THE wildlife Company Registration No. 00959609 {England and Wales) Charity Number 259558 TRUSTS Staffordshire STAFFORDSHIRE WILDLIFE TRUST LIMITED IA Company Limited by Guarantee) REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 MARCH 2021 STAFFORDSHIRE WILDLIFE TRUST LIMITED CONTENTS Page Chairman's annual report Report of the Board of Management 3-18 Consolidated slalemenl of financial activities 19-20 Consolidated and charity balance sheet 21 Consolidated cash flow slalemenl 22 Notes to the accounts 2346 Independent auditors, report 47-50 Non-statulory Notes Table of restricted and designated funds 51-52 Glossary of terms used 53 Page 1 Looking afteT Stallordshire-s wildlife CHAIRMAN'S ANNUAL REPORT FOR THE PERIOD ENDED 31 MARCH 2021 For society in general, 2020 wll always be remembered as Ihe year of the Covid pandemic. For the Slaffordshire Wildlrfe Trust, the lasting memory may be more about the resilience and enterprise shown by the organisalion and its staff in the face of the huge challenges thrown up as 3 consequence. Elsewhere in the report there are full details of the financial impact of the pandemic and its various periods of lockdown, bul thanks in part to the fact that our membership numbers held up remarkably well and even increased. the overall effect was relatively limited. Even so, a significant unrestricted funds loss reflects the hil taken across our commercial and people engagement activities as these were largely halted during the lockdown periods. Of course, the Government's assistance schemes and business grants helped lo soften the financial impact, particularty when slaff needed lo be furloughed for certain periods. What the figures do not show is the considerable amount of progress which was made throughout the year in many areas of the Trust's work. Our conservation staff were for the most part able lo continue working, maintaining our reserves and continuing with the major landscape project5 in the Trent Valley and the Sunrise areas of Stoke and Newcastle whenever possible. The latter allracled national interest including visits from MPS, from Royal Society of Wildlife Trusts central charity and featured on the BBC'S Counlryfile programme. Al the same lime, our People Engagement staff developed ever more innovative ways of reaching their various audiences, induding programmes of virtU81 activities for schools, which were eagerly accessed. The re-discovery of the physical and mental benefits of the countryside and contact with the natkjral world also undoubtedly helped our appeals for funding for two outstanding new reserves, 8t Gun Moor near Leek and al Craddocks Moss on the border with Shropshire, a rare pristine peat bog habitat. Both of these had no official conservation status, but the purchase of both during 2020 wll guarantee their protection and enhancement for the benefit of wildlife and people in perpetuity. Finally, I would like lo thank everyone involved with the Trust- my fellow Trustees, staff, volunteers and all of our members- for their support, dedication, patience and resilience during one of the most challenging years in our history. If some good emerges from this dark period, il may well be a greater recognition of the importance of wildlife and wild places lo the well-being of us all, and a renewed enthusiasm lo help us lo further the cause of wildlife across our county. Richard Higgs Chairman. Siaffordshire Wildlife Trust Page 2 Lookino after StaFfordshire'$ wildli18 REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 The Board have pleasure in presenting their report together wtth the audited consolidated accounts for the period ended 31 March 2021. The Board have adopted the provisions of Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 IEffeclive 1 January 20191. The accounts have been prepared in accordance wlh the Charities Act 2011 and the Companies Act 2006. Reglstration and legal structure Slaffordshire Wildlife Trust Limileé is 8 charity registered with the Charity Commission in England and Wales No.259558 and is a company limited by guarantee No. 00959609. Ouring the year il had two wholly owned subsidiary companies.. Slaffordshire Wildlrfe Trading Limited (Company No. 33872331 and Slaffordshire Ecological Services Limited {Company No.067755031. Slaffordshire Ecological Services Limited did not trade during the year. Registered offSce The Wolseley Cenlre, Wolseley Bridge, Stafford, ST17 OWT. Charitable objects Slaffordshire Wildlrfe Trust Limited is required by charity and company law lo act within the objects of its Memorandum of Association, which are as follows.. For the benefit of the p4Jblic, to advance, promote and further the conservation, maintenance. restor81ion. regeneration and protection of.. Wiliylife and ils habitats Places of natural beauty Pla￿$ of zoological, botanical, geographical, 2rchaeological or scientific interest Features of landscape with geological, physiographical or amenity value in particular, bul not exclusively, in ways that further biodiversity. To advance the education of the public in.. The principles and practice of sustainable development The principles and practice of biodiversity conservation. To promote and undertake research in all areas of the natural wodd and lo publish the useful results thereof. This Iranslales into the following aims that represent the Trust's mission stalemenl.. Slaffordshire Wildlife Trust Limiled's mission is lo protect and enhance the wildlife and wild places of Slaffordshire and lo promote understanding, enjoyment and involvement in the natural world. Organisation The affairs of the Trust are managed by the Board of Management, who are the Tru51ees. Officèrs of the Trust: The Trust will have the following Officers.. Chairman, Vice Chairman, Secretary, and Treasurer. Page 3 Looking after Stamordshire's Wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 The Trust's Articles of Association slate that the minimum number of Trustees shall be nine191 and (unless olherwse determined by ordinary resolulionl the maximum number shall be fourteen {141. Al each annual general meeting all Trustees appointed al the Annual Geneial Meeting four years previously musl retire from office. The Trust may by ordinary resolution al an Annual General Meeting appoint as a Trustee any member who is willing to act and who is either a Trustee retiring in accordance with the above mentioned circumstance and who has indicated a wish lo be reappointed., or a member recommended by the Trustees,. or a member in respect of whom the Trust has been given a notice, not less than fourteen {141 or more than Ihirty-five1351 clear days before the dale of the meeting, which is signed by two members enlilled to vole at the meeting,. 51ales that members, intention to propose the election of Ihe member in respect of whom the notice is given by the Trustee,. is signed by the person who is lo be proposed as a Trustee lo show his or her willingness lo act,. contains the details that, if the person were lo be appointed, the Trust woulé have lo file al Companies House., The Trustees may al any time appoint a member who is willing lo act lo be a Trustee bul a Trustee so appointed must retire at the next Annual General Meeting. The appointment of a Trustee whether by the Trust in the Annual General Meeting or by the Trustees may not cause the number of Trustees lo exceed any number fixed as the maximum number of Trustees. A retiring Trustee who has been a Trustee for twelve {121 or more consecutive years may not be reappointed until at least one year after the dale of his or her reliremenl. Members of the Board The Trustees of the charity, who are also Members of the Board, who have held ofFice in the period, were.. Mr Richard Higgs- Chairman from 21 June 2015 Ire-elecled Member from 4 June 20181 Mr Michael Walker- Vice Chairman from 25 January 2020 (Re-elected Member from 24 June 20191 Mr Nicholas Young (Re-elected Member from 21 May 20171 Mr lan Downing - Treasurer from 1 January 2016 IRe*lecled member from 24 June 20191 Mr Paul Hackney- Secretary from 21 June 2015 IRe-elecled member from 24 June 20191 Mrs Lisa Stephenson (Elected member from 4 June 20181 Mr Philip Shore IElecled member from 4 JLtne 20181 Ms Alison Glaisher IElecled member from 24 June 20191 Mr Elliott Lancaster (Elected member from 24 June 20191 Mr David Rogers IElecled member from 24 June 20191 Miss Alana Wheal (Elected member from 7 December 2020} Mr Stephen Smith (Elected member from 7 December 20201 Miss Suzanne Carr- Vice Chairman from 21 June 2015 (resigned 27 January 20201 The Board meets monthly except for May, August and December lo review the work of the Trust. During the Covid-19 pandemic the board continued lo meet monthly, bul physical meetings were replaced with online confeiencing technology. The maintenance of an annual plan with associated reporting ol progress by staff will ensure that the Board are appraised of the charily's performance and can manage and control the charitls 8clivilies. Induction and training of Board members Trustees, skills are reviewed regularly lo ensure that the balance is suitable. New Trustees are inducted into the charity by discussions between themselves and other Trustees, and members of staff, as opportunities arise. They are presented with background information and have access lo the Charity Commission's website. Page 4 Looking after Staffordshires wildlile REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Chief Executive The day lo day management of Slaffordshire Wildlife Trust Limited was delegated on 11 May 2015 to Mr Julian Woolford, Chief Executive. Links with othgr Charities Although an entirely independent charity, Staffordshire Wildlife Trust ISWTI is one of 46 similar charities that are members of The Royal Society of Wildlife Trusts IRSWTI, which working logelhef act as one of the largest environmental charities in the UK. RSWT works al both English and UK levels particularly in ways that facililale activity in Stsffordshire, for which the Trust makes a financial contribution lo RSWT each year. Share capital The Company does not have a share capital and is limited by guarantee. Strategic report Review of activities Main objectives and achievements for 2020 1. Conservation prioritigs 1.1 Nature resepi8s We now manage 32 nature reserves, covering about 4022 acres. These are some of the county's most important habitats and continue lo play a pivotal role in our conservaliortr work and contribute lo our ambition of creating 8 Nature Recovery Network INRN) across the county. This year our plans were signrficantly impacted by Covid. For several months, reserve staff and volunteers were unable lo carry out work, and then when lockdowns eased, significant proportions of lime were spent on dealing with fly-lipping and vandalism on reserves, as well as working with a wave of visitors lo our reserves, who had been shackled by Covid reslriclions and were exploring their local countryside for the first time. Notwthst2nding the pandemic, we cor7tinued lo develop an(i refine management and monitoring plans for all our reserves, with a particular focus on the impact of climate change. Sixteen of our siles are nationally recognised through their designation as Siles of Special Scientific Interest ISSSII, and we worked towards ensuring that all our SSSI sites are in favourable condition. Highlights of the year, however, were the completion of our purchase of Gun Moor in the Soulh-wesl Peak District, which we'd purchased the previous year with help from the Esmeé Fairbairn Foundation, and the acquisition of Craddocks Moss, a unique lO￿and raised bog situated lo the west of Newcaslle-under-Lyme. Thanks lo the support of our members and local supporters who generously donated lo our campaign lo purchase the sile, we were able lo lake control of the sile in the midst of the pandemic, a notable feat. Negotiations continue lo lake over 11 Slaffordshire Moorlands District Council sites, bul are much delayed, not least by the impact of the pandemic. We expect these finally to be under our management by early 2022. 