou￿ (launched 2019)
2019
2020
•Relate Face-to-Face Counselling
• Sleep Station (launched 2019)
•law EXp￿sS APP
Dementia UK (launced 2020)
Once again. the pandemic has meant we have had to adapt to new and different ways of
delivering our help. For &xample. our work wlth Dementfia UK was moved to virtual
appointments and sessions only. There was good take up for those needing In-depth help
and advice from an Admiral Nurse, coupled with better avweness of our offer.
Additlonal resources and weblnars on living with grief and dementia were provided.
Brain In Hand has Continued to prove of great value to its users. helping them to live
Independently. This is a digital self-managernent and human support system for people
who need help remembering things. making decisions. planning. or managing anxiety.
Sleepstation was also widely used in 2020 with over 800]icences used for their
clinicallyvalidated sleep improvement prograrnme, and over 1500 people received a
personalised sleep assessment. Both resources were particularly appropriate for people
strugg15ng with work and home life during lodtdown.

THE c￿FoR CIVIL SER VANrs
rRusfEES'ANNUAXJiEPORf2020
Adapting to the needs of people during the pandemic
Most civil servants continued to work throughout the year; however. we were aware that
while some households might have been saving money in terrns of travel commute.
leisure, shopping etc., there were still some suffering financial shocks, where other
members of the household were furloughed or made redundant/losing overtime etG
Additionalpressures of chiLdcare and home schooling were also present. and whilst some
relationships may have flourished with moTe time spent in the household, some
relationships were under immense P￿ss￿re, and experience5 across 2020 were different
foT everyone.
Wellbeing in 2020:
From previous work on wellbeing within the Civll SeNlce community. we know that civil
servants. wellbeing (according to the national ONS measures) is below the UK average.
This has remained consistent for several yearJ. and throughout a wide variety of survey
type5 and respondents (see Wellbeing Barometer in 2019 Annual Report for more detail
on this) and this research is much the same.
Mean
W•JrthwN
Mean
Happlness
Count In
Sample
Anxiousne55
UK Average: March 2021r
All Non-Applicants from Charty
Wellbeing Barometer
Non-Applicant5 in Covid-Effect Suryey
6.79
6.57
4.10
6,587
5.73
6.23
5.59
4.82
1,320
Negative Behaviours:
To move past the general overvfiew that these national
measures give. and look deeper into the related effects
of lower wellbeing we asked our respondents about
some negative behaviours and whether they had
experienced thern during 2020:
59% safid they felt exhausted
(this increased to 71% for those whose caring
responsibilities had gr05vn during 2020)
49% said they felt lost or alone
(this increased to 63% for those who said thefr
relationships had worsened in 2020)
We also ask about these
behaviours in our usual
applicant analysis. We were
surprised to see just how in
line with our applicants. who
are in crisis situations. these
respondents were. And some,
for example "struggling to
focus at work" were worse in
this survey than our applicant
eialuation.
56% 1
Z was often I
losing sleep
64%
I struggled to
focus at work
I have missed a
dayat work
My Telationships with family
and friends was affected
25%
45%
wabPowdationSu￿V.

rHE CHARITYFOR CIVIL SER VANrs
TRUSTEES'ANNUAL REPORf2020
Our research shows that civil servants are struggling and the pandemic 15 responsJl)le for
making many areas of their lives harder to deal with. This is not only having an impact
on them at home but also at work with many stru88]ing to fccu5 Qr even considering
leaving work (21%). It also chimes with intelligence gathered from ourcommunitywhich
suggests that people are reachin8 the Jimits of their resilience.
Though we can see that fewer people may need our fmancial help at the moment, the
situations they face are likely tobe even more challengingdue to the impact of the Covid-
19 pandemic.
25% of respondents said their fmancial situation had got worse in 2020. but how many
may have got to a critical status? To evaluate this, we asked people to think back to the
beginning of 2020 Oeft hand side of the chart below) and then again to how they were
managing in December 2020 (right hand side). so we could analyse the effect of time
passing through the pandemic and how people's fu￿n￿al situations had changed.
The categories that showed the most change overthe period arethose who described thelr
situation at the beginning of the year as "just about getting by. and "finding it quite
difficult.: those with least fmancial resilience to begin with. It was those that originally
said they were "Finding It qulte dlfflcult" where most people. 61% in fact. that saw thelr
position worsen in 2020.
Those with less financial resilience to begfin wlth were most likely to:
Have lower wellbeing: 15% lower sattsfaction stores and 9% lower SWEMWBS
Be needing or considering external help: 66% of them agreed, whereas this was
only Sl% in the rest of the sample
See their situation worsen: see chart below
Howwell would yousay you
were managin8 financially
at thebe81)￿ing of 20207
Howwell would you say you
vTrre managlng fin8Dclally
now (De¢emb•T 2020)?
81% COMIn￿edt0
-UveComfortabty"
(D•GIYqOI41
71% contlrtuedto
be'DoittgA]righr
(0•¢20201.' 649
SVA eontinued tobE
"JwiAboui GeitSn¢Bf
43% continuedto be
"Flndlng ItQui1eDuf￿uI
69% continuedtobe IJW >)20F.
-Finding itvery Diffxult-
¥QlbDMuA{Dec20201'. 69
F￿￿79*Y￿￿tI￿¢￿ttOjK 3)201'. 80

THE CHARifYEoR CIVIL SERVAhirs
TRUSTEES'ANNUA£REPORT2020
Grant Making Policy
Our charitable objects findude relief from hardship or distress (whether financial or
otherwise) for the public benefit of current or formercivilservants and their dependants.
Grants are made within our charitable objects and the agreed strategy of the Charity.
All grants are subject to a fornial approval process.
We award grants on the basis of:
Eligibllity- the appli&￿t must be a current. former or retired eligible person. or
thelr financial dependant;
Circumstances that cause hardship and distress including ill health, carlng,
bereavement, domestic abuse, Telationship breakdown. reduced income and
unsafe or inappropriate accommodatfion;
Need- establishfing the specfiflc needs. which may not always be exactly what has
been requested- for example If someone wanted a sofa but their child had nobed.
providing the bed would be more of a priority:
Alternative resources - this may be an entitlement to benefits, or grants frorn
other charities. and in some cases there may be additional help rather than
alternative help. Grants indude financial help payments for emergency
sItuations, grants to replace items that havebroken or need repair, grants towards
essential household bills, advanced rent and deposit for a new rented property,
travel expenses. mobility aids and adaptations, as well as payment to third party
suppliers for assessment of wellbein& relationship counselling.
Financial Payments
In 2020 wepaid out nearly £1.66milllon P019.. £2million) in3,559 Pin9". 4,043) payments.
As already mentioned we had generally less demand for our financial support.
Expenditure in Financial Support
2%
2%
• Reducrt Insufflenct orlA)wIncome1£*4k)
PoorWel]being i£fJ2k)
28%
lllhealth1£297kl
Dtsability1£186k)
11%
Relathnshlp Breakdown {161k)
Bereavement1£1Slk}
18%
Domestic Abuse (£30k)
• OtherPdsrynents {£28kl

rHECHARTfYFOR CIVI£ SER VANrs
rRusfEES'ANNUAL REPORf2020
Hcwever. we did spend £75.000 more forDlsabilitypayments in2020 thanwe didin 2019.
We also paid more per average payment in the categories for: Domestic Abuse (up Il% in
2020) reflecting national statistics on the Tise of domestic abuse; Emergency Situations
(up 5% in 20201 and Ill-heaith (up 6% in 2020).
Carol Is retlred from the DWP and has been
donatfing to the charity for over 40 years,
never thinking she would need help herself.
her husband, was originally
diagnosed with a chest infection trA March
thts year. As the pandemic unfolded around
the Worl￿ Kevin and Carol feared the worst.
Both in their mid-70'5 they knew they were
ore vulnerable to the virus. As hts
temperature and fever worsened, they
called foranambulance and hewas taken to
hospitaL
Ypaekeda b4gforhiJJJ alldldjdn thavea
cbaDee to Aty gaadbye. fvm weeks after
tha¢ Igota eallsayinzhe wasinintenslve
on was truly heart.
Carol had a supportive conversation wlth
our Help, Advice and SeThices Team on the
phone. By ta]klng about her fears to
someone outside of her own worw she felt
released from them.
autforhelp. lknewthatlftheJ¥ vv
auythingJwAllted togay* Icouldsay
it. It wa•a ryhtoffmychest."
Against all the odds. Kevin pulled through.
Defying the doctorfs predictions, he re-
galned hts st￿ngth and eventually came
16

rHECHARrrYFOR CJVll SER VANrs
rRusfEES'ANNUALJIEPQRf2020
Strategic Marketing and Income Generation
The Charity's n￿1n audience groups are made up of current. forn]er, and retired civil
servants across HM Government. the Scottish Government, the Welsh Government,
and the Northern Ireland Assembly- as well as their dependants. Engagement is key
to reaching more of these people. both to access help and to support the Charity- We
have staff in all four countries working on specific and targeted engagement
activities.
Campaigns
The Charityhas routinely operated on an issues-based approach to campaigns, delivering
targeted messaging and caus to action that are relevant to our diffeTing audiences
(current, fomer, and retired civil servants). Previous campaigns induded topics around
caring for carers. financial capability, Mental wellbeing and other mental health issues.
The Charity planned to continue this approach in 2020. but as a result of Covid-19. thls
plan was changed.
We delivered one long issue-based campaign around looking after yourselfduring Covid-
19. with six key themes of wellbeing promoted across all our digital marketing channels.
Due toworkplace restrictions. social distancing, and ashift In remoteworking within the
Clvil Sendce. no face-to-face markelin& orblended campaigneiements couldbe included
in the approach during 2020.
Alongside the Covid-19 issues-based campaign, the Charity ran a number of other key
campaigns directly linked to our Charitable activity. namely the launch of two new HAS
products (Wellbeing Guide and the Carer's Passport and Carer's Statement Digital Tool),
as well as a new fundrais5ng pn)duct (STEPtember) and a new volunteering offer (The
Champions).
"Ireceivejjewsletters from the CharityandJlikedreading thepowerful
stories frompeople they'vésupported. Joth myselfandJnyhusbandhadJong
careers within the CI￿lSerViCe anditreallyfeltbkea f8mlly.
rheirsupport]Jas been utterly wonderful."
On 6 February 2020 the Charity launched a Wellbeing Guide app as part of our campaign
activfity on Time to Talk Day. Based on research commissioned by the Charity and
completed by Dernos in 2019. this app is designed to provide resources for managers to
better support their teams through periods of change and adjustmenL We pubiicised the
launch through our newsletter and social channels. and also promoted the app through
our internal communications network across the Civil Servlce. To date. we have seen
morethan 2.000 dovNnloads fromthe app stores. and our Help. Advice. and Services (HAS)
tean) have re￿iVed requests to expand the scope of the app further.

THECHARrrYFOR CIVll SERVANTS
rRusfEES'ANNUALREPORT2020
In March 2020 when the first lockdovm was announced, we adjusted our annual plans
and devèloped our Covid Campaign encouraging civil servants to access help online a5 a
first point of call for advice and guldance. Covering six themes (Staying grounded.
staylng adfve, caring for loved ones. family and relatlonships. maintaining rositivlty,
and avoiding burnout.) - three of which aligned with those of the Civil Service Employee
Policy unit - we sent out over I million emails from April to June and saw over 150.000
sessions on our web51te. We a]so developed new content in collaboration with colleagues
across the Charity and external partners including Relate. the Mental Health Foundatlon,
and Born Digital Health.
We remained reactive and agile so that we could respond to changes and new
developments during Covld-19~ a posltlon and modelwe eontinue to operate under. This
enabled us to change from a message about financial capabllity and debt advice to one
around fatigue and physical wellbeing when the Government extended the furlough
scheme. payment holidays. and evictions relief in June and September.
Resilience
Webiz
Seven Ways To
Improve Your
Wellbeing
Carers Need HelpToo
The fundralsing team thanged their Wa]king Challenge (usually held in May but
cancelled due to Covid-191 into a virtual walking offer in September ("STEPtember") and
we developed a completely new campaign to encourage partlcipation and fundraising.
This reached over 3500 civil servants through social media, and saw our audience
creating and sharing thefir own 'selfie story videos, in support of the fundraising
challenge. This expanded user-generated content is new to the Charity and 15 something
we intend to develop further.
In collaboration viith the volunteering team (who changed their volunteer strategy due
to Covid-19}, we supported the launch of The Champions in November 2020. This new
active volunteer role used social media to encourage civil senrynts to promote the
Charity's support services. A new Facel)ook group has helped this community of
volunteers collaborate and foster a sense of purpose. The Charity now has 611 Champions
across the UK with a plan to reach 5.000 by 202S.

