2021-12-31-accounts

IY Westminster Foundation Annual Report 2021

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Contents

Chair of Trustees’ Foreword Director’s Statement Who We Are Our Beliefs What We Fund 03 04 05 06 07 08 09 10 11 12 12 13 14 16 17 18 19 20 21 21 22 23 3 Our Strategic Priorities Our Communities Chester Westminster Rural Communities National & International Achievements & Performance Partnership Grants Small Grants COVID-19 Our COVID Response Charity Ofce Portfolio Other Support Meeting and Event Space Staf Match Funding Grants recommended by Grosvenor Operating Companies Discretionary Grants 1 2	Case Study No. 1 Friends of the Countess of Chester Country Park Case Study No. 2 Street League Case Study No. 3 Healthbox CIC Case Study No. 4 Impetus: Youth Employment Group Case Study No. 5 Young Enterprise The Anne Duchess of Westminster’s Fund Anne Duchess of Westminster’s Fund Grants Case Study No. 6 ADWF: Strength and Learning Through Horses 24 25 26 27 28 29 30 31 4	32 33 34 35 36 37 37 38 39 40 5 Legal & Administrative Information Trustees of the Westminster Foundation Structure, Governance & Management Objects, Aims and Activities for the Public Beneft Financial Review Statement of Trustees’ Responsibilities Independent Auditor’s Report to the Trustees of the Westminster Foundation Statement of Financial Activities Balance Sheet and Cash Flow Statement Notes to the Financial Statements	32 33 34 35 36 37 37 38 39 40 5 Legal & Administrative Information Trustees of the Westminster Foundation Structure, Governance & Management Objects, Aims and Activities for the Public Beneft Financial Review Statement of Trustees’ Responsibilities Independent Auditor’s Report to the Trustees of the Westminster Foundation Statement of Financial Activities Balance Sheet and Cash Flow Statement Notes to the Financial Statements
			32 Legal & Administrative Information
			33 Trustees of the Westminster Foundation
			34 Structure, Governance & Management
			35 Objects, Aims and Activities for the Public Beneft
			36 Financial Review
			37 Statement of Trustees’ Responsibilities
			37 Independent Auditor’s Report to the Trustees of the Westminster Foundation
			38 Statement of Financial Activities
			39 Balance Sheet and Cash Flow Statement
			40 Notes to the Financial Statements

Chair of Trustees’ Foreword

“Our starting point is to provide a solid foundation to children and young people early enough in life, so they can go on to live their lives to maximum potential and build the necessary resilience they need to overcome whatever challenges come their way.”

The Duke of Westminster

The past two years have placed enormous disadvantaged by the impact of the pandemic. strain on people’s lives and livelihoods, Our starting point is to provide a solid questioning and often overturning so many foundation to children and young people certainties we held. Charities working early enough in life, so they can go on to live with children and young people have been their lives to maximum potential and build the operating against all the odds during this necessary resilience they need to overcome time. whatever challenges come their way. We feel very proud to have played a part Sadly, that resilience has been tested far in supporting them by distributing £5.1m too often in the last two years. I firmly believe through 200 grants in 2021 - internationally, that children and young adults up to 25 nationally, regionally - following the 249 years old have experienced greater hardship grants we made in 2020. It has been a hugely than any other generation throughout the demanding two years and I would like to pay pandemic. While they have broadly escaped tribute to our team and my fellow Trustees for the worst impact on their physical health, their tremendous dedication and hard work in they have arguably faced the greatest barriers covering so much ground. to opportunity, and consequently, the most We donated a further £674,000 in COVID significant mental health challenges. (1 in grants in 2021, from the £12.5 million made 6 children aged 5 – 16 are likely to have a available last year to support NHS frontline mental health problem, increasing recently workers, vulnerable children and families, from 1 in 9). and to fund significant research into how the As a place-based funder, we primarily pandemic has affected young people’s operate in Westminster, Chester and rural mental health. communities nationally. While different

of living increases, compounded by reduced incomes, increased childcare costs and higher food and utility bills.

To help these communities overcome these issues and support them to the best of our ability, we take time to work closely with our partners to listen, learn and adapt to best suit their needs. You will see several examples of that throughout the report.

While I believe there is a long way to go before the UK can say it provides adequate support to all children and young people, especially in the face of a growing mental health challenge, there are countless wonderful organisations working hard to address that. We are privileged to work with many of them. As we regularly say, there is no quick fix. The solutions we are all seeking will take time and plenty of collaboration. Only once we have understood and tackled the root causes of inequality together, can we go on to provide opportunities, wellbeing, inspiration and instil confidence in those who need it the most.

As a place-based funder, we primarily operate in Westminster, Chester and rural communities nationally. While different in many ways, children and young people in these regions face similar challenges. They have all been forced to deal with lost education, social isolation and reduced employment opportunities, made worse for those who couldn’t afford laptops, phones or good internet needed for remote learning or working. They have also suffered indirectly, no matter where they are based, as their parents struggle to cope with crippling cost

However, from an early stage, we also knew that COVID would affect people’s lives long into the future. Indeed since March 2020 the challenge has only become more complicated. So, in 2021 we continued to move at pace in all aspects of our work to improve the life outcomes of children and young people who wouldn’t ordinarily benefit from the opportunities they need to reach their full potential, and who have been further

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Director’s Statement

Kate Brown

Following an extraordinary year of activity in 2020, we entered 2021 with even greater determination to ensure vulnerable children, young people and their families have opportunities to thrive, despite facing ever-growing economic and social challenges. Like so many organisations, we faced our own challenges brought on by the COVID-19 pandemic. However, I am immensely proud of our achievements and ability to react swiftly and decisively to help those most in need, which resulted in over £5.1 million distributed in 200 grants throughout the year.

behaviour, which was already highest among lower-income communities. Through our theory of change model, we are aware that society across all levels values sport and physical activity for its positive impact on mental health, wellbeing and achievement. Moreover, children and young people engaged in sport and outdoor activity create life-long habits that last into older age and help develop their resilience in the face of changing life events or circumstances. Enabling inspiring organisations like the Country Trust to expand their outdoor education activities for children, and supporting the Friends of the Countess of Chester Country Park to run their Forest Fun programme for children and parents during the pandemic are just two examples of our commitment to this crucial issue. Secondly, the difficulties facing young adults. This has worsened over the pandemic. According to the ONS in March 2021, the unemployment rate for 16–24 year olds became 14%, compared to just under 4% for those over 25. Almost two-thirds of people who lost their jobs in the pandemic are under 25. Youth unemployment has already risen far quicker than in the UK’s last few recessions and without support to gain the right skills or work experience, the challenge facing young people will be even greater. We’re delighted to support brilliant organisations like Street League and Youth Fed who work tirelessly to ensure young people gain the qualifications and skills they need for the future workplace, as well as the Youth Employment Group (led by Impetus), which campaigns for policymakers and politicians to put young people at the heart of their employment recovery plans.

Despite being confronted by a crisis that demanded immediate attention, we have remained committed to taking a long-term approach to our work, rather than seeking quick wins. We made a significant portion of our donations in 2021 through 20 Partnership Grants. These multi-year strategic investments - typically £100,000 per year over five years - are collaborative endeavours, working with charities, or other organisations as experts in their field, to understand an issue, improve learning, and influence change. Since 2019 we have committed £9.3 million in Partnership Grants.

We see these organisations as our partners. Our team, who deserve immense credit for working tirelessly over the last two years, make a point of building a close relationship with our partners, backing them to undertake their crucial work every day. A long-term approach of this nature enables charities to have the certainty to plan their services and provide sustainable interventions for the young people they serve. As COVID continued to disrupt the life of every child in the UK, especially the estimated four million children and young people already experiencing poverty, adjusting to the impact of the pandemic continued to shape every aspect of our work throughout 2021. But I’d like to draw out three themes in particular, which feature throughout the report.

Finally, the importance of positive role models in young people’s lives. Lockdown prevented children and young people having regular contact with teachers, youth workers or other role models, who would ordinarily provide them with examples they can aspire to. Instead, many were left to handle the negative consequences that uncertainty, isolation and bereavement brought on, alone. This is a significant area of concern for

Firstly, the importance for children and young people to have access to sport and the outdoors. Lockdown restrictions increased sedentary

“At the heart of all these issues is a deep sense of feeling among children and young people that they have unfairly missed out; that life transitions are harder to navigate, as they ricochet from one issue to the next.”

issue to the next, for example by not being able to take exams, start college or university in person, or have a fair chance at entering the labour market. All the charities we support, whether through partnership grants or small grants, have done an outstanding job to mitigate these issues throughout the pandemic. They have reacted to the gravest challenges and greatest demand for their services, with ingenuity, flexibility and optimism. They have delivered against all the odds and we are privileged to have played a small part in enabling them.

us, so we were thrilled to support leading young people’s support service The Mix, as it launched The Mix Connect, an app developed as a lifeline tool for staff and students, offering solutions to the issues young people may be facing. Or fund West London Zone Link Workers, who provide crucial, in-person support to at-risk young people in Westminster via their school setting.

We still have a long way to go to adequately address the mental health impact of COVID on children and young people. Yet, there is equally real potential to make life-enhancing changes to the way people access and benefit from mental health support. That is something our partners at Oxford University’s Psychiatry Department have highlighted so well through their Co-SPACE project, tracking those who continue to be most affected by COVID, and developing responsive resources for parents and organisations that support families.

The challenges brought on by COVID have reaffirmed the importance of early intervention support, building long-term solutions and driving systems change. Looking ahead, we will remain steadfastly committed to that strategy, developing partnerships with charities that support children in their early years. We will also listen and work directly with young people – their experiences are always at the forefront of our minds. And we will work closely with partners to develop data and measurement reporting, allowing us to tailor our grantmaking for maximum impact.

At the heart of all these issues is a deep sense of feeling among children and young people that they have unfairly missed out; that life transitions are harder to navigate, as they ricochet from one

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Who We Are

The Westminster Foundation is an independent grantmaking trust and registered charity (No. 267618), which represents the charitable interests of The Duke of Westminster and Grosvenor businesses.

and fulfilment. We focus our grant-making on inspiring children and young people (aged 0-25) in life’s early stages, giving them opportunities to thrive, build confidence and raise their aspirations.

Across the UK, children and young people - regardless of gender, faith, sexual orientation, ethnicity or social circumstances – frequently lack the guidance and consistent support needed to navigate daily challenges. We are passionately committed to working with organisations that give these children and young people the attention and direction upon which we should all be able to rely.

There is often no quick fix. So, guided by local and national experts, we work on the causes of issues before they take hold, trying to break the cycle of intergenerational inequality. By doing so, we generate opportunities, wellbeing, education, inspiration, trust and instil confidence that no child or young person is in this alone.

Understanding the importance of early intervention

We recognise that working ‘upstream’ is often more productive and cost-effective for children and young peoples’ services. To this end, we provide long-term sustainable help to vulnerable young people by working closely with organisations supporting families, schools and local communities. This early intervention is critical to health, security

www.westminsterfoundation.org.uk

@WestminsterFdn westminsterfoundation

We focus our grant-making on inspiring children and young people (aged 0-25) in life's early stages, giving them opportunities to thrive, build confidence and raise their aspirations.

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Our Beliefs

By inspiring children and young people early in life with opportunities to thrive, build confidence and raise their aspirations, we believe that we can support the prevention of long-term systemic problems in rural and urban communities.

The building blocks of early life are essential. Without access to critical components, including a healthy diet, a safe and secure home, a positive role model or a supportive family, a child’s most basic needs remain unfulfilled. A child needs to experience mental wellbeing to feel sufficiently safe and stable, so they can positively engage with life’s opportunities, build resilience and ultimately realise their potential.

