2021-22
Trustees’ annual report and financial statements for the year ending 31 March 2022.
Settle Support, a Charitable Incorporated Organisation (registered number 1162399)
www.wearesettle.org
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## Contents
4 Who We Are 8 What We Do 10 Chair and Chief Executive’s Introductory Statement 12 Our Year: 2021-2022 24 Case Study 26 Future Plans 28 Our Goals 32 Financial Review 36 Reserves Policy 37 Acknowledgements 38 Reference & Administrative Details 39 Structure, Objects and Public Benefit 39 Governance and Management 40 Independent Examiner’s Report 41 Statement of Financial Activities 42 Balance Sheet 43 Statement of Cash Flows 44 Notes to the Financial Statements
We both did everything together and I learned from you.
I have never done it like that before with anyone else, social workers do everything for you. It’s better your way!
– FEEDBACK FROM ONE OF OUR YOUNG PEOPLE
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## Who We Are
Over the last 7 years we’ve developed an effective model that prevents young people from becoming homeless.
We do this by providing the right support at the right time to young adults who face a cliff edge when moving into their first home.
By focusing on this key transition, we prevent problems snowballing and enable young people to thrive. Our programmes provide support around developing financial resilience, sustaining a tenancy and managing emotional wellbeing.
Our approach is holistic, flexible and tailored to an individual’s changing needs – ultimately providing a consistent, transformative relationship a young person can rely on.
Settle is a charity tackling the lack of support for young people as they leave the care system.
Our programmes are designed around lived experience with the help of having care experienced individuals on our Board and in our team. By empowering care experienced young people to make long lasting changes and build stable lives, we are breaking the cycle of youth homelessness in the UK.
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OUR VISION
No young adult leaving care experiences homelessness
OUR MISSION
By 2025, we will have significantly reduced the number of young adults who leave care and become homeless in the UK
## OUR VALUES Grow the good
We focus on building young people’s strengths, not dwelling on their weaknesses. Strength-based approaches underlie all our work.
## Good intentions aren’t enough
We’re a data driven organisation always striving to do better. We’re transparent and take a robust approach to impact measurement.
## Young people first
Young people are at the heart of Settle. We make sure their interests are prioritised above all else – their voices are represented across our organisation.
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## What We Do
For many years, young people have told us they face a “cliff edge” when leaving the care system. Just as they transition to adulthood, their support structures change and diminish.
By providing the support young people need, we create a dependable relationship that empowers young people to build the lives they want and avoid the devastating impacts of disadvantage, eviction and homelessness.
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Young person is referred to Settle
Settle Settle Plus
OUR
PROGRAMMES
Alumni
OUR SUPPORT
Mental Health and Financial SERVICES
Support Services
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Our programmes focus on providing intensive 1:1 support, built around the young person’s needs and priorities. We use a coaching, young person led, approach; delivered by a frontline team that are all accredited coaches.
~~SETTLE~~ FOCUS AREAS: money management, tenancy sustainment, wellbeing DELIVERY: 1-1 weekly support, 1 hour sessions in young people’s homes, average of 6 months ~~SETTLE PLUS~~ FOCUS AREAS: money management, tenancy sustainment, wellbeing DELIVERY: 1-1 weekly support, 3 hour sessions in young people’s homes, average of 12 months ~~ALUMNI~~ FOCUS AREAS: peer support, reducing loneliness and isolation, support into work and education DELIVERY: mixed delivery, 1-1 support, group workshops and social events
Our support services complement our programmes to provide an additional safety net for all the young people we work with.
~~FINANCIAL~~ Support for young people who are struggling ~~HARDSHIP~~ financially via food vouchers and small grants ~~FUND MENTAL~~ Free private therapy for young people who are ~~HEALTH~~ struggling with their mental health ~~SUPPORT~~
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## Chair and Chief Executive’s Introductory Statement
The past year has seen substantial change at Settle, driven by the increased demand for our work and the continued growth of the organisation.
This financial year (2021/22) started as we recovered from the impacts of COVID-19 in the UK and ended as we entered the cost of living crisis. These external events hit all young people hard but had a disproportionate impact on the young people we work with. Young people leaving the care system already face significant challenges to leading happy and healthy lives. We’ve seen the events of the last year place incredible pressure on their finances and wellbeing, leaving them in extremely precarious situations.
A key focus of our work is preventing young people from being evicted and made homeless. One of the main drivers of evictions are high rent arrears so we are pleased that 72% of young people who graduated from our programme reduced or cleared their rent arrears by an average of £1052. As a result, we had several cases in which we supported young people on the verge of eviction to avoid it. To support young people with their mental health and wellbeing, we helped programme participants access 135 hours of therapy through our Mental Health Project which allows young people to access the mental health support they need when they need it.
We are grateful to our team who stepped up to meet this growing need. We supported 144 young people during the year which is the most young people we’ve ever worked with in a year. We also delivered more intensive support than ever before with the average hours delivered to each young person increasing by
In addition to our direct delivery, we invested time and resources into learning from and deepening our impact. We commissioned the New Economics Foundation to undertake our first external evaluation. We
96%.
learned a lot from this exercise and have been implementing their recommendations to further strengthen our programme’s impact and evaluation.
As the year progressed we developed our team and infrastructure to support our increasing reach and maintain the high quality of our work. Our team grew to 14 staff and we welcomed 4 new trustees to our board. We moved into our new office in Wapping, introduced greater flexibility with hybrid working and invested in our HR and fundraising systems. These changes have made the organisation more resilient and given us stable foundations on which to grow our impact.
Towards the end of the year we developed our new strategy. Our plans are a result of many inspiring conversations over the last few years with young people, delivery partners, funders and our team. It is also informed by reflecting on what we have achieved and learnt from Settle’s growth so far.