THE CHARITYFOR CJVJL SER VAKrs
TRUSTEES'ANNUALREPORT2020
Field Engagement
When the first Covid-19 lockdown led to the immediate dosure of workplaces and Civil
Service sites across the UK. the decision was taken to fijrlough the Field Engagement
Team. As fit became dear that access to workplaces aDd Civil Service sites would not be
posslble for the foreseeable future, the decision was made to cancel plans for face-tO-
face engagement in Civil Service sites. Three staff were therefore redeployed to other
roles and six staff left the Charity in September 2020.
Strategic Engagement
In 2020. the Strategic Engagement Team (SED was initially focused on physical face-to-
face engagement and planning for a year of engagement in person. However. wfith the
announcement of the first UK-wide lockdown in March 2020. the team moved swiftly to
a dlgitai-first approach.
The techniques and tactics used in this approach have supported the Covid campaign.
increasing promotion of the HAS-de]ivered webinars. "STEPtember". engaging with the
Devolved Nations about assets such as our new dementia support programme, and
recruiting participants for the Charitys Covid-19 survey.
We have also trialled virtual Active Iistening Panels, with many of the participants
previously unaware of the Charity's work. As well as introducin8 theTn to the offer. the
panels provided a real opportunity for the Charity to learn about what matters to new
audience groups.
Volunteering
We began 2020 with 454 volunteers and planned to deliver new trafinlng w0￿hOp$ in
collaboration with Charity colleagues.
At the beginning of the first Covid-19
lockdown in March we transitioned the
planned physical sessions to online coffee
mornings ttjictured) to support the Covid
campaign. As the effects of Covid-19 became
more significant. it became clear that the
volunteering programme could not be
implemented as planned.
T.iTr'r4V:I IL.1
A new volunteering strategy was developed. part of which induded the creation of a new
volunteering role. Ihe Champions" is a UK-wide network encouraging like-
minded. committed civilservants to promote the Charity across thecivilservice. Opento
all serving civil servants and launched in November 2020. this light-touch voluntary role
is based around three key asks:
Tell people the Charity exists
Tell people how to access support
Promote their status as a Champion in their workplate

rHE CHARITYFOR CIVI£ SER VAKrs
rRusfEES'ANNUAZREPORT2020
Champions are supported with a monthly newsletter. monthly onlfine coffee mornings
with the volunteering team, and"Speed 8-ing"_ a collectlon of 8-minute videos detailing
campaigns and offers for Champions to promote.
We finished the year with 611 totsl active volunteers.
Fundraising
The Charity for Civil Senvants is committed to fundraising in an honest and transparent
way. We Tely on the generosity of our supporters (most of whom are serning, fomer. or
retired avil seTvants themselves) to fund our work. and we strive to provfide a positive
and rewarding supporter experienc& We are forninate to have around 80.000 regular
donors
Our fundraising approach
All fundraising activity in 2020 was carried out by our
directly-employed fundraising team. We did not use any
indirectly-ernployed
fundratsers
or
conunerciai
participators to carry out fundraising activities.
The Charity normallyuses a Tange of fundraising methods:
Direct maTketing - communicating by emailand post
with existing and potentlal supporters to encourage
them to givea one-off donation, support an appeal, or
sign up to a regular monthly gifL
Face-to-face - the Charity's fundraisers visit offices
and sites operated by the Civil Service to promote the
Charkty, raise awareness of the support we offer. and
encourage staff to become supporters.
Events and conferences- Charity staff and volunteers
attend third-party events to raise awareness of the
Charity and ask people to support. We also hold our
own events where current and prospective
supporters can hear more about our work and how
they can get involved.
Pri* draws . the Charity runs several prize draws
throughout the year under Jficence from the
Garnbling Commission.
Comniunity fundTaising- the Charity invites individuals and teams to take part in
fundraising events and challenges and to support the Charlty through
sponsorship or donations. The Charity is also supported by individuals and
departments holding their own fundraising initiatives in aid of the Charity.
Legacies - we aim to inspire supporters to consider leaving a Eift to the Charity in
their wiiL
hen Ithinkabout the
pandemJc, Jknowl woujdhave
been in a diresJ"tuation ifl
hadn treachedout forhelp. I
no Jongerfeelisojatedandf'm
looJringfoTward to thefuture.
Ican't thAnk the Charity
enougjj for tjjwrsupport."
Katherlne, DWP
In 2020. Covfid-19 rneant that we needed to pause or adapt some of our fundraising
activities. With the majority of income coming through regular giving. the CIRrity is
fortunate to have been less severety impacted than charities relying on income streams
such as communlty fundraising and events.
20

rHE CHARITYFOR CIVIL SER VAKTS
TRUSTEES'ANHU￿REPORf2O2o
Covid-19 meant that face-to-face fundraising on Civil Service premises could no longer
go ahead. As the chari￿s main donor acquisition channeL this significantly impacted
the number of new donors recruited in 2020. With the creation of the Digital Outreach
Team. the Charity has shifted its focus and begun to dr￿lOp new ways to engage with
audiences and recrult regular donors, specifically through video conference platfornis
and webinars.
Covid-19 saw many of our community and event fundraising artivitles either cancelled,
turned virtual. or changed completely for a vir￿al de]ivery. The number of community
fundralsing actfivlties dropped by more than 95%, and digitai-only delivered activities
raised rnuch smaller amounts per actlvity than would ordinarily be expected. With all
events cancelled. we achieved less than IO% of our original target foT challenge
fundraising during the year
In 2020, the results of our fundralsing actlvltles wertr.
Regular 8Avlng - As at 314 December 2020 we had 79.003 regular donor3
supporting the Charity with a monthly gift P019: 84.832). Due to the impact of
Covid-19 (and stopping field engagement). we recruited fewer new donors than
hoped - 733 {2019: 1.704). Including Gift Aid. regular giving raised £4.Om {2019:
£4.3m).
Indlvldual glvlng - Following the popularity of prize draws in 2019. the Charity
increased the number of draws to three in 2020, raising over £61000 in ticket
sales and donations (2019.. £38.090). We are gratefulto thecivil Service Insuran
Society {csIs) for again kindly supporting the Charity by donating the cash prizes
for these draws as well as their generous grant to the Charlty.
Communlty fundralslng - In response to the restrictions impLised as a result of
Covid-19. thfs yearfs Walking Challenge was cancelled P019: £60,635). We ran a
vlrtuai °STEPtember" as a way to engage committed previous participants which
saw over 1,400 supporters take part. raising over £8.000 for the Charity.
l*gacies - The Charity was notified of 8 gifts in wills in 2020 and recognised
£99.000 (2019: 12 gifts and £178,000 reco8nised). Covid-19 has seen legacy
fundraising incorne drop at most charities due to de]ays in the system,
notifications taking longer to process. and grants of probate delays as courts
prioritised other cases. As a result, legacy income is down. and legacy marketing
was limited to our free wills offer
We are immensely grateful for the generosity of our supporters. wlthollt whom our
WOTkwould not be possible.
"Donating to this CharJ'ty, glves usall the opportunity to
Jnakea difference to sojneone'slife. Ican'tputinto words
thedlfferenceit'smade tojne."
Debbie, HMRC

THE CHARrrYFOR CIVII SER VAKrs
TRUSTEES'ANJVUA£REPORT2020
Responsibility and Accountability
The Dlrector of Strategic Marketing and Income Generation (SMIG) is responsible for
all our fundraising activities and is accountable to the Chief Executive as the hèad of
the Executive Leadership Team.
The chari￿s Board of Trustees has overall accountability for all our fundraising and
income generation actfivities. The Strategic Steering Group (a subcommlttee of the
full Board of Trustees) meets regularly and ensures continued compliance.
Fundraising Compliance
To maintsin the highest standards of fundraising ethics and welfare. the Dlrector of
SMIG ensures our compliance and adherence with:
the Code of Fundratslng Practice IFundrafising Regulator)
the DMA Code (Data 6 Marketing Association)
the Fundraising Competency Framework (Chartered Institute of
Fundraising).
As part of our compliance efforts, and to uphold the highest fundraising standards.
we are organisational members of:
the Chartered Institute of Fundraising
the Data 8 Marketing Ass(Kiation
the Fundratsing Regulator
Charitycomms
We a]so have.
a Data Protection Officer and a Data Steward to ensure we operate in
compliance with UK14islation around data and privacy.
a team of Data Champions across the Charity to ensure we uphold the highest
standards of data security and compliance.
procedures in place to maintain accurate and up-to-date records.
a safeguarding group to ensure we look after vulnerable supporter$.
an ethfics policy to ensure our approach and methods are eth£cai and in line
with our Charitable purpose and activities.
Review of our fundraising compllance Indudes:
All Complaints and notificatfions belng monitored by the Director of SMIG to
ensure effective resolution. and Trustees review our practice to ensure
compliance.
identifjcation or contlrniation of. and interactions wlth, vulnerdbie
supporters being monitored by the Director of SMIG to ensure correct
procedures are followed, and Trustee5 review our practlce to ensure
complian￿.
All of the chari￿$ fundraising activities complfied with the Code of Fundraising
Practice. Our website out]ines our CoMp￿]nts policy for the public and clearly
explains howan individualcan complaitL In 2020. the Charityreceived nocomplaints

THE CHARITYFOR CIVIZ SER VAKrs
TRusfEES'ANNUAZREPORf2020
about Its fundralslng activities or practlces (2019: none), and no complaints were
lodged with the Fundraising Regulator P019: none).
FundTaising staff have been trained using the guide provided by the Chartered
Institute of Fundraising on treating donors fairly and on fundralsfing with people in
vulnerable circumstances. All staff are aware of the agreed procedures to protect
vulnerable people. and the Charity has established a safeguarding group to protect
the people we interact with. Our regular training programme will continue in 202L
As part of the DMA Fundratsing Worklng Group. the Charity has been involved in
developing industry best prd¢ti¢e on consent. privacy, and dats Tetention.
Our Supporter Promise
This promise outlines the commitment made to our supporters and the public. We
ensure that our fundraising is legaL open. honest and respectfuL
We commit to high 5tandard5
We will adhere to the Fundraising Code of Practice.
We will monitor fundraiser5, volunteers and third parties working with us to
raise fund$, to ensure that they complywith the Code of Fundraising Practice
and with this Promise.
We will comply with the law as it applies to charlties and fundraising.
We will display the Fundraising Regulatorbadge on our fundraising materlal
to show we are committed to good practice.
We will be clear, honest and open
We will tell the trnth and we will not exaggernte.
We will do what we say we are going to do with donatlons we recelve.
We willbe clear about who we are and what we do.
We will give a clear explanation of how you can make a gift and change a
regular donation.
Where we ask a third party to fundraise on our behalf. we will make this
relatlonship and the financial arrangement transparent.
We will be able to Èxplain our fundraisingcosts and show how they are In the
best interests of our cause if challenged.
We will ensure our complaints process is clear and easily accessible.
We will provide clear and evidence.based reasons for our dectslons on
complaints.
We will be respectful
We will respect your rfights and privacy.
We will not put undue pressure on you to make a gift. If you do not want to
give or wish to cease giving. we will respect your decision.
WeWillhaveapr￿edllre fordealingwith people invulnerable circumstance5
and it vrill be available on request.
Where the law requires. we will get your consent before we contact you to
fundraise.

rHECHARTfYFOR CJVIZ SER VAKrs
TRUsfEES.ANNU￿ REPORT2020
If you tell us that you don'twant us to contact, you In a particular way we will
not do so.
We will work with the Telephone. Mail and Fundratslng Preference Services
to ensure that those who choose not to receive specific types of
communication don't have to.
We will be fair and reasonable
We will treat donors and the public fairly. showing sensltivity and adaptffing
our approach depending on your needs.
We will take care not to use any iTnages or words that intentionally cause
distress or anxiety.
We will take Care not to cause nuisance or disruption to the public.
We will be accountable and responsI￿le
We wlll manage our resources responsibly and consider the impact of our
fundraising on our donors, supporters and the wlder public.
If you are unhappy with anything we've done whilst fundraising, you can
contact us to make a complainL We will listen to feedback and respond
appropriately to compllments and criticism we receive.
We willhave a complaints prncedure, a copy of which will be available on our
website or available on request.
Our complaints procedure will let you know how to contact the Fundraising
Regu]ator in the event that you feel our response ts unsatisfactory.
We will monitor and record the number of complaints we receive each year and share
this data with the Fundralsing Regulator.
24

THECHARTTYFOA CIVIL SER VANrs
rRusfEES'ANNUAZREPORf2020
Financial Review
Overview
In 2020. the Charity recorded net expenditure of £2.867k (2019: £2544k) in line with its
agreed approach to draw down from its reserves.
This is before taking into account the return on the Charitys Investments, whfich was a
gain of £368k (2019 gain of £4,183k) and the loss on the defmed benefit penslon $¢heme
of £797k (2019 gain of £1,492k).
Net assets at the year-end weTe £37.3m. down £3.3m on 2019 {£40.6m). The Charity's
Investment portfolio was valued at £35.5m at 31 December 2020 which was down £3.6m
on December 2019 (£39.Im) largely reflecting the £4.6m divested to fund the Charity's
activities and the impact of the economlc uncertainty resulting from the pandemic.
Income
In 2020, totsl income was £5.3m. down £0.8m (2019 £6.Im).
The breakdown of income is shown in the pie chart below.
2%
Income by Source (£ 'OOOs)
4%
s%
. Regu]arconttibution5 fmm individuals14,025k}
11%
InveStn￿t Income Iw3k)
Donations (2Y3k)
Futidrai5iJ)g andOtherIncome1193k)
75%
Contributlons from employerorganlsatlons IIS2kl
Legades {99k>
The principal source of the Charity's income remains regular monthly contributions
from individuals. both seNing and retiTed civil servants. Together with gift aid. this
source of income accounted over 75% of the Charitys total income (2019: 70%). At £4.0m,
contributions are down £0.3m on the previous year. refletting a net PA dedlne in the
nurnber of regular donors with the average monthlydonation increasfing slightly to £3.48
(before Gift Aid). This follows the pattern of decline in recent years.
Contributfions from employer organisations amounted to £152k (2019.. £153k) made up of
an annual grant from the Cabinet Office of £IIOk (2019: £IIOk) and £42k (2019: £42k)
from the Northern Ireland Civil Service.