We also support community organisations, schools, colleges, charities, and youth hubs as they are best placed to understand local challenges and help young people thrive long-term.

Influencing change

The Westminster Foundation seeks to use its resources and convening power to foster shared learning around early intervention. Positively influencing systems change to cultivate a society in which young people can flourish is an essential part of our work. We are increasing our focus on impact and evaluation management so that, as our grantmaking programme develops, we can access high-quality data through working with our grantees. This focus will strengthen our role as a grantmaker and a convening power, enabling us to make a clear case for change where this is needed.

Creating opportunities and supportive communities

Creating opportunities in isolation is often ineffective. A young person is more likely to experience sustainable change when their family, community or broader society also engages. Our funding aims to create opportunities that encourage parents and wider families to nurture and sustain a child’s aspirations and resilience over time.

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What We Fund

We work with organisations that generate localised impact and create opportunities for children and young people up to 25 years old.

Chester

We prioritise awarding grants that benefit those facing deprivation or intergenerational inequality who might otherwise not have access to these life opportunities. We are primarily a place-based funder operating in Westminster, Chester, and rural communities in the UK, but also support national organisations that play a role in preventing long-term systemic problems for children and young people. Specifically, we fund:

Charities registered with the Charity Commission or 1 organisations with exclusively charitable objectives based in Westminster, Chester, rural Cheshire, rural Lancashire, rural Sutherland, and those delivering programmes nationally to rural areas of the UK Community organisations (e.g., youth hubs) who understand 2 the local need and have the long-term capacity to support their young beneficiaries, core costs and project-specific grants

Westminster

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Our Strategic Priorities

In 2021, following the impact of COVID, we prioritised Employability, Mental Wellbeing and Access to Nature. Throughout 2022 we will provide more support to the areas linked to Healthy Diet and to the early years age group.

with children early in life to inform our grantmaking in 2022 and beyond.

During 2021 we developed theories of change for these themes to understand which interventions we feel will be most effective and started making small grants in this area and researching organisations to work with for partnership grants in 2022.

Theory of Change Approach

The Foundation reviews each of its themes using a theory of change approach. Drawing upon best practices and knowledge of what works in each theme, this approach helps grantees understand our expectations of the types of activities, outcomes and evidence we are seeking. As grantees’ work in each theme gradually moves towards a shared set of outcomes, we can mobilise this evidence base toward creating systemic change for children and young people.

We also analysed grants across our target age range (0-25), breaking that into four life stages: pre-school years, primary school, secondary and 16-25 years. This highlighted that, to date, many interventions in our Partnership Grants portfolio reached children between 5-16 years old. In 2021 we therefore spent time researching interventions and potential Partnership Grantees working

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Access
to nature
Role
Sport
models
Healthy
Aspirations
Diet
Social
Resilience
mobility
Secure &
Wellbeing safe
housing
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Our Communities

Our work provides firm foundations to children, young people, families, and broader communities, predominantly in Westminster and Chester, where the Grosvenor family has longheld associations. While different in many ways, these regions face similar challenges, including a lack of opportunity, support and direction for many vulnerable young residents.

Young people in rural communities may face different issues to those living in urban centres, including feelings of isolation or disconnection from local support services and communities, often struggling to connect with the help they need. Our support extends to rural areas across Cheshire West, Lancashire and Sutherland, where Grosvenor operates.

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Chester

The Grosvenor family has called Chester home since the 1400s. The Eaton Estate, found on the city’s outskirts, gives tenants bespoke leases for agricultural, residential and commercial properties across the city of Chester and rural Cheshire. Overall, the population of Cheshire West and Chester experiences less disadvantage than the rest of England; however, some parts of the region experience chronic social, material, and economic disadvantages.

In Cheshire West and Chester’s 20% most deprived areas, more neighbourhoods and residents are affected by health deprivation and disability than any other type of deprivation. In these areas, residents experience impaired quality of life and an increased risk of premature death. For example, the rate of hospital admissions in 0–17 year olds for mental health conditions is 109.7 per 10,000, significantly higher than the England average. Furthermore, violent crime in Cheshire West and Chester is higher than in the rest of England on average, with 35.8 incidents per 1,000 residents recorded by the police.

In Cheshire West and Chester’s 20% most deprived areas, more neighbourhoods and residents are affected by health deprivation and disability than any other type of deprivation.

In some areas, child poverty is in excess of 30% while almost 4,500 children live in a workless household

Economic Impact

The economic impact on local and national support services for these issues is substantial. For instance, costs associated with Around 24,000 residents supporting a young person’s in 16 small neighbourhood mental health can run into areas rank in the tens of thousands of pounds per year, depending on the complexity of an individual’s issues. Meanwhile, according to the Government Outcomes 10% Lab, public service and societal costs exceed £80,000 each year most deprived in England that a young person remains not in education, employment or training.

Around 24,000 residents in 16 small neighbourhood areas rank in the

most deprived in England

Approximately 13% of under 16’s live within low-income households

Supporting young people to enter the job or education market or seeking the mental health support they need mitigates this economic impact. It allows them to live happier and healthier lives for longer. As a young person’s quality of life increases, so do their opportunities and propensity to give back to their communities, which creates a virtuous circle of prosocial activity and a sense of belonging.

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Lache and Blacon,
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Westminster

The Grosvenor family began developing London’s Mayfair area in the 1700s before extending their regeneration to the Belgravia area in the 1800s. Now, the Grosvenor name is synonymous with international property ownership, with its headquarters in Westminster – where people can find many of London’s most recognisable and historical landmarks. Westminster’s business credentials attract the highest number of start-up and scale-up businesses in the UK. They are second only to its neighbouring financial district of the City of London in terms of productivity. In terms of the borough’s contribution to the UK economy, in 2021, and despite the impact of the COVID-19 pandemic, this figure exceeded £55 billion per year.

Westminster has the biggest variation in life expectancy across the social gradient in England

25% children enter Year 6 as obese 1 in 4

children score below ‘good’ on school readiness 27% children aged 0-15 years old live in poverty

There is nonetheless a different side to Westminster: one of poor living standards, insecure and unsafe housing and worklessness that serves to enter children and young people among its 20 wards into material, educational and economic deprivation.[1] 1. Indices of Deprivation, 2019; National Child Measurement Programme, 2020

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Residents in rural Lancashire have

68px Nearly 10 million people live in areas of England defined as rural.

Rural Communities

While seemingly idyllic and serene, such communities experience unique challenges, which are ‘hidden’ from view because of their rurality. Rural areas are sometimes associated with high levels or pockets of deprivation and social exclusion. Difficulties with access, low levels of service provision, isolation, higher costs and lack of choice or quality all contribute to health and social care problems. Simultaneously, issues of funding, declining transport and employment opportunities and the withdrawal of essential services are becoming more apparent.

Residents in rural Lancashire travel twice as far for Further Education opportunities than the England average

54%

fewer opportunities to access creative industries than the England average

Average house prices across all rural areas are 11 times the average salary

The Financial Conduct Authority found in 2018 that more than half of rural residents exhibit financial vulnerability

Rural Lancashire has a Food Insecurity Score

12% higher than the England average

Among rural communities, young people specifically may experience additional challenges and obstacles. The lack of opportunities often limits young people’s social mobility and access to any support they need. Moreover, children and young people in rural communities may disproportionately experience digital exclusion, which subsequently reduces their access to information on education, employment and leisure opportunities. The limiting effect of digital exclusion also stretches to young people’s physical activity, including access to youth or sports clubs and social spaces that reduce levels of boredom and poor health and wellbeing.[2]

National and International

While the Foundation’s work predominantly supports organisations working with children and young people in Chester, Westminster and rural communities, we also help charity partners with challenges facing wider society. These challenges include, for instance, supporting research on the impact of COVID-19 on the mental wellbeing of children and young people and policy change. The Foundation also awards grants following recommendations received from Grosvenor’s International Operating Companies’ Philanthropy Committees. These grants strategically align with the Foundation’s priorities of offering early intervention opportunities for those aged 0-25 years old. The Foundation makes these national and international grants proactively.

1. Department for Transport, 2017; Business Register and Employment Survey, 2020; Redcross, Food Vulnerability Index, 2020; Indices of Deprivation, 2019

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Westminster Foundation Grants in 2021

16 COVID-19 Response Grants

Anne Duchess of Westminster’s 29 Fund Grants

20 PartnershipGrants

Other 38

43

Discretionary Grants

7

Charity Office Portfolio Grants

2

Grosvenor Property Grants

Small Grants

Number of Grants issued in 2020: £5.1m 200 449 £17.9m grants equating to In 2021 The Westminster Foundation granted In 2020 and 2021, total number of grants Equating to The number of COVID-19 grants refects the grants paid to fund distributors such as Cheshire West and Chester Council rather than the underlying organisations supported. * Includes individual grants to charities forming the Westminster Youth Club collaboration. Details of grants awarded under the Foundation’s main grant schemes are presented below. These grants were made in line with our funding guidelines, predominantly in the UK but also overseas During 2021, the Westminster Foundation committed £5.1m (2020: £12.8m) in grants,	Number of Grants issued in 2020: £5.1m 200 449 £17.9m grants equating to In 2021 The Westminster Foundation granted In 2020 and 2021, total number of grants Equating to The number of COVID-19 grants refects the grants paid to fund distributors such as Cheshire West and Chester Council rather than the underlying organisations supported. * Includes individual grants to charities forming the Westminster Youth Club collaboration. Details of grants awarded under the Foundation’s main grant schemes are presented below. These grants were made in line with our funding guidelines, predominantly in the UK but also overseas During 2021, the Westminster Foundation committed £5.1m (2020: £12.8m) in grants,	Number of Grants issued in 2020: £5.1m 200 449 £17.9m grants equating to In 2021 The Westminster Foundation granted In 2020 and 2021, total number of grants Equating to The number of COVID-19 grants refects the grants paid to fund distributors such as Cheshire West and Chester Council rather than the underlying organisations supported. * Includes individual grants to charities forming the Westminster Youth Club collaboration. Details of grants awarded under the Foundation’s main grant schemes are presented below. These grants were made in line with our funding guidelines, predominantly in the UK but also overseas During 2021, the Westminster Foundation committed £5.1m (2020: £12.8m) in grants,	Number of Grants issued in 2020: £5.1m 200 449 £17.9m grants equating to In 2021 The Westminster Foundation granted In 2020 and 2021, total number of grants Equating to The number of COVID-19 grants refects the grants paid to fund distributors such as Cheshire West and Chester Council rather than the underlying organisations supported. * Includes individual grants to charities forming the Westminster Youth Club collaboration. Details of grants awarded under the Foundation’s main grant schemes are presented below. These grants were made in line with our funding guidelines, predominantly in the UK but also overseas During 2021, the Westminster Foundation committed £5.1m (2020: £12.8m) in grants,	Number of Grants issued in 2020: £5.1m 200 449 £17.9m grants equating to In 2021 The Westminster Foundation granted In 2020 and 2021, total number of grants Equating to The number of COVID-19 grants refects the grants paid to fund distributors such as Cheshire West and Chester Council rather than the underlying organisations supported. * Includes individual grants to charities forming the Westminster Youth Club collaboration. Details of grants awarded under the Foundation’s main grant schemes are presented below. These grants were made in line with our funding guidelines, predominantly in the UK but also overseas During 2021, the Westminster Foundation committed £5.1m (2020: £12.8m) in grants,
in line with our overseas funding guidelines. Grant Type 2021 £ 2021 No. Grants 2020 £ 2020 No. Grants COVID-19 Response 674,355 16 9,379,871 97 Partnership Grants 2,004,960 20 1,231,860 13 Small Grants 424,043 43 373,188 45 Charity Ofce Portfolio 63,737 2 242,065 10 Grosvenor Property Grants 1,422,664 45 727,464 33 Discretionary Grants 221,000 7 689,024 6 Other 104,057 38 199,691 45 Total - Unrestricted Funds 4,914,816 171 12,843,163 249 Anne Duchess of Westminster‘s Fund 201,226 29 - - Total 5,116,042 200 12,843,163 249 Average Grant Size 25,580* 51,579 broken down by type and number below:
Grant Type	2021 £	2021 No. Grants	2020 £	2020 No. Grants
COVID-19 Response	674,355	16	9,379,871	97*
Partnership Grants	2,004,960	20**	1,231,860	13
Small Grants	424,043	43	373,188	45
Charity Ofce Portfolio	63,737	2	242,065	10
Grosvenor Property Grants	1,422,664	45	727,464	33
Discretionary Grants	221,000	7	689,024	6
Other	104,057	38	199,691	45
Total - Unrestricted Funds	4,914,816	171	12,843,163	249
Anne Duchess of Westminster‘s Fund	201,226	29	-	-
Total	5,116,042	200	12,843,163	249
Average Grant Size	25,580		51,579

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Partnership Grants are a multi-year strategic investment, typically £100,000 per annum over five years.

and sit alongside them, providing the support they tell us they need.