Our 2022-25 strategy sets out how we plan to significantly reduce the number of care experienced young people who become homeless after leaving care and we have set bold objectives to achieve over the next 3 years. From doubling the number
of young people we prevent from becoming homeless, to growing an alumni community that can access support whenever they need it.
We are incredibly proud of what we have achieved this year. However, we must be clear – the job is not done.
As the cost of living crisis worsens the need to support young people at risk of homelessness has never been greater. As Settle enters its eighth year, we aim to build on the frontline expertise we have developed and apply it on a larger scale to enable more young people to have a better future.
The energy and commitment of our incredible staff, young people and partners keeps us strong and focused on our belief that homelessness is preventable and it is within our reach to eliminate it for care experienced young people.
ROB TRIMBLE, CHAIR OF TRUSTEES
RICH GRAHAME, CHIEF EXECUTIVE
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## Our Year: 2021-2022
This report for 2021/22 highlights our progress against our 2019 – 2021 strategic goals and reviews our successes and challenges over the last financial year.
We hope it will inspire many more people to join us in ending youth homelessness in the UK.
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## Our Impact
Our programmes focus on providing intensive 1:1 support, built around the young person’s needs and priorities.
We use a coaching, young person led, approach, delivered by a frontline team that are all accredited coaches.
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144
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5.5 Average months spent on the programme per young person
Number of young people supported across our programmes
100%
£1052
Of young people sustained their tenancies after 12 months
Average amount of rent arrears cleared or reduced
11 Average hours for young people completing the programme
88%
Of young people feel more in control of their life after our programme
## Goal One
Scale our impact to prevent more young people from becoming homeless
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## What we did
- ~~PROGRAMME~~ � We supported a total of 144 young people across our three ~~DELIVERY~~ support Programmes (2020/21: 136 young people), and delivered 1192 hours of 1-1 support. (2020/21: 1121 hours)
- We supported 90 new young people on our programmes during this period. 44 new young people through our Settle Programme, 24 new young people through our Settle Remote Programme and 22 new young people through our Settle Plus Programme.
- ~~NEW~~ � Our Settle Plus Programme pilot was rolled out in ~~PROGRAMMES~~ partnership with the Lambeth Leaving Care team in May 2021. This year we supported 22 young people through
- ~~AND PROJECTS~~ this programme.
- Our Mental Health Support Project was piloted this year and young people had the opportunity to access therapy with a therapist of their choice. We supported 9 young people to access 135 hours of therapeutic support.
“This has been my favourite [experience of therapy] so far because I’ve seen myself grow throughout my sessions and seen that I’m not to blame for everything that people have done to me. I’m thankful Settle was able to offer me this life changing opportunity.”
- We laid the foundations for our Alumni Programme this year. We delivered 3 workshops with 13 graduates of our Settle Programme which focused on identifying what alumni support they would like to receive.
- The response was focused on social opportunities, employment and skills development and peer mentoring. We were able to secure funding towards our Alumni Project and at the end of the year we were able to recruit an Alumni Officer from our previous graduates, who will develop this project further in 2022/23.
## ~~EVALUATION~~
## ~~PARTNERSHIPS~~
What challenged us?
- We distributed £5200 amount of direct financial support to young people who were in financial hardship.
- We commissioned New Economics Foundation (NEF) to complete an evaluation review of the Settle Programme from April 2019 to October 2021.
- They conducted interviews and workshops with staff and young people, reviewed our impact data, and updated our Theory of Change.
- Their findings highlighted areas we are doing well and recommendations to strengthen our impact measurement. We will implement their recommendations in 2022/23.
- We worked with 6 delivery partners during the year including Barnet, Hounslow, Hyde Housing, Lambeth, and Origin Housing and a new partnership with the Hammersmith & Fulham Leaving Care team.
- We supported young people across 22 Local Authorities of which 15 were in London and 7 were in the South East. (2020/21: 28 Local Authorities).
- Lower than expected referral numbers from some partners - in some cases this is linked to a lack of move-on accommodation in certain Local Authorities.
- Our Mental Health Support Project took longer to get up and running and engage young people in therapy. To Improve the process the team now introduces the project to young people in their initial assessment and we have seen this have an impact on engagement of young people.
- For part of the year we had higher than average frontline staff turnover which temporarily reduced our delivery capacity. All vacancies were filled by the end of the year returning us to full capacity.
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## Goal Two
## Build a sustainable organisation
## What we � Expand our team and strengthen our board said we’d do
- Develop our Equality, Diversity and Inclusion (EDI) and Environmental strategies to embed our progessive values
- Improve our infrastructure and systems in line with organisational growth
## What we did
~~EXPANDING OUR TEAM AND BOARD~~
~~IMPLEMENTING OUR EDI STRATEGY~~
Our team grew to 14 members of staff during the year. At the start of the year, we were pleased to recruit two new roles to the organisation that added operational capacity to our growing organisation. These roles were an Operations Manager and Senior Programme Manager.
Towards the end of the year, we were pleased to secure funding for two additional new roles - a Head of Business Development and Alumni Officer. Our Head of Business Development will lead on securing new partnerships and develop our growth plans and our Alumni Officer will support our growing community of alumni.
After completing a trustees skills audit we recruited 4 new trustees to our board. Our new trustees add a range of skills and experience to our board including legal, fundraising, safeguarding and care experience.
We implemented our EDI strategy which outlined how we intended to become a more equitable, diverse and inclusive organisation. Action, humility and transparency were the key principles guiding it. Action in ensuring change happened, humility in acknowledging we had a lot to learn and work on, and transparency in holding ourselves accountable both internally and externally.