THE CHARJTYFOR CIVJZ SER VAivrs
rRUSTEES'ANNUAZ REPORT2020
We also received £200k P019: £25Ok) from the CSIS Charity Fund.
As explained in the fimdraising section. the Charl￿S other source of income were
Impacted by the restrictions and cancellatlons with other non-investment income (from
legaaes, lotteries and fundraising events) totslling £IT3k in 2020 compared wlth £404k
in 2019.
During the year the charfty also claimed government grants under the coronavirus Job
Retention Scheme of £119k (2019: niD.
Incorne from Investments was £0.6rn (2019: £0.8m). reflecting reduced interest and
dividends from the Charity's rnulti-asset investment portfolio managedby Barin85 Asset
Management.
Expenditure
Total expenditure for the year is £82m P019: £8.7m) with £6.8m being spent on
dwitable activitfies.
Costs of raislng funds were £1.4m (2019: £1Sm) and included elements of staff costs,
Investment management fees and overheads.
Total staff costs of £5.Om (2019.. £4.3m) wereincluded within diT￿t activities and support
Costs. The average number of staff (on a full-time equivalent basis) in 2020 wa5 95 {2019:
The Charfity WIthd￿w £4.6m in the year12019: £3Srn) from its investment portfolio to
fund its expenditure in line with its plan to use its reserves to support civil senvants.
Investments
The Charlty's powers of investment are set out in the Memorandun) and Articles of
Ass¢xiation. The Board of Trustees has delegated authority to manage the Charity's
portfolio of investments to the Investment Committee of the Board of Trustees.
The investment portfolio is managed by Barings Asset Management Limited {"Barings").
The manager's perforniance Is monitored quarterly against various indices.
NortheTn Trust Company undertakes custodian functions for the portfolio. The value of
the portfolio as at 31 December 2020 was £35.5m (£39.9m as at 31 December 2019.) The
Charity divested £4.6m in the year to fund Its activities. Movements in the Charity's
holdings of investrnents during the yaqr and an analysis of the portfolio at year-end are
shovm in note loa to the Accounts.
Barfings operate under a mandate which seeks to optimise the portfo]io's returns while
controlllng rlsk. Risk is spread by investing across a bn)ad range of business sectors and
markets throughout the world. The agreement signed with Barings in 2016 sets an
investment objective to achieve a net return of RPI plus 35% p.& over rolling three-year
periods with the aim of delivering returns equivalent to long-term equity returns within
70% of realised equity volatllfity. over a mediurn to long terni time horizon. Barings have
dtscretion as to asset alk)cation within agreed range5 for each asset class, whilst stock
selection is accomplished by using a coJnbination of tracker and active funds.

THE CHARITYFOR CIVIL SER YANrs
TRusrEES'ANNU￿REPOKr2O2O
The net return for the three years to 31 December 2020 was 3.5% (three year5 to 31
December 2019: net 4.9%%) compared with a benchmark of 6.1%. The net return In 2020
was 3.3% % P019: net +13.9%). As noted in the 2019 Annual Report. there was a material
change in the valuation of the Charity's investments in the first quarter of 2020 which
fell 15.33% in this pericNJ. This was followed by a recovery in the second quarter of 10.5%
and further increases in value in the subsequent two periods.
The Charity has selected an Investment Manager to manage its assets in accordance with
its agreed asset allocation The Investment Managefs approach is to invest primarily in
existing pooled fijnds some of which track indices rather than select individual stocks.
As a Trsult, the Charity does not directly exclude underlylng stocks on the grounds of
social, environmental and other etbical grounds. The Charfity proposes to actively
consider its approach to envlronrnental. s(Kial and governance (ESG) issue5 in respect of
its investment portfolio over the next year.
Reserves
The trustees are mindful of their dutyto balance the interests of both current and future
beneficiarles. The holding of reserves is one of a range of measures that can contribute
to stability and continuity of the Charity into the future to support future beneficiaries.
The Trustees determine the need for reseries by reference to a number of factors which
they keep under regular review. induding the time needed to reveTse the recent declines
fin regular giving from individuals and the extent towhieh the rema5nderof its income is
dependent on a small number of large donations and grants. It also considers
fluctuations in beneficiary expenditure and future levels of demand for the help and
servlces provided by the Charity. Based on its current analysis. the trustees feel that the
Charity should retain reserves of between fjom and £35m.
Of ourtotalcharlty fundsof £Y7.3m.totaiunrestricted ￿nd$were £37.2m at31 December
2020. In assessfing our level of free reserves. weexclude the r￿ed assets of £l.Om as these
assets cannot be quickly disposed of. We also ￿clUde the pension deficit of £0.3m. Thls
leaves free reserves of £36.6m which is above the target level of £30m to £35m. The
trustees expect resenres to decline over the next five year5 as we develop the Charity's
services to help more people in line with the strategy that was developed In 2015 and
refreshed in 2020. A payment plan to reduce the pension deficit has been agreed with the
pension fund trustees and this commitment Is considered in all our financial planning.
including the anticipated and target level of ￿ServeS. Restrirted reseries- which are not
taken into account in formulating our reserves policy - were £O.Im as at 31 December
2020, details of which are set out in note 14 to the accounts.
Going Concern
The Trustees have assessed the Charity's ability to continue as a going concern. The
Trustees bave considered several factors when forniing their conclusion as to whether
the use of the going concern basis is appropriate when preparin8 these financial
statements including a review of updated forecasts to the end of 2022. a consideration of
key risks, including the impact of coronavirus. that could negatively impact the charity
and the latest available valuation of the investment portfolio.

THE CHARTTYFOR CIVIL SER VAJwrs
TRUSTEES'ANNUALREPORT2020
The Charltys prindpal source of income continues to be regular rnonthly contrlbutAons
from individua]s. both sèrving and retired civilservants. This represented approximately
75% of the Charity's income in 2020. As reported in the financial review. contribution5 in
2020 reflected a net dedine andthis trend has continued tobe modelled in the revised
forecasts. The key area of uncertainty relates to any impact of any market turrnoil on the
valuation of investments. The Trustees are satisfied that the Charity has sufflclent
reser4res and liquidity ￿thfin the finvÈstmÈnt portfolio to continue as a going concern for
the foreseeable future. Cash flow forecasts are regularly prepared and assets in the
investrnent portfolfio can be liquidated to meet short terni requirements.
After considering these faclors. the Trustees have conduded that the Charity has a
reasonable expectation that there are adequate ￿sOUrceS to Continue in operational
existence for the foreseeable future and have continued to prepare the financial
statements on the going concern basis.
Pensions
The pens£on liabllity In respect of the defined benefitpension scheme that was dosed to
all staff for future benefit accrnalin 2004 continues to change from one year to the
next. This is largely driven by factors outside our control: perforniance of the assets in
the pension scheme reflecting changing conditions in the financial markets and the
sensitivity of the pension liability to changes in interest and infiation rates. The Scbeme
was a multi-employer defjned benefit pension scheme. The CSBF Pension and Assurance
Scheme, and The Charity accounts for its 92.9% share of the net assets and liabilitie5 of
the multfi-employeT pension scheme which is recognised on the Charity's balance sheet.
The Charity trnstees have agreed a deficit recovery pian with the pension trustees which
ainu to close the deficit by April 2023. The annual employer Contributions needed to
fund this deficit are detern]ined by reference to the triennialvaluations undertaken by
the pension trustees. The latest triennial valuation reflected the position as at 6 April
2019. The best estimate of contributions to be paid by the Charity for the yearbeginning
l January 2021 is £652,707. The next triennial valuation will reflect the fijnding position
as at 5 April 2022.
The pension deficit {under FRS102 principles) increased In 2020 to £338k as the gains in
the assets in the Scheme (which were lower than in 2019) and the contrlbutions from
the Charity were more than Off$￿ by the increase in the valuation of the liabilfities
(whlch was higher than in 2019) much of which resulted from lower gilt yields reducing
the discount rate used. This valuation is undertaken using a series of assumptlons and
judgments. The valuation of the scheme is very sensitive to these assumptions and thus
there is a risk that this valuation will change significantly durlng the coming year. as it
has In past years. The Charity's exposure to the pension deficit is monitored through its
rlsk management frdmework and Its consideration of financial risks. TheTe is an
effectlve budgaing and forecasting process in place taking into account payments,
includfing deficit payments. in relation to the pension plan. The Charity abo actively
engages vrith the pension trustees including in relation to longer terni plans for the
Scheme.
Slnce closlng the defined pension scheme to future staff benefit accrual in 2004. the
Charfity operates a defined contTibution group pension scheme.
More details about pensions are set out in note 16 tothe accounts.

THE CHARITYFOR CIVI£ SER VANrs
TRUSTEES'ANNUAL REPORT2020
Principal Risks and Uncertainties
Risk is considered in key deasion processes in the Charity at Executive and Board leveL
The Board reviews the major risks faced by the Charity at least annually after a more
detailed dfiscusslon at the Finance and Audit Committee. The review includes reviewing
the adequacy of the actions being taken in Tesponse to each risk.
The Board 1$ satisfied that the niajorrisks fadng the Charity havebeen identified and are
being appropriately addressed. This includes the Board's assessment of the impact of
coronavirus on its risk assessment. The key risk for the Charity arising from coronavirus
is considered to be the financial risk for the Charity arising from a significant loss in the
value of its investments which is detailed below. Overall the Board considers that the key
risks currently facing the Charity are as follows:
A key financial risk for the Charity is a significant loss in value of its investment
portfolio. The Charity is a long-terni investor with a significant portfolio and is
able to sustain $hort-term market fluctuations. As set out above. the Charity's
investments are managed by professional managers and the Charity has access to
further independent investment advisers. The portfolio is diversified both in
ternis of asset classes and geographically. The target that bas been set for the
managers is to deliver long-terni equlty returns within 70% of realised equity
volatility and this tar8et has been met historically. The perfonnance of the
managers and the asset allocation is reviewed by the Investrnent Committee
quarterly.
The Charity has seen adecline in the numberof regulardonoys overthe last decade
and income from regular donations has fallenoverthe sameperiod. If this decline
in regular income is not reversed or other sources of income found, this could
threaten the longer term future of the Charity and its ability to help civil servants.
Plan5 to address this issue include focused interaction with major Clvil Service
departments to drive employee engagement with the Charity and campaigns that
will increase the Charity's perceived relevance. By bullding deeper stronger
relationships with its community. the Charity's understanding of howbest to give
more help and support willimprove. whichwillin turn mean that more peoplewlll
see the difference the Charity makes and support the Charity. The Board is
conscfious that these efforts will take time to pay off and trends in incomewilltake
a while to reverse. Whilst the above risk has had some impact on the Charity's net
income. the Charitycurrently remains in a strong fmancial position.
The Charity is reliant on fits systems to nm its operations and these need tobe
kept up to date. We have embarked on a significant transforniation programme
in 2020 and this should move towards implementation in 2021. We are also
seeking to improve the help we can provide to people by autornating
trdnsactional prnKesses and providing digitsl self-help or referrals where
appropriate to release staff time for more engagement with people who are
struggling or need follow-up. Failing to automate and/ordi￿tiSe in a timely
fashion would present issues for the Charity's operation and continue to irnpact
on our efficiency and turnaround times.