1.2 Nature Recovery Network INRN) The Government's 25-year plan for the environment sets out ambitions to create a network of habitsts across the UK that are richer in wildlife.11 includes the creation of an NRN, working both al a national and a local scale. While existing protected siles, such 2s our n8lure reserves, provide oases for wildlife, we also need lo link existing siles together and create new'corridors, and habilals in which wildlife can flourish. Page 5 LookiDg after Stafftsrdshire's wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 We made excellent progress during the year in helping local authorities develop nature recovery maps for their areas as part of our contribution lo a Local Nature Recovery Strategy ILNRSI. However, we were unable to complete work with all authorities due lo Covid and lack of capacity in our conservation team. Notable highlights were the completion of our mapping work in Slaffordshire Moorlands which underpins the District Council's Green Infraslruclure Delivery Plan. In Slafford Borough we were commissioned lo use our recently completed NRN mapping in the Borough lo inform the Strategic Housing Land Availability Assessment ISHLMI. 1.3 Living landscapes Within the NRN in Siaffordshire, we continued lo priorilise important'living landscape. areas, playing a leading role in the delivery of Programmes and projects that benefit wildlrfe and people in these areas. The Churnel Valley remained a priority landscape for the Trust in 2021 with successful funding applications focussing on nalure-based solutions, induding slowng the flow of flood walefs in our upland reseNes by installing leaky dams and woody debris, as well as further species-rich grassland resloralion on our Colton Dell and Thorswood Nature Reserves. The National Lollery Heritage Fund Transforming the Trent Valley ITTTVI project is a partnership of 18 organisalions working together lo restore and enhance the natural and cultural heritage of the Trent Valley, with Slaffordshire Wildlrfe Trust al the helm. After a strong first year of delivery in 2019, progress was slowed considerably by the P8ndemic. Reliance on volunteer and face lo face work was largely halted for long periods of lime, although progress was maintained in a limited way through virtual meetings. The National Lollery Heritage Fund has been very supportive in reprogramrning the delivery in light of the pandemic. Highlights for the year include the river restoration work at Cherry Holme and the team's superb programme of on-line events and talks. Delivery of a £3.6 million pound European-funded programme of 16 projects called SUNRISE in Sloke-on-Trenl continued. The headline £1 million project focused on the resloralion of the River Trent near the old Victoria Ground football stadium was completed successfully. It garnered much praise from local community leaders and featured in national media, including BBC'S Counlryfile, and the project was topped off with an innovative 'virtual' opening which was allended by the local Member of Parliament, chief executive of the Environment Agency and The Wildlife Trust's national chief executive, Craig Bennett. We also completed a flagship project in Slaffordshire University's grounds where we rewilded a S00-melre section of the 'canalised' river Trent. Our work as a supporting partner continued in the Peak District National Park Aulhorily-led Heritage Lottery-funded South West Peak ISWPI project. We are lead partners on three projects.. the 'VVild Child, outdoor education programme, a projeel focused al the resloralion of eroded footpaths on the Roaches and a project to conseTve native crayfish in the Peak. We are also part of a wider project, le(J by the RSPB, focusing on wader protection. Qur projects are either completed successfully or nearing completion, and plans for a legacy project are well under way. HS2 remained a key priority for us. We continued lo respond lo consultations and look every opportunity lo comment and input lo the design of the Phase 28 plans. We continued lo work with partners to explore 'offsetting' opportunities provided by the project and related funds. We joined national meetings with the Chair and Chief Executive of HS2 to make the case for new funds for mitigating the impacts of HS2 and improved working with conlraclors al a county level. 1.4 Prlorlty specles conservatlon and re-introductions As identified in the Slate of Staffordshire's Nature report120161, much of our wildlife in Staffordshire has already been lost or is in decline, such as the hedgehog. dormouse and water vole. While all of our landscape and nature reserve conservation work wll benefit a range of species through specrfic habitat creation projects, we will focus in particular on two key species for the five-year period of this strategy. In 2020 we completed initi81 feasibility studies on a number of our reserves for beaver re-inlroduclion projects. We are currently in the process of carryng out detailed hydrology and vegelalion surveys with the aim of applying for a licence lo introduce beavers lo the county. Page 6 Ltsokin J after Staffordshire'$wildlil REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 We expanded our badger vaccination work on our own reserves and on neighbouring third party land to seven siles, and continue oui campaign 10 Stop badger culling in Slaffordshire. 1.5 Restoring natural 'corrldors' We delivered projects aimed al making StaffOrdshi￿,$ agricullural12ndscapes more permeable to wildlrfe by protecting key stepping stones and linear habilals, such as ponds, watercourses, hedgerows, road verges and pollinator corridors. Staffordshire Wildlife Trust has a history of pioneering joint working with third party landowners. We have a successful track record of delivering natural flood management projects across Slaffordshire aimed al floodwater allenualion and improving water quality. We continued lo be al the forefront of natural flood management projects, working with landowners through Countryside Stewardship Facilitation Funds and working with DEFRA to influence the new Environment81 Land Management System through our'Tests and Trials, scheme. Highlights included undertaking the feasibility sluéy, funded by Highways England, for the development of the Slafford Brooks project. Working with partners (Environment Agency and Slafford Borough Council) the project idenl￿fIed 25 siles across the town centre where inlervenlions could be located lo improve biodiversity, water quality and flood mitigation. 2. People Engagement priorities 2.1 Connecting childron and young people to naturg Our plan this year had been lo increase our offer lo children and their familie5 with more opportunities lo deepen their connection with nature, with a focus on older children and young people. This would have been through face lo face family events and activities where young people can allend independently. We were really excited lo open the Learning Hub al the Wolseley Centre for school visits, aiming lo increase our connections with local schools ane lo continue lo offer Forest School training programmes for learners, who in turn would work with more young people outdoors in Slaffordshire. We received more funding lo extené the Strong Roots.. Better Futures Forest Schools project across Sloke-on-Trenl and we were heading into our final year of the Children in Need funded Gelwild project in Stoke and Urban Newcastle. The TfTV & SWP Wildchild projects were continuing nicely, meeting milestones and delivering engagement in the Peak District and across East Slaffordshire. Historically all of this work has relied on face lo face conlacl with the people we work with. The arrival of Covid-19 changed that. We respondeé lo the pandemic and associated restrictions by swiftly changing our delivery methods and did so largely successfully. Despite lockdown, and the major disruption to our programme. 22801 children still engaged with our face lo face and new, online aclivilies. The majority of our existing funders were happy thal we continued lo deliver our engagement projects via remote or digital engagement aclivilies, which meant we could keep most of the team working and keep supporting children, families and schools lo connect with nature when they needed il the most. Our Virtually Wild classroom and Gelwild TV launched in April 2020 and quickly became popular with new and existing contacts. Nature Packs were developed in the early lockdown period, working closely with local food banks and community groups and allowed us lo gel activities lo families in need, lo help them keep children active and connected to nature. We worked with 87 primary schools, despite having lo 'close the doors, lo physical visits. 500/0 of thi5 work has been delivered virtually with 41 schools taking part in our funded Virtually Wild classroom project. We have worked with seven secondary schools in 2020, through our Forest Schools delivery and Green Influencers project. Page 7 Looking aftei Stattordshiles Wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 In agreement with our main funders, Arts Council England, and in line with government guidance, we postponed the main Wildchild Festival event until August 2021. However, we were able lo run several remote and virtual art projects with local young people. The projects resulted in the creation of artwork that formed a virtual art exhibition and youth takeover of our families Fa￿bOOk page in August 2020. Due lo the impact of the pandemic restrictions our Annual Youth Debate on the environmertrl was postponed al the request of SCVYS and was re-scheduled lo take place in 2021122. When il was possible we did deliver face lo face activities., this was done with close scrutiny of the government guidance and the production of Covid 19 risk assessments. We only delivered activities that we considered essential in supporting our ¢omrnunity, such as running toddler groups for isolated new parents. 