A key part to our strategy was that both leaders and staff across Settle were involved in developing the strategy. We have established processes to help maintain momentum and accountability, including sharing our progress and priorities in staff meetings, on external blog posts and by reporting quarterly to Settle’s board of trustees. As a result, we have been able to focus on the best way of delivering change across our organisation instead of spending time persuading others of the importance of change.
- Develop and launch our next 3 year strategy
- Continue to grow and diversify our income
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A key objective was to establish baseline diversity data for the team and young people we work with. In 2021/22, we collected our first diversity survey for staff and trustees, shared this on our website and committed to update the results annually. We have developed targets for the following four protected characteristics: ethnicity, gender, disability and sexuality as well as tracking lived experience representation at Settle. We also started collecting more diversity data from the young people we support to improve our understanding of their needs and ensure the programme is inclusive. We worked with young people to develop this survey to make sure it wasn’t intrusive.
We also started developing our environmental strategy approach to ensure we embed our commitment to sustainability across our organisation. By the end of 2021/22, our environmental working group was set up.
~~DEVELOPING OUR~~ As the organisation expanded and our team grew, we made ~~INFRASTRUCTURE~~ sure that we upgraded our infrastructure, systems and ~~AND SYSTEMS~~ policies in step with this growth.
After working remotely during the pandemic and listening to our team, we learned that it was important for people’s wellbeing and productivity to have an office. We moved offices in Wapping and developed our first hybrid working policy which strikes a balance between remote and office working. This has allowed us to take advantage of the benefits of remote working whilst maintaining a healthy culture through team days in the office.
We also upgraded our systems by implementing a new fundraising and HR system. Donorfy has helped us manage our increasing portfolio of supporters, donors and delivery partners. Breathe HR has helped us manage the HR administration for our expanded team and greatly reduced the amount of time employees and managers need to spend on HR admin.
~~CREATING OUR NEXT 3 YEAR STRATEGY AND NEW BRAND~~
~~IMPROVING OUR FINANCIAL SUSTAINABILITY~~
What challenged us?
As this was the final year of our 2019-22 strategy we developed a new strategy for 2022-25. This was a 12 month process that involved extensive consultation with young people, our team and partners.
Our 2022-25 strategy seeks to build on our momentum and we’ve set bold objectives to achieve over the next 3 years. From doubling the number of young people we prevent from becoming homeless, to growing an alumni community that can access support whenever they need it. You can read more about our strategy here.
We also decided to create a new visual brand and review our verbal identity. The organisation has changed significantly over the last 7 years since we created our first brand. We wanted to move towards a brand that more accurately reflects our values and approach; youthful, strength based and bold. We plan to launch the new brand in 2022/23.
We have continued to grow and diversify our income over the last year. We were pleased that our two largest funders, JP Morgan Chase Foundation and The National Lottery Community Fund, renewed their support for Settle with respective 3.5 and 5 year grants.
- COVID-19 had an ongoing impact on several fronts. It increased team sickness days, made hybrid working and meetings challenging and group activities and events hard to organise.
- We had to review and upgrade several policies, systems and processes to ensure our support functions met the needs of our increased team’s needs.
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## Goal Three
## Build our profile and visibility in the sector
- What we � Develop our Alumni offering by co-designing it with young people who’ve graduated
- said we’d do
- Advocate on the issues that matter to our young people
- Share our learning and impact through an impact report
## What we did
~~HIRED OUR FIRST ALUMNI OFFICER AND DEVELOPED OUR OFFER HIGHLIGHTED ISSUES THAT WERE IMPACTING YOUNG PEOPLE~~
~~WON TWO AWARDS~~
~~SHARED LEARNING AND BEST PRACTICE~~
What challenged us?
We successfully secured 3 years funding to hire our first Alumni Officer to deliver support to young people who graduate from our Programmes. With input from our young people we have co-designed the Alumni Project to offer employment related support, peer-mentoring opportunities and social activities to graduates of our Programme.
We increased our advocacy work, to ensure that we are raising awareness of the challenges impacting young people.
For example, we produced a thought piece advocating to make the £20 weekly uplift to Universal Credit permanent after hearing how important this was to young people.
We won two awards during the last year. Settle won our second award from the Big Give, recognising our Christmas Challenge campaign for “Exceptional Planning”. Settle was also one of the winners of Escape the City’s The Escape 100 campaign, now recognised as one of the top purposeful organisations to ‘escape’ to in 2022.
We produced an impact report for 2021/22 which outlined our achievements, challenges and learnings.
- As a medium sized charity we have limited resources available to us. We often have to balance the needs of our awareness raising and communications work with our core direct delivery. This resulted in some capacity bottlenecks in the year however we were pleased to increase our communications resource during the year to ensure we are demonstrating the impact we create to key stakeholders and can ensure young people’s voices are being heard.
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## Case Study
## Helping young people thrive
Our programmes focus on providing intensive 1:1 support and creating a dependable relationship that empowers young people to create lasting change in their own lives and avoid the devastating impacts of poverty, eviction and homelessness.
## Laurence’s Story
We began working with Laurence* in February 2022. He’s 19 years old and was referred to Settle by Hammersmith and Fulham Council, as he was moving from supported accommodation into his own flat to live independently for the first time. Laurence is a refugee from Sudan and arrived in London 3 years ago. Since then, he has been working part time and studying at college.
Initially, Laurence and his Settle Programme Officer worked together on practical means of setting up his flat. When he moved into his tenancy, he wasn’t sure how to set up his bills or what financial support he was entitled to.
- Through weekly one-to-one sessions, Laurence built his
- confidence and independence in speaking to services directly. He has now set up all utility bills, including successfully applying to the Thames Water WaterHelp discount.
Through coaching and role play exercises with his Programme Officer, Laurence challenged a £590 electricity bill, which the provider subsequently reduced to £125. As a result of this win, the young person had the confidence to challenge a Universal Credit error and is managing this ongoing problem independently.