A long-term approach of this nature enables charities to have the certainty to plan their services and staffing and provide sustainable interventions for the young people they serve. Partnership Grants are selected by Westminster Foundation Trustees and awarded on a proactive basis. The programme is not open to applications or unsolicited appeals.

These grants are collaborative endeavours, working with organisations as experts in their field to understand an issue, improve learning, experiment and influence change. We see these organisations as our partners. We back them to undertake their crucial work every day

The following Partnership Grant payments totalling £2,004,960 were made in 2021.

Total Partnership Grants awarded 2019-2021 £2m Over £2m in Partnership Grants £9.3m

Over £2m in Partnership Grants given in 2021

Organisation Name	Grant Amount	Purpose of Grant
Chance UK An early intervention organisation that supports children experiencing emotional and behavioural difculties through mentoring and parent programmes.	£100,000	Funding is allocated to Chance UK’s early-access stepped model of support to build the resilience of children and young people in Westminster.
Chester Schools Together This innovative project aims to bring together students from diferent schools and backgrounds for exciting learning experiences. Working in equal partnership to provide a range of educational and cultural opportunities across Chester and facilitate the professional and personal development of staf.	£64,726	Funding supports a diverse programme of opportunities for interested and committed young people, regardless of social or economic background. Funding also provides stimulating professional development, promoting mutual respect across the diferent schools, and fostering a sense of belonging and pride in the city of Chester.
Chester FC Community Trust Delivers high quality projects and activities across four community themes: coaching; education; health; and social inclusion.	£200,000	Funding towards the creation and operation of the King George V Sports Hub in Blacon, Chester, appointment of Community Outreach workers, project delivery and establishment of a Sports BTEC qualifcation.
Future Men Practice-led services that encourage boys and men to explore, celebrate and build on the characteristics that contribute to positive masculinity.	£100,000	Funding is for further development of the charity’s services for young people in Westminster and for the core costs of the charity to improve monitoring and evaluation, staf training and development, and communications.
Healthbox CIC Health and wellbeing services to cover all aspects of a young person’s life, from nutrition, personal hygiene, alcohol and drug awareness and positive wellbeing.	£99,200	Funding is towards the organisation’s work in Chester and surrounding rural areas, working with schools and communities to provide counselling and mental health support for children and their families.

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Organisation Name	Grant Amount	Purpose of Grant
Jamie’s Farm Jamie’s Farm enables disadvantaged young people at risk of school exclusion to thrive academically, socially and emotionally through a unique residential experience and rigorous follow-up programme, combining farming, family and therapy.	£100,000	Funding supports 30 residential visits from schools and alternative provisions in WF’s target areas and enables Jamie’s Farm to deliver key elements of their strategic plan, specifcally improving the monitoring and evaluation of programmes to further improve the impact on all visiting young people. Funding is towards the core costs and delivery of Enrichment Clubs in the Chester area. This is to assist children with overcoming social and emotional challenges to learning and literacy. Funding is towards increasing the number of weekly counselling sessions in schools and in the local community. Increasing Platform for Life’s capacity in helping to reduce waiting times for counselling support and allowing them to ofer open-ended tailor-made support for long lasting outcomes. Funding is allocated to the Young Leaders Programme working with 14–25 year olds to help them develop transferrable job skills and to raise their aspirations through a structured volunteering and leadership training course. Also an access fund was created to enable young people with fnancial barriers to attend youth theatre sessions across all age groups. Funding was also allocated to core costs. Funding is for identifying young people at risk of unemployment in Westminster, and support them into high quality employment, training or education. Funding will also support young people in employment with opportunities to develop and progress in their careers. Funding is towards core costs of the Country Trust’s mission to bring food, farming and the countryside alive for disadvantaged children, through farm visits and education.
Passion for Learning Passion for Learning promotes and supports the enrichment, education and mental wellbeing of school age children to motivate, empower and enable them to fulfl their potential.	£100,000
Platform for Life A Chester-based mental health charity ofering counselling and play therapy support to low-income families.	£150,700
Storyhouse Storyhouse is a cultural and community centre in Chester that provides young people with real-life experience and supports them in gaining new skills, building friendships and achieving qualifcations.	£80,000
Street League Works with young people aged 14- 30 using sport as a tool to tackle poverty and give young people the opportunities they need to succeed in life and the workplace.	£80,616
The Country Trust A national educational charity bringing alive the working countryside for primary school children who cannot access it.	£190,000

Organisation Name	Grant Amount	Purpose of Grant
Westminster Children’s University Works in partnership with schools to develop a love of learning in children, through encouraging and celebrating participation in extra-curricular activities outside of school.	£113,000	Funding is allocated to the expansion of the initiative across Westminster Schools. The organisation supports resilience and positive mental health in young people through extra-curricular activities.
West London Zone Supports children and young people build the relationships and skills they need to get on track socially, emotionally and academically to thrive in adulthood.	£100,000	Funding is pivotal for three Link Workers in Westminster and therefore the support for over 100 at-risk young people in the borough. Link Workers are highly qualifed professionals, central to the programme, employed by West London Zone but embedded full-time in the school setting.
Westminster Youth Club Collaboration The Avenues, The Feathers and St Andrew’s Club are established community-based youth clubs providing a sense of belonging, fun and informal education to nearly 2,000 young people.	£200,000	In addition to core costs, funding is for the three youth clubs to form a partnership, along with the Young Westminster Foundation, to enhance outreach work and the evaluation of youth club provision.
Young Enterprise A national charity specialising in enterprise education and fnancial education for school age children.	£111,760	Funding is for the development of Young Enterprise in- class primary school pilot, growth of core programmes for 11–18 year olds and to equip schools with the knowledge to take responsibility for embedding fnancial and enterprise education across the curriculum.
Young Minds Support families across the UK, advising and supporting them to understand their child’s behaviour and secure the right help.	£100,000	Funding is allocated to research, develop, pilot and scale the organisations’ work with trusted adults supporting young people aged 3-21 years to: Understand the circumstances and experiences that impact the mental health of children and young people; recognise the signs of mental distress; and respond efectively when a young person needs help.
Youth Fed Brings together young people in need with people prepared to help, providing support for youth groups and connecting youth professionals with training programmes.	£114,958	Funding is allocated to The Pledge Partnership, which enables businesses to work together with educators to provide every young person living, studying and/or working in Cheshire and Warrington with everything they need to succeed in the world of work.

15

The Small Grants Programme is open to applications throughout the year for grants up to £10,000.

Smaller grants are usually one-off funding agreements that aim to strengthen and enhance activities for children and young people, providing additional support to build their confidence and raise their aspirations. Small Grants are geographically limited to Chester, Westminster and rural Cheshire West, Lancashire and Sutherland. Applications must go through the online application form, which our Small Grants Panel review four times a year.

In exceptional circumstances, the Small Grants Panel awards additional, multi-year support of up to £20,000 per annum for salaries and longer-term initiatives supporting young people.

£424,043

Small grants totalling £424,043 were awarded in 2021; grants of £20,000 or more appear in the table below.

Small Grants are geographically limited to Chester, Westminster and rural Cheshire West, Lancashire and Sutherland.

Organisation Name	Grant Amount	Purpose of Grant
Blacon Community Store	£20,000	Funding towards the core costs of the Blacon Community Store, providing the local community with access to afordable food.
Cheshire West Citizens Advice	£20,000	Funding towards the salaries of Community Connectors in Chester helping families, often with complex needs, with advice and signposting services.
DreamArts	£20,000	Funding towards the Creative Transitions in Westminster programme supporting Year 6 pupils transitioning to secondary school.

16

The pandemic disrupted the life of every child in the country. It is not only an unprecedented public health emergency but also a societal and economic challenge not seen in peacetime.

While impacting every child, COVID-19 has had an acute impact on the estimated four million children and young people already experiencing poverty in the UK. An estimated 2.1 million children of the same age are in a home who are finding it challenging to pay the bills. Furthermore, around 1.7 million children aged 10-17 live in a household with problem debt.

The UK government implemented measures to tackle this severe public health crisis, including closing schools (except for children of key workers and the most vulnerable children who have social workers) and enforcing social distancing, including working from home where possible. These measures are understandable and necessary in the given context. However, it is crucial to recognise the impact they had on children and young people, particularly those in lowincome families or living in poverty.

School closures, while a critical way to stave the spread of COVID-19, resulted in increased social isolation for young people. Although many schools provided online learning, children whose families could not afford laptops, phones or good internet or phone connections in many instances missed

vital education. There is also an added risk of stigma or shame for children who cannot access any such e-learning that schools are providing.

Families have experienced costs of living increases, as more children are at home. At the same time, earnings for parents are likely to decrease, meaning families will struggle with the cost of food and other essentials. Increased childcare responsibilities for parents while children are not in school and without the possibility of help from family networks (such as grandparents) are also likely to put an additional financial strain on families.

The Foundation has therefore prioritised COVID

funding for organisations working to:

Protect children and families

2

Keep children and young

1

2.1 million

facing financial insecurity and prevent child poverty from reaching a record high – primarily through ensuring that social security payments increase if earnings fall, that there is emergency financial support available for those who need it, and to ensure that every child has a safety net.

people safe, whether they continue to attend a school or stay at home, particularly for those at risk of abuse or neglect and those with special educational needs.

The outbreak of COVID-19 will continue to impact family finances, both by reducing income for many (such as parents on zerohours contracts, with little job security or who work in particularly affected industries such as hospitality) and increased costs (of additional childcare, higher food and utility bills caused by family being at home more).

An estimated 2.1 million children are in a home who are finding it challenging to pay the bills.

Respond to every child – including those excluded from mainstream support systems on account of their immigration status.

Support the mental health and wellbeing of all children through the crisis – particularly in the context of school closures and pressure on health services.

3

4

4 million children

While impacting every child, COVID-19 has had an acute impact on the estimated four million children and young people already experiencing poverty in the UK.

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The long-term impact of the Westminster Foundation’s funding is best demonstrated by a grant of £5m awarded in 2020 to NHS Charities Together, which created a ‘Family Fund’ to provide respite, rehabilitation and mental health support to NHS key workers and their families. Additionally, we made a further £150,000 grant to Oxford University’s Department of Psychiatry, building on our original £1 million grant in 2020, to continue crucial mental health research funding into the impact of the pandemic on the human psyche. This work plays a vital role in helping vulnerable individuals or families struggling with the long-term impact of the pandemic, and crucially the findings continue to provide a rich source of information to policymakers.