THE CHARITYFOR CIVI£ SER YAJWTS
TRUSTEES'ANNUAIREPORT2020
Remuneration
Remuneration Policy
Our approach to pay at The Charity
The Charlty had 103 staff as at 31st December 2020. which equates to 94.4 full-time
equivalent employees. Salarles and total reward for the Senior Management Team- The
Chlef Executive and the three other directors responsible for {1) Finance and Corporate
Services. (li) Help, Advice and Services and (iii) Strategic Marketing and Income
Generation- are set and reviewed by the Remuneration Committee. a sub-commlttee of
our Board of Trustees.
The Rernuneration Committee is chaired by the Cknty's thair and includes other
members of the Bthanl, wbo offer pay expertise in the Not for Profit and other settors.
All other staff salaries are set by the Senior Management Team. Salaries are arranged in
paybands across the Charity, using external independent benchmarking and
comparison data within the Charity and Not for Profit sectors. and taking into account
affordability at the Charity. Salaries are clearly advertised when recruiting for new
role5. At the Charity. we belteve In recrultfing and retaining high-calibre people to
represent the organisation's interest. We also belivie in rewarding staff fairly for the
jobs that they do and provide a single streamlined salary and grading frarnework for all
staff, which is equitable and consistent with the principle of equal pay for work of equal
value.
We believe thts engendeTS a positive working environmenL Additionally, we believe in
encouraging young people to enter the Workplace to increase their skills and establish
their careers. We provide apprenticeships in some specialist areas and ensure that
people In these roles are rewarded fairly for their work with pay and benefits.
The Clwity works hard to retain staff who havebeen recruited forthe specific skills that
they bring to their particular role. Pay and reward are detennined to ensure that we can
recruit people with the right skills in a competitive market. Many of our staff have
detailed knowledge. some of which is unique to the Charity and could not be easily
replaced. Our staff pay scales and total rewanl package reflect5 our commitment to
retsining and motivating our staff.
Senlor Management Pay
The Charity's purpose and vlsion means that the Chief Executive and other members of
the Senior Management Team require a breadth of experience. skills and personal
qualities on a parwith high-qualitysenior-level talent in similar organisations and so the
Charity needs to be competitive in the market. They need to be able to liaise and
command the respect of senior civll servants and executives of other partnership
charitles of all sizes through their experience and credfibility. At the Charity. we aTe able
to retaln this talent whi]st keeping salarycosts under controL
For the puryoses of disclosures under the Clwities SORP (FRS 102). senior management
is defined as the Chief Executlve Officer and the other three directors responsible for
Finance and Corporate Services. Help Advice and Services and Strategic Marketing and
Income Generdtion. We also have an interim Programme Director for Data and Systems
leading the progrdmme of implementing the new CRM, a role that will continue in 2021,
30

THE CHARrrYFOR CIVI£ SER vAvrs
TRusfEES'ANNUAZ REPORf2020
who Is not part of the senior management team and therefoTr not covered in the senior
management dI￿osuTes.
Benchmarking
The Senior Management Team's salaries are externally benchmarked every 3 years and
Staff pay leve]s are reviewed annually.
Each year. the Chlef Executfve and dtrectors participate in perforniance appraisal as part
of the appraisal scheme operated for all of the Charltys staff. In the case of the Chief
Executive. this includes seeking detailed feedback from the ChaiT, Trustee5. and diTect
reports.
staff pay is reviewed by the Senior Management Team and communficated to the
Charity's recognised union, PCS. The same benefits. apart from annual leave allowance,
Including penslons and tern￿ and conditions. apply to the Chief Executive and directors.
as all other staff.
While they are separately detern]ined. annual pay increases for the Cblef Executive.
directors and staff have been alfigned for the three years leading up to 2020. In 2020, a
25% pay increase was awarded to both the senior management team and staff.
Living Wage Foundation
The Charity contlnued its Commitment to paying all staff the IDndon Living Wage.
calculated independently by the Living Wage Foundation. Being a Liwmg Wage accredited
employer also means paying the same basic wage to all of its contractors that fit the
criteria of working on site for a specified numberof hours perweek Sothere remafins an
increased cost to the Charity for its subcontracted/outsourced deaning contractors to
ensure we fulfil our commitmenL
Gender Pay Reporting
As the Charity employs fewer than 250 employees. it is not required to publish
inforniatlon on Gender Pay Reporting. Nevertheless. as recommended by the NCVO. the
Trustees requested inforn￿tIon on gender pay differences to be collated and we are
providing this information as part of a commitment to transparency and accountability.
Gender Pay Gap:
As at 31st Decernber 2020:
Gender
Number
of staff
Differential
Differential
Sal
Mean
£42,100
£37J43
Median
£34,910
£34.910
Male
Fema
36
£4.757
IL3%
£0
0%
As at 31st December 2019:
Gender
Number
of staff
Differential
Differential
Salary
Mean
£¥7,893
r36.969
Salary
Medlan
£28.565
£34.059
(£)
£924
1£)
£-5494
(%)
-19.2%
Male
Female
35
2.4%

THECIL4RITYFOR CIVI£ SER VANrs
rRUSTEES'ANNUAZ REPORT2020
Percentage Gender per Quart1￿ Sa￿ry Range (l=highest paid quartile) as at D&ember
2020
Fem•le
57.7%
84.6%
61.5%
57.7%
42.3%
15.4%
38.5%
42.3%
35%
Overall
The Charity foT Civil SeTwants'

THE CHARl￿FOR¢1vJ£ SER VAhirs
TRuSTEES'ANNU￿AEF0RT2o2O
Plans for the Future
The Charity'5 appToath in 2021 wi]1 be centred around three core thernes:
Transfornution. Retention. and Reach.
Transforniation:
Getting the fundamental elements of our infrastructure right as a solid foundation:
Developing and embedding the right systems. capability and appropriate strategies
across 2021- for systems. and m05t importantly- for our people.
A key part of the this is the CRM Transforn]ation Programme wherewe are planning to
implement a new system in 2021.
Retention:
LeaTn how best to retain and develop existing donor relationships and income, to arrest
the decline. as well as gaining new donors and more incom
Reach:
Estab]ish howwe can best make the CharAty'S offer-well known and known well" across
our community- so that more people are aware of (and engage with) our offer-
particularly financial help.
Service Delivery and Service Evolution
In 2021 we plan to:
continue to review the patterns of need emerging as a consequence of the
ongoing Covid-19 pandemic situatlon. updating policy as required
reverse downward trend of financial help when the community is likely to be
Ln more need of it, aimin8 to provide more than £1.7m in financial a5SlStance.
increase use of digital tools such as the CaTerfs Digital Passport and Statement.
aiming to issue 1.000 Passports and 500 Statements
continue to deliver help webinars reaching over 100 subject based webfinars on
debt and financial capability and web content alongside complex casework.
provide appropriate content and seThTices to all areas of the civil service
community. including reaching out to under-represented groups such as the
retired community. or younger civil servants
use evaluation, insight and data to understand the gaps in our help reach, to
ensure we are effectfive, dlverse and Inclusive
work closely with other charities and Civil Service Departments to develop and
share best practice, including the Association of Charitable Organisations
contribute to the programme of digital transfornjation to achieve a more
custoJner-friendly and intuitive journey through all OUT services
continue to consideT individual CiTcumstances and needs. and offer of human
Intervention at whatever point people choose or require it.
OveralL we are afimlng to have people coming for help more than 75,000 times in 2021.

THECHARfTYFOR CJVII SER VANrs
rRusfEES'ANMUAZREPORf2020
Strategic Marketing and Income Generation
Fundraising
We will be adapting to the anticipated permanent change to our operating envlronment
as a result of Covid-19 and Brexit. This means engagAng and maintaining a sustalnable
supporter and income base from which we can grow over the coming five years and
beyond: ensuring we have the infrastructure and technology fin place to be as efficient
and effective as we can be: trialling newways to generate income: and driving awareness
across the Civil Service to grow our support base, partnershlps, and as a result. income.
Our targets for 2021 include:
raising £50k using virtual fundraising techniques
uplifting the amount given by 2.000 regular donors who currently glve less than
£3 per month by on average 100%: and
re-acquiring 500 recently lapsed donors.
Marketing
We will be focu5sed on building ourbrand and establtshlng the necessary framework to
support the future growth aspirations of the Charity. We will also be driving requests for
help from within ourcore audiences (current. former. and retired civilservants). to reach
the target of people coming to us 75.000 this year, by running a thematic marketing
programme. This thematic approach will be in line with need trends as they evolve.
during what 15 expected to be another turbulent year as a result of Covid-19.
Engagement
In 2021, we will focus on growing the Charitys relational capital with its stakeholders
wilhin the Civil Service. Using engagement best practice. we will further our reach into
new audfiences. with innovations including our digital-first engagement offer;
prfioritising one-to-one and one-to-few engagement opportunities with senior
stakeholders: and embedding the principles of participatory engagement as the gold
standard for the Charity.
Volunteering
We will contlnue to grow our Champions network. recrufitlng a further 500 volunteers
across the Civil Service. Volunteers will also be supporting our fundraising efforts by
recruiting SOO new donors via their networks. We will also be piloting a series of new
skills-based volunteer roles in 202L recruiting 100 by yearond. These new Toles will
better enable the Charity to achieve its Charitable Objects. and provide the strategic
support needed to reach its long-terni aspirations of a supportive community.

THECHARifYFOR CIVIL SER YANrs
rRusfEES'ANNUA£ REPORf2020
Trustees, Administrative Report
Structure and Governance
Constitution and Membership
The Civil Service Benevolent Fund (The Charitf) was incorporated on 16th June 2010 as
a company limited by guarantee (company no. T286399}. In May 2012. the company
began operating under the name Ihe Charlty for Civll Servants". The Charity ts
registered with the Charity Commission in En8land and Wales (no. 1136870) and is on the
Scottish Charity Register (no. SC041956). The Charity carries out its activities from its
principal office. No. 5 Anne Boleyn's Walk. Chearn. Surrey. SM3 8DY. which is a]so its
registered office.
The governing instrument of the Charity is the Artides of AsS￿latiOn, which were
adopted on 16 June 2010. The chari￿s Patron is Her Majesty the Queery. its president is
Simon Case (Cabinet Secretary and Head of the Civil Service).
The Charity has one subsidiary, CSBF Enterprises Lirnited (registered in England and
Wales: company number 03119311). More detail is given in Note 10 (b) to the accounts.
Trustees and Advisors
The Charity is governed by a Trustee Board of between 8 and 12 Trustees. Under the
Charity's Articles of Association. oneTrustee shallbe appointed bythe Cabinet Office and
that Trustee will be the Chair. OtheTTrustees are appointed by resolution of the Trustees
at the Annual General Meeting. The Board 15 currently comprised of 12 Trustees.
The following Trustees served as members of the Board throughout 2020 and were
Trustees on the date this report was approved:
Peter Schofield CB (Chair)
Mark Addison CB (Vlce-chair)
Deborah Loudon
Wendy Prortor
Selvin Brown MBE
Ross Campbell FCA ffreasurer)
Mal Singh
Joanna Dally
James Renwick
Clara Lane
The followfing Trustee retired during 2020:
Jonathan Russell CB_ 25th September 2020
The following Trustees were appointed during 2020:
Holly Ellis- 25 September 2020
Matthew Brook- 25th September 2020