Looking back over his time at Settle, Laurence said that the Settle programme was caring, supportive and encouraging. He said that he has more control over his life and has learned the skills to avoid eviction.
Laurence told his Programme Officer that he really wants to be involved in Settle’s Alumni project and would like to mentor a young person receiving support through Settle’s programme.
In July, Laurence graduated from Settle after being on the programme for 5 months. He has just enrolled to study engineering in September in West London and hopes to one day be an Aeronautical Engineer.
* Name has been changed
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Future
Plans
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## 2. Deepen Our Impact
## Our We have developed our plan for the next 3 years which sets out what we want to achieve between 2022-25. Goals
These next few years are going to be crucial for young people who face a difficult transition to independence and they are going to need the vital support Settle provides more than ever. During the pandemic we saw an increase in young people struggling with their finances and mental health. We’re now seeing the impacts of the cost of living crisis hit young people even harder.
Almost half of young people have been forced to go to bed hungry in the last 12 months as the cost of living soars, new research by youth homelessness charity Centrepoint found. These plans have never been needed more than now. Next year we are committed to:
## 1. Prevent More Young People From Becoming Homeless
We know our programmes prevent young people from becoming homeless and we therefore want to reach more young people.
~~WHAT WE WANT TO ACHIEVE~~
We want to work with 660 young people over the next 3 years – just over 2.5x the number we supported over the previous 3 years.
~~HOW WE’LL ACHIEVE THIS:~~
- Grow our partnerships with Local Authorities and housing associations
~~WHAT WE WANT TO ACHIEVE~~
~~HOW WE’LL ACHIEVE THIS:~~
As we grow we need to make sure we protect and develop the quality of our work to ensure we maintain the high impact we create.
We’ll do this by developing our programmes and support services, refining our approach to quality control and safeguarding, taking a robust approach to evaluation and learning and sharing best practice with our partners and the wider sector.
- Continue to test, develop and grow our existing and new programmes and support services
- Implement the NEF evaluation recommendations and commission an external evaluation partner to develop our evaluation strategy
- Enhance our safeguarding approach by championing best practice and investing in safeguarding support and expertise across the organisation
- Distill and share learnings and insights about issues impacting our young people
- Launch our new brand and website and use it as a platform to share best practice and young people’s voices
- Maintain our focus on our upstream prevention approach
- Expand our programme team to build delivery capacity
- Develop our partnership development team
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## 3. Build A Progressive and Diverse Organisation That Values Lived Experience
No matter how effective our strategy, ultimately it is our team and culture that will determine whether we are successful in our aims.
~~WHAT WE WANT TO ACHIEVE~~
As we grow, we want to attract and retain the best by supporting our team’s wellbeing and development. We need to increase our diversity in underrepresented areas and ensure those with lived experience are involved in all levels of the organisation’s decision making.
- ~~HOW WE’LL~~ � Develop our people strategy to strengthen our ~~ACHIEVE THIS:~~ approach towards staff recruitment, development and retention
- Review and update our wellbeing and benefits offer and invest in staff training and development at all levels
- Maintain momentum and accountability with our Equity, Diversity, and Inclusion work and increase diversity in underrepresented areas against targets
- Develop our young person involvement strategy across the organisation
## 4. Improve Our Financial, Operational and Environmental Sustainability
The sustainability of our organisation is vital for long term impact. Not only do we want to grow and diversify our income, but we also want to invest in our operational infrastructure to ensure our delivery and team are well supported as we expand.
~~WHAT WE WANT TO ACHIEVE~~
We also recognise our responsibility to ensure we are actively reducing our environmental impact and making decisions through this lens.
~~HOW WE’LL ACHIEVE THIS:~~
- Grow and diversify our income through securing funding from trusts and foundations, delivery partners and individual supporters
- Ensure our growth is sustainable and we are responding to emerging challenges and learnings
- Invest in our infrastructure and systems as we grow to ensure we are supporting our staff to deliver quality work
- Develop and implement our environmental and sustainability strategy in order to reduce our environmental impact
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## Financial Review
Despite the continuing uncertainty surrounding the impact of the Covid-19 pandemic, Settle performed well during the year, consolidating delivery capacity and building capability for future growth.
A summary of Settle’s financial performance over the last five years is as follows:
## Summary financial performance
|y/e 31 March
Income
Grants
Contracts
Donations
Total
Expenditure
Staff costs
Delivery costs
Support costs
Total
Surplus
Unrestricted
Restricted
Total|2021/22
2020/21
2019/20
2018/19
2017/18
£
£
£
£
£
390,829
511,239
325,256
174,497
28,327
118,176
45,732
24,728
42,600
66,701
68,899
18,034
4,666
12,594
13,823|
|---|---|
||577,904
575,005
354,650
229,691
108,851
415,837
301,598
165,257
95,688
68,412
17,525
18,550
6,253
7,259
6,107
82,877
66,449
38,365
15,604
12,951|
||516,239
386,597
209,875
118,551
87,470
113,565
70,240
23,260
7,644
21,381
(51,900)
118,167
121,515
103,496
-|
||61,665
188,407
144,775
111,140
21,381|
|||
|Reserves
Unrestricted
Restricted
Total|253,071
139,507
69,267
46,007
38,363
291,279
343,178
225,011
103,496
-|
||544,350
482,685
294,278
149,503
38,363|
## Income & Expenditure - Summary
In 2021/22 total income increased slightly on the previous year, explained as follows:
- Grants - fell by £120,420, primarily reflecting the timing of the renewal of a major multi-year grant, which was subsequently confirmed in early 2022/23
- Contracts – increased by £72,444, primarily from the launch of the Settle Plus pilot
- Donations – increased by £50,865, mainly as a result of two significant donations
In 2021/22 total costs increased by £129,641, most of which was staff-related, providing additional capacity. A new Delivery team structure, with new Head of Delivery and Programme Manager roles, was created to enhance our service and to build capacity for future growth. The Support team was supplemented by a new Operations Manager role, reflecting the needs of a growing organisation.