2.2 Forglng Ilnks wlth local groups We already work wlh a range of local adult and youth groups across Slaffordshire. This WOTk is designed lo hamess the passion individuals have for their local spaces and lo use that to inspire whole communities lo lake action. A core part of this work is lo create a sense of pride in local wild places, lo encourage people lo protect these spaces and lo ensure that people are less likely lo damage these siles deliberately, for example through vandalism, or accidentally, for example through wildfires. This year we sel out to increase our work wth similar groups and lo create new groups lo increase awareness, understanding and engagement by people in their local areas. We also wanted to focus on providing training and volunteering opportunities which allowed people lo lake an active role in conserving and restoring their local environment, in particular with Nature Recovery Networks in mind. This work would also involve joint funding applications with community groups and piloting an ambassador programme. The pandemic impacted how we were able lo deliver our programmes, wth most volunteering and community work forced lo slop throughout the lockdowns. However, we were successful in extending the Wild about Tamworth project, a partnership between the Trust and Tamworth Borough Council, for a further five years. This enabled us to support a Tamworth group lo secure funds from the Covid-19 Tamworth Voluntsry Organisalions Support Fund. This fund was for equipment lo run Covid secure activities for families and volunteers. We launched the Green Infiuencers programme which saw us working with secondary schools lo mentor young people and encourage them lo take action for wildlrfe. Whilst school and class closures had impacted our engagement ability, we developed an online programme for 2021 which aimed lo work with young people110-14} through Green Influencers and older young people115-241 through the Wild About Tamworth youth rangers programme. Through the SWP Wildchild project we delivered virtual outdoor play training lo adults who work with young people in the Peak Dislfict National Park, through which we developed 8 new online training tool. We also delivered a 'Refleclive School Support in the Outdoors, session to 15 teachers face lo face as our first event in the Learning Hub. As part of the Wildchild Festival we commissioned an artist lo work with us lo deliver the Cloud Piece project that saw a group of young adults act as ambassadors for the TrLtst through the creation of artwork and digital media. One of the participants of this project went on lo become one of our Trustees. 2.3 Improving hgalth and wellboing A growing body of medical evidence shows that people's health benefits in many different ways if they are close to nature. As the custodians of a Tange and variety of nature reserves, and as leaders in a number of landscape-scale projects, we can change lives by usin9 nature lo help people improve their mental and physical health. The pandemi showed how important this is. This year we hoped lo audit our skills lo beller plan our approach to wellbeing, run two youth action groups and develop 8 social prescribing offer. Page 8 Looking after StkWord5hirÈS Wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 We wefe able lo carry out a skills audit and have researched appropriate training and resources that we would need lo develop a wellbeing programme. In addition, we have been able to train staff as fitness and yoga inslruclors, have wrillen a Wild Wellbeing mission stalernenl and have started lo plan in house delivery. 2020 was a year spent gearing up to develop our skills and contacts in this area and responding lo the community and opportunities around us. We gained a grant from Baron Davenport's Charity for us lo provide engagement sessions with their young people and have forrned a relationship with the charity Liberty and planned to run practical conservation sessions with their young people. A SEND school group in Tamworth has begun work as an action group. as has a second high sch¢)ol group in Tamworth. This year we were part of a partnership bid lo pilot a new model of Green Prescribing in North Slaffordshire. This bid was ultimately unsuccessful bul this, and two sm211er bids made lo Thriving Communities, has pul us on the radar of local health sector professionals and partners and has helped us make sure we're part of forums and networks lo increase social prescribing in Staffordshire. 3. Income generation and marketlng 3.1 Ggngrating income for our work In recent years, Slaffordshire Wildlife Trust has been very successful in generating funds for our conservation and educational work, whether from the National Lollery, European funding schemes, local funding bodies. or businesses. Bul we are also supported by a strong and passionate membership base and have been hugely heartened by their vital and ongoing support throughout the pandemic. We feared metnbers, worried about their own finances, would cancel memberships bul by the period's end we had actually increased our membership to more than 17,000 members, a record high for us and perhaps partly the result of new supporters understanding the importance of nature on their doorstep in times of crisis. Members and supporters also donated generously lo our campaigns lo raise funds for our lalesl nature reserves Craddocks Moss and Gun Moor. We continue lo be grateful loo for legacies that we have received. 3.2 Building awarengss of the wildlife and climatg crisis, and the work of Staffordshire Wildllfe Trust The pandemic has helped people value nature, particularly locally. This has helped make our case for protecting and restoririg the natural environment and the widespread support for this can be seen in the lens of thousands of people who have supported key campaigns such as on HS2, damaging neonicolinoid pesticides, the badger cull and more. The Twsl will need lo encourage more supporters lo advocate for change in order lo achieve our aims. We have had significant media coverage locally and nationally about our work, and have continued to engage wlh MPS and other key local leaders. Our social media coverage continues lo increase ils penelralion. 4. Running a successful organisation 2020 lesled our resilien￿ and crealivily in new ways. In the space of a couple of weeks, we had lo develop new plans and a new budget in the face of the pandemic. Our response was a leslamenl lo the expertise and experience of our team as we ballled lo continue our work in the face of Covid-19. Almost overnight we move(1 lo a home-working environment. and rapidly ensured that we gave staff the support they needed lo work outside the office, improving our use of IT, new technologies and hardware. Within months, our eonservalion team were largely able lo continue 'as nomial. bul our people engagement staff, our membership recruiters and our trading teams had to contend with a range of significant challenges, the effects of which continue. Our volunteers loo were unable lo work and as such a crucial force in our work, Ihal was a signrficant loss, although we stsrted lo gel volunteers out on sile again towards the end of the year. Page 9 Looking after St41fDidshire5 wildlil REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 We were also able lo launch a new Equality, Diversity and Indu5ion programme, alongside the wider Wildlife Trust movement, lo begin lo redress the imbalance in our staff, Trustees and volunteers. We have invested heavily into recruiting maTry new staff since coming out of the p2ndemic which the HR team have done very successfully, despite the recruilmenl shortage eXPerien￿d nationally. We are also looking al developing our staff with regards to succession planning in the future. In 2020 we benchmarked our Carbon Footprint using data from 2019 as part of a Wildlrfe Trust wide drive to measure our collective carbon emissions. Using 2019 data we assessed our annual carbon impact lo be 464 lonnes C02e. Thi5 excludes any impact of our land management work on carbon sequestration. The pandemic also accelerated our drive lo become carbon neutral as an organis21ion by 2030.. the move lo home-working allowed us lo unexpectedly fast track our thinking aroLJnd how to reduce our carbon footprint. As Trust transport and commuting are significant conlribulor5 to our foolprinl, the move lo home-working allowed us to consider a longer-lerm approach lo hybrid working, as well as review our office footprint and our wider facilities management. In the later stages of 2020 we began developing our carbon reduction strategy and a series of actions lo start bringing down our collective impact. This work is ongoing and will lead lo us reducing our carbon footprint and giving stsff greater flexibility about where they work. Our finance team has had lo work harij during this exceptional year to ensure we had timely and accessible financial information. This was amid changing guidance around furlough schemes, business support grants ané implementing a new finance system. This has helped us closely monitor our financial performance and allowed us lo end the year in a faf stronger position than our initia1 projections crafted in the eady days of the pandemic. The Government support through furlough and grants was ullerly crucial, however, to our suThival and was a sobering reminder of the need to manage our businesses efficiently al all limes. 5. Commercial prlorities Our trading activities were hil very hard. Our cafes at the Wolseley Centre and Westport Lake Visitor Centre, as well as our charity shops, were closed for prolonged periods, leading lo a significant financial loss despite the Government's support through the furtough scheme and business grants. 11 led lo tough decisions and the need lo make key trading stsff redundant as we scrambled lo reduce our losses and reslruclure our business for the future. That work is still ongoing and we are pleased with the slow but steady growth in our commercial aclivilie5 in recent months and are oplimislic about the future. Thanks lo the hard work and dedication of the Commercial team both cafes and all Charity shops are currently performing well agaiF)sl budget with the only exception being retail sales al The Wolseley Cenlre. We are therefore addressing this problem and introducing new locally sourced and sustainable products which fit with our ethos and will hopefully allracl sales. Page 10 Looking after Stallordshire's wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Future developments Prloritles for 2021122 6. Conservation prlorities 6.1 Nature reserves Our focus in the coming year will continue lo be on exemplary management of our nature reserves for wildlife, particularly regarding the impact of climate change. and as part of developing a Nature Recovery Network for Slaffordshire. We will also continue lo focus on irnpfoving habitats for wildlife in the wider countryside around our nature reserves, including buwng or leasing new siles where feasible. We hope lo tske control of Siaffordshire Moorland District Council siles after several years of negotiations. Sixteen of OUT siles remain nationally recognised through their designation as Siles of Special Scientific Interest {SSSll, and we will continue lo work towards ensuring that all our SSSI siles are in favourable condition. 6.2 Nature Recovery Network We will play a leading role in the development of a Local Nature Recovery Network Strategy for Slaffordshire, working with key partners across the county and setting up a Nature Recovery Partnership. We will continue our work lo ensure that the LNRN will be embedded in all local authority planning departments and slatulory bodies lo ensure Biodiversity Net Gain oppOrtun￿lieS are maximised. Our ambition is that 30¥0 of land in Staffordshire is managed for nature by 2030. 6.3 Llving landscapes We will continue to prioTilise important 'living landscape, areas in the county. Over the next year, our conservation work will continue lo focus on creating and restoring.. A nalionally-importanl network of wetland habitsls in the floodplains of the Trent. Habilals for wildlife and for people lo enjoy in the urban areas of Sloke-on-Trenl and urban Newcastle. The peatlands, moorlsnds and cloughs of the soulh-wesl Peak District. creating new habilals for invertebrates. waders and birds of prey. The grasslands, woodlands and wetlands around the Churnel Valley, home lo important species such as greater butterfiy orchid, willow warbler 2nd pied flycatcher. The lowland heaths of Cannock Chase, Genlleshaw, Highg2le and the remnants of ancient heath across southern Slaffor(Sshire. 