THECHARTfYFOR CIVI£ SER VANTS
TRUSTEES'ANNUALREPORf2020
No TNstees had any disdosable Interests under the Companies Art 2006.
Trustees are responslble for reviewlng the strllcty￿. size and composltlon of the Board,
Including the skills. knowledge and experience required. Trustees seek to identlfy
andidates to fill Board vacancies as and when they arise and open advertising or the
services of external advisers are always considered to faalitate the search for suitable
candidales. Trustees are appointed for an initial tenn of up to three years. in order to
provide for an orderty succession. and are eligi￿le to senre a second terni. up to a
maxlmum of six years. TTUStees receive indivldual induction sessions. as well as being
provided with relevant background inforniation and training to help familiarise them
with their responsibi]ities.
rhe Trnstee Board meets a mlnfimum of three times a year and takes all important
strategic, policy and fmancial decisions. Tt met four times in 2020. The Boanl is
supported by a nurnber of sub-committees and advisory groups.
Sub-committee and advisory gn)up membershlp as at 31st December 2020 is set out
below (' denotes chair of each committee,1 denotes co-opted member):
Nomlnatlons and
Invertnyent
Flnance and Audlt
StrAt¢Ki¢ Stserln8
R¢muneratlon
Committee
Commlttee
Group
Comndttee
Peter S￿￿r]eld.
Ross Campbell
Deborah ￿UdOn
Wendy Proctor
Ross Canipbell.
MarkAddison
Mal Singh
Joanna Dally
Matthew Brook
Wendy Prortor
Selvin Brov
James Renwick
Ross Campbell
Clara Lane
Chris Jones,
Day-tfrday management of the Charity is delegated to the Chief Executive. Graham
Hooper, and other directors responsible for Finance and CoTporate Services. Help Advice
and Services {HAS). and Strategic MaTketing and Income Generation (SMIG). An
appropriate director or the assistant company secretary acts as secretary to each of the
Board sub-committees and advisory committees. except for the Nomination5 and
Remuneration Committee for which the Clwity's Head of HR is secretary.
The key advisers to the Charity are:
Audltor:
Crowe U.K. LLP
Iloyds TSB Bank plc
i Butler Place
55 Illdgate Hlll
London
Victoria Str￿t
EC4M 7JW
ndon SWIH OPR
Investment Managers:
Baring Asset Management Limited
20 Old Bailey
I￿ndOn EC4M 7AN
Sollcltors:
Stone Klng LLP
Boundary House- 91 Charterhouse Street
London ECIM 6HR

THECHARJTYFOR CJVJZ SER VANrs
TRUSTEES'ANNUAZREPORT2020
Trustee Responsibilities
The Trustees are responsible for preparing the Trnstees. Report (whlch comprises the
Trustees. Administrative Report and the Trustees. Strategic Report) and the accounts in
accordance with applicable law and regulations. Charlty law requires the Trustees to
prepare financial statements for each financial yearin accordancewith United Kingdom
Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and
applicable law. Under company law the Trustees must not approve the financial
statements uniess.they are satisfied that they glve a trne and fair view of the state of
affairs of the charitable cornpany and of its net in￿ming resources for that period. In
preparing these financial staternents. the Trustees are required to:
Select suitable accounting poliaes and then apply them consistently,
Make judgments and accounting estin)ates that are reasonable and prudent.
state whether applicable accounting standards have been followed. subject to any
material departures disclosed and explained in the financfial statements,. and
Prepare the finanaal statements on the going concern basis unless it is inappropriate
to presume that the company will continue in business.
The Trustees are responsible for keeping proper accounting records that are sufficient to
show and explain the charitable cornpanses transactions and disclose with reasonable
accuracy at any time the financial position of the charitable company 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 Charity and hence for taklng
reasonable steps for the prevention and detection of fraud and other irregularfities.
Insofar as each of the Trustees of the charitable company at the date of approval of this
report is aware there is no relevant audit infonnation {inforn]ation needed by the
company's auditor in connection with preparing the audit report} of which the
company's auditor is unaware. Each Trustee has taken all of the steps that they should
have taken as a Trustee in order to make themselves aware of any relevant audit
inforniation and to eslab]ish that the company's auditor is awaTe of that inforrnation.
Charity Governance Code
The Charity's Trustees acknowledge that The Charity for Civil Servants is best placed to
fulfil its vision, mission and strategic goals if it has effective governance in place. The
Charity continues to utilise the Charity Governance Code as a tool to support the Board to
reflect upon its governance structures and consider the most appropriate ways to adopt
the Code's prfinaples and recornmended practice5. Trustees also continue touphold their
legal responsibilitie5 and recognise that behaviour and culture are integral, both in
supporting the Charity to deliver its objects most effectively for its benef￿laries. benefit.
and in achieving good governance.
The Charity's governance strurtures all worked well in the un￿lla1 circumstances of
2020 viith all Board and Committee meetings from March being virtual. The Charity's
Annual General Meeting in September was a]so virtual. After the numerous pieces of
work in the governan￿ area completed in 2019. there were few significant areas left to
becovered. Therewere a small number of ar&2splanned for2020 that were not completed
and these willbe taken forward in 2021.

rHECHARrrYFOR CIVIZ SER VAiwrs
TRUSTEES'ANNUAZ REPORT2020
A review of the Charity Governance Code with a 'light refresh. edltion of the Code was
published in December 2020. The Charity and its Trustees remain committed to
Improving the Charl￿5 governance standards and on increasing its overall effectiveness
as an organisatlon and will consider the ways in which the Charity can best approach any
new areas within the refreshed code as well as further adopt and strengthen the
recommended practices wlthin fit overthe next ￿ months.
Thls Annual Report. which incorporates the Trustees. Strategic Report and
Administrative Report. was approved by the Trnstees on the 26 March 2021, and signed
on theirbehalf by:
Peter Schofleld CB
Chatr, Board of Trustees
26 March 2021

THE CHARITYFOR CIVI£ SER VAKrs
AUDrroR SREPORr
Independent Auditor's Report to the Trustees and
Members of The Charity for Civil Servants
OPINION
We have audited the financial staternents of The Charity for Clvll Servants I'the
charitable conipany) for the year ended 31 December 2020 which comprise the
Statement of Financial Activities. the Balance Sheet. the Cashflow Statement and
notes to the financial statements. including significant accounting policies. The
fu￿ncial 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 StandaTd applicable in the UK and Republic of
Ireland (United Kingdorn Generally Accepted Accounting practi￿).
In our opinion the financial statements:
glve a true and fair view of the state of the charitable companrfs affairs as at 31
December 2020 and of its incoming resources and application of resources,
including its income and expenditure. for the year then ended:
have been properly prepared in accordan￿ with United Kingdom Generally
Accepted Accounting Practice: and
have been prepared in accordance with the requirements of the Companles Act
2006 and the Charities and Tn￿tee Investment (Scotland) Act 2005 and
Regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006
(amended).
BASIS FOR OPINION
We conducted our audit in accordance with International Standards on Audfitlng (UK)
SAS (UK)) and applicable law. Our responsibilities under those standards are ￿rther
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 ac￿rdanCe
with the ethical requirements that are relevant to our audit of the financial
statements in the UK, induding the FRC'S Ethical Standard. and we have fulfilled our
other ethical responsibilities in accordance with these requirements. We believe that
the audit evldence we have obtalned ts sufficient and appropriate to provide a basis
for our opinion.
CONCLUSIONS RELATING TO GOING CONCERN
In auditing the financial statements. we have concluded that the trustee's use of the
going concern basis of accounting in the preparation of the financial statements is
appropriate.
Based on the work we have perfornied. we have not identAfied any material
uncertainties rejating to events or conditions that, indlvidually or collectively, may
cast significant doubt on the charitable company's abl]ity to continue as a going
concern for a period of at least twelve months from when the fu￿naal statements are
auth0ri5ed for issue.
Our responsibilitles and the responsibi]itie5 of the trustees with respect to golng
concern are described in the relevant sections of this report.

THECHARITYFOR CIVI£ SERVAKrs
AUDrmR'SREPORr
OTHER INFORMATION
The trustees are respOnsi￿le for the other inforniatlon contained within the annual
Teport. The other inforniation comprises the inforniation included in the annual
report, other than the financial ststements and our auditorfs report thereon. Our
oplnfion on the financial statements does not cover the other inforniation and, except
to the extent otheTWiSe explicitly stated in our report. we do not express any form of
assurance condusion thereon.
Our responsibility is to read the other infonnation and. in doing so, conslder whether
the other inforniation is materially Inconsistent with the financial statements or our
knowledge obtained Intheauditor otheThviseappears to be materially misstated. If we
identify such material inconsistencies QT apparent material misstaternents, we are
required to determine whether this gives rise to a material misstatement in the
rinanciai statements themselves. If, basal on the work we have perfornied, we
condude that there is a material misstatement of this other 1nforniatio￿ we are
required to report that fact.
We have nothing to report in this regard.
OPINIONS ON OTHER mA￿ERs PRESCRIBED BY THE COMPANIES ACT 2006
In OUT opinion based on the work undertaken in the course of our audit
the informatlon given in the trustees, report. which includes the dlrectors, report
and the strategic report prepared for the purposes of company law, for the
financial year for which the financial statements are prepared is cons1Stent with
the financial statements; and
the strategic report and the directors. report Included within the trustees, report
have been prepared in accordance wlth applicable legal requirements.
MArrERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEFfioN
In light of the knowledge and understanding of the charitsble company and its
environment obtafined In the course of the audit. we have not identified material
rnisstatements In the strategic report or the directors, report Included within the
trustees. report.
We have nothing to report in respect of the following matters in relation to whlcb the
Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires
us to report to you if. in our opinion:
adequate and proper accounting records have not been kepL' or
the financial statements are not in agreement with the accounting records and
returns: or
certain dlsclosures of trustees. remuneration specified by law are not madtr, or
we have not receivedallthe inforniation andexplanations we require forouraudit.
RESPONSIBILITIES OF TRutrfEES
As explained more fully in the trustees, responsthi]ities statement set out on page 37,
the trnstees (who are also the directors of the charitable company for the purposes of
cornpany kw) are responsible for the preparation of the fmantlal statements and for
being satisfied that they give a true and fairview. and for such internalcontrol as the
40

THECHARifYFOR CIVIL SERVANTS
AUDifoR SREPORT
trustees deternilne is necessary to enable the preparation of flnancia15tatement5 that
are free from n]aterial misstatemenL whether due to fraud or error.
In preparlng the financial statements. the trustees are responsible for assessfing the
tharitable company's ability to continue as a going concern, dlsdoslng. 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
operatlons, or have no realistic alternative but to do so.
AUDITOR'S RESPONSIBILMES FOR THE AUDfi OF THE FINANCIAL STATEMENrs
We have been appointed as auditorunder section 44(1)(c) of the Charities and Trustee
Investment (Scotland) Act 2005 and under the Companies Act 2006 and Teport in
accordance with theActs and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable aSSUTance about whether the financial
statements as a whole are free from material misstatement. whether due to fraud or
error, and to issue an auditorfs report that indudes ouropinion. Reasonable assurance
is a high level of assurance. but is not a gllarantee that an audit conducted In
accordance with ISAS (UK) wiu always detect a material misstaternent when it exists.
Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial statements.
Details of the extent to which the audit was considered capable of detecting
irregularities. including fraud and non-cornpliance with laws and regulations are set
out below.
A further de5CTiPtion of our responsibilities for the audlt of the financial statements
is
located
on
the
Financial
Reporting
Council's
website
at:
. This description forn￿ part of our auditorfs
report.
ExfENT TO WHICH THE AUDIT WAS CONSIDERED CAPABLE OF DFTEcfiNG
IRREGULARITIES. INCLUDING FRAUD
Irregularities. including fraud, are instances of non-conipliance with and
regulations. We identified and assessed the risks of material misstatement of the
financial statements from irregularities, whether due to fraud orerror. and discussed
these between our audit tearn members. We then designed and performed audit
procedures responsive to those Tisks. induding obtaining audil evidence sufficient
and appropriate to provide a basi5 for our opinion.
We obtained an understandfing of the legal and regulatory frameworks within whldi
the charitable company operates, focusing on those laws and regulations that have a
direct effect on the determination of material amounts and disdosures in the
rinancial statements. The laws and regulations we considered in this context were the
Companie5 Act 2006 and The Charities and Trnstee Investment (Scotland) Act 2005
together with the Charities SORP (FRS102) 2019. We assessed the required compliance
with these laws and regulations as part of our audit procedures on the related
financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a
direct effect on the fmancial statements but compliance with which might be
fundamental to the charitable company's ability to operdte or to avoid a material
penalty. We also considered the opportunities and incentlves that may extst within
41