## Income & Expenditure - Further detail
## Income:
## ~~GRANTS:~~
Settle consolidated and deepened support from existing funders and built relationships with a number of new funders.
Settle received 17 restricted grants from 16 funders, totalling £390,929 (2020/21: 21 grants from 19 funders totalling £511,239).
Although grant income fell in the year, this is primarily attributable to the timing of the renewal of a major multi-year grant, which subsequently commenced in Q1 2022/23.
Support from trusts, foundations and corporates continues to be strong, with a significant majority of funders renewing beyond their initial grant period.
Settle secured a second multi-year grant from The Henry Smith Charity.
Shortly after the end of the financial year, Settle secured two new multi-year grants from JPMorgan Chase Foundation (3 years) and The National Lottery Community Fund (5 years), both of which have supported Settle previously.
JPMorgan Chase Foundation has supported Settle since 2018 and this new grant represents a significant milestone in supporting our planned growth. Similarly, following initial funding support to launch our remote service in 2020, the National Lottery Community Fund invited us to apply for longer term core funding.
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## Expenditure:
Funders supporting Settle’s work during the year include:
## ~~STAFF COSTS:~~
THE ALBERT HUNT TRUST GARFIELD WESTON MAUREEN & DEREK MORTON FOUNDATION TRUST THE BEACON LODGE CHARITABLE TRUST THE HENRY SMITH CHARITY THE NATIONAL LOTTERY COMMUNITY FUND THE BERKELEY FOUNDATION THE HYDE FOUNDATION NATIONWIDE BUILDING CHARLES HAYWARD JOHN LYON’S CHARITY SOCIETY FOUNDATION JPMORGAN CHASE FOUDATION PEOPLE’S POSTCODE LOTTERY CRISEREN FOUNDATION THE LIGHTBULB TRUST THE PRET FOUNDATION ENTERPRISE DEVELOPMENT FUND LLOYDS BANK FOUNDATION THE TOLKIEN TRUST
Further detail about the grants we received during the year is provided in Note 9 on Page 48.
## ~~CONTRACTS:~~
Increased to reflect growth in the size of the team, from 9.1 to 11.6 FTE, in both the delivery and support teams (described above).
## ~~DELIVERY COSTS:~~
Delivery costs stablised after the initial response to COVID-19 in 2021/22. Settle continued to provide young people in financial hardship with shopping vouchers or basic smart phones/credits and started a pilot to provide therapeutic counselling through independent qualified therapists. After the initial pilot, the provision of these services has been formalised as part of Settle’s core service.
## ~~SUPPORT COSTS:~~
Higher support costs reflect underlying growth in the organisation, with specific investment in staff recruitment, training and welfare and an impact evaluation with New Economics Foundation during the year. In addition, Settle moved into new offices in July 2022, following a period of virtual working (rent free), thus increasing rental costs.
Settle continued work with six partners (2020/21: six) – local authorities: Barnet, Hammersmith & Fulham, Hounslow and Lambeth; and housing associations: The Hyde Group and Origin Housing. In addition, Settle commenced a 12-month contract with London Borough of Lambeth to pilot the Settle Plus Programme, which was subsequently extended.
## ~~DONATIONS:~~
During the year, Settle benefited from two significant donations from new supporters and deepened support from the annual Big Give campaign, which raised £16,332 from individual supporters and companies (and their employees) including Rothschild and Co, Moody’s and Marks Consulting Partners.
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## Reserves
## ~~UNRESTRICTED FUNDS:~~
Settle was able to increase unrestricted reserves, reflecting the growth in the underlying cost base, as a result of increased donations and contract income. The level of reserves also benefitted from two unexpected significant donations towards the end of the financial year. Unrestricted reserves were equivalent to approximately 4.2 months of non-discretionary expenditure at year-end.
## ~~RESTRICTED FUNDS:~~
Restricted reserves dipped during the period as a result of lower grant income due to the timing of new grant confirmations, this trend will reverse in 2022/23.
## ~~RESERVES POLICY~~
## Acknowledgements
The Albert Hunt Trust
Barnet Council
The Beacon Lodge Charitable Trust
The Berkeley Foundation
Charles Hayward Foundation
Lambeth Council
The Lightbulb Trust
Lloyds Bank Foundation
Marks Consulting Partners
Maureen & Derek Morton Trust
Monday Charitable Trust
The trustees have reviewed and updated the previous reserves policy in light of the new 2022-25 strategic plan and the set a reserves policy whereby the free reserves (unrestricted funds) held by Settle should increase to four months of non-discretionary expenditure (2020/21: 3 months) during the period of the strategic plan, with a target of 3.5 months at the end of 2021/22. This equates to £209,000 (2020/21: £107,000) and would enable current activities to continue in the short-term should income fall temporarily (for example if a grant is not renewed) whilst also providing flexibility to enable Settle to invest for continued development and growth.
At 31 March 2022, free reserves amounted to £252,488 (2020/21: £139,507), whilst this is approximately 4.2 months non-discretionary expenditure, equivalent to £43,000 (2020/21: 4 months, £32,000) above the reserves policy target level. The trustees consider this prudent in light of the continued growth of the organisation, significant grant funding targets for 2022/23, particularly with a number of grants due for renewal/replacement, and the ongoing uncertainty after the coronavirus pandemic and rising costs resulting from the current economic environment.