6.4 Priority species conservatlon and re-lntroductlons We will continue our plans to idenlrfy potential siles for the reintroduction of beavers to Slaffordshire. We will expand our baéger vaccination work on our owft reserves and on neighbouring third party land, and continue our campaign to slop badger culling in Slaffordshire. Page11 Looking after Staffoidshire's wildlile REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 6.5 Restoring natural 'corrldors' We will continue to deSNer projects aimed at making Slaffordshire's agricultural landscapes more permeable to wildlife by continuing lo protect key stepping stones and linear habilals. such as FM)nds. watercourses, hedgerows, road verges and pollinator corridors. Siaffordshire Wildlife Trust's history of pioneering joint working with third party landowners is also sel lo continue. We have a suc￿Ssful track record of delivering natural flood management projects across Slaffordshire airned at floodwater atlenualion and improving water quality. We will continue lo be al the forefionl of natural flood management projects, working with landowners through Countryside Stewardship Facilitation Funds and working with DEFRA lo influence the new Environmental Land Management System through our 'Tesls and Trials, scheme. 7. People Engagement priorltles 7.1 Connecting chlldren and young people to nature.. Wlldchlld We wll continue lo offer children and their families opportunities lo deepen their connection wth nature. Our approach will continue lo be face-lo-face and hands-on wherever possible bul we will use our new skills and digital channels lo reach people who do not have access to our face lo face work. We will use our new Learning Hub to deliver exciting learning opportunities for pupils and families, and use the bespoke sel up of this building lo reach groups that have previously faced access barriers. We will also work wlh educational professionals and other partner organisalions lo offer opportunities lo experience, enjoy and learn about nature while al school. We will make our events locally-relevanl so that children are not just learning about nature, bul learning about nature where they live. By engaging more extensively with young people between the ages of 12 and 18, through providing a range of further learning Opportunities, we will inspire the next generation of eonservalionisls, campaigners, members and supporters. We wll seek opportunities to work with disadvantaged children and families, ensuring we reduce inequalities surrouniling access lo nature, by continuing with our Aiming High programmes. 7.2 Forging links with local groups.. Team Wllder We will update our approach lo working wth communities, molivaling and inspiring them to lake action for nature where they live, as well as empowering people lo speak out and campaign for action on the climate and biodiversity crisis. We already work with a range of local adult and youth groups across Slaffordshire, bul we know that if we want real societal change we neeé lo reach 1 in 4 people living in Siaffordshire. Over the next year, we will increase our work with similar groups, offering loolkils and resources lo support direct community action. We will also create a new network of champions lo increase awareness and understanding of nature and climale issues locally. We will focus on providing volunteering opportunities which allow people lo lake an active role in conserving and restoring their local environment. We wll support these local groups lo become aclivisls for their local wildlife and wild spaces, beller able lo make their case with local decision makers such as Mps, local councillors and bLtsinesses. Page 12 Looking after StAflordshirt'5 wildlilt REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 7.3 Improving health and wellbeing: Wild Wellbeing With partners, we will develop and support new programmes and projeds which allow people suffering from health problems to benefit from experiencing and taking part in nalure-based activities Such as new volunteering opportunitie5 or guided walks. We will explore opportunities to work wth GPS lo provide 'green prescriptions, as an allernalive lo conventional Irealmenls. By using the $ki11s and passion of our People Engagement team we will encourage people lo recognise the importance of nature and wildlrfe for their own mental and physical wellbeing. We will use our Nature Recovery Network work and our existing nature reserves as a vehicle to improve health and wellbeing, and we will find creative ways lo improve health outcomes for people living in nature depleted areas. Through this work we will increase people's understanding and support for the natural environment in policy and planning decision-making and funding. 8. Income generation and marketing 8.1 Generatlng Income for our work We are supported by a strong and passionate membership base.. we have incTeased our membership to more than 17,000 members, the highest in our history. Furthermore, we are extremely grateful for the legacies we've received from our supporters. Over the next year, we will continue to invest in retsining and attracting members, growing our fundraising expertise and activities, strengthening our relationships with bvsinesses, and making our Trading operations profitsble. 8.2 Building awarèness of the wildlife and climate crisis. and the work of Staffordshlre Wlldlrfe Trust Widespread awareness of. and interest in, environmental issues has never been higher. particularly 88 a result of Covid-19. From new government policies lo public prolesl, the appetite to take action on clirnale change, plastic pollution and the wildlife crisis has increased signrficantly in recent years. The impact of the pandemic has led lo people valuing access lo the outdoors and nature. In the next year, we will signrficanlly increase our effectiveness as a wildlife charity by investing in our communications and marketing aclivilies, particularly digitally. 8.3 Running a successful oryanisation The impact of the pandemic has shown how valuable our people are.. their knowledge, experience and resilience have helped us weather the Covid-19 storm. It is vital that we are professional in the way we support them.. from IT to vehicles, from the right offices in the right places, lo learning and development opportunities, we will always put our people first. A key focus for the year ahead will be managing the ongoing impact of Covid-19 on our workforce, supporting them as we increasingly move lo a hybrid way of working. We will continue lo develop a learning culture and seek to train, develop and empower staff lo make decisions and cary actions for the environment. Our volunteers remain an essential part of our delivery model. We will continue to invest in recruiting and training our volunteers to support oijr workforce, and we will develop new placement and apprenticeship opportunTties for them. Health and safely, and safeguarding are paramount. Every day our people are out and about, often in difficult terrain and challenging weather, delivering for wildlife in Slaffordshire. To ensure their safely we will continue lo invest in health and safety management and training. Page 13 Ltsoking after StaFfvvdshire'5 wildlif8 REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 We will ramp up our efforts lo put dNersity and indusion al the heart of what we do, ensuring that we deliver for the widest possible audience. Managing our finances carefully lo gel as much 'bang for our buck, as possible 15 central to our success. We will continue lo refine our financial capability and capacity lo deliver a first class financial management approach for the Trust. We have now embarked on a drive lo reduce our carbon emission lo zero by 2030. Next year will see the introductions of new measures lo help us.. from hybrid working lo reduce staff travel, to the introduction of electric vehicles, lo greater use of renewable energy. 8.4 Commercial priorities In 2021122. we will seek lo recover from the significant impact of Covid-19 on our trading operations. We have made tough choices lo continue lo make the business viable and we will continue lo evolve our plans lo run first class cafés. and retail shops. as well as charity shops and conferences. We will develop a Maslerplan for the next phase of development 81 the Wolseley Visitor Cenlre. Page 14 Looking after St8ffordshiies wildlile REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Financial review This year's accounts have been prepared in accordance with the Companies Act 2006 and the Slalemenl of Recommended Practice- Accounting and Reporting by Charities (SORP 20151. Review of the year Slaffordshire Wildlife Trust's financial position remained broadly stable during the year and the consolidated unreslricled funds decreased lo £3,211,00012019 increased to £3,463,000) al the period end. At 31 March 2021, the Trust's free reserves stood al £954,000131 D￿mber 2019.. £1,147,000>. F￿e reserves are considered lo be unrestricted funds that can be readily converted into cash if required, and as such are calculated as lolal reserves, less restricted funds, less the nel book value of tangible fixed assets. Income 2021 2019 Increase I {Decreasel Total income recei¥ed in the year 5,810.000 4,207,000 1,603,000 Total income includes the following: Membership income Legacy income Income from charitable acliiities. grants and donations 981,000 81,000 4,729,000 661,000 421,000 3,101,000 320,000 {340,000} 1,628.000 Expenditure 2021 2019 Increase I (Decrease} Total resources expended during the year 5,409,000 3.670,000 1,739,000 Total expenditure includes the following.. Costs of raisir+g fijnds 1.578,000 1,323,000 255,000 PoliGy and charity governanGe Govemance The Board should review ils governance process on a four-year cycle, and is next due lo review il in 2023. The governance was last reviewed in 2019., no recommendations arose that required an update lo the governance slalemenl and updated Articles of Association that were approved at the AGM in June 2015. Risk management The Board recognises the risks faced by the Trust. The Board maintains a risk register which is reviewed and updated annually. The current risk register addresses Governance Risks, Operational Risks, Financial Risks, Compliance with Law and Regulation, and External Risks. Page 15 Looking after StaHov+Jthire's wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Executive Remuneration The Chief Executive and the Senior Leadership Team make up the key management personnel of the Trust. In the period ended 31 March 2021 the Senior Leadership Team comprised,. Two Senior Managers of Conservation Delivery, a Fundraising and Membership Manager, a Head of People Engagement and Resources, a Head of Commercial Operations and a HR Manager. During the year the Head of Commercial Operations role was made redundant dije lo the ongoing covid-19 pandemic and resullanl loss of income. In setting the remuneration of the Chief Executive and the senior leadership team the Board have looked al the remuneration of their peers across The Wildlrfe Tru51s, as well as the skills needed to carry out the roles to the benefit of the Trust. The total executive remuneration paid in the 15 months ended 31 March 2021 was £318,0001£294,000 in the year ended 31 December 20191. Financial reser¥&s The Board aims lo maintain sufficient unreslricled general funds lo cover six lo nine months. of core operating expenses. This is currently considered lo be appfoximalely £1,300,000. This is a prudent estimate based on the relatively static income from members and the variable income schedule of grants. In 2010 a financial reserve was sel up specifically for Highgale