Since March 2020, £12.5m funding has been made available by the Westminster Foundation to charity and community organisations tackling the repercussions of Coronavirus.

In 2020, we allocated £2.5m towards emergency funding for the provision of essential food distribution and vital educational resources to vulnerable children and families during school closures. As soon as it became apparent the national impact of COVID-19 would be long lasting, The Duke of Westminster made an additional donation of £10m to the Foundation. This extra funding created a ‘rebuild and resilience fund’ to support initiatives that would help people struggling with the long-term impact of the pandemic, as well as contribute to the national rebuild effort. Most of this funding was allocated in 2020 but further grants were awarded during 2021 to charities previously identified as needing support during the pandemic.

We also provided further support to the Youth Employment Group - the UK’s largest coalition of employment experts - to support young people hit hardest in the labour market by the pandemic. The group provides the opportunity to work collaboratively, and with governments and policymakers, to ensure that young people – especially those from disadvantaged backgrounds – are best supported during COVID-19 and its aftermath.

£5m £1.15m

to Oxford University’s Department of Psychiatry for vital mental health research.

£5m awarded in 2020 to NHS Charities Together to create a Family Fund.

The Westminster Foundation awarded £674,355 of COVID-19 £674,355 grants in 2021. Grants of £20,000 or more are reported in the table of COVID-19 below. grants in 2021

Organisation	Grant Amount	Purpose of Grant
Action Transport Theatre	£40,000	Funding towards the stafng costs of the Community Arts Programme, which includes the continuation of the Community Practitioner and the Community Connector roles.
Action Tutoring	£32,736	Funding towards tutoring support to additional schools in Westminster and Chester to assist children to catch up.
Healthbox CIC	£59900	Funding towards the activities ofered as a direct response to COVID-19 in the Connect
	,	and Reconnect projects, while including the learning we have from other areas to create a child, school and family focused service.
Impetus	£75,000	Funding towards accelerating the work of the Youth Employment Group and the subgroups to address the longer-term challenge and turn the tide of youth unemployment.
Into University	£29,760	Funding towards a programme that supports and enhances the National Curriculum and inspires students to think about their future education and the world of work. The programme raises students’ aspirations and promotes essential skills such as teamwork and communication.
Lancaster District Community & Voluntary Solutions	£93,600	Funding towards enabling others in the sector to maximise their social impact and to better attain their goals and aspirations.
Social Finance	£87,500	Funding towards implementing research recommendations in a practical way, that supports and strengthens the resilience of the local system and contributes to achieving positive outcomes for children and young people. The Directory of ‘What Works’ will be a co-ordinated and outcomes orientated directory of services, that will improve understanding of what is available locally as well as quality of provision and how to access services.
The Mix	£50,545	Funding towards the roll out of The Mix Connect to 100 schools across the UK. The Mix Connect is a new online resource for schools to support the mental health and wellbeing of students.
University of Oxford	£150,000	Funding towards their mental health research programme, addressing a range of mental health issues arising from the pandemic afecting children and young people.

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Charity Office Portfolio Charity Office Portfolio

The Foundation also supports around 20 charities that occupy approximately 20,000 sq. ft. of office buildings in central London. These offices are primarily in Belgravia, close to London Victoria Station, which comprise the Grosvenor Estate’s charity office portfolio.

receive a contribution towards their rent in the form of a grant from the Foundation. From the end of the year, the Trustees decided to continue offering grants to help cover the cost of office rent. However, this will now only be available to charities working with children and young people that support the Foundation’s new strategy.

The Foundation is currently exploring the creation of a new, affordable co-working hub in the heart of Westminster for charities that share a common goal of providing opportunities early in life to children and young people to improve their life outcomes and those of their families.

The value of occupying these spaces is in their central location, which puts charities closer to the communities they serve and in proximity to knowledge hubs and partnership working opportunities. Moreover, these charities

During 2021, Charity Office Portfolio grants totalled £63,737 as follows:

Organisation Name	Grant Amount	Purpose of Grant
The Not Forgotten Association	£48,272	Funding towards recreation, leisure and entertainment to serving personnel and ex- service personnel with disabilities or who are wounded, from any of the main Forces (both Regular and Reserve Forces).
Westminster Befriend a Family	£15,465	Funding towards support for vulnerable young people and families in the Westminster area dealing with complex issues such as debt, domestic violence and child protection.

1921

Whether our grantee relationships last several months or several years, the Foundation firmly believes that organisations should feel more confident and capable by the end of the grant relationship.

That is why we focus on understanding and supporting capacity-building; the Foundation’s grant application process helps define a potential grantees’ capacity across three key areas:

1 Safeguarding

2 Financial health and sustainability

3 Evidence gathering for impact

Organisations needing to build capacity in these areas before we award them a grant receive a diagnostic for where they need to grow. As early as possible in the grant-making process, we know that these conversations improve the transparency of what the Foundation expects from its grantees while also deepening the relationship between us and grant recipients.

Over time, the Foundation will also deliver training for grant recipients on topics that improve the long-term sustainability of the organisation and impact for their beneficiaries, including:

Data processing, 1 information governance and GDPR

2 Impact evaluation and theory of change 3 Conducting primary research

Further details about the resources and support available for potential or current grantees is available on the ‘Resources’ section of the Foundation’s website.

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Other Support

Staff Match Funding

Meeting and Event Space

Through a Staff Match Funding Scheme, Grosvenor encourages its staff to get involved in the voluntary sector and fundraise through participation in events to support charities throughout the UK. Although the Foundation has particular eligibility criteria for its own grantmaking, it agreed to support those employees’ efforts for any UK registered charity.

The Westminster Foundation works closely with Grosvenor to make facilities and staff time available for charity fundraising events, most of which are at the Eaton Estate in Chester. In 2021, over a dozen events – including school visits and fundraisers – took place despite the limitations of social distancing.

At the Eaton Estate, the team also plans and organises the Eaton Hall Gardens Charity Open Day where the day’s proceeds directly benefit the host charities. In 2021, we were only able to hold one Eaton Hall Gardens Charity Open Day, in aid of Cheshire Young Carers, due to COVID-19 restrictions. Occasionally, the Foundation’s grantees host meetings and small events at the Grosvenor Office in London; four of which took place in 2021.

The total donated in 2021 was £4,284 (2020: £9,283). The number of grants made during 2021 was lower than in previous years due to the cancellation of major fundraising opportunities during the pandemic.

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£1,422,664

Grants totalling £1,422,664 were awarded in 2021

Each regional OpCo has its own staff Philanthropy Committee that makes recommendations to the Foundation Trustees for independent consideration. These recommendations are for grants to local charities working within the OpCo’s area of operation and which align with the Foundation’s grantmaking strategy.

The charitable giving of Grosvenor Property is largely made via the Westminster Foundation, with each Grosvenor Property Operating Company (OpCo) donating a percentage of its opening equity each year to the Foundation.

Philanthropy Committees are supported by the Foundation team and provided with guidelines to ensure that grant nominations are made within the Foundation’s criteria and that the suggested grant recipients can satisfy the necessary due diligence. It is not possible to apply directly for funds.

Grants totalling £1,422,664 were awarded in 2021; grants of £20,000 or more are reported in the table below:

Organisation	Location	Grant Amount	Purpose of Grant
Apprentis d’Auteuil	Paris, France	£26,852	Projects for education and professional development of young people aged 16 to 20 and the construction of a middle school.
Bede House	Southwark, UK	£50,000	A new centre in Southwark to serve those in need and local young people.
B.O.L.T. Charitable Foundation	Toronto, Canada	£46,700	A 12-week training course in construction for young people in low-income communities.
Caritas Diocesana De Madrid	Madrid, Spain	£26,055	Support for a training centre for young people in Madrid.
Caritas Hong Kong	Hong Kong	£113,440	Providing meals to improve the living standards of low-income families in Hong Kong.
Foreningen Tillsammans	Stockholm, Sweden	£26,055	Workshops programme in Skarholmen schools about sexual violence, norms and consent and hosting of events for young people facilitating discussions around these subjects.
Foreningen Varmeverket	Stockholm, Sweden	£26,055	Varmeverket is an old heating plant that has been transformed into a creative hub for young people ofering various activities with the aim of stimulating creativity and entrepreneurship.

Organisation	Location	Grant Amount	Purpose of Grant
Friends of the Children	San Francisco, USA	£23,137	Projects supporting children and their families experiencing institutional racism, homelessness, domestic violence, parental incarceration and/or substance abuse.
Fundacion Amigo	Madrid, Spain	£26,055	Support towards residential homes for at risk children and young people.
Greenhouse Sports	Westminster, UK	£34,000	Community coach for the Greenhouse Sports Centre in Westminster.
Habitat et Humanisme	Paris, France	£26,852	Helping young people without access to the social security system to get a home.
Homeless Prenatal Programme	San Francisco, USA	£36,863	Core costs for prenatal programme for homeless parents.
IntoUniversity	Westminster, UK	£41,500	Local centres for young people aged seven to thirteen to develop vital skills and gain experience of the world of work.
Katariba	Tokyo, Japan	£59,814	Projects using mentors to help give young people resilience to overcome life’s challenges.
Mayors Fund for London	Westminster, UK	£51,000	Kitchen Social - project addressing the food insecurity and social isolation outside of term time.
Mirai no Mori	Tokyo, Japan	£57,329	Funding towards the Leaders in Training programme, which provides students in child welfare institutions with training on leadership, communication and outdoor skills.
Raising the Roof	Greater Toronto, Canada	£29,690	Funding towards the Reside initiative: where vacant properties are renovated into afordable homes for young people and their families at risk of homelessness.
Sir Horace Kadoorie Youth Development Foundation	Shanghai, China	£39,424	Projects ofering holistic development in hospitality, technical and life skills training for vulnerable and disadvantaged youth in China.
Teach for Hong Kong	Hong Kong	£46,055	Projects that place young future leaders into lower banding schools as full-time teachers for underprivileged students.
The Princes Trust	UK	£250,000	Support for 10,000 young people into long-term careers in the health and social care sector.

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Discretionary Grants

The Foundation’s Trustees award additional grants to communities not directly aligned with our strategic priorities in exceptional circumstances.

The Trustees make these grants at their discretion, so organisations cannot apply for these funds.

In 2021, the Discretionary Grants allocation made the following grant payments over £50,000.

Organisation Name	Grant Amount	Purpose of Grant
Community Foundation for Merseyside	£100,000	Contribution to the Liverpool ONE Foundation, which awards grants for community projects that promote positive mental health and wellbeing for young people in Liverpool.
Game and Wildlife Conservation Trust	£75,000	Contribution to the organisation’s work on advising farmers and landowners on how they can improve wildlife habitat and lobby for agricultural and conservation policies using scientifc research.

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Case Study No.1

Friends of the Countess of Chester Country Park: Forest Fun

The Solution

The Challenge

The councillor teamed up with Friends of the Countess of Chester Country Park (FCCCP) and their Forest Fun programme to offer children and their parents opportunities to get together and regain or develop friendships through outdoor sessions. Thanks to a grant from the Westminster Foundation, FCCCP could engage the services of a Senior Project Officer to run muchneeded activities for parents & pre-school children in the Park. They created a bespoke programme of innovative Forest School style sessions with a range of partners.

As the pandemic developed, a Blacon councillor quickly identified the need for an accessible social support network for children and families who had become socially isolated or were struggling due to the closure of preschool groups and support groups under lockdown restrictions.

The sessions aimed to build resilience, confidence, and skills that the children could take into later life, such as taking sensible risks, problem-solving, working as part of a team and forming friendships with people from all walks of life.