## ~~GOING CONCERN~~
Criseren Foundation
Enterprise Development Fund
Garfield Weston Foundation
Hammersmith and Fulham Council
The Henry Smith Charity
Hounslow Council
The Hyde Foundation
The National Lottery Community Fund
Nationwide Building Society
Newham Council
Origin Housing
People’s Postcode Lottery
The Pret Foundation
Rothschild & Co
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. The impact of the Covid-19 pandemic on the charity’s operations was also considered.
The Hyde Group
The Tolkien Trust
John Lyon’s Charity
JPMorgan Chase Foundation
36
37
Settle Annual Report
2021-22
## Reference & Administrative Details
Registered name
Settle Support
## Structure, Objects and Public benefit
Settle Support (Settle) is a Charitable Incorporated Organisation registered with the Charity Commission (registered number 1162399).
Charity registered number 1162399
Trustees
Sarah Byrt (appointed 24 March 2022) Steve Chaplin (appointed 24 March 2022) Mary-anne Hodd (appointed 1 March 2022) Kathleen Mohan Rachel Smith (appointed 24 March 2022) Robert John Trimble Marion Wadibia (appointed 24 March 2022) Sarah Elizabeth Drummond (resigned: 16 November 2021) Ben Lambert (resigned: 19 July 2022) Coco Pemberton (resigned: 24 March 2022)
The governing document is a Constitution dated 5 May 2015. Settle registered with the Charity Commission on 24 June 2015.
The objects of Settle, as stated in the Constitution, are, for the public benefit:
1. To relieve those in need by reason of homelessness or adverse housing conditions; and
2. To prevent and relieve poverty amongst homeless and formerly homeless people.
In setting objectives and planning activities, the trustees confirm that they have complied with their duty under Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.
## Governance and Management
Chief Executive Officer
Principal office address and registered address
Independent Examiner
Bankers
Richard Grahame
The Dock, Tobacco Dock, Wapping Lane, London, E1W 1SF
Olayinka Tomori Longmeade Consult Ltd, Regus House, Victory Way, Admiral’s Park, Crossways Dartford, DA2 6QD
National Westminster Bank, 9 The Broadway, Stanmore, Middlesex, HA7 4DA
Triodos Bank UK, Deanery Road, Bristol, BS1 5AS
The governing body of the charity is the board of trustees, which, as of 31 March 2022, comprised of seven members (2020/212: five). Trustees as of the date of this report or who served during the year were:
Sarah Byrt (appointed 24 March 2022) Steve Chaplin (appointed 24 March 2022) Mary-anne Hodd (appointed 1 March 2022) Kathleen Mohan Rachel Smith (appointed 24 March 2022) Robert John Trimble Marion Wadibia (appointed 24 March 2022) Sarah Elizabeth Drummond (resigned: 16 November 2021 ) Ben Lambert (resigned: 19 July 2022) Coco Pemberton (resigned: 24 March 2022)
Trustees are appointed by a resolution passed at a meeting of the charity trustees. In selecting new trustees, the trustees consider the skills, knowledge and experience needed for the effective running of the charity. Prior to appointment new trustees will be provided with a copy of the Constitution, a copy of the Trustees’ annual report and financial statements, together with other relevant information.
The board of trustees is responsible for overseeing all aspects of governance and risk. Strategy is led by the board of trustees, working closely with the staff team. The staff team, led by Rich Grahame, is responsible for the implementation and delivery of strategy and dayto-day operations of the charity.
39
38
##
##
##
##
##
##
##
|_Year ending 31 March 2022_|_Notes_|**2021/22**|**2021/22**|**2021/22**|**2020/21**|
|---|---|---|---|---|---|
|||**Unrestricted**|**Restricted**|**Total**|**Total**|
|||**Funds**|**Funds**|||
|||£|£|£|£|
|**Income from:**||||||
|Grants|||390,829|390,829|511,239|
|Contract income (charitable activities)||118,176||118,176|45,732|
|Donations||52,566|16,333|68,899|18,034|
|**Total Income**|_9_|**170,742**|**407,162**|**577,904**|**575,005**|
|**Expenditure:**|_2-5_|||||
|**_Costs of raising funds:_**||||||
|Marketing & fundraising|||2,697|2,697|3,244|
|Staff costs|_2_|1,657|43,088|44,745|42,280|
|**_Charitable activity_**- **_Preventing homelessness:_**||||||
|Staff costs|_2_|51,912|319,180|371,092|259,318|
|Delivery costs||1,202|4,104|5,306|2,752|
|Young Person grants||1,727|3,473|5,200|15,799|
|Mental Health support|||7,019|7,019||
|Staff recruitment, training & expenses||111|19,226|19,337|10,607|
|Insurance|||1,647|1,647|1,261|
|Off ice costs||(48)|19,257|19,209|7,038|
|CRM, IT & telecoms||584|15,054|15,638|16,111|
|Evaluation|||13,406|13,406||
|Development projects||33|2,564|2,597|16,748|
|Accounting, HR & legal|||8,346|8,346|11,440|
|**Total Expenditure**||**57,178**|**459,061**|**516,239**|**386,598**|
|**Net lncome/(expenditure)**||**113,564**|**(51,899)**|**61,665**|**188,407**|