Common and this is recorded in designated unrestricted funds. At 31 March 2021 the Board consider the consolidated unrestricted funds of the Trust lo be £3,211,000, comprising £751,000 of designated funds and £ 2,460,000 of general funds. The designated funds support the Trustees, commitment to manage Trust reserves in future years. Invostmènt powers and policy Slaffordshire Wildlife Trust Limiled's Articles of Association enables il lo invest monies not immediately needed for its purposes in such investments as may be thought fil. subject lo conditions and consents required by law. The Trust relies on a professional Investment manager for the day-lo-day management of the Trust's investment portfolio. On 23rd September 2002 the Board agreed lo give the investment manager authority lo manage the Trust's portfolio on a discretionary basis subject lo the following conditions.. Choosing Investments The Trust's policy is lo review the portfolio annually and insligale an annual meeting between the investment manager and a comrnillee of Iruslees. This last occurred in September 2020. The suilabilily of the investments should not knowingly be in conflict with the Trust's Mission Slalement'To protect and enhance the wildlife and wild places of Slaffordshire and lo promote understanding, enjoyment and involvement in the natural world., In 2019, the Iruslees went further than this and instructed the Trust's investment manager to specifically seek out Investments that filled an explicit ethical criteria. By the end of 2019 the majority of investments had been Iransilioned lo fil this criteria, and Ihal transition continued in 2020 and through 2021. The Trust's policy is lo lirnil the risk allached lo investments by requiring the investment manager to invest in a spread of assets including equities, gills and cash with the aim of achieving the best possible return while safeguarding the capital value. Rate of R&turn The Trust sets the investment manager no specific rale of return lo achieve other than Ihal expected from a duly diligent professional investment manager. The investment performance will be compared with a suitable index on an annual basis. Review The Trust will review the situation annually, or sooner if there is need. Al least every three years the Trust will consider whether or not the investment manager has the appropriate knowledge and experience, is carying out his work compelenlly, and has regard lo the sui18bilily of each inveslmenl and category of investment. In 2009, a sub- committee of Iruslees received submissions from three investment management firms and decided to remain with the incumbent. This decision was subsequently reaffirmed and was next éue for review in 2020. Due lo the covid-19 pandemic this review was pul on hold until physical meetings allow. Page 16 Looking after Staflordshlre's wildlile REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Taxation Slaffordshire Wildlife Trust Limited is a registered charity and can claim exemption from Corporation Tax on income and gains which are 8pplied for charitable purposes under section 505, Income and Corporation Taxes Act 1988. The subsidiary tmding companies are subject lo Corporation Tax. Whilst most of the surplus is donated lo the Charity, the trading companies pay lax on that left lo maintain and build up their working capital. Audltors Azets Audit Services (Formerly Baldwins Audit Services) were re-appointed as the Trust's auditors at the Annual General Meeting on 71h December 2020. Bankers National Westminster Bank 75 High Street Newcaslle-under-Lyme Slaffordshire ST5 1PP Solicitors Keelys LLP 28 Dam Sireel Lichfield Staffordshire WS13 6AA Investment Advisors Inveslec Wealth & Investment Lin7iled 2 Gresham Sireel London EC2V 7QN Auditors Azels Audit Services {Formerly Baldwins Audit Services) Rumer Hill Business Estate Rumer Hill Cannock Wesl Midlands WS11 OET Page 17 Looking after Staflordshire's Wildlife REPORT OF THE BOARD OF MANAGEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Statement of the Board's rgsponsibilities The Iruslees (who are also directors of Slaffordshire Wildlife Trust for the purposes of company lawl are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom A¢¢ounling Standards (United Kingdom Generally Aecepted Accounting Practice). Company12w requires the trustees lo prepare financial slalemenls for each financial year which give a true and fair view of the slate of affairs of the charitable company and the group and of the incoming resources an¢ application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial stslemenls. the trustees are required to.. select suitsble accounting policies and then apply them consislenlly-, observe the methods and principles in the Charities SORP,. make judgements and e51imales that are reasonable and prudent., slate whether applicable accounting slandafds have been followed, subject lo any material departures disclosed and explained in the financial slalemenls., proparo tho financial statemgnts on the going concern basis unloss It is inappropriate to presume that the charity will continue in business. The Iruslees are responsible for keeping proper accounting records that disclose with reasonable accuracy al any lime the financial position of the charitable company and enable them to ensure that the financial statements comply -ponsible for safeguarding the assets of tho charitabl• Company and with thc Companic- IKct 2006. They tsre also re" the group and hence for taking reasonable steps for the prevention and detection of fraud and other ifregularilies. Public benefit statement The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2006 to have due regard to the Charity Commission's 9eneral guidance on public benefit, 'Ch8rities and Public Bcncfit.. The Trust's public benefit is enshrined in its ¢h8rilable objects as outlined on Page 3. Statement as to dlsclosure of infonnation to auditors Tlie IiieiiibErb ul BudfLI vvliu were in office on Ihe ¢ale of approval of these financial statements have Gonfirmed. as far as they are aware, that there is no relevant audit information of which the auditors are unaware. Each of the members of Board have confirmed that they have taken all steps that they ought to have taken as members of Board in order lo make themselves aware of any relevant audit information and to establish that il has been communicated lo the auditor. The Report of the Boprd of Management, which includes the Strategic Report on pages 3 10 18, was approved by the Board on... and signed on their behalf.. P Hackne Secretary Page 18 Lookino after Stafffordshire's v441dlile ggl e4 r4 v v) o CONSOLIDATED AND CHARITY BALANCE SHEETS FOR THE PERIOD ENDED 31 MARCH 2021 Note Group 2021 £'ooo Charity 2021 £'ooo 2019 2019 £'ooo £'ooo Fixed knets Tangib￿ assets trkritsge assets IniestrY￿nts 13 14 15 3.505 2,450 681 3,418 2,372 629 3.408 2.450 681 3.347 2,372 629 Total fixed a$s¢ts 6.636 6,419 6,539 6,348 Current assets Stocks Debtors InvesthEnts Cash at bank and in hand Total currÈnt X#AÈtA 25 35 812 16 17 646 976 1.737 1,028 2.CKJ9 2.2 1.971 Liabilities Credilors: ArYx)unts falliNJ due wthin on8 year 18 1333) 1425) 1309) 14431 Net current assets Creditors.. A￿)Unts falling due in nK)re than orE year 1,853 1,638 1,71X) 19 11251 (1491 175} 11491 Total net assets The funds of the charity Restricted InconE Funds Endo￿nI 20 21 1,679 3,474 5.153 3,114 97 971 3,474 1,679 3,474 5,153 3,177 97 971 3.474 4,445 3,382 72 Unrestricted Funds Revaluation Rese 22 3,391 72 Total funds 7,908 7,899 As permilled by s408 Companies Act 20ue*, the cnarily has not presenied lis own SOFA. Tne cnarity's nei income for the year was £503 k. The R Higgs Chairman P Hackney Secretary Dale of Signing". The notes on pages 23 10 47 form part of these accounts Company numbor 959609 Page 21 LookiDg 8ftef Siaflordshire-s wildl¢fe CONSOLIDATED CASH FLOW STATEMENT FOR THE PERIOD ENDED 31 MARCH 2021 Note 2021 £'ooo 2021 £'ooo 2019 2019 rooo £'ooo Net cath inflow from operating activities 29 857 Cash flows from invèsting activitles In￿stment income Proceeds from sale of fixed assets Purchase of fixed assets Purchase of heritage assets Proceeds from sale of In￿lMentS Purchase of In￿lmentS Net Cash provlded by Investing adivitios 20 344 {9211 {2411 557 355 23 12821 1781 180 169 13171 15961 Cash ftowsfrom financing activities Repayments of borro￿1ng Nel cash inllows from new bomwng 125 149 Net Cash used In flnancing activities 125 149 Change in cash and cath equivalents in the reporting year 665 1511 Cash and cash equI￿lentS al the beginning of the reporting year 1,141 1,192 Cash and eash equivalents at th• end of the reporting year 30 1,806 1,141 nD25y558 Page 22 Lookjng after Staftoidshire's wildlile NOTES TO THE ACCOUNTS FOR THE PERIOD ENDED 31 MARCH 2021 Accountlng pollcies Company Infomiatlon Slaffordshire Wildlife Trust Limited I'the charily'l is a company limited by guarantee, incorporated in England and Wales, and is registered with the Charity Commission. The registered office is The Wolseley Cenlre. Wolseley Bridge, Slafford, ST17 OWT. Basis of accountlng The financial slalements have been prepared under the historical cost convention, with the exception of listed investments which are included al their market value. The financial statements have been prepared in accordance with the Charity Commission Statement of Recommended Practice- Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland leffective 1 January 20191. The financial slalemenls are prepared in sterling, which is the functional currency of the charily. Monetary amounts in these financial statements are rounded lo the nearest £'ooo. The Trustees confirm that the Charity is a public benefit enlily as defined by FRS 102. The company has extended its accounting period by 3 months and the financial statements have been prepared for the 15 months lo 31 March 2021. The reason for the change is lo align w￿th grant bodies and partners who operate and report in the fiscal year. Consequently, the comparative amounts presented in the financial slalernenls (including related nolesl are not entirely comparable. Group Accounts The Sialemenl of Financial Aclivilies ISOFAI and Balance Sheet consolidate the financial slalements of the charity and ils subsidiary undertakings. The results of the subsidiaries are consolidated on a line by line basis. The charity has availed itself of Paragraph 4111 of Schedule 1 of the Large and Me(Jium-sized Companies and Groups (Accounts and Reports) Regulations 2008 and adapted the Companies Act formals to reflect the special nature of the charity's activities. As most of the income from the subsidiary companies is transferred to the Trust the view taken is that there is no significant difference between the Group and Company figures. The subsidiaries are accounted for separately for management control purposes. Going concern The Trustees have considered the operating position of the Group and are of the opinion that there are no material uncertainties regarding the Trust's ability lo continue as a going concern. The covid-19 glob21 pandemic has naturally created difficulties in all areas of the Trust. In particular, face lo face activities and commercial income ceased completely for several months. While this has struck predicted income hard, the Trust has taken advantage of emergency funding and government support schemes available, and has also been fortLJnale lo receive the cash relating lo three signrficanl legacies since the p2ndemic began. The combination of action taken lo reduce costs and the additional income from legacies and emergency grants means that the trustee5 are confident that the charity will remain a going concern for the foreseeable future. Fund Accounting 1.4. 