100% of the families came from Blacon, an area of Chester with the highest health inequalities the pandemic. 100% of the families have engaged in other activities and events at the Countess of Chester 20 Country Park

The ability to draw on a support network while accessing outdoor space was essential for parents and children’s wellbeing growing up in the urban Blacon environment during the pandemic.

Forest Fun sessions delivered in 2021

Next Steps

Due to the success of Forest Fun in 2021, FCCCP will deliver another cohort of sessions in Spring 2022, involving new partners such as KidsBank Chester, agencies supporting refugee families and Looked After Children.

Access to nature Wellbeing Resilience

“After getting used to not being around other kids because of lockdown, Forest Fun helped my son get outside and play with other children. It was nice for me to talk to other mums at a time when there wasn’t much going on inside.”

Parent

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Case Study No.2

Street League

The Challenge

At the end of 2021, 134,000 more young people in the UK were economically inactive than at pre-pandemic levels. Young people have suffered isolation and adverse effects on their health and ability to interact socially, especially when it comes to job interviews and self-belief.

Disadvantaged communities have been most affected by the crisis. With 28% of children living in poverty, lower than average level of GCSE attainment and high pay inequality, many young people in Westminster face significant and disproportionate barriers to sustainable employment, including leaving school without qualifications, having learning difficulties, mental health conditions or criminal backgrounds.

young people attending 48 sport and employability sessions at the Westminster Hub of Excellence young people from 19 Westminster Hub of Excellence moved into employment, education or training opportunity

The Solution

The Westminster Foundation teamed up with Street League to create an innovative Hub for Excellence providing young Londoners with education and employment support.

The Hub will combine Street League’s successful sports and employment programme with a new qualifications programme, giving local young people a second chance to achieve their Maths and English qualifications in an inclusive and engaging environment.

Supported by a grant from the Westminster Foundation worth more than £400,000 over five years, the Hub will support 300 young Londoners over the next five years, providing tutorials and employability sessions and daily sports activities to develop participants’ broader skills and confidence over a 15–20week programme. These qualifications will help young people pursue further education or apprenticeships and increase their earning potential and financial security.

57% attending Westminster Hub in 2021 from BAME backgrounds

Next Steps

Street League is opening more pathways into sustainable employment and life-long change by providing vital qualifications for Westminster’s young people. Street League will remain focused on helping young people through their Westminster programme, supporting young people not in work, education, or training and those who leave school without any qualifications – rebuilding their confidence and giving them the skills to succeed.

Sport Social Mobility Aspirations

“With funding from the Westminster Foundation, Street League has expanded our work to start supporting young people in Westminster to achieve their potential. This has been crucial as the youth unemployment crisis caused by COVID-19 took hold. The Westminster Foundation state that ‘better lives are built on solid foundations’ and with their support, we are privileged to be able to offer that foundation to the young people who engage with us.”

Dougie Stevenson, CEO

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Case Study No.3

Healthbox CIC

The Challenge

One in six 5–16 year olds experienced a mental health problem in 2021, equating to five children in every classroom. In rural areas, access to clinical services and community support is limited, creating significant barriers to help and, in some cases, leading to families and young people feeling isolated. The COVID-19 pandemic only exacerbated the problem of accessing support.

The Solution

The Westminster Foundation’s funding has enabled Healthbox to create an easy-access, lower-level mental health service for young people up to 25 years old. The Thinking Well, Feeling Well project provides a joined-up provision to local schools in rural villages in Cheshire West, working alongside GPs Healthbox’s offer is bespoke to each school’s needs and includes counselling, talking therapies and play therapy; Youth Mental Health First Aid training for staff; and a range of physical and emotional wellbeing activities for children and parents, delivered by qualified health professionals.

teachers and teaching 21 assistants are now qualified Mental Health First Aiders 600+ children, parents and teachers have been directly supported in 2021

children 600+ and young 72 people have children, parents and teachers have been received counselling and talking therapy directly supported

Next Steps

Healthbox is upscaling their face-to-face delivery as they begin working with their second cluster of primary schools. Healthbox will also implement Youth Mental Health First Aid training to 6th formers to enable a peer support-led positive mental and emotional wellbeing culture and upskill young mentors with transferable skills to support their educational or employment prospects.

Wellbeing Social Mobility Healthy Diet

“I really can’t begin to explain how much you have helped me, especially if I look back to where I was, I was totally lost; you helped to find me again and helped me focus on the parts of life I needed to.” 18–25 year old involved in the project

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Case Study No.4

Impetus: Youth Employment Group

The Challenge

The number of young people over 16 out of work and not in education remains above 750,000 annually in the UK, with young people from disadvantaged backgrounds and particular ethnic minorities disproportionately likely to be not in employment, education or training (NEET). This worrying trend worsened during the pandemic, which hit young people first and hardest in the labour market.

Additionally, many of those in employment are working fewer hours than they would like, with little chance of progression in insecure jobs. Subsequently, too many young people struggle to cover living costs. This “employment gap” has an enduring negative effect on young lives, imposing higher costs on them, society and our economy.

members across all 279 sub groups. Average no. of members per subgroup is 38

Subgroup members span all categories of YEG membership: local authorities, charities, think tanks, employers, funders and providers.

The Solution

In the early stages of the pandemic, five leading charities -Impetus, Institute for Employment Studies, Prince’s Trust, Youth Employment UK and Youth Futures Foundation, later joined by the Learning and Work Institute - pledged to tackle youth unemployment for young people disadvantaged in the labour market, by forming the ‘Youth Employment Group’ (YEG). Since then, over 300 organisations have joined this collaborative effort to campaign relentlessly for policymakers and politicians to ensure young people do not suffer the ‘scarring’ effects witnessed after previous recessions.

The YEG regularly engages with the Departments for Education, Work and Pensions and the Treasury, playing a pivotal role in shaping the Plan for Jobs, including the Kickstart scheme and Youth Hubs.

With support from the Westminster Foundation to grow core activities and insight sharing with policymakers, Impetus brought together seven subgroups representing over 300 organisations to address the barriers faced by young people furthest from the labour market. These subgroups are already informing national policy positions, driving

meetings have been hosted by 39 subgroups

sector consensus and commissioning new research to deepen understanding of young people’s persistent barriers.

Next Steps

Subgroup consultation formed part of the YEG Opportunity Guarantee Paper, launched to over 100 MPs and other stakeholders at the All-Party Parliamentary Group for Youth Employment. They have informed critical discussions in Government, including ensuring the Government’s Disability Strategy incorporates disabled young people’s views. Their recommendations feature strongly in the influential report of the House of Lords Youth Unemployment Committee.

Social Mobility Aspirations Role Models

“With the invaluable support from the Westminster Foundation, Impetus has brought together over 300 organisations to discover effective ways to tackle the employment crisis caused by COVID-19 and address the long term entrenched barriers to employment for young people furthest from the labour market. These groups have taken insights directly to Government, recommending evidence-based policy interventions to shape the long-term youth employment agenda and make a lasting difference for thousands of young people.” Steve Haines, Director of Public Affairs, Impetus and Co-Chair of the Youth Employment Group

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Case Study No.5

Young Enterprise

The Challenge

There is evidence that meaningful opportunities, combined with appropriate support to develop and apply an enterprising mindset and skills, change young people’s futures. Increasingly, however, young people are not getting the fair start they deserve. To thrive, young people must navigate unprecedented change. Yet, almost half (49%) of those aged 17-23 years believe their education has not prepared them for work (CBI, 2018). Moreover, the Money and Pensions Service (2020) argues that there has been a statistically significant decrease in the proportion of children receiving vital elements of financial education since 2016. The pandemic has exacerbated these challenges and significantly impacted youth employment prospects.

1,227 financial, enterprise & employability learning opportunities for young people in 2021

schools engaged and supported in Westminster Foundation areas 8

The Solution

Young Enterprise (YE) is a national charity with staff embedded across the communities they serve and pride themselves on understanding the needs of local people. YE runs enterprise, employability, and financial education programmes for young people to develop critical skills, including confidence, resilience, and teamwork, equipping them for the world of work. YE deliver learning through hands-on activities, workshops, and resources.

YE’s flagship Company Programme runs across an academic year and sees young people create their own business with the support of a mentor from the world of work. YE also runs interactive, fun day-long workshops to engage young people in topics such as ‘next steps’, salaries, budgeting, and taxes to prepare them for the future.

In July 2020, the Westminster Foundation donated £17,360 to YE to support Cheshire West and Chester’s young people. Together, we delivered 17 programmes and 1,227 learning opportunities for beneficiaries. On the back of the success of this grant in May 2021, the Westminster Foundation awarded Young Enterprise with a Partnership Grant of over £700,000 over five years.

Over 80% of young people experience improved selfawareness and increased self80% + confidence from YE’s activities

Next Steps

The five-year partnership grant with YE will increase the number of young people reached with transformational learning across Cheshire West and Chester and new geographies, such as rural Lancashire and Westminster borough in London.

It will also support adapting a new primary school programme, which challenges young people to solve real-life business challenges.

Crucially, the partnership provides five years to enable the professional development of a critical mass of teachers, senior leaders, and support staff to embed enterprise and financial education into the school curriculum, benefitting all future cohorts of young people.

Social Mobility Resilience Aspirations

“The investment of the Westminster Foundation is enabling us to engage young people in vital skills development opportunities, supporting them to unlock their great potential, and ultimately contribute to the long-term economic recovery of our communities.” Sharon Davies, Young Enterprise CEO

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The Anne Duchess of Westminster’s Fund

The Anne Duchess of Westminster’s Fund (ADWF) is a charitable fund administered and distributed by the Westminster Foundation.

of her will following her death in 2003. In the 17 years until 2020, the Charity distributed grants totalling over £3 million. The Charity and the Westminster Foundation worked closely in this period, sharing information and collaborating to deliver effective grantmaking.

The ADWF supports charities in the areas where its founder, Anne, Duchess of Westminster, the widow of Bend’Or, 2nd Duke of Westminster, lived and had an interest. Specifically, the ADWF supports people’s mental and physical health and wellbeing, those living within disadvantaged communities and/or in isolation and learning, training and employability opportunities in the Scottish Highlands, Cheshire, and through the UK’s equine charities.

In 2020, the two organisations agreed to a mutually beneficial transfer of the Charity’s assets to the Westminster Foundation. This evolution saw the creation of the Anne Duchess Westminster Fund in 2021, which sits within the Westminster Foundation’s management, team and Trustee structure.

In 1995, Anne Duchess established the Anne Duchess of Westminster Charity, which became the principal beneficiary

The ADWF supports charities or volunteer organisations, meeting the following eligibility criteria: Charities registered with the Charity Commission or 1 organisations with exclusively charitable objectives

1 2 3 4

Charities based in or benefitting those living in the Highlands, or within a 25-mile radius of Chester (Postcode: CH4 9ET), or equine related

Project costs, small capital programmes (e.g., refurbishment/ modification, equipment costs, core costs and salaries)

Local and regional charities based in those areas, or national charities with a local connection (e.g., a centre, branch or support group) in one of the ADWF’s core areas

www.adwf.org.uk

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The ADWF Grants Programme is open to applications throughout the year for grants up to £10,000.

These grants support project costs and small capital programmes that deliver activities in the ADWF’s priority themes of mental health and wellbeing, community projects in disadvantaged areas, isolation and loneliness,

learning, training and employment and ill health and disability.

ADWF Grants are geographically limited to the Highlands of Scotland or within a 25-mile radius of Chester. The ADWF also supports equine-related charities anywhere in the UK.