|Transfers between funds||||||
|**Net movement in funds**||**113,564**|**(51,899)**|**61,665**|**188,407**|
|**Reconciliation of funds**|_9,10_|||||
|Total funds brought forward||139,507|343,178|482,685|294,278|
|Total funds carried forward||**253,071**|**291,279**|**544,350**|**482,685**|
##
||_Notes_|2021/22|**2020/21**|
|---|---|---|---|
|||Total|Total|
|||Funds|**Funds**|
|||£|£|
|**Fixed assets:**||||
|Tangible fixed assets|_6_|583|367|
|**_Total fixed assets_**||**583**|**367**|
|**Current assets:**||||
|Debtors|7|65,867|36,334|
|Cash||524,835|480,385|
|**_Tota/current assets_**||**590,702**|**516,719**|
|**Liabilities:**||||
|Creditors: amounts falling due within 1 year|_8_|(46,935)|(34,401)|
|**_Net current assets_**||543,767|**482,318**|
|||||
|Total net assets||**544,350**|**482,685**|
|**The funds of the charity:**||||
|Restricted income funds|_9,10_|291,279|343,178|
|Unrestricted funds||253,071|139,507|
|**Total charity funds**||**544,350**|**482,685**|
|**_Cash flows from operating activities:_**
Net cash provided by (used in) operating activities
**_Cash flows from investing activities:_**
Purchase of fixed assets
Net cash provided by (used in) investing activities
**Change in cash**&**cash equivalents in the reporting**
**period**
Cash & cash equivalents at the beginning of the reporting
period
_Note_
_A_
**Cash**&**cash equivalents at the end of the reporting**
_B_
**period**|
**2021/22**
£
**2020/21**
£|
|---|---|
||
45,050
177,750|
||(600)
(550)|
||(600)
(550)|
||**44,450**
480,385
**177,200**
303,185|
||**524,835**
**480,385**|
##
|**Net income for the reporting period**
Add back: Depreciation charges
(increase) in debtors
Increase in creditors
**Net cash provided by (used in) operating activities**
B.**Analysis of Cash and Cash Equivalents**
Cash in hand an in bank
Other cash equivalents
**Total cash and cash equivalents**|**2021/22**
£
**61,665**
384
(29,533)
12.534
**45,050**
**2020/21**
£
**188,407**
516
(13,252)
2,079
**177,750**|
|---|---|
||**2021/22**
£
524,835
**2020/21**
£
480,385|
||**524,835**
**480,385**|
##
##
##
##
##
##
##
##
##
##
##
|Salaries
Pension costs
Social security costs
Employee costs
Consultancy agreement costs
**Total staff costs**|2021/22
2020/21
£
£
375,871
268,603
7,697
5,240
32,269
20,575|
|---|---|
||415,837
294,418
7,180|
||**415,837**
**301,598**|
##
|**Cost**
Opening balance
Additions during the year
Closing balance
**Accumulated depreciation**
Opening balance
Charge for the year
Closing balance
**Net book value at 31 March 2022**
Net book value at 31 March 2021|**Computer**
**equipment**
£
1,550
600
**Total**
£
1,550
600|
|---|---|
||2,150
1,183
384
2,150
1,183
384|
||1,567
**583**
367
1,567
**583**
367|
##
##
##
##
|**7. Debtors**||
|---|---|
|Debtors
Prepayments and accrued income
**Total**|31 March
2022
£
58,226
7,641
**65,867**
31 March
2021
£
20,395
15,939
**36,334**|
|**8. Creditors: amounts falling due within one year**||
|Accruals
Creditors
Deferred income
Total|31 March
2022
£
2,845
9,486
34,604
**46,935**
31 March
2021
£
4,776
11,175
18,450
**34,401**|
##
|||
|---|---|
|Restricted Grant
Purpose
The Henry Smith Charity
CEO costs
The Henry Smith Charity
Programme Manager costs
Garfield Weston Foundation
Core costs
The Tolkien Trust
Core costs
The Lightbulb Trust
Core costs
Lloyds Bank Foundation
Core costs
M&D Morton Trust
Alumni programme costs
John Lyon's Charity
Programme delivery costs
The Hyde Foundation
Support for Hyde Housing tenants
Charles Hayward Foundation
Programme delivery costs
Crisis
Programme delivery costs
People's Postcode Trust
Programme Manager costs
Christmas Campaign*
Programme delivery costs
The CriSeren Foundation
Alumni programme costs
The Albert Hunt Trust
Core costs
Enterprise Development Fund
Capacity building
Clapham Relief Fund
Young Person grants
**Total**|2021/22
£
49,000
19,000
50,000
40,000
35,000
30,000
30,000
31,480
20,000
25,000
25,000
20,000
16,333
6,000
5,000
5,000
349|
||**407,162**|
##
|Restricted Grant
Purpose
National Lottery Community Fund
Remote delivery pilot & core costs
JP MorganChase Foundation
The Henry Smith Charity
The Tolkien Trust
Lloyds Bank Foundation
Lloyds Bank Foundation
John Lyon's Charity
The Hyde Foundation
The Hyde Foundation
Charles Hayward Foundation
Beacon Lodge Charitable Trust
The Berkeley Foundation
People's Postcode Trust
Notting**Hill**Genesis
Enterprise Development Fund
The Lightbulb Trust
London Community Response
Fund
The CriSeren Foundation
Westminster Foundation
The Albert Hunt Trust
Christmas Campaign
**Total**
Programme delivery costs
CEO costs
Core costs
Core costs
COVID response
Programme delivery costs
Remote delivery pilot
Support for Hyde Housing tenants
Programme delivery costs
Programme delivery costs
Mental Health support costs
Programme Manager costs
Programme delivery costs
Income capacity building
Young Person grants
Interpreter services