THECHARITYFOR CIVII SER VAKrs
AUDITOR'SREPORT
the charltable company for frnud.
Auditing standards limit the required audit procedure5 to identify non-compliance
with these laws and regulatfions to enquiry of theTrustees and other management and
Inspection of regulatory and legal correspondence. if any.
We Identifled the greatest risk of material impact on the financlal 5taternents from
irregularities. induding fraud. to be within grant expenditure and the overrlde of
controls by management. Our audit procedures to respond to these risks included
enquiries of Management. and the Finance and Audit Committee about their own
Identfification and assessment of the risks of irregularities. sample testlng on the
posting of journals. reviewing accounting estimates for biases. reviewing Te8ulatory
correspondence including that with the Charity commissio￿ and reading minutes of
meeting$ of those charged with governance.
Owing tothe inheTent limitations of an audit. there isanunavoidable riskthat we may
not have detected some materlal mtsstatements in the financial statements. even
though we have properly p]anned and perfornied our audit in accordance with
auditing standards. For example. the further Temoved non-compliance with laws and
regulations (irregularities) is from the events and transactions reflected in the
financial statements. the less likely the inherently limited procedures required by
audltlng standards would identify it. In addition. as with any audit. there remained a
higher risk of non-detection of irregularities. as these may involve collusion, forgery,
intentionalomissions. misrepresentations. orthe override of Internalcontrols. We are
not responsible for preventing non-complianceand cannot be expected to detect non-
compllance with all laws and regulations.
USE OF OURREPORT
This report is made solely to the charitable compan￿$ members, as a body, in
accordance viith Chapter 3 of Part 16 of the Companie5 Act 2006. Our audit work tyas
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 perjnitted by law. we do not accept or assume
responsibfility to anyone other than tbe charitable company and the charitable
company's members as a body. for our audit work. for this report. or for the opinlons
we have formed.
Nicola May
Senior Statutory Auditor
For and on behalf of
Crowe U.IL LLP
Statutory Auditor
ndon
Date 26th April 2021
Crowe U.KILP iseligibleioart a5an4udltorfnteTm50f xdionlw of theCompanle5Act200&
42

THECHARITYFOR cl￿ SER VANTS
STA TEMENTOFFIJVANCIAL AcfiviTJESFOR THE YEAR ENDED31DECEMBER2020
Fun
Note
Donatlonj and iegades
Other Incon
5.271
165
165
24
61Y3
814
5325
5?25
6,109
Fundrai5in8 S Engagement
Investment rnana8ernent
Totaicosts of raising funds
Ch•rit¥ble a¢tivitie5
1305
1.305
1389
1.418
1,418
1,519
Alleviatin8 need
Totsl cbarltable expendlture
6.7T2
6.T14
7,134
6.Tr2
6.714
7,134
8.190
8,192
8.653
Net lexpenditure) for the year
Net gain on investments
Aduarlal (loss) Igafin on definedbenefit pension
scheme
P.865)
12)
(2,867)
(2.544)
4.183
1,492
loa
16
97)
Net movement In funds forth• y
P.294)
13,296>
3,131
Reconclliation of fiu
Funds brought forward at 1Salluary
Funds carrled forwaTd at31 Decemb
40.499
55
40554
37.423
Yl.205
1258
40.554
The statement of financial activities incorporates an income andexpenditure account.
The notes on pages 46 to 66 fom an inte8ral part of theseAccounts

rHECHARJTYFOR CIVIL SER VANrs
BAL4NCESHEETASA T31DECEMBER2020
Intangible assets
Tangible assets
Investment assets
226
rJ4
35,526
743
39,099
loa
36,486
Debtors
Cash at bank and in hand
451
500
L688
1,2S4
Llabiliti•s
Creditors: amounts fallin8 duewithln one year
(5881
iio
666
37￿96
40.554
Net ass¢ts exeluding penslon Ilabfillty
37,596
40,554
16
1338)
Y1258
40.554
The funds of th• Charity:
u￿¢StrICtEd funds
Revaluation reserwe
Penslon (deficlt)
Y1,176
367
38
40.132
367
37
40,499
53
258
40.554
Approved and authorised for issue by the Trustees on 26March 2021 and signed on thelr behalf by..
chair:
Peter Sehofield
The notes on pa8e$ 46 to 66 forn an integral part of these accounts

THE CHARITYFOR CIVIZ SER VAJVTS
STA TEMENfoFCASHF£OWSFOR THE YEAR ENDED31 DECEMBER 2020
Cash t]0￿ from operating artivlifies:
(2,915)
(2.913)
Cash tknvs from Investlng a¢tfviti•s:
Investment ineome
]nvestment income reinvested
Purchase of intangible assets
Purchase of property, plant and equipment
Payments to pension fund
Disposal of investments
N•t eash provAded by finvesting actfivltles
814
(792)
(21}
(li)
(622)
3500
(626)
P28)
16
loa
(638)
4568
3,652
2.868
perAod
Cash and cash equivalents atthe be8hth of th•
reportln8 period
Cash and eqaivaknts atthe end of the rwtitig
perlod
(45)
500
545
500
Recondllatlon of net lnc0melex￿djtrTrt0 net
cash flow from operatkn8 acthltles
Net (expendlture) / Income forthe reprtlng perlod (
the statement of flnavi￿
Adjustments for:
(Gain) on inve5trnents
Depreciation S amortisation charges
Investment income
13,296)
3.131
(368)
14,183)
869
(6031
303
{814)
Decrease in debtors
li
(Decrea5e)/ Increase in creditors
Net pension schemeexpenses
Pension S￿￿Me loss / Igaln)
N•t cash wed In opeTatln£ actlvld
16
177
325
16
{1.492>
{2,913}
￿.9￿1
B. Analysls of cash and¢ash equlvaients
Cash in hand
soo
Tot￿ cuh •ndcash equivalents
500
The notes on page$ 46 to 66 fonn an integral part of theseAccounts
45

rHECHARITYFOR CJVJZ SER VANTS
NofES n? THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020
ststus of the Charlty
The Charity was incorporated in England and Wales on 16 lune 2010 (company
number7286399) and is limited by guarantee of its members. The guarantee of each
member is Trstricted to £1 sterling. The address of the registered offjce 15 No. S Anne
Boleyn's Wallt, Cheam. Surrey. SM3 8DY.
Ibe Charity meets the deflnltion of a publle benefit entity under FRS 102. It ts
registered in England and Wales (charlty number. 1136870) and in Scotland (charity
number: SC041956).
Basis of preparatlon
The financial statements have been prepared in acconlance with Accounting and
Reporting by Charities: Statement of Recommended Practice applicable to charities
preparing theiT accounts in accordance with the Financial Reporting Standard
applicable in the UK and Republic of Ireland (FRS 102) (effective l January 2015) -
(Charitles SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and
Republic of Ireland (FRS 1021 and the Companies Act 2006. The financial statements
are dravm up under the historical cost conventfion except that the freehold property
was valued as at 30 June 2000 and investments are carried at nwket value.
The fInancial statements are presented in pounds sterling whicb is alsothe functional
currency of the Charity.
The Charityhas one wholly owned subsidiary undertaking, CSBF Enterprises limited
(cornpany number 03119311). This is not consolidated on the basi5 that the amounts
in the subsidfiary are iJnmateTial in the context of the Charity.
Coln8 concern
The Trustees have assessed the Charitys ability to continue as a going concern. The
Trustees have considered wieral factorJwhen forniingtheirconclusion as towhether
the use of the going concern basis is approprlate when preparing these financial
statements including a reviewof updated forecasts to the end of 2022. a consideration
of key risks, including the impact of coronavirus. that could negatively impact the
charity and the latest available valuation of the Investment portfolio.
The Charitys principal Sour￿ of income continues to be regulaT monthly
contributions from individuals, both serving and retired civil servants. This
represented approxirnately 75% of the Charl￿S income in 2020. As reported in the
rmancial review. contributions in 2020 reflected a net 7% decline and this trend has
continued to be m￿lelled in the revised forecasts. The key area of untertainty relates
to any impact of market turmoil on the valuation of investments. The Trustees are
satisfied that the Charity has sufficient reserves and liquidity within the investment
portfolio to continue as a going concern for the foreseeable future. Cash flow
forecasts are regularly prepared and assets in the investment portfolio can be
liquidated to meet short tenn requirernents.

THECHARifYFOR CIVJ£ SER VANrs
NofES ro rHEACCOUNTSFOR THE YEARENDED31 DECEMBER2020
After considering these factors. the Trustees have conduded that the Charity has a
reasonable expectation that there are adequate resources to continue in operatlonal
existence for the foreseeable future and have continued to prepare the financial
statements on the going concernbasis.
Income
Income is recogntsed in the accounts of the Charity when all of the following criteria
are met..
Entitlement- control over the rights or other access to the economic benefit has
passed to the Charity.
Probability- it is more likely than not that the ￿onoMiC benefits assodated with
the transaction or gift will tlow to the Charity.
Measurement - the monetary value or amount of the income can be measured
reliably and the costs incurred for the transaction and the c¢)sts to complete the
transaction can be measured relfiably.
Contributions. and any related recoverable tax, are accounted for when they are du
Donations are accounted for when received. Pecuniary ]egacies are recorded as
income when notified: residuary legaties are recorded when the Charity is legally
entitled to the Income. ￿CeIpt IS PTobabie and the amounts can be reasonably
quantlfied. Income from investments is accounted for when distributions are
notified by the inveslment Managers.
Income fD)m Government Grants is recognised using the accrual model basis. Grant
Income Is recognised when there is reasonable assurance that a) any conditions
attached to receiving the grant wiu be met and b) the grants will be received. Grants
relating to revenue are recogni5ed in income over the peri(*Js in which related costs
are incurred forwhich the grant is intended to compensate.
EX￿alture and Irrecoverable VAT
Expenditure is recognised once there is a legal or constrnctive obligation to commit
the Charity to expenditure as a result of a past event, it is probable that settiementwill
be required and the arnount of the obli8ation can be measured or estimated reliably.
Grants payable a￿ accounted for when approved by the Charity and notified to
beneficiaries. All other expenditure is accounted for on an accruals basi5.
Governance costs Tepresent expenditure on strategic planning for the Charity's
future development. internal and external audit. legal advice to trustees and costs
associated with constitutional and statutory requirements including the cost of
Board meetings and preparing statutory accounts.
Costs which cannot be dlrectly attributed to individual actfivities reflected on the
Ststement of Financial Activities are a]ktated on a basis consistent with the use of
resources, being the relevant proportions of either staff costs. time spent or assets
utilised.
Irrecoverable VAT is charged as a cost against the actlvity for which the expenditure
was incurred
47

THE CHARIIYFOR CIVIL SER VANrs
NOTES ro rHEACCOUNTSFOR THE YEAR ENDED31 DECEMBER2020
A]location of support costs
Supportcosts are those functions that assisttheworkof the Charitybut do not directly
undertake charitable activities. Support costs include central management and office
cost5, finance, HR, inforniation technology and systems. analysfis and Insfight. defined
benefit pension stheme expenses and governance costs which support the Charity's
actthvfities. These costs have been allocated between cost of raising funds and
expenditure on charitable activlths.
Tangibkn fixed assets
Tangible r￿ed assets costing more than £l.000 are capitalised. All r￿ed assets are
recorded at cost. except the freehold propertywhich was re-valued as at 30 lune 2000
and is recorded at this value. and are depreciated at rates to write off the excess of the
cost or valuation over the anticipated residual value of individual assets evenly over
thelr estfimated useful lives. These rates are currently as follows:
Freehold building and property improvements
2-3% p.a. on valuation and cost
Flxtures, fittings 8 Offi￿ equiprnent
15% pa on cost
Other computer hardware & software
purchased before IIanuary 2017
33i/J % p.a. on cost
Intanglbie fixed assets
Intangible r￿ed assets are non-monetary fued assets that do not have physficai
substance but are identlfiable and are controlled by the Charity through custody or
legal rights. An intangible asset is recognised when it is separable or arises from
contractual or other legal rights and if it is Probable that its expecled future economic
benefits will tlow to the Charity, and if its cost or value can be measured reliably.
Intangible fixed assets costing more than £2.000 are eapitalised.
Intangible assets are measured Initlally at cost and subsequently at cost less
Impairnient and less any accumulated amortisation. The residual value of intangible
xed assets is nil when calculating the charge for amortisation unless reliable
evfidence exists to the contrary. Amortisation of intangible r￿ed assets is charged as
an expense to the relevant statement of finanaai activities (SOFA) category ret]ectlng
the use of the asset.
Intangible assets are amortised on a straight-line basis over their useful economic
lives. If the useful ]ife cannot be estimated reliably it is presumed to be no more than
five years. Amortisation Commen￿ on development expenditure when an intangible
asset is available for use.
The amortisation rates used are as follows:
Software and website costs: 331A % per annum
Intangible assets are only rviiewed for impainnent if there are indicators that the
asset may be impatred.
Investment assets
Investments are measured initiallyatcost andvalued In theba]ance sheet at fairvalue
(their market value) at the balance sheet dats. Investment Det gains and losses.