Grants totalling £201,226 were awarded in 2021; grants of £10,000 or more appear in the table below:

Anne Duchess of Westminster Fund grants are geographically limited to the Highlands of Scotland or within a 25-mile radius of Chester. The ADWF also supports equine-related charities anywhere in the UK.

Organisation	Grant Amount	Purpose of Grant
East Sutherland Citizens Advice Bureau	£10,000	Funding towards salary costs for an Advisor to provide advice to the local community with a focus on employability.
HEROS	£10,000	Funding towards training for 16–18 year olds with personal, social and behavioural needs.
MFR Cash for Kids	£10,000	Funding towards the provision of essentials for deprived children in the Highlands region of Scotland, including food, clothing, bedding and toiletries.
Teenage Cancer Trust	£10,000	Funding towards salary costs associated with the delivery of the Youth Empowerment Programme in Merseyside and Cheshire.
The UTS Foundation	£10,000	Funding towards salary costs of specialist coaches delivering one-to-one and group cancer rehabilitation and nutrition and wellbeing sessions for participants living with cancer.
Warrington Youth Club	£10,000	Funding towards salary costs of a Head of Youth Work at the new Warrington Youth Zone (Onside).
Wirral Youth Zone	£10,000	Funding towards salary costs associated with the delivery of the Hiveability programme of activities for young people with disabilities.

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Case Study No.6

ADWF: Strength and Learning Through Horses

The Challenge

Department of Education figures show that in 2021, general school exclusions were up 5%, and primary school exclusions rose by 20%. COVID-19 made a return to education post lockdown particularly challenging for young people who were experiencing educational challenges, have a Learning Disability, Statement of Special Educational Needs or Educational Health Care Plan, or were in the care of their Local Authority.

424 vulnerable young people reached through SLTH’s projects in Westminster

84% young people improved confidence 84% in their own abilities through SLTH sessions

The Solution

Strength and Learning Through Horses (SLTH) offer life-changing mental health and education services for young people aged 4-25. In 2021, SLTH worked with over 420 vulnerable children either excluded or are at risk of being excluded from mainstream education. SLTH offers Equine Assisted Psychotherapy and Learning programmes tailored to young peoples’ varied learning, behavioural, social, and mental health needs.

The SLTH team combines the expertise of Clinical Psychologists or Psychotherapists with Equine Behaviour Specialists in a private and confidential facility. SLTH uses horses, community and the outdoors to engage disadvantaged, marginalised and hard to reach young people in building relationships, life skills and positive identities where other interventions have failed.

Education Services equip young people with the skills, confidence and, in many cases, qualifications required to successfully reengage with education or employment and improve their life chances.

SLTH young people experiencing hardship

66%

Next Steps

Thanks to support from the Anne Duchess of Westminster’s Fund, which sits as part of the Westminster Foundation, SLTH were able to offer Equine Therapy to a group of girls from London who had not attended mainstream education for over two years and, coupled with experiences of trauma in their lives, experienced high levels of anxiety being in a group situation with peers. Without the Fund’s support, we would not have been able to reach this group of girls and help them re-engage with education. It provides yet another example of how Equine Therapy can be used as an effective alternative to those who find it difficult to engage with a therapist in a conventional way.

“Ruby, 14, was selectively mute with trauma following exposure to domestic violence. She is now more talkative with peers … smiling and engaging. She has spoken aloud and spoken about her feelings in the sessions, which she usually avoids. Back in school, she has been able to teach another pupil the guitar, which is huge progress.”

Team member of SLTH

31

32

Legal & Administrative Information

Name, Principal Office and Charity Registration Number The full name of the charity is The Westminster Foundation, and its principal operating address is: 70 Grosvenor Street, London, W1K 3JP.

Auditor

• Deloitte LLP Statutory Auditor 1 New Street Square London EC4A 3HQ

The Foundation is registered with the Charity Commission (No: 267618) and full details of our current activities are available at: www.westminsterfoundation.org.uk Trustees The Trustees serving during 2021 were: • Mr J R Hanbury • Ms V J Hornby • Mr M R Preston, retired 24 May 2022 • The Duke of Westminster, Chair Director • Ms K E Brown

• Solicitors • Boodle Hatfield 240 Blackfriars Road London SE1 8NW

• Bankers • The Royal Bank of Scotland plc Parklands 3 De Havilland Way Horwich Bolton BL6 4YU

• Investment Manager • CCLA Investment Management Limited 85 Queen Victoria Street Senator House London EC4V 4ET

Trustees of the Westminster Foundation

The Duke of Westminster (Hugh Grosvenor) is Chair of Trustees of Grosvenor, and Chair of the Westminster Foundation which represents the Duke’s charitable activity and that of the Grosvenor businesses.

He takes seriously his family and Grosvenor’s social responsibilities to contribute in real and direct action to a better society, just as previous generations of his family have done before him.

The Duke of Westminster Chair of Trustees

He uses his position with the Westminster Foundation to champion the issues that young people face. When he became Chair of the Foundation in 2019, the Duke led a significant review of grant-making activity, ultimately understanding the Foundation’s impact would be most beneficial at an ‘early intervention’ stage, to help break the causes of intergenerational inequality.

He also felt a long-term preventative outlook such as this – rather than short-term crisis support - was more closely aligned to Grosvenor’s approach of applying expertise with a far-sighted perspective.

Victoria Hornby OBE, Trustee

Victoria is CEO of Mental Health Innovations. From 2011 to 2017, she was Director of Programmes at The Royal Foundation, building a portfolio of projects including the Invictus Games, Coach Core, United for Wildlife and Heads Together.

Before joining the Foundation as a Trustee in 2020, Victoria was a Senior Executive at the Sainsbury Family Trusts and CEO of an international development charity. Alongside her work with Mental Health Innovations, Victoria is a Director of Social Finance, an adviser to the Charles Dunstone Charitable Trust, and a Bridges Impact Foundation trustee.

Mark Preston Trustee until 24 May 2022

Mark is Executive Trustee of

Grosvenor and Chief Executive of Grosvenor Property to which he was appointed in 2008.

Earlier in his career, and after joining Grosvenor in the UK in 1989, he was seconded to Hong Kong in 1995, returned to the UK to lead Grosvenor’s Fund Management operations in 1997, spent four years in San Francisco from 2002, became Chief Executive of Grosvenor Britain & Ireland in 2006 and was appointed to the Group Board in 2006.

In addition to being a Trustee for the Westminster Foundation, a role he took on in 2012, Mark is also a NonExecutive Director for international property company Sonae Sierra SGPS and a Trustee of the Urban Land Institute (ULI).

James Hanbury Trustee

James has held multiple roles across

asset and hedge fund management. He is a Partner at Odey Asset Management, which he joined in October 2008. From 2006-08 James was a partner and fund manager at ZA Capital.

From 2003-06 James was an equity analyst at Schroders covering the retail and leisure sectors. He is an Independent Member of the Investment Committee for John Lyon’s Charity and became a Trustee of the Westminster Foundation in 2018.

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Structure, Governance & Management

Constitution

The Westminster Foundation represents the charitable interests of The Duke of Westminster and Grosvenor businesses.

The Fifth Duke of Westminster created the Foundation by a trust deed dated 6 February 1974, and on 6 April 1987, the Trustees of the Gerald Grosvenor Foundation (a separate charity formed by the Fourth Duke of Westminster) transferred all their assets to The Westminster Foundation.

The Foundation receives regular donations from Grosvenor Property and, on occasion, from members of the Grosvenor Family. Grosvenor Property is an international property development and investment group, largely owned by trusts for the benefit of current and future members of the Grosvenor Family, which is headed by The Duke of Westminster.

Method of Election of Trustees

Under the terms of the trust deed, the incumbent Duke of Westminster (being the 7th Duke of Westminster) has the authority to appoint new Trustees but guidance from the Westminster Foundation’s senior management team and the support of the Foundation’s existing Trustees is sought prior to any appointment. There is no formal term of office for Trustees.

The induction process for any new Trustee comprises a series of briefing meetings with the current Trustees, Director and senior management team covering the grantmaking process, investments, risk analysis, governance and the Trustees’ legal obligations under charity law. In addition, a comprehensive Trustee information pack is provided. To date, Trustees have been recruited with their specific skills and experience in mind, although further training is undertaken where necessary.

The number of Trustees shall not be fewer than two but no more than seven.

Organisation

The Foundation’s Trustees meet regularly to consider what grants they will make, any feedback they have received from the charities they support, the current and future financial position of the Foundation, risk and longer-term strategy. The Trustees held four formal meetings in 2021.

Partnership Grants are selected on a proactive basis, to organisations working within the Foundation’s strategy but the Trustees occasionally make additional discretionary grants to known and well researched charities.

The Foundation has a Small Grants Panel, which meets approximately every ten weeks to review applications up to £10,000. The Trustees have delegated responsibility for decision making on appeals of up to £20,000 to this panel which is comprised of the Director and a small team of suitably qualified individuals employed by the Grosvenor Family Office; such decisions are made within the Trustees’ governance framework and funding themes. These decisions are then ratified at the next Trustee Meeting.

There is a separate Grants Panel which meets quarterly, which has delegated responsibility for grantmaking for the restricted Anne Duchess of Westminster’s Fund. The panel includes two of the former Trustees of the Anne Duchess of Westminster’s Charity as well as representatives from the above Small Grants Panel.

Each regional OpCo within Grosvenor Property has its own staff Philanthropy Committee which puts forward grant recommendations to the Trustees for consideration at the Foundation meetings. It is not possible to apply directly for overseas funding to the Foundation. These committees meet throughout the year to consider charities for support that align with the Foundation’s strategy and grantmaking policy. The committees are supported by a member of the Westminster Foundation team and provided with guidelines to support with grantmaking criteria and due diligence.

The Foundation’s investment strategy, asset allocation and distribution policy are reviewed each year by the Trustees.

The Foundation’s team makes every effort to follow best practice in the charity sector with reference to guidance from the Charity Commission and other sector bodies and is a member of the Association of Charitable Foundations (ACF). The ACF is a UK-wide support organisation for grantmaking trusts and foundations. It provides guidance on good practice, changes in charity law and regulations and acts as an authoritative lobby on behalf of its members with the Government and Charity Commission. The Foundation also has regard to the seven principles of good governance and best practice which are set out in the Charity Governance Code.

Key Management Personnel

The Trustees are responsible for the strategy and direction of the charity. All Trustees give their time freely and no Trustee remuneration or expenses were paid in the year.

Day-to-day responsibility for the running of the Foundation is delegated to a small team of suitably qualified individuals employed by the Grosvenor Family Office (and contracted to the Foundation by way of an annual service agreement). The Foundation does not employ any staff directly.

The Grosvenor Family Office historically charged a modest management fee for staff responsible for the day-to-day administration of the charity and the office space occupied by the team. For 2020 onwards (following the charities’ increased endowment, and increased dedicated human resources), a fee equivalent to 12% of the Foundation’s annual distribution target is charged, that level being benchmarked against the fees charged by many Community Foundations for running a grants programme on behalf of its clients. This methodology is regularly reviewed.

Arrangements between the Foundation and Grosvenor Family Office are formalised by an Annual Services Agreement, which sets out the services the Grosvenor Family Office will perform for the Foundation, the terms upon which the services are performed and includes provision for performance review and ultimately termination if the services provided are not of sufficient quality. The Agreement further includes provisions governing conflicts of interest, providing that any conflict of interest should be raised with the independent trustees. The Agreement is reviewed each year.

Risk Management

A full risk assessment is reviewed by the Trustees annually, with the principal risks identified by the Foundation team presented and discussed at each Trustee meeting. The format of the risk register was updated during the year using a new format, which assesses the level of risk and records controls and mitigating actions to manage risk.