Operations Manager costs
Young Person grants
Core costs
Programme delivery costs|2020/21
£
91,859
77,500
44,000
40,000
35,000
5,110
31,000
28,593
10,000
25,000
25,000
20,000
20,000
13,500
12,500
10,000
6,480
6,000
4,364
5,000
4,000|
|---|---|
||**514,906**|
|JPMorgan Chase Foundation
The Hyde Foundation
The Hyde Foundation
Nationwide Building Society
Lloyds Bank Foundation
Lloyds Bank Foundation
Charles Hayward Foundation
The Beacon Lodge Charitable
Trust
The Berkeley Foundation
John Lyon's Charity
The Tolkien Trust
The Henry Smith Charity
The Henry Smith Charity
People's Postcode Trust Charity
London Community Response
Fund
The CriSeren Foundation
Christmas Campaign
The Pret Foundation
The Albert Hunt Trust
Enterprise Development Fund
Garfield Weston Foundation
The Lightbulb Trust
Maureen & Derek Morton Trust
Crisis
Clapham Relief Fund
**Total restricted funds**|Balance
at
Expenditur
Balance at
1 April
Income
e
Transfer
31 March
2021
2022
£
£
£
£
£
104,660
(104,660)
28,225
(28,225)
16,027
20,000
(16,027)
20,000
21,146
(21,146)
26,610
30,000
(39,068)
17,542
607
(607)
20,371
25,000
(20,422)
24,949
20,066
(19,872)
194
20,000
(7,019)
12,981
17,374
31,480
(24,071)
24,783
16,999
40,000
(43,180)
13,819
16,521
49,000
(48,017)
17,504
19,000
19,000
11,707
20,000
(21,173)
10,534
6,480
(6,480)
5,760
6,000
(5,760)
6,000
4,000
16,333
(5,654)
14,679
2,997
(2,997)
2,311
5,000
(5,911)
1,400
1,317
5,000
(4,106)
2,211
50,000
(14,325)
35,675
35,000
(19,992)
15,008
30,000
30,000
25,000
25,000
349
(349)|
|---|---|
||**343,178**
**407,162**
**(459,061)**
**291,279**|
##
|**_Restricted Funds_-** **_2020/21 Comparative_**|**_Restricted Funds_-** **_2020/21 Comparative_**|
|---|---|
|||
|JPMorgan Chase Foundation
Nationwide Building Society
The Berkeley Foundation
The Berkeley Foundation
Lloyds Bank Foundation
Lloyds Bank Foundation
The Hyde Foundation
The Hyde Foundation
Maureen & Derek Morton Trust
Notting Hill Genesis
Garfield Weston Foundation
The Henry Smith Charity
The Collective Foundation
The Pret Foundation
The National Lottery Community
Foundation
The Tolkien Trust
John Lyon's Charity
Charles Hayward Foundation
Beacon Lodge Charitable Trust
People's Postcode Trust
Enterprise Development Fund
The Lightbulb Trust
London Community Response
Fund
The Albert Hunt Trust
The CriSeren Foundation
Westminster Foundation
Christmas Campaign
**Total restricted funds**|Balance
Expenditur
Balance at
b/fwd
Income
e
Transfer
31 March
1 April 2020
2021
£
£
£
£
£
73,955
77,500
(46,795)
104,660
47,779
(26,633)
21,146
30,687
(30,687)
20,000
20,000
16,305
35,000
(24,695)
26,610
5,110
(4,503)
607
12,500
10,000
(6,473)
16,027
28,593
(368)
28,225
10,081
(10,081)
9,494
13,500
(22,994)
9,460
(9,460)
7,214
44,000
(34,693)
16,521
3,790
(3,790)
3,746
(749)
2,997
91,859
(91,859)
40,000
(23,001)
16,999
31,000
(13,626)
17,374
25,000
(4,629)
20,371
25,000
(4,934)
20,066
20,000
(8,293)
11,707
12,500
(11,183)
1,317
10,000
(10,000)
6,480
6,480
5,000
(2,689)
2,311
6,000
(240)
5,760
4,364
(4,364)
4,000
4,000|
||**225,011**
**514,906**
**(386,658)**
**(10,081)**
**343,178**|
##
|Tangible fixed assets
Current assets
Creditors: amounts falling
due within 1 year
**Total**|Restricted
Unrestricted
Funds
Funds
31 March
31 March
2022
2022
£
£
583
303,465
287,237
(12,769)
(34,166)
Total
31 March
2022
£
583
590,702
(46,935)
Total
31 March
2021
£
367
516,719
(34,401)|
|---|---|
||**291,279**
**253,071**
**544,350**
**482,685**|
##
|Tangible fixed assets
Current assets
Creditors: amounts falling
due within 1 year
**Total**|Restricted
Unrestricted
Total
Funds
Funds
31 March
31 March
31 March
2021
2021
2021
£
£
£
367
367
358,762
157,957
516,719
(15,951)
(18,450)
(34,401)|
|---|---|
||**343,178**
**139,507**
**482,685**|
##
|_Year ending 37 March 2022_
**Income from:**
Grants
Contract income (charitable activities)
Donations
**Total Income**
**Expenditure:**
**_Costs of raising funds:_**
Marketing & fundraising
Staff costs
**_Charitable activity_**-
**_Preventing homelessness:_**
Staff costs
Delivery costs
Young Person grants
Staff recruitment, training & expenses
Insurance
Office costs
IT & telecoms
Development projects
Accounting & legal fees
**Total Expenditure**
**Net Income**
Transfers between funds
**Net movement in funds**
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward|**2020/21**
**2020/21**
**2020/21**
**Unrestricted**
**Restricted**
**Total**
**Funds**
**Funds**
£
£
£
333
510,906
511,239
45,732
45,732
14,034
4,000
18,034
**60,099**
**514,906**
**575,005**
3,244
3,244
42,280
42,280
(120)
259,438
259,318
42
2,710
2,752
0
15,799
15,799
18
10,589
10,607
1,261
1,261
7,038
7,038
16,111
16,111
(152)
16,900
16,748
152
11,288
11,440
**(60)**
**386,658**
**386,598**
**60,159**
**128,248**
**188,407**
10,081
(10,081)
**70,240**
**118,167**
**188,407**
69,267
225,011
294,278
**139,507**
**343,178**
**482,685**|
|---|---|