THECHARifYFOR CIVll SERVANTS
NofES ro rHEACCOUJYfsFOR fHE YEAR ENDED 31 DECEMBER2020
whether realised or unrealised. are combined and shown in the heading 'Net
gainsl(losses) on investments, in the Statement of Financial Activities.
Pensions
Employer costs relating to the defined contnl)ution penslon stheme are included as
expenditure when they become payable in accordance with the rules of the scheme.
The Charity also contributes to a defined benefit pension scheme. which was dosed
in 2004 to future benefit accrual. The current service costs of the scheme. together
with the scheme Interest C05t le55 the expected return on the scheme assets for the
year, are charged to the Statement of Financial Activities. The actuarial gains and
losses on the scheme are recognised immediately as other recognised gains and
losses.
The assets of the stheme are measured at fair value at the balance sheet date.
Liabilities are measured on an actuarial basis at the balance sheet date using the
projected unit method and discounted at a rate equivalent tothecurrent rate of return
on a high quality corpox7te bond of equivalent terni to the scheme liabilities. The
resulting defined benefit asset or liability is presented separately after other net
assets on the face of the balance sheet.
The Charity has financial assets and finanaal liabilitie5 of a kind that qualify as basic
financial instruments. Basic financial instruments aTe initially recognised at
transaction value and subsequently rneasUr￿ at amortised cost. Financial assets held
at amortised cost comprise cash and bank and in hand. short term cash deposits
together with debtors exciudlng prepayments. Financial liabilities held at amortised
cost comprise short and long term creditOTS excluding deferred income and taxation
payable. No discounting has been applied to these financial instnllnents on the basls
that the periods over which amounts will be settled are such that any discounting
would be immateriaL
Investments. including bonds and cash held a5 part of the investment portfolio are
held at faiT value at the balance sheet date. with gains and losses being recognised
within incorne and expenditure. Investments in subsidiary undettakfings are held at
Cost less impairment.
Critical accounting JUdgen￿nts and key sources of estimation ty￿ertaInty
In the application of the accounting policies, trustees are required to make
judgements, estirnates, and assumptions about the carrying value of assets and
Ilabilities that are not readily apparent from other sOU￿es. The estimates and
underlying assumptions are based on historical experience and other factors that are
considered to be relevant. Actual results may differ frorn these estimates. The
estiraates and underlying assumptions are reviewed on an ongoing basi5. Revisions
to accounting estimates are recognised in the period in which the estimate is Tevised
if the revision affects only that period or In the perfiod of the revlslon and future
periods if the revision affected current and ￿tllre periods.
The only significant source of uncertainty in our estimations that have a significant
effect on the amounts recognised in the financial statements is the defined beneflt
pension scheme. Further details. includingassumptionsused. aredisclosed in Note 16.
49

THE CHARITYFOR CIVIZ SER VANrs
NOTES ni THEACCOUNTSFOR THE YEAR ENDED31 DECEMBER 2020
i)
Regular contributions from individuals
ContrIbutions from employer organisalions
t*gacies
Donations
4,025
4.300
153
253
436
CSBF Enterprise lamited-profits donatsd
Fundraising events
28
102
Government Grants
119
Lotteries
46
24
165
24
Income from government grants resulted from daims made to the Coronavirus Job
Retention Scheme.
Interest receivable
Change in accrued investment Income
Interest from B￿]ng Asset Management portfolio Te.invested
Dividends from Baring Asset Management portfolio re-invested
20
450
459
176
333
603
814

THE CHARJTYFOR CJVI£ SEIIVANTS
NofES ro rHEACCOUNTSFOR THE YEARENDED31 DECEMBER2020
Dirert Supprt
(Nrte 4a)
Costs ofratslng funds
Fundraising S engagement
Investment costs
551
305
1,389
130
551
L418
1,519
Charltable actlvltl•s
Alleviating need
Totsl expenditure at 2020
Total expenditure at 2019
1.659
&659
2,924
2.191
2.742
2.584
6,714
8.192
7,134
8,653
4.096
(a) Analysls of fAnan¢lal wpp
2020
2020 2J2Q
2019
2019
to help in the followin8 circumstances:
- bereavement
. carlt)g
- disability
- domestie abuse
- emergency situation
- ill health
- poorwellbeing
- reduced or low incon
- relationship breakdown
- unstablelunsafe living arrangements
- community projects
186
186
186
iii
iii
30
30
55
30
30
223
74
2YI
294
ioi
395
153
332
332
153
470
474
161
161
195
195
30
30
33
33
&659
1,867
106
There were no repayable grants P019: none) agreed durlng the year. The total
outstanding at 31 December is shown in Note 11 to the Accounts.
51

THECHARITYFOR CIVII SER VANrs
NofES TO THEACCOUNTSFOR THE YEARENDED31 DECEMBER2020
Ib) Anaiysls of 8UPPOrt costs
Cu¥t¥oe
Fundratsln8 &
engagement
IS9
35
96
61
551
519
632
26
142
193
291
245 2.191 2.065
In 2020
791
32
241
364
364
467
306 2,742 2.584
315 2,584
tn 2019
r20
325
226
324
247
All￿ation is based on the use of resources. being the relevant proportions of staff costs. time spent and
assets utilise
{c) Anaisryls of 8overnAnc•costs
Board of Tnthes expense3
Annual Reports & accounts
Audit fees
Other fees pald to auditors for assurance services
l£gal S Consultancy fees
21
21
32
40
Thls Isstated after charging/crediting:
Amortisationldepredation d)arge foTthe year
Auditors, rernuneration-audit fees (excluding VAT)
Other fees paid to auditors {exduthn8 VA
18
17
The t￿￿teeS and peTsons connected with them have not received or obtained any remuneratlon
or other financialbeneflts durin8 the year, directly or indirectly from the Charitys funds12019:
niD. Durin8 the year one trustee was reimbursed a total of £51 travelling expenses12019: one
tn￿ee. £124).

THECHARITYFOR CJVJ£ SER VANrs
NOTES ro rHEACCOUNTSFOR THE YEARENDED31 DECEJVHER2020
Employee and staff costs
Staff Costs during the yearwere as follows:
Salaries
4.047
412
3,476
350
Employer's nationalinsurance
Employer's Tegular pension scheme contribuuons
502
434
4.961
4.260
During the year. there were 7 tern]Inatlon pa￿ents made amounting to £137k {2019 £14k). TheTe
were no outstanding payments at the end of theyear.
Average number of employees- Full.tirne equivalents (Head¢ount)
Marketing and Income Generdtion
Help. Advice and Service
Management and Central SerJAces
In 2020
12 (13) 24 {25)
13116) 25 (27)
i (1) 25 {28)
26 POI 74 (80)
28 (31) 69 C16)
36 (38)
38 (43)
26 {29)
loo (iio)
97tt
371401
38 {43)
22124)
97 (10
In 2019
The analysis of headcount has been changed frnm the prlor year to more accurately
reflect the current organisational structure.
Number of employees with emoluments {includin8 taxable benefits but exduding
employer pension costs) exceeding £60.000:
£60.001- £70,000
£70,001- £80.000
£80.001- £90.000
£90.001- £100,000
00.ooi - £iio,000
Employer pension contributions paid in rest*ct of a defined
contributions pension scheme
£52,029
£54.034
The key management personnel of the Charity comprise the Chief Executive Officer and
three Diwtor& The total employee benefits of the key management personnel of the
Charity were £430531 (2019: £392.129). induding salary, employer pension
contributions, Health Cash Plan premiums and employer National Insurance
contributions.

THE CHARITYFOR CJVIZ SEA VAAITS
NofES ro THEACCOUNTSFOR THE YEARENDED31DECEMBER2020
Our senior management team rernunerntion in 2020 was as follows:
2020
2019
Total
Pension Temunerati remuneratl
conts.
on
Posfitlon
Chief Executive
£100.735
£14.1￿3
£114.838
£iu,In
Director of Help and
Advi
£79.493
£222
i.
£90.844
£88.739
Dtrector of Fjnance
6 Corporate
se￿ices
£222
£IZ2fl
£ioo.i
£97.254
Directorof Strategic
Marketing and
Income Generation
tioined 9.12.19)
£76.406
£222
£4584
£81.212
£4.903
Director of
Marketing and
Audience
Engagement
(left 25.7.19)
£47390
Total remunerailon
£3fl.006
£350.4S7
Employers Nt
Dependents Pension Benefit annual premium (not BIK)-closed
31st March 2020
Grand Total
£38.417
£853
£3.255
£430,531
£392.129
The Charity had 611volunteers situatedacross the UKbythe end of 2020. We recrnited
204 newvolunteers throughout the year. The majority of these volunteer8 are working
efivll servants and are based In 38 government departments. All these Volunteers
transitioned to the new roie of Champions In October 2020 a5 members of our new
engagement network.
Our volunteers have either received help in the past or know a colleague, family
member or friend who has received help and are inspired to contrlbute to the Charity

THE CHARJTYFOR CIVIZ SER VAAirs
NOTES TO THEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020
in this way. Theypromote the Charity communications and circulate materials within
theiT workplaces. Volunteers also help to promote the Charity's services by
distributing promotional materlals. attending workplaceavRreness events, delivering
talks on the services we provide and advising colleagues on how they can apply for
help. Volunteers help us to test new digital initiatives. forms and tools prior to their
launch to enable us to ensuTe our products are offering the right service a5 well as
functioning to a high standard.
Webslte
software
Cost orvaluatlon
Balance at 01.01.2020
82
Additions
228
Balance ot 31.12.2020
310
Accumulatedamortlzatlon
Balan￿ at OLOI.2020
36
Charge forthe yeaT
Bol¥nc• Jt 31.12.2020
N¢tboolt value at 3L12.2020
Netbookvalue at 31.12.2019
226
226
Assets in the course of constructlonwere £43.174 (2019: ni
flttlngs ￿ld
equipment
Cort orvaluatlon
Balance at OLOI.2020
Additions
Disposals
Balance at 31.12.2020
Accumulatsd depreclatlon
Balance at OLOI.2020
Disposals
Charge for the year
Balanc• at 31.12.2020
Netbookvaiue at 3L12.2020
Netbookvalue at 3112.2019
531
27
151)
507
L471
940
1,447
238
490
{521
728
{521
250
690
702
41
743
55

TrIE CHARfTYFOR CIVII SER VA￿￿$
NOTES ro rHEACCOUNfsFOR THE YEAR ENDED31 DECEMBER 2020
The Charity'5 property at No 5 Anne Boleyn's Walk. Cheam, was re-valued by Christie
8 Co, Surveyors. Valuers and Agents. in lune 2000. All adjustments necessary to
retlect the value as at that date were charged to the Revaluation Reserve. Subsequent
depreciation has been based on the re valued amounts.
(a) Investment portfollo
The investment portfolio is managed by Baring Asset Management and ts held mainly
fin the fonn of bonds and Index-iinked funds.
Movements In the Investment portfollo kn th¢ y•ar
Marketvalue at ljanuary
Dividends received- re.invested
Interest re-invested
Net I disposals)
Netinvestrnent gain
39.099
176
37.624
451
459
14,$68)
(3.5001
4,183
39,099
The investments shown above as managed by Barings have been valued at fafir value
(their market value) on 31 December 2020.
Additional disdc>sure on investments held by Barlng Asset Management is set out
below. reflecting the asset types and geographical analysis of the underlying
investments.
Market
Value
V•lue
% Total
% Total
Equltles
.Unlt•d Kingdorn
7.92%
7A0%
5.188
4.113
792
132PA
10.52%
2.02%
2.30%
9.84%
6.35%
44.30%
2.629
.Global
.Japan
.NorthAmerlca
.Em¢rylng market
2.n%
26.56%
8.79%
18.964 5338%
9.435
3.846
2.485
17322
Bonlts
14.974
38.30%
4.105
10.50%
1.30%
Alternative equlty
Z84%
5.28%
Im6
4,613
IL80%
202
osrA
2.022
5.17%
F¢)relgn exchange contracts
831
134%
0.43%
Totsiportfoll
35
6 100.00%
39.099
ioo.oo%

rHECHARifYFOR CIVIL SER VANTS
NOTES ro rHEACCOUNfsFOR THE YEARENDED 31 DECEM3ER2020
At 31 December 2020, the Charity had entered into 42 foreign exchange hedging
contracts to reduce the risk of th￿ncY fluctuations in oVe￿eaS assets. Of these. 41
contracts expired in January 2021 and I contract in February 2021.
(b) Investment In subsidiary
The Charity has an investment in one wholly owned subsidiary CSBF Enterprises
Limited. a company registered in England S Wales. No. 03119311. with ordinary issued
share capital of 7 shares of £1 each. The investment is held at a cost of £7. As the
accounts are rounded to £'OOOs. this investment is not shown on the balance sheet. and
consolidated accounts are not prepared, as the subsidiary is not material to the assets.
liabillties or net results of the Charity. The subsidiary had minimal actlvity during the
year and does not employanystaff directty. The administrative charge to offset the cost
of time spent by Charity staff on behalf of CSBF Enterprises Ltd was nll (2019: r7.679).
In 2020 it made a105s in the year and no donation has been made to the Charity.12019:
Profit £1.941) Its reserves at year end were £9,n3 {2019= £10,270). At the year en(L CSBF
Enterprises Limited owed the charity £624 P019: £10.263)