The top risks identified during the period are:

• Investment risk - e.g., poor performance of the investment portfolio as this is a main source of funding. This is mitigated by diversification of investments, using a five-year rolling average to calculate the annual distribution target and regular performance monitoring.

• Risk to reputation by association – e.g., a charity that we have funded is involved in a scandal over safeguarding concerns. This risk is mitigated by the due diligence process undertaken for potential grantees, including obtaining references from other funders and confirming that appropriate and relevant policies are in place, as well as financial due diligence.

• Funding has no impact or recognition. This risk is mitigated by extensive due diligence procedures before an award of funding; for multi-year grants there is a requirement for six monthly and annual updates on effectiveness of grants before release of further funds and the introduction of a monitoring and evaluation framework to assess grantees’ impact.

Safeguarding

Although the Foundation does not generally work directly with children or at-risk adults it does provide funding to other organisations that work with vulnerable groups. It also on occasion may host events that are attended by children and at-risk adults who are beneficiaries of the organisations supported by the Foundation. The Foundation has a Safeguarding Policy (available on its website), revised in 2021, that sets out the duties and responsibility of the Foundation to the children and at-risk adults that benefit from its support. This policy is reviewed, approved and endorsed by the Foundation Trustees annually, to ensure that it reflects statutory responsibilities, government guidance and best practice for the Foundation.

In addition to the safeguarding policy, all Foundation staff and Trustees receive appropriate and proportionate safeguarding training.

Conflicts of interest

Under the Foundation’s conflict of interest policy, a Trustee will take no part in the decision on whether to award a grant to an organisation in which they have an involvement. There is ongoing monitoring of possible conflicts of interest.

34

Objects, Aims and Activities for the Public Benefit

Objects

The assets of the Foundation are held in trust for such exclusively charitable objects as the Trustees shall, in their absolute discretion, determine.

The Trustees can accept additional monies or assets to hold in trust for such particular object or objects as the donor of such assets specifies in writing at the time and with which the Trustees agree.

Aims

The charity operates for the public benefit primarily as a grantmaking foundation that aims principally to address social welfare issues. It concentrates mainly on certain geographic areas of the UK that are of relevance to the Grosvenor family or their business interests.

Support is given mainly by grants to UK registered charities that serve UK beneficiaries. On occasion, the Foundation may support organisations that are exempt or excepted from registration with the Charity Commission, or projects where the grant is for an exclusively charitable purpose (as a matter of the law of England and Wales). The Foundation does not fund individuals, holiday charities, medical conditions or research related to medical conditions, animal welfare charities and overtly political projects; details of the current funding programmes and eligibility guidelines are given on the website.

Internationally, the Foundation supports charities in Continental Europe, the United States, Canada and Asia Pacific as recommended by the local Grosvenor offices and approved by the Westminster Foundation Trustees.

Grantmaking Policy

The Foundation undertook a strategic review in 2019, with the new strategy approved by the Trustees in September 2019.

As a result, the Foundation now targets its grant programmes to organisations which support young people and families.

Grantmaking programmes in 2021

By inspiring children and young people (0-25) early in life with opportunities to thrive, building confidence and raising aspiration (through role models and by helping schools, families and communities to support them), the Foundation aims to play a role in preventing long-term systemic problems in rural and urban communities. Our priority is to award grants that benefit young people facing deprivation or intergenerational equality.

The grantmaking policy and criteria for funding is set out on the Foundation’s website. Budgets are agreed by the Trustees at the start of each year.

The Trustees also provided support in the year to a small number of charities outside this theme via a Discretionary Programme.

Statement on public benefit

The Trustees have paid due regard to the guidance produced by the Charity Commission when reviewing the Foundation’s aims and objectives and are satisfied that the charitable activities and projects funded through its grantmaking programmes and other activities are of direct benefit to the public. While it is not the Trustees’ responsibility to supervise the delivery of public benefit by the charities which the Foundation supports, they do consider this when reviewing funding applications and by monitoring funded projects through a process of visits and reports, as well as informal referencing via our networks of other funders. The public benefit created by the Foundation’s grantmaking is demonstrated in this report via the examples of grants that have been made.

35

Financial Review

This section primarily focuses on the unrestricted funds of the Foundation being the majority of the Foundation’s assets as the Statement of Financial Activities includes for the first time, a new Restricted Income Fund which is commented on below.

Total income, largely comprising donations from Grosvenor Property and the Grosvenor Family, decreased by £10.6m to £2.8m (2020: £13.4m). 2020 included a donation of £10.0m from the Duke of Westminster (including £2.0m gift aid recovered from HMRC) and an additional £0.35m donation from Grosvenor Property UK, all of which was used for the £12.5m COVID-19 Response Fund. Donations received from Grosvenor Property decreased to £2.8m (2020: £3.4m), partly because of additional COVID-19 funding as noted. The Foundation does not fundraise from the public.

Expenditure on charitable activities decreased by £8.0m to £5.5m (2020: £13.5m) due to a £7.9m reduction in grantmaking from £12.8m to £4.9m which brings expenditure back in line with projections, after an exceptional year in 2020 of COVID grants. Page 13 summarises the number and value of grants awarded under our individual grant programmes.

The focus of grantmaking during 2020 was allocation of the COVID-19 Response Fund much of which was distributed in 2020 with follow-on funding awarded in 2021. COVID-19 grants therefore decreased by £8.7m to £0.7m. Partnership grants increased by £0.8m to £2.0m with the award of a further 7 partnership grants in the year. We are in the third year of our rolling partnership grant programme (grants generally awarded over a five-year period) meaning the portfolio of partnership grantees increases incrementally each year, which will be the case for another two years, until levelling off at a sustained level thereafter. Grosvenor Property grants increased by £0.7m with the local Philanthropy teams having had more time to research and identify charities operating in their regions that align with the Foundation’s relatively new grantmaking strategy. Discretionary grants decreased by £0.5m due to a one-off donation of £0.5m awarded in 2020 to One Small Thing.

Support costs of £0.6m were consistent with the prior year (2020: £0.6m). Support costs includes the Grosvenor Family Office annual fee of £0.5m (2020: £0.5m), legal and audit fees, subscriptions, and training.

Net gains on investments for the year were £21.5m (2020: £11.1m), with further detail provided in the section below.

In March 2021, the Trustees of The Anne Duchess of Westminster’s Charity (former Charity Commission registration number 245177) gifted all their assets to the Foundation. £7.4m was transferred (the majority of which was in cash) which is held in a separate restricted fund (Anne Duchess of Westminster’s Fund). £7.1m was invested in CCLA’s Charities Investment Fund (“COIF”), separately from the Foundation’s main portfolio with the investment income being used to fund grantmaking. Since the date of the gift, the investment portfolio has increased in value by £1.1m and hence the value of ADWF on 31 December 2021 has increased to £8.5m. Investment income and grantmaking in the period were £0.2m.

Investment policy and performance

The Trustees have wide investment powers and the investment policies adopted are intended to provide long-term stability and liquidity sufficient for the financing of the Foundation’s ongoing grantmaking and to maintain the real value of the portfolio.

The Foundation’s endowment is managed by CCLA in the Charities Investment Fund (“COIF”). The investment objective of the COIF is to achieve real long-term growth in capital values and a rising income from a portfolio managed within a clear risk control framework. The portfolio is held in accumulation units with disinvestment as required to fund the Foundation’s charitable activities.

The restricted Anne Duchess of Westminster Fund (ADWF) is separately invested in the COIF but has income units, with the quarterly dividends being used to fund grantmaking. The narrative below focuses on the main endowment.

The Trustees’ overall investment objective is to seek total return on an inflation-adjusted basis of at least 3.5% per annum over the long term, to align with the aim of distributing 3.5% of the value of the investment portfolio per annum (using a five-year average to smooth out annual fluctuations). By using an averaging methodology, the annual level of distributions is not hugely distorted by fluctuations in both the stock market and from the impact of significant investment or disinvestment from the portfolio.

For 2021, the budgeted distribution from the portfolio was £2.9m. The calculation includes two years where the portfolio valuation was relatively low, prior to investment of legacy bequests from the Sixth Duke of Westminster and donations from the current Duke in 2018. Actual disinvestment was just under this at £2.8m.

After this disinvestment, the value of the Foundation’s endowment increased by £18.7m (15.4%) to £139.9m at the end of 2021 (2020: £121.2m).

For 2021, the COIF comfortably exceeded CCLA’s performance target of CPI +5% by 6.7% (17.4% vs 10.7%) despite the markets not pricing in full year CPI of 5.7% at the start of 2021. The asset allocation of the COIF is heavily weighted towards equities which comprised 75% of the holding at the year end. Asset allocation made a positive contribution to relative return, in particular the low weighting in fixed income, which had negative returns over the full year (-5.2% for £ gilts, -3.1% for £ corporates). The high exposure to global real assets also contributed to the strong performance.

The market volatility experienced to date in 2022 caused by concerns over higher inflation, interest rate increases, the slowing pace of economic growth and Russia’s invasion of Ukraine will result in much closer monitoring of the performance and asset allocation of the portfolio this year.

The Trustees invite CCLA to present at one of their meetings every year, and as well as discussing asset allocation, performance, and outlook, consider CCLA’s approach to responsible investment. CCLA is a leader in ethical and responsible investment and received the highest possible grade (A+) in the most recent Principles for Responsible Investment (PRI) survey for their approach to stewardship, ESG integration, in both listed equity and property, and their wider responsible investment strategy and governance. Their values align closely with those of the Grosvenor Estate in terms of delivering sustainable long term returns and lasting social benefit.

Reserves policy

The majority of the Foundation’s funds are all unrestricted and may be used in furtherance of its charitable objects. The risk associated with not having adequate reserve balances is therefore considered to be low.

Quarterly cashflow forecasts are prepared to ensure that sufficient cash balances are held to fund grantmaking and administrative costs and as the COIF deals weekly, any unexpected requirements for cash can easily be met.

The Trustees consider the cumulative impact of awarding partnership grants (which are generally for a five-year period) when setting the annual distribution policy. Although the Foundation’s accounting policy is to account for multi-year grants in the year they are paid, future commitments are monitored for cashflow purposes and when setting the annual budget.

At the balance sheet date, the Trustees are satisfied that the current level of available funds meets the Foundation’s requirements. Unrestricted funds on 31 December 2021 were £140.6m (2020: £121.8m).

The restricted income fund balance of £8.5m on 31 December 2021 is held for distribution in future years in accordance with the terms of the gift. Grantmaking is funded from investment income and disinvestment from the portfolio if required.

Plans for future periods

The strategic review conducted in 2019 identified early intervention as a focus for the Foundation’s resources to be used efficiently and effectively.

This is a long-term strategy which will focus the Foundation’s primary giving on young people and families as the Foundation strives to make a positive contribution to breaking the cycle of intergenerational poverty that exists by providing young people with opportunities early in life.

The impact of our funding since the implementation of this strategy will continue to be assessed helping us refine areas for further focus.

The Foundation is also currently considering alongside Grosvenor Property how best to provide support to charitable tenants in future, in keeping with the Foundation’s strategy. This includes exploring the creation of a new, affordable co-working hub in the heart of Westminster for charities that share a common goal of providing opportunities early in life to children and young people to improve their life outcomes and those of their families.

Going concern

The Trustees consider that as the majority of assets are based on a long-term endowment, there are no material uncertainties about the Foundation’s ability to continue as a going concern. As a result, the going concern basis of accounting remains appropriate.

Statement of disclosure to the Auditor

As far as the Trustees are aware:

• There is no relevant audit information of which the charity’s auditor is unaware; and

• The Trustees have taken all the steps that they ought to have taken as a Trustee to make themselves aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

Deloitte LLP have indicated their willingness to continue in office as the charity’s auditor and a resolution for their reappointment will be proposed at a future Trustee meeting.