1 Unrestricted Funds These funds can be used for any of the charity's purposes. 1.4.2 Restrictod InGome Funds These funds have been given to the Trust for a particular purpose lo be used in accordance with the wishes of the donor. 1.4.3 Endowment Funds These funds have been given lo the Trust for a particular purpose lo be used in accordance with the wishes of the donor. The capital can generally not be realised. Page 23 LoDking after Stalfordshir@'$ wildlile NOTES TO THE ACCOUNTS {conlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 1.4.4 Dgsignatgd funds - Projeds These funds were sel aside by the Trustees for specific projects. Many of these projects are partly funded with the unfunded element sel aside from general funds. Incorne Income from investments, Gift Aid and deeds of covenant are included gross, and are accounted for when receivable or the charity's right lo il becomes legally enforceable. Provision has been made for Income Tax reclaimable al the period end. Legacy income is included in the accounts when the amount due can be quantified wth reasonable certainly and Ihe liming of the receipt is known. Incoming resources in the form of donated assets have been included in the SOFA al a reasonable estimate of their value, taking into account the market value of the assets and comments made by the donor. Grants receivable are accounted for when there is sufficient information lo enable the claim lo be made or the claim has been made and there is clear indication lo suggest the claim will be mel. Volunteer Help The Trust receives support from a wide variety of volunteers. It is not practical lo place a value on the time volunteered by all these persons, due lo the variety of duties perfomied, the differences in time spent, and the sheer number of volunteers who gave of their time. Membership Income Membership income is taken lo the Slalemenl of Financial Activities over the life of the subscription, taking into account the type of membership involved. Local Groups The Local and Special Interest Groups are referred lo in note 25. They hold up lo £500 each. Their activities have not been included in the consolidated figures, other than by way of the contributions they make. They are autonomous in their operation. Larger groups are consolidated into the Trust's accounts. Expènditure Indirect costs are allocated to the expenditure headings in the SOFA on the basis of the number of employees in each area of work. Cost of Raising Funds consists of expenditure relating lo appeals. cofflmunicalions requesting funds, applying for grants and other general publicity as part of fundraising together with associated support activities and cost of sales. Administration and Support of charitable activities consists of those costs incurred in support of expenditure on the objects of the charity. These include the provision of the premises, personnel, information technology and audit fees. 1. 10 Irrecoverable VAT The charity and its subsidiaries are partially exempl. Irrecoverable VAT is allocated to the appropriate cost categories. 1.17 Koy Estlmatlons and Judgements The Trust has included estimates and judgements where appropriate and it is not possible lo obtain fully accurate information at the lime of preparation. Income is accrued on actual agreed amounts bul may be subject to change in certain circumstances, such as when an agreed amount is valued in a foreign currency and payment is based on the exchange rale al that lime. Legacies are recognised al the point that they are highly likely lo be received. This may be several months or years before receipt, and therefore Ihe fecognilion of income is based on what is known al the lime the accounts are prepared. Recognition of fixed assets is generally based on the substance over form rule, for example in cases where the trust has an option lo purchase a reserve that il is managing. Al this point the purchase is highly likely and in substance the asset belongs lo the Trust and therefore is recognised as an asset. Page 24 Looking after Slulford5hire's wildlife NOTES TO THE ACCOUNTS {conlinued} FOR THE PERIOD ENDED 31 MARCH 2021 AG¢ounting policies Iconlinued} 1. 12 Deprgciation Class of Asset Freehold Buildings Land Equipment Fixtures and Fillings Motor Vehicles Impemanent Structures Integral Plant & Fixtures Long-Temi Infrastructure Leasehold Property Rate 29/0 Straight ￿ne Not Depwialed 200/0 Slraighl Line 200/0 Straight Line 20°/o Reducing Balance 10Q/o Slraighl Line 6.67Q/o Reducing Balance 4010 Straight Line 04er the term of the lease 1. 13 Heritage assets The Charity's objects include the consetwalion of nature for the purpose of stLtdy and research and to educate the public in understanding and appreciation of nature, the awareness of ils value and the need for ils conservation. As such the Charity owns and maintains a number of nature reserves that fall into the definition of heritage assets in accordance with FRS 102. These assets have been capilalised al cost al the dale of acquisition, and being land in nature have not been depreciated. The costs of maintaining the heritsge assets are expensed through the Statement of Financial Activities as incurred, as part of the Trust's charitable aclivilies. 1.14 Investments Investments are a form of basic financial inslnjment and are initially recognised al their transaction value and subsequently measured al their fair value as al the balance sheet dale using the closing quoted market price. The slalemenl of financial activities includes the nel gains and losses arising on revaluation and disposals throughout the year. The Trust does not acquire pul options, derivatives or other complex financial inslrumenls. The main form of financial risk faced by the charity is that of volatility in equity mafkels and investment markets due lo wider economic conditions, the allilude of investors lo investment risk. and changes in sentiment concerning equities and within particular sectors or sub sectors. t. 15 st￿ks Stocks are staled al the lower of cost and nel realisable value, where cost comprises purchase price. There is r¢0 stock held by the charity. The Trading Company holds stock as staled in the balance sheet Inole 22} 1. 16 Pension Costs The Trust operates a defined contribution scheme for the benefit of its employees. The costs of contributions are WTillen off against incoming resources in the year they are payable. The assets of the scheme are held separately fTom the Trust in independently administered funds. 1.17 Redundancy Costs Redundancy costs are recognised in the slalement of financial activities upon settlement. There were no unpaid redundancy costs as al the period end. 1. 78 Financg and opgrating leases The Trusl has no finance leases. Rentals payable under operating leases, including any lease incentives received, are charged to income on a slraighl line basis over the term of the relevant lease except where another more syslemalic basis is more representative of the lime pallern in which economic benefits from the lease asset are consumed. Page 25 Looking afier $18floril$hires wildlrfe NOTES TO THE ACCOUNTS {¢onlinued} FOR THE PERIOO ENDED 31 MARCH 2021 1. 19 Land and bulldlngs Nature Reserves are included al cost in the accounts as the Board are of the opinion that they are to be preserved long-lerm by the Trust. As regards the Buildings al Wolseley al 30 May 2006 these were valued for insurance purposes, in respect of re-building costs of £1,562,000, so the board believes the cost is a fair valuation. The Wolseley development of 201812019 included construction and related invoices at cost. 1.20 Financial instruments The Trust only has financial assets and financial liabilities of a kind that qualify as basic financial inslrumenls. Basic financial instruments are initially recognised al transaction value and subsequently measured al their settlement value with the exception of bank loans which are subsequently measured al amortised cost using the effective interest method. Trade and other debtors are recognised at the selllemenl amount due after any trade ¢Jiscount offered. Prepayments are valued al the amount prepaid nel of any trade éiscounls due. Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds lo a third party and the amount due lo sellle the obligation can be measured or eslimaled reliably. Creditors and provisions are normally recognised al their settlement amount after allowing for any trade discounts ijue. 1.21 Deferred income Income is deferred in respecl of projects that are limebound and recognised for the period in which the project is completed. Income is also deferred for membership subscriptions, where those subscriptions relate lo a period after the end of the financial year. 1.22 Lgases Rentals payable under operating leases, including any lease incentives received, are charged lo income on a slraighl line basis over the term of the relevant lease except where another more syslemalic basis is more representative of the time pallern in which economic benefits from the lease asset are consumed. 1.23 Government Grants Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance the the grant conditions will be mel and the granls will be received. A grant that specifies performance conditions is recognised in income when the performance conditions are mel. Where a grant does not specify performance conditions il is recognised in income when the procee¢Js are received or receivable. A grant receive(i before the recognition criteria are satisfied is recognised as a liability. During the year Sl8ffordshire Wildlife TrLtst Group received Coronavirus Job Retention Scheme grant income from the Government of £450,019 {2019.. £nill 1.24 Debtors Trade and other debtors are recognised al the settlement amount due. 1.25 Creditors and Provlsions Creditors and provisions are recognised where the charity has a present obligation resulting for a past event that will probably result in the transfer of funds lo a third party and the amount due lo settle the obligation can be measured or estimated Teliably. Creditors and provisions are normally recognised al their settlement value. Page 26 Looking after sl4flo￿$h1re.s wildlife NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 Donatlons and Legacigs Unr•striet¢d R•stri¢t8d Endowment 15 Months ended 31 March 2021 £'ooo 981 128 81 Year Ended 31 December 2019 £'ooo £'ooo 981 18 81 £'ooo £'ooo embership income Grants and donations Legacies 110 157 421 1.080 110 1,190 1.239 Charitsblg Activities Unrestrlcted Restrlcted EndowThnt 15 Months 9nded 31 March 2021 £'ooo 3,568 Year Ended 31 December 2019 £'ooo 2,125 £'ooo 640 £'ooo 2,928 £'ooo Grants and Contracts 640 3,568 2,125 Other Trading Actlvity Unrostrlct•d Réstrict•d Endovm*nt 15 Months ended 31 March 2021 £'ooo 114 16 247 Year Ended 31 December 2019 rooo 207 73 413 £'ooo 114 16 247 rooo £'ooo Shop Sa￿$ Conference and Room Hire Café Sales Fundraising E￿nts lincludinq bcal qroupsl Other 204 205 582 583 819 Investment incomo Unrestricted Restricted Endowment 15 Months ended 31 March 2021 £'ooD Year Ended 31 December 2019 £'ooo £'ooo £YJoo £'ooo Interest Di)itdends 13 13 18 14 14 20 Page 27 Looking after s1offordsh¢Ye's wildlife NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 Other Opgraling Income Group Charity 15 Months Year Ended 31 1511￿nthS Year Ended 31 ended 31 December ended 31 Dgcembgr March 2021 2019 March 2021 2019 £'ooo £'ooo £'ooo £'ooo Job PÉtention Scheme 450 Expenditure on raising funds Unrestrlcted Restrlcted Endowment 15 Months ended 31 March 2021 £'ooo 657 13 99 718 83 Year Ended 31 December 2019 £'ooo 469 93 126 620 12 £'ooo 655 £'ooo £'ooo Cost of Raising Donations E￿nI Costs Charity Shops Trading Company Costs Ad*rtising l Direct Mail In%eslment Management 718 83 1,576 1,578 1,323 Charltable actlvltles Unrestricted R8Striet•d Endowm•nt 15 Months ended 31 March 2021 £'ooo 1,655 500 1.435 241 Year Ended 31 Decembor 2019 £'ooo £'ooo 786 105 1.435 É'ooo Conser¥elion DelI￿ry Education Limng Landscapes Other Charitable Prqecls 1,122 678 361 186 395 241 1.505 2.326 3,831 2,347 Olrect Costs Grant Fvndlng Support 15 Months ended 31 March 2021 £'ooo 1,655 5QK) 1,435 241 Year Ended 31 December 2019 £'ooo 1,440 346 1,369 {23} £'ooo £'ooo 208 154 £'ooo 1,122 678 361 Conserwdtion Delivery Education Limng Landscapes Ilher Charitable Projects 264 3,132 692 3.831 2,347 Page 28 Looking after slalf0￿shlre'S wildlile NOTES TO THE ACCOUNTS Icontinuedl FOR THE PERIOD ENDED 31 MARCH 2021 Total expenditure Staff Costs Dlrèct Costs Othèr Support fknrnan¢e 15 Months Year Ended ended 31 31 March 2021 Decembèr 2019 £'ooo £'iJoo £'ooo £'ooo rooo £'ooo Expenditure on raising ￿ndS In￿stment management costs Consewtion Education Limng Landscapes Other Projects 1,292 78 1,570 1,320 628 337 212 59 496 12 531 151 1,223 166 1,655 500 1,435 241 1,122 678 361 16 2,528 708 2.157 16 5,409 3,670 Total expenditure is slated after charging.. Audilorfs Remuneralic - Audit SerKices 14 11 Other Non-Audil Ser¥ices Depreciation Amounts Payable Under Operdling Leases 176 47 106 32 io Analysls of Support Costs Rat￿n9 Funds £'ooo Canstrvation Education Delivery £'ooo Other Total Basis of Allocation £'ooo £'ooo £'ooo 14 100 154 23 13 72 110 42 279 428 65 16 Per Capila Per Capila Per Capila Per Capita Actual Finance & CEO Premises HR & Volunteering Go*mance 57 88 13 76 12 16 145 291 166 228 830 Page 29 Lookin9 after Staffordshtre$ wildlile NOTES TO THE ACCOUNTS {continuedl FOR THE PERIOD ENDED 31 MARCH 2021 Staff ¢o$ts Trust Trading 15 Months Year Ended gnded 31 31 March 2021 December 2019 £'ooo £'ooo £'ooo fooo Salaries and Wages Social Security Costs Other Pension Costs 1.652 116 155 492 2,144 138 195 1,745 124 160 1,923 2,477 2,029 Employ89$ and Voluntsers The a¥erage numb8r of employees, analysed by fvjnclion, was.. Trust Trading 15 Months Year Endod ended 31 31 March 2021 Docember 2019 ConseTh8lion Education Fundraising Management and Adminislralion Subsidiaries 24 44 t5 24 44 15 23 34 15 43 47 39 96 43 139 120 We rely on volunteers to help in all aspects ol our work particularly for practical conservation work. adminislralion and fundraising. ￿0?￿559 v￿￿5(￿V5-WIld￿IP0P9￿l Page 30 Lookino aiier Stbttordshir4's wildlile NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 Board's and employoes, emoluments Members of the Board did nol receive any remuneration or benefits in kind during the period. Costs incurred by the Board on business amounted lo £120 {2019.' £ 604). Total donations received from Members of the Board were immalerial.12019.' £0)- Small amounts are received in respect of events bul nothing over £1,000. One employee received emoluments within the band of £80,000-£90,00012019'. one in the band £60,000- £70.0001. ExècutivB Rgmungration The lolal executive remuneration paid in the 15-monlh period to 31 March 2021 was £318.000 (year ended 31 December 2019.. £ 294,000} Average Hgadcount The average headcounl in the group in the period ended 31 March 2021 was 13912019.. 1201. broken down as follows.. Slaffordshire Wildlife Trust- 96 {2019. 811 Slaffordshire Wildlife Trading- 43 (2019.. 391. 12 Pension arrangements The Trust operates a Group Personal Pension Scheme. Contributions to the scheme are charged lo the accounts as they fall due. The Trust has sel up a stakeholder pension plan, open lo all employees, to cover those who do not wish lo contribute to the Group Scheme, to which no employer's contributions are made. Pension costs are allocated between reslricled and unrestricted funds on an actual cost basis relative to the employee's staff eosts. The allocation of support costs lo activities is therefore as ststed in note 9. Page 31 Looking after StèlfDid8hire's wildlilq NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 13 Tangible assets Group Freehold & Leasehold Land É'ooo Freehold Equlpment Buildings Motor Vehiclès Total £'ooo £'ooo £'ooo £'ooo Cost or Donated Value Al 01 January 2020 Additions Disposals Al 31 March 2021 321 3,579 167 506 18 (gi 515 192 41 1371 196 4,598 282 1461 4,834 377 3.746 Depreciatlon Al 01 January 2020 Charg8 for the Year Eliminated on Disposals At 31 March 2021 14 20 666 104 361 33 151 389 139 19 1221 136 1,180 176 1271 1,329 770 Ngt Book Value Al 31 March 2021 343 2,976 126 60 3,505 Al 31 December 2019 307 2,913 145 53 3,418 Charity Freehold & Leasehold Land Freehold Equipment Buildings Motor Vehicles Total £￿00 £'ooo £'ooo £'ooo £'ooo Cost or Donatod Valuè Al 01 January 2020 Additions Disposals Al 31 March 2021 321 3,579 167 360 4,424 215 1241 4,615 41 1241 181 321 3,746 367 Deprg¢lation Al 01 January 2020 Charge for the Year Eliminated on Disposals Al 31 March 2021 14 277 22 120 19 118} 121 1.077 104 1181 1,207 17 770 299 Net 8ook Value At 31 March 2021 2,976 60 3,408 At 31 ￿L￿nber 2019 307 2,913 83 3,347 The Trust acquired a 125 year lease al the Roaches on 1 May 2013. This has been included in freehold and leasehold land rather than as a heritage asset as the land is not owned by the Trust and is lo be WTillen off over the term of the lease. Page 32 Lotsking èftei St&lfordshire'$ wildlil• NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 14 Hgritage assets The Trust's nature reserves are held to advance the conservation objectives of the charity and therefore are recognised as Heritage assets. Such asset5 are central lo the achievements of the Trust. Purchased heritage assets are included in the balance sheet al cost. Donated assets are only included in the balance sheet where a reliable valuation can be obtained al the date of donation. The following nature reserves have been purchased or donated throughout the life of the Trust. Date Rgserve Co* £'ooo 138 16 201 1970-2000 1975 1981-1996 1984 1987 1987-W03 1988 1993 1993-1995 1994 1996 1996 1997 1997 1998 Loynlon Moss Caslem Wood Black Brcx)k Doxey Marshes - Tillin9ton Pasture Paslurefields Brown End Quarry Doxey Marshes - Cadbury Pasture Doxey Marshes - Central Pastures Rod Wood Weags Bam Colwch Black Firs and Cranbery Bog Doxey Mafshes - Tillington Meadow Oakwood Pastures Hem Heath & Pafrots Drumble Cotton Dell Doxey Marshes - Darfing Pasture Black Heath & Casey Bank Baleswood Newslead WCKMJ Thorswood Radford Meadows Croxall Lakes Brankley Pastures Highgale Common Black Brook Tucklesholme Shawside Nan's Wood Hazel Barrow Hem Heath - Wedwood Knolbury Common Gun Mct)r Craddock's Moss 32 28 45 53 52 39 21 88 65 99 1999 1999-2000 Pre-2000 2002 2002-2003 2004 2006 2007 2009 2010 2013 2015 2016 2016 2017 2019 2019 2020 122 304 31 339 88 25 108 10 79 162 78 2,450 Page 33 Lotskiny after Stèflordshire's wildlrte NOTES TO THE ACCOUNTS Iconlinuedl FOR THE PERIOD ENDED 31 MARCH 2021 In addition lo the PL•rchased or donated nature reserves, the following are being leased or rented at a nominal renl81. Allimore Green Newslead Wood Doxey Marshes- Casllelown Georges Hayes Harston Woods Walkmill Pool Jacksons Coppice Side Farm Swineholes Wood Genlleshaw Common There is a management agreement for Burnt Wood and Bleak House. Public access lo the siles is generally unreslricled subject lo health and safely, temporary operational or other reslriclions such as within leases or conveyance documents. Fiv8 year surnmary of heritage asset transactlons 2021 £'ooo 2019 £'ooo 2018 £'ooo 2017 £'ooo 2016 £'ooo Cost Bought Forward Purchases in the Year 2,372 78 2,131 241 2,131 2,121 10 1,988 133 Cost Carried Fo￿ard 2,450 2,372 2,131 2,131 2,121 It is not practical to separately identify the amount spent on maintsining these assets as it is so integral lo the general work of the Trust. 15 Investments 31 Mar¢h 2021 31 Oecember 2019 £'ooo Quoted and Li&ed Investments Group and Company rooo Quoted In￿lMentS Cash Held as Part ol Portfolio 661 20 612 17 681 629 The movement on quoted investments is as follows.. 31 March 2021 31 December 2019 £'ooo £'ooo Market ￿1ve as al 1 January 2020 Additions al cost Disposals al Mat1(el Value Bought Forward Unrealised Gains I (Losses) 612 173 1176} 52 705 355 15101 62 Mathel Value al 31 March 2021 661 612 Historic Cost as 31 March 2021 563 557 Page 34 Looking after Staffordshire'5 wildlile NOTES TO THE ACCOUNTS (continued) FOR THE PERIOD ENDED 31 MARCH 2021 Investments comprise-. 31 March 2021 31 Dgcember 2019 £'ooo £'ooo Fixed Interest Securities UK Equities Olerseas Equities Property Funds Other 100 172 279 31 79 106 173 243 19 71 661 612 The following investmenls are considered lo be material in the context of the value of the portfolio (over £46,000).. 31 March 2021 £'ooo Aberdeen Standard UK Ethical Equity Fund BMO Responsible UK Equities Brown Adiisory US Sustainable Growth Edenlree Sustainable Global Equity Henderson In￿StMentS Global Sustainable Equity Rlum Sustainable In¥eslmenls 45 48 49 38 275 Staffordshire Wildlrfe Trust Limited owns the entire share capital12 ordinary shares of £11 in ils subsidiary, Staffordshire Wildlife Trading Limited (company no. 033872331, which is incorporated in England. Slaffordshire Wildlife Trust Lirniled also owns the entire share capital12 ordinary shares of £11 in tts subsidiary. Slaffordshire Ecological Services Limited (company no. 067755031, which is incorporated in England. Further details Gonceming the activities and assets of these companies is given in note 22. Page 35 LookiDg after Staffordshires wildlife NOTES TO THE ACCOUNTS lcontinuedl FOR THE PERIOD ENDED 31 MARCH 2021 16 Debtors Group 31 March 2021 Charity 31 March 2021 31 December 2019 £'ooo 31 December 2019 £'ooo £'ooo £'ooo Trade Debtors Amounts Due from Subsidiary CLJmpanies Other Debtors Prepaymenls and Accrued Income 45 90 169 40 394 767 387 750 812 646 976 17 Investments- Current assets 31 March 2021 31 Docembor 2019 £'ooo Group and Company £'ooo COIF Charities Deposit Fund al CCLA In￿stn?8nt Management Limited 18 Credltors.. Amounts falllng due wlthln one year Group Charlty 31 March 2021 31 December 2019 £'ooo 31 DeceTnber 2019 £'ooo 31 March 2021 £'ooo £'ooo Trade Creditors Other Creditors Other Taxes and Social Security HLF Creditor Accruals and Deferred Income 65 25 163 67 31 ss 160 65 207 167 198 153 443 333 425 309 Deferred Income Included within Accruals and Deferred Income is deferred income relating lo membership subscriplions paid in advance and annual partnership payments lo projects paid in advance. Group É'ooo Charity Balance at 1st January 2020 Amount released to income receiwj from charitable aclilities Amount deferred in the period 104 {1041 73 11041 73 Balanco al 31st March 2021 73 73 Page 36 LtsDkiny aftec siÈflordshiro'5 wildlife NOTES TO THE ACCOUNTS (continued) FOR THE PERIOD ENDED 31 MARCH 2021 19 Creditors: Amounts falling due in more than one year Group Charity 31 March 2021 31 March 2021 31 December 2019 £'ooo 31 December 2019 £'ooo É'ooo £'ooo Amount Due lo Esmee Fairbaim Foundation Coronaiirus Bounce Back Loan 75 149 75 149 125 149 75 149 20 Restricted fund$- Project$ These funds have been set aside for specific projects. These projects may arise out of the Trust's ongoing aclivilies, or the Trust may be asked lo carry out a specific task. Eilher way, al some stage in the project, grants and donations will have been received specific lo that project. Therefore once a project is commenced any funds allocated to it are reslricled to that fund. It is anticipated that these funds will be used over the coming months and years as the expenditure for which these funds were raised is incurred. There are therefore many small funds and for the purposes of slalutory reporting these have been grouped together under two main headings. Group and Company Balance 01 Jan 2020 Balance 31 Mar 2021 Incomlngs Outgoings Tranthrs £'ooo £'ooo COnser￿tIon Deli¥Ery LiNing Landscapes Education 700 252 19 1.092 1,788 159 18061 11,4351 1871 131 983 605 91 971 3,039 1,679 2,328 The following funds of £46,000 of more {individual or cumulalivel were received in support of projects.. Funder Project unt £'ooo Biffa Award EA EA EA Learnina Fijb al The Wolseley Centre N3tural Flood ￿nagen￿nt Transforming the Trent Valley Stoke and ikban N￿aS￿e.. RediSCo￿rIng Its Secret En￿lronnEnts Stoke and Urban NevKasle." Redisc￿rIng Its Secret Environments Stsfford Br¢)oks Transfornino the Trent Valley Water for Welltreing Trent Vafe Env+ronrrEnt Undertaking 125 173 512 ERDF 675 Hiqhways England Nabonal Lottery Sevefn Trent Severn Trent 63 307 Page 37 Lookino èfter StÈlfoidshiie$ Wildlife NOTES TO THE ACCOUNTS Icontinuedl FOR THE PERIOD ENDED 31 MARCH 2021 Stsffordshire Wildlife Trust has received funding of less than £46,000 during 2020-21 from the following funders.. Accelerate Leaming Training & Resource Services., Aggregate Industries UK Ltd., The Arts Council,. Audley Parish Council,. Barton Under Needwood and Dunslall Key Trust-, Biffa Award,. Cannock Chase District Council., Children in Need,. DEFRA,. Derbyshire Environment Trust,. East Staffordshire Borough Council., The Edward Cadbury Trust,. Ernest Cook Trust., Groundwork UK,. Hanson Aggregates,. Hednesford Town Council,. Historic England., Lafarge Tarmac UK,. Lichfield Di51ricl Council,. National Forest., National Lollery Community Fund,. National Trust,. Natural England., Newcastle Borough Council,. RSWT,. Rugeley Power Ltd,. Solihull Melropolilan Borough Council,. South Slaffordshire Plc., Sports England,. Slafford Borough Council,. Slaffordshire County Council.. Slaffordshire Moorland District Council., Siaffordshire Police and Crime Commi5sioner,' Stoke on Trent City Council., Tamworth Borough Council,. Veolia,. The Woodland Trust. 21 Endowment Funds These are funds which will have arisen from all Appeal, or from a specific donation, or from grants. The funds have been used to acquire the siles operated and the headquarters. There are also donations of fixed assets which have been valued. and the valuation placed here. Group and Company Balance 01 Jan 2020 Balance 31 Mar 2021 In￿MIng$ Outgoings Transfers £'ooo Black Brook The Roaches Black Firs Black Heath Brankley Brown End Quary Casey Bank Castem Wood Cdwch Brickwotks Colton Dell Croxall Doxey Marshes Hazel Barrow Hem Heath Highgale Common Loynlon.. Shooting Fl'ghls Loynton Moss Oakwood Pastures Nan's Wood Newstead P8Sturefields Radford Rod WCKKI Shawside ThorswoDd Tucklesholme Weag's Bam Westport Undercroft Wolseley Gatehouse Wolseley HQ 198 273 273 34 304 34 63 87 87 138 108 18 220 138 108 18 220 44 137 39 25 10 22 122 45 88 137 39 25 10 22 122 45 96 285 52 76 154 813 285 52 76 154 813 3.474 3,474 Page 38 Looking after StattordshirÈ'$ wildlile NOTES TO THE ACCOUNTS Icontlnuedl FOR THE PERIOD ENDED 31 MARCH 2021 22 Unrestricted funds These funds have been sel aside for projects that are not fully funded by reslricled income. Any unspent funds will be spent over the coming years as the expenditure for which these funds have been set aside is incurred. Balance 01 Jan 2020 Balance 31 Mar 2021 Incomings Outgoings Translers rooo £'ooo D&signated Funds- Projects - Conservation DelI￿ry 127 127 2,699 12561 1256) 12,8251 30 30 1271 751 751 850 2,613 General Funds Total Unrostrictsd Funds 3,463 2,826 13,0811 3,211 23 Trading companles The following activities are carried out by 'Slaffordshire Wildlife Trading Limited,: Operation of a cafe and conference facilities al WeslFM)rt Lake Visitor Centre in Burslem. The building is on stills and ovedooks a large lake. Running a Visitor Cenlre, café, retail shop and conference facilities al the Trust's Headquarters al Wolseley Bridge Running three charity shops across the county, selling mainly donated goods. An online shop which sells retail goods especially in the run up lo Christmas Leasing of vehicles A SWT lollery, which is drawn every week and awards three prizes for each draw. Slaffordshire Wildlife Trading Limited entered into no sales or purchases with any of the other members of the group in the year. Al the period end Slaffordshire Wildlife Trading Limited owed £ 168,75712019.. £ 171,5611 lo ils parent company. This debt is made up of payments and receipts that have been received and paid by suppliers lolfrom the wrong group member, as well as liabilities arising under group arrangements. Page 39 Looking after Staffordshir@'$ wildlif NOTES TO THE ACCOUNTS Iconlinued} FOR THE PERIOD ENDED 31 MARCH 2021 22 Trading companles l¢ontinued} The statutory income slalernenl and slalernent of financial position of Staffordshire Wildlife Trading Limited were as follows.. Staffordshire Wildlrfe Trading Limiteil Income Statement Period ended 31 March 2021 2021 £'ooo 2019 £'ooo Rwvnue 744 788 Cost of sales {675} 16231 Gross profit 69 165 Administrati* expenses 1142) 11641 Operatlng proflt 1731 In￿stment Income Profit bofore tsxation (73) Taxation ILossyProfil for the financial year 1731 Total comprehensive Incomg for tho year 73 A gift aid payment of £Nil12019 - £Nil} was made by the subsidiary lo the parent charity. Page 40 Ltsoking éftèr Stbttordshires wildlil NOTES TO THE ACCOUNTS {continuedl FOR THE PERIOD ENDED 31 MARCH 2021 22 Tradlng cornpanies {conlinuedl Staffordshire Wildlife Trading Limited Statement of Financial Position As at 31 March 2021 2021 £'ooo 2021 £'ooo 2019 rooo 2019 £'ooo Fixed assets Property, Plant and Equipment 96 71 Current assets Stock and Woth in Progress Trade and other receikobles Cash al bank and in hand 25 35 21 77 146 Current Liabilities 11891 12101 Net current liabiliti0$ {1121 1641 Long tsm) 1Sabllltles 1501 Total assets less current liabilities Equity Called up share capital Retained Eamings {661 Total Equity (661 Page 41 Looking after Staflordshire's wildlife NOTES TO THE ACCOUNTS (continued) FOR THE PERIOD ENDED 31 MARCH 2021 22 Trading companies {conlinuedl Slaffordshire Ecological Services Limited The principal activity of Staffordshire Ecological Services Limited was that of providing environmental consultancy services. This company ￿aSed trading on 30 September 2015. Staffordshire Ecological Services Limited entered into no sales or purchases with any of the other members of the group in the year. Al the period end Slaffordshire Ecological Services Limited owed £Nil12019'. £Nill lo ils parent company. This debt was made up of charges for premises, staff and management costs that were not recharged before il ased trading. However, due lo the fact that the company will not trade for the foreseeable future and will not. therefore, be in a position lo repay the debt, the loan has been impaired. The amount owed between Siaffordshire Wildlrfe Trading and Slaffordshire Ecological Services has now been transferred and induded as a balance befften Siaffordshire Wildlife Trading and the parent company. Staffordshire Ecological Services Limited remained dormant throughout the period ended 31 March 2021. Page 42 LDDking after Staffordshire's wildlrfÈ NOTES TO THE ACCOUNTS Icontinued) FOR THE PERIOD ENDED 31 MARCH 2021 22 Tradlng companies Iconlinued} Staffordshirè Ecological Sorvices Limit8d Statement of financial position As at 31 March 2021 2021 £'ooo 2021 £'ooo 2019 £'ooo 2019 £'ooo Fixed •￿ts Property, Plant and Equipmenl Currentas8ets Trade and other reCeI￿bleS Cash at bank and in hand Current Liabilities Net current asgets Total awts loss current liabilities Equity Called up share capital Retained Eamings Total Equlty Both Staffordshire Wildlife Trading Limited and Staffordshire Ecological Services Limited are wholly owned subsidiaries of Staffordshire Wildlrfe Trust Limited Page 43 Looking after Siallordshire's wldlife NOTES TO THE ACCOUNTS (continued) FOR THE PERIOD ENDED 31 MARCH 2021 23 Analysis of net assets betwoen funds Unrestricted Restricted Projecis Capital £'ooo £'ooo Total £'ooo £￿00 Tangible fixed assets Heritage assets Lorig-lern in¥estments Stock and woth in progress Debtors Cash al bank and in hand Short-lemi In￿StmentS Current liabilities Long lemi liability 2,091 166 681 25 297 226 1,414 2,284 3.505 2,450 681 25 1.423 132 1,781 {2301 {501 1641 11491 1751 14431 {1251 Total nel assets 3,211 1,547 3,606 Re￿lUation rese￿ included withirTr long-lerm invaslmenls 97 97 24 Members guarantee The liability of each member is limited lo £1. 25 Local and speclal Interest groups Within the overall operation of the Trust there exists some 20 local and special interest groups. These local and spec121 interest groups are autonomous, and responsible for their own financial matters. They organise their own fundraising activities, cover their own running costs, and make contributions lo the Trust as and when funds are 8vailable. Their results have not been incorporated within these figures. An exception lo this is the special interest group. Barn Owl Action Group, which is a larger operation than other local and special interest groups. In the case of this. the group's operations have been included as a restricted fund within the Trust's financial stalemenls. 26 Contingent Ilabllitles There are certain covenants in respect of projects and sites which require that rf the land is sold any funding would be retijrned lo the funder. Land and buildings can be viewed as permanent assets of the Trust and have not been acquired for onward selling. 11 is therefore unlikely that these covenants will ever be breached and a liability incurred. Page 44 Looking after Stèlloidshires Wildljte NOTES TO THE ACCOUNTS Icontlnuedl FOR THE PERIOD ENDED 31 MARCH 2021 27 Financial Instruments Group Charlty 31 March 2021 31 Decgrnbgr 2019 £'ooo 31 December 2019 eooo 31 March 2021 £'ooo £'ooo Flnanclal ￿setS Financial assets nEasured at fair ￿&lue through profil or loss Financial assets that are debt Instru￿ents nEasured at amrtiwl cost 685 634 685 2,231 1,880 2,186 1.957 2,916 2,514 2,591 Flnanclal Liabilities Financial liabilities ffEasured al amrtised cost 570 229 418 149 Financial assets measured al fair value through income and expenditure comprise investments. Financial assets that are debt instruments measured al amortised cost comprise trade debtors. cash al bank, amounts owed by group undertakings, other debtors and accrued income. Financial liabilities measured al amortised cost comprise trade creditors. amounts owed to group undertakings. taxation and social security, other creditors and accruals. 28 Commitmgnts under operating leases At 31 March 2021 the charity had non-cancellable commitments under operating leases which fall due as follows.. Land and Buildlngs Other 15 Months Yoar Ended 15 Months Year Ended ended 31 31 ended 31 31 March 2021 December March 2021 December 2019 2019 £'ooo £'ooo £'ooo rooo Within 1 year Within 2-5 years 37 42 22 43 79 65 Page 45 Looking afte¢ StaffordshirÈ'5 wildlrfe NOTES TO THE ACCOUNTS {continuedl FOR THE PERIOD ENDED 31 MARCH 2021 Reconcilialion of cash inflow from oper*ing activities 31 March 2021 31 December 2019 £'ooo £'ooo Profil for the financial year Depreciation Unrealised gains on in¥eslmenls Non