THE CHARITYFOR CJVIZ SER VANrs
NOTES ro THEACCOUJVTSFOR THE YEARENDED31 DECEMBER2020
OtherdebtOTS:
Repayable grants
Sundry debtors
PrePa￿nts
Accrued income:
Contributions frDrn individuals
12gacies
Trx credits on glft aid donations
Other accrued income
Investment income
Ih* from CSBF Enterprises Ltd
170
174
145
33
14
103
76
38
io
451
Trade creditors
175
224
Othercreditors
Pension contributions
51
Taxation and social securitycosts
Accruals
ios
245
208
Rentals charged in the year
Equipment
31
Eqiilpm¢nt
are due as follows:
- in less than one year
- in more than one year and less than five years
32
33
58

THECHARITYFOR CJVIZ SER VAJifTS
NofES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020
The Charity maintainsvarious types of fund as set out below.
Unrestrficted funds represent the free funds of the Charity which are expendable at the
discretion of the trustees to further the objects of the Charity.
Restrirted funds are those funds which are to be used in accordance with specific
restriction5 imposed by donors or which have been raised by the Charity for particukr
purposes.
Customs S Excise F￿llY Fund
A restricted donation of £30.000 was given to the Charity fin March 2006, following the
dissolution of The Customs S Excise Family Fund. This was to provide Christmas grants to
rtain members of the Family Fun¢ in line with the wishes of their trustees. Interest
earned on the Restricted fund ￿￿S £0 {2019: £0) and grants expendfiture was £66012019..
£540).
Creedy House Care Foundation
Creedy House Care Foundation. a registered charity. whose object was to make payments to
beneficiaries, was dtssolved at 31 December 2010 and its net assets were transferred to the
Charity as restricted for use of beneficiaries. payments. Interest earned on the restricted
fundwas £012019: £0) and grants expenditurewas £0 as the fund was fully depleted in 2019
(2019: £63.091).
Fenton Trust
Restrlrted donatfions of £20.000 and £15.000 were given to the Charity in March 2013 and
September 2015 respectively to support current. fornier and retired civil servants of grades
executive officer and above residing in the UK. This is to provide grants for essential
househoidbills and items and help with mobility requirements. Grants expenditure in 2020
was £0 (2019: £597) due to no applications being received in the year.
Clvll Avlatlon Authorlty Fund
A donation provided by the Civil Aviation Authority was restricted to provide help to CA
retired staff and their dependants. In 2020. the interest earned on the restricted fund was
£0 (2019: £0) and £7n was spent P019: £0) on applications from CAA retirees or their
dependants.
Dementia Fund
In 2014, CSIS Charity Fund donated £28.000 to be spent on Dementia servi￿. No funds
were spent in 2020 (2019: £0).
During 2019. a new project was developed in partnership with Den)entia UIL A part of this
was a pian to deliver face to face support sessions led by Admiral Nurses in civil service
workplaces. However, the COVID-19 pandemic led to these being cancelled. Instead, the
project has focused on the development of digital engagement through the pilot of online
59

THECHARITYFOR CIVI£ SER VAKrs
NOTES n? rHEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020
cllnics and an online appointment based modeL We are now evaluating this approach and
hope to see thi5 rolled out in 2021. which in turn would see spend against this fund.
In 2019. the Northern Lighthouse Board donated to the Charity ll.n9.62 whlch represents
the closing funds of the James Coats JuniorFergusJie Paisley Memorial Fund, known as Blad(
Bequest. The amount is restricted to be used to supply Lightkeepers or their dependants who
are or have been in the employ of the Northern Lighthouse Board with benefits in Ilne with
those offered by the Charity. No interest has been earned on or money spent frorn the Fund
in 202012019: £0).
£000
17
£000
£000
£000
(i)
£000
16
Customs S Excise
Famlly Fund
FentonTrust
CAA Fund
Black Bequest Fund
Dementia Project Fund
(i)
p)
December2020
Analysis of net assets by fund
IntsnElbl•
Net
Defined
Penslon
Totsl
£000
Y1,543
(3381
53
£000
960
£000
35.526
£000
LO57
£000
General reserves
Pension reserve
P38)
Balance at 31
Decemb•r 2020
35526
iio
(338)
Y1,258

THECHARJTYFOR CIVIL SER VAhYTS
NOTES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020
An￿y¥s¥ of moven*nts forthe YearEnded 31Dee¢mber 2019
Balanc•
Funds
£000
£000
17
£000
£000
17
Customs S Lxcise
Family Fund
Creedy House Care
Foundation
Fenton Trust
CAA Fund
Black Bequest Fund
Dementia Proprt Fund
Balance at 31
Deeth 2019
164)
117
55
Anaty8ts of n•t a$￿ts by fund theyear Ended 31 D•c•mbv2019
Intsnglble
6 lan2lbl•
N•t
Inv•slm•nt
Total
£000
40.499
£000
£000
39.099
£000
611
£000
General reserves
Pension reserve
55
Balancé at 31
Dec¢mber 2019
40,554
No corporation M arises as the Charity forcivil Servants is a TegisteTed Charity. and 15 able to
lake advantage of the tax relief available to eharitable bLMlies.
The Charity for Clvil SeTwants partiapates in a non-contributory multi-employer defined
benefit staff pension scheme. which was forn)ed for all pennanent members of staff, wlthin
certain age criteria, of the Charity for Civil Servants and certain other employers. The assets
of the scheme are held separatety from the assets of the Charity. The scheme has its own
Irustees who are responsible for the scheme whid) is administered on their behalf by Mercer.
The scheme was cl¢)sed to all staff for future benefit acc￿￿1 with effect from 5 April 2004.
The Charlty also operates a detlned contribution group personal pension scheme which is
administered by l*gal 6 GeneraL Thecharity pays varying levels of CODtributions on behalf of
the employees. based on their numtw of years. service and levels of employees, own
contributions.
61

rHECHARITYFOR CIVIL SERVANTS
NOTES ro rHEACCOUNTSFOR THE YEAR EAfDED31 DECEMBER2020
A full triennial actuarial valuation of the defined benefit scheme was undertaken at 6 April
2019 by an independent qua]ified aetuary. This ￿ealeda deficit, on the assumptions used. of
£1,855.000. The employers signed up to a recovery plan which is intended to eliminate the
shortfall by S April 2023. The Charity is commitled to payin8 the following contributions and
expenses.
Y¢ar CoDllnen¢in
ril 2019
6A rll 2020
6A ri12021
ri12022
Contributlon
£485,892
£453.446
£468.460
£483,924
£141000
£188,000
£188.000
£188,000
The be￿ estimate of contributions to be paid by the Charity for the year beginning l January
2021 is £652.707. Detailed disclosures for the defined benefit pension scheme. in accordance
with FRS102. are set out below.
£000
£000
Fair value of scheme assets
23,025
(23,363)
(338)
21.175
Present value of scheme liabilities
{20,8751
300
{D•fftit) I surplus in Scheme
In its December 2019 accounts the Charity chose not to rwnise the Surplus on its balance
sheet 8iven the triennial actuarial valuation produced a deficit and the eonsequential
recovery plan that the trustees have signed up to. There is a defidt In the scheme as at 31
December 2020.
Reconclllatlon of openlng and cioslngbalances of the presentvallle of sth¢m¢ Mablllties
£000
20.875
£000
22.162
12711
r18
581
Scheme Ilablliti•s at ljanuary
Change In eA￿LOYe￿8 sharn
ir/
413
2,613
Interest cost
Actuarial galn
12.5631
20,875
23,363

THECHARJTYFOR CIVIL SER VANrs
NOTES n? rHEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020
Recondllatlon of owln8 and closln8 balances of the falrvalu¢ of scheme awts
£000
21.175
£000
Falrvalue of scheme assets at ljanllary
Change in employerfs share
Interest ineome
20,Yll
(2)
423
P55)
$36
Actuariaigainlooss)
Contributions byemployer
Benefits paid & scheme expenses
Falr value of stheme wets at 31 Decen
I.S06
2,464
638
622
(2.563)
21,175
23,025
£000
£000
Interest cost
147)
Seheme expense5
Change in employer's share
Total (Charged) wlthln net In¢on
Actuarial Ilosses}/gains
Total (chaTg•dVcredit•d to tho St•tement of Flnanc
Acitvfities
(irn
{2)
(179)
IZ78)
1325)
1.492
(Y16)
1,167
The cumulative amount of ac￿arial gains or losses recognised in the statement of reco8nised
gains and losses since the adoption of FRll02 is £734.000 Ios5 {2019: £65.000 8ain).
Fatr value of Schen￿ assets
£000
1.541
1.541
12362
UK equity
Other equity
Global equity
Absolute Return Bond Fund
liability Driven Inveslment
Cash
Total value of asjets
1.787
17WI
13.490
1.963
3.918
80
7.8%
7.8%
7.3%
7.3%
58.6%
8.5%
17.0%
0.3%
58,4%
8.8%
15.6%
16%
3.300
558
23.025
loo%
21.175
loo%

THECHARifYFOR CIVJL SER VANrs
NofES n? THEACCOUNfsFOR THE YEAR ENDED31 DECEMBER2020
Infiation (RPD
Infiation ICPD
Dlscount rate
3.1%
2.55%
1.4%
3.1%
2.1%
Allowance for Increase in pensions: lowerof CPI or5%
(effective from April 2017)
Rate of rewaluatlon of deferred pensions of CPI +1%
253%
2.15%
3.55%
3.1%
Rate of revaluation for deferred pensioners: IA)wer of CPI or 5%
Cash ¢¢mmutation allowance {% tax free cash)
WlihdTawai allowance
Assumed life expectations (no. years) on retirement age of 60
Retiring today. males
Retiring today: females
Retirlng In 20 years: males
Retiring in 20 years: fernales
2.55%
85%
None
2.1%
85%
None
26.0
28.5
Zl.5
30.0
25.8
28.2
26.9
29.4
Defined benefit
Scheme assets
Surplusl(Deficit
23,025
23?63
38
2L175
Po,￿5)
300
122.162)
20311
{1.791)
I￿.702)
21.796
11.906)
124,044)
20,557
P,487)
Adiustment due to
limitatlons on
recognitfion of surplus
Experlence adju$tment'.
gain/Qoss) on scheme
liabilitles
31JO
13001
(66)
In
520
Effect of changes in
demo8raphiclother
assurnptions re: the
Present value of the
8eherne liabilities,.
gain/loss
P.7f4
11350?
i.iTJ
(28)
(4.305)
Return on stheme asset&.
gains/(losse$)
assets
(L333)
988
1,326

THECHARifYFOR CJVIL SER VAhTS
NofES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER 2020
Flnancial assets measured at fairvalue
35,526
39,099
Financlal assets held at falr value 5nclude assets heM as investments
There were no related party transactions in 2020 P019: no tfdnsactions).

THE CHARifFFOR CIVIL SER VANTS
NOTES ro THEACCOUNTSFOR THE YEARENDED31 DECEMBER2020
19.
Donatlom and1•8acles
5.269
24
24
Inv¢rtn*nt In¢ome
814
6,107
6.109
Rai8in8 funds
Fundraising S Engagement
Investment management
Total costs of ra￿ll£ fonds
Charltable actfvltl¢s
L389
1519
519
Alleviatlng need
7.lY70
7.134
7.IY70
7,134
8,653
Net expenditure forthe year
Net 8ains on investments
Actuarial Bain on defined benefit penslon scheme
Net nxryement in funds forth¢ year
{2,482)
4,1￿5
1.492
(62)
P.$44)
4,183
1,492
3.193
162)
Reconclllation of funds
Funds brought foThMard at lJonuary 2019
Funds earried forward at 31 Decen)b•r 2019
37,306
117
40.499
55

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Iforyoubyyou
@foryoubyyo
Thécivil ServicelenevolenLFund CompahyJSmitdby2ua￿t*e7￿399.
A¢￿tity registeredattheaboveaddre5s inEnsJandandWalesw.1136870
and In5eOtl¥ndSC041956. OurmOneyad￿Isattthor￿ and[e￿￿ted
byiheFinandalCondurtAlltknriryTrTN: 614489.
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