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Statement of Trustees’ Responsibilities

The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent ;

• state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

This report was approved and authorised for issue by the Trustees on 14 June 2022 and signed on their behalf by:

Kate Brown Director

Independent Auditor’s Report to the Trustees of the Westminster Foundation

Opinion

In our opinion the financial statements of The Westminster Foundation (the ‘charity’):

• give a true and fair view of the state of the charity’s affairs as at 31 December 2021 and of its incoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”; and

• have been prepared in accordance with the Charities Act 2011.

We have audited the financial statements which comprise:

• the statement of financial activities;

• • the balance sheet; • the cash flow statement;

• the statement of accounting policies; and

• • the related notes 1 to 14.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report.

We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting Council’s (the ‘FRC’s’) Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of Trustees

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located on the FRC’s website at: www.frc.org.uk/auditors responsibilities. This description forms part of our auditor’s report.

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Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. We considered the nature of the charity’s industry and its control environment, and reviewed the charity’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management and trustees about their own identification and assessment of the risks of irregularities.

We obtained an understanding of the legal and regulatory framework that the charity operates in, and identified the key laws and regulations that:

• had a direct effect on the determination of material amounts and disclosures in the financial statements. These included the UK Charities Act; and Charities (Accounts and Reports) Regulations 2008.

• do not have a direct effect on the financial statements but compliance with which may be fundamental to the charity’s ability to operate or to avoid a material penalty.

We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.

As a result of performing the above, we identified the greatest potential for fraud or non-compliance with laws and regulations in the following area, and our specific procedures performed to address it are described below:

• we presume a risk of material misstatement due to fraud in revenue recognition which is related to the completeness of donation income. To address this risk, we reviewed the Trustees’ meeting minutes, all bank statements in the period, and post year end records up to the date of this report to test whether income had been appropriately included in the financial statements.

In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we assessed the design and implementation of controls over the assessment and approval of grant awards; we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business.

In addition to the above, our procedures to respond to the risks identified included the following:

• reviewing financial statement disclosures by testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements;

• performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud;

• enquiring of management concerning actual and potential litigation and claims, and instances of non-compliance with laws and regulations; and

• reading and reviewing minutes of meetings of those charged with governance.

Report on other legal and regulatory requirements

Matters on which we are required to report by exception:

Under the Charities (Accounts and Reports) Regulations 2008 we are required to report in respect of the following matters if, in our opinion:

• the information given in the financial statements is inconsistent in any material respect with the trustees’ report; or

• sufficient accounting records have not been kept; or

• the financial statements are not in agreement with the accounting records and returns; or

• we have not received all the information and explanations we require for our audit.

We have nothing to report in respect of these matters.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Deloitte LLP

Statutory Auditor 1 New Street Square, London, EC4A 3HQ 20 June 2022

Deloitte LLP is eligible for appointment as auditor for the charity by virtue of its eligibility for appointment as audit of a company under section 1212 of the Companies Act 2006.

Statement of Financial Activities Year ended 31 December 2021

			Notes		2021		2021		2021		2020
					Unrestricted		Restricted		Total Funds		Total Funds
					Funds		Funds
					£		£		£		£
	Income and endowments from:
	Donations and Legacies		8		2,789,674		7,388,515		10,178,189		13,414,873
	Investments:
	- Listed investments				-		212,885		212,885		-
	- Bank interest receivable				328		-		328		6,061
	Total income and endowments				2,790,002		7,601,400		10,391,402		13,420,934
	Expenditure on:
	Charitable activities		10		(5,492,261)		(201,651)		(5,693,912)		(13,485,207)
	Total expenditure				(5,492,261)		(201,651)		(5,693,912)		(13,485,207)
	Net gains on investments		9b		21,466,251		1,106,602		22,572,853		11,136,952
	Net income and movement in funds				18,763,992		8,506,351		27,270,343		11,072,679
	Total funds brought forward				121,802,887		-		121,802,887		110,730,208
	at 1 January
	Total funds carried forward		11		140,566,879		8,506,351		149,073,230		121,802,887
	at 31 December

All income and expenditure relate to continuing operations. Prior year funds were all unrestricted.

There were no recognised gains and losses for the current year or preceding year other than those shown above.

The notes on pages 40 to 42 form part of these financial statements.

38

Balance Sheet as at 31 December 2021

Cash Flow Statement: Year ended 31 December 2021

		Notes		2021				2020
				£		£		£		£
Fixed Assets
Listed investments		2		148,099,021				121,226,115
Unlisted investments		3		10				10
						148,099,031				121,226,125
Current assets
Debtors: amounts falling due		4		54,214				-
within one year
Cash at bank and in hand				2,375,343				1,581,651
						2,429,557				1,581,651
Current liabilities
Creditors: amounts falling due		5				(1,498,358)				(851,389)
within one year
Net current assets						931,199				730,262
Debtors: amounts falling due		6				150,000				-
after more than one year
Creditors: amounts falling due		7				(107,000)				(153,500)
after more than one year
Net assets						149,073,230				121,802,887
Representing:
Unrestricted Funds				140,566,879				121,802,887
Restricted Income Funds				8,506,351				-
Total Funds		9b				149,073,230				121,802,887

		Notes		2021		2020
				Total Funds		Total Funds
				£		£
Net cash fow used in operating activities		13		4,880,214		(370,484)
Cash fows from / (used in) investing activities:
Interest received				328		6,279
Dividends received				212,885		-
Proceeds from sale of investments				2,800,265		-
Purchase of investments at cost		2		(7,100,000)		-
Net cash fows from investing activities				(4,086,522)		6,279
Net increase/(decrease) in cash and cash equivalents				793,692		(364,205)
Cash and cash equivalents at beginning of year				1,581,651		1,945,856
Cash and cash equivalents at end of year				2,375,343		1,581,651
Reconciliation to cash at bank and in hand
Cash at bank and in hand				2,375,343		1,581,651

The notes on pages 40 to 42 form part of these financial statements.

These financial statements of The Westminster Foundation, registered number 267618, were approved by the Board of Trustees and authorised for issue on 14 June 2022.

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The Duke of Westminster
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J R Hanbury
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39

Notes to the financial statements for the year ended 31 December 2021

1. Accounting Policies

(a) Basis of Accounting

The financial statements are prepared under the historical cost convention, with the exception of investments which have been included at market value, in accordance with the Statement of Recommended Practice “Accounting and Reporting by Charities (SORP 2019)” applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), effective 1 January 2019.

The charity constitutes a public benefit entity as defined by FRS 102.

(b) Going concern basis

The charity’s activities, together with the factors likely to affect its future development, performance and position are set out in the Trustees Report which also describes the financial position of the charity including its cash, investments, distributions and reserves policy. Taking these into consideration and the fact that the majority of funds are unrestricted, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Therefore, they continue to adopt the going concern basis of accounting in preparing the annual report and financial statements.

(c) Allocation of Cost

All the Foundation’s operating costs relate to management and administration included within section (f). The allocation of the support costs including governance costs is to charitable activities with investment management fees being applied to cost of raising funds.

(d) Investments

Listed investments are valued at the market price from a recognised stock exchange at the balance sheet date. Realised and unrealised gains and losses on investments are included in the Statement of Financial Activities in net gains/(losses) on investments. The Foundation’s investment portfolio is held in a Common Investment Fund where the management fee is reflected in the fund valuation and is not paid directly to the manager.

Unlisted investments are valued at cost where fair value cannot be measured reliably.

(e) Income

Income is accounted for in the Statement of Financial Activities when the Foundation is legally entitled to the income and the amount can be quantified with reasonable accuracy and is probable to be received. Income from investments is treated as receivable when the investment is quoted ex-dividend.

Other income is accounted for on an accruals basis.

(f) Expenditure

All expenditure is accounted for on an accruals basis. Charitable activities are reported as either grantmaking, other direct costs and support costs. Other direct costs comprise exchange differences on foreign currency transactions and bank charges on grant payments. Support costs include management charges from the Grosvenor Family Office, governance costs, grantmaking software costs and subscriptions. Governance costs comprise all costs relating to the public accountability of the charity and its compliance with regulation and good practice. These costs include statutory audit and legal fees, together with an apportionment of the management fee from the Grosvenor Family Office.

Multi-year partnership and small grants awarded are accounted for in the year they are paid reflecting the Foundation’s grant terms and conditions. Release of subsequent years funding requires a report from grant recipients on how the grant has been used. No discount factors have been applied to the liabilities included in the balance sheet due to the effect being immaterial. Grants subject to future conditions which are not recognised as liabilities at the year-end are disclosed in note 10.

(g) Foreign Currency Translation

The functional currency is pounds sterling as the charity operates and receives income in the United Kingdom. Transactions denominated in foreign currencies are translated into sterling at the exchange rate ruling on the date the transaction is recorded.

Monetary assets and liabilities denominated in foreign currencies are retranslated at the exchange rate ruling at the balance sheet date. Translation differences are included in the Statement of Financial Activities.

(h) Taxation On the basis that the activities fall within charitable purposes and the funds are applied only for these purposes, no provision for taxation is made.

(i) Fund Accounting

The Foundation maintains restricted and unrestricted funds. The majority of the Foundation’s fund are unrestricted and can be used in accordance with the Foundation’s charitable objects at the discretion of the Trustees. There is a separate restricted income fund deriving from a gift, which is to be used in accordance with specific restrictions imposed by the donor.

(j) Financial Instruments

Financial assets and financial liabilities are recognised when the Charity becomes a party to the contractual provisions of the instrument. Investment policies are described in note 1 (d).

The Foundation only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Debtors expected to be recovered within a year including accrued investment income are shown at their anticipated receipt value. Any material amounts expected to be recovered after more than a year are shown at the present value at the balance sheet date and adjustment made for the time value of money. Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less. 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 to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

(k) Critical accounting judgements and key sources of estimation uncertainty

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis.

Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The Trustees do not consider there are any critical judgements or sources of estimation uncertainty requiring disclosure.

2. Listed Investments

Investments are held in a collective investment scheme managed by CCLA Investment Management Limited. The carrying value at the year-end is a market valuation as at 31 December 2021, with the domicile of holdings determined by the place of listing of the fund vehicle not of the underlying securities held therein.

			2021		2020
	UK collective investment scheme		148,099,021		121,226,115
	The movement in the portfolio during the year is shown below:
			2021		2020
	Market value 1 January		121,226,115		110,086,116
	Purchases		7,100,000		-
	Reinvestment of income &		447,042		336,065
	management fee rebate
	Disposals at carrying value		(2,454,586)		-
	Investment gains		21,780,450		10,803,934
	Market value 31 December		148,099,021		121,226,115
	Cost 31 December		109,734,634		104,300,907

3. Unlisted Investments held within UK

			2021		2020
	Chester & County Unionist Buildings		10		10

4. Debtors - Amounts falling due within one year

			2021		2020
	Prepayments and accrued income		53,949		-
	Other debtors		265		-
	Total		54,214		-

5. Creditors - Amounts falling due within one year

			2021		2020
	Grant liabilities		1,457,343		779,758
	Accruals and deferred income		41,015		71,631
	Total		1,498,358		851,389

40

6. Debtors - Amounts falling due after one year 2021 2020 £ £ Loan assigned from Anne Duchess of Westminster’s Charity (note 9) 150,000 - Total 150,000 - The loan was assigned to The Westminster Foundation as part of the gift of assets from The Anne Duchess of Westminster’s Charity (ADWC). The loan was made by the ADWC Trustees in connection with the purchase of a house for a former employee of the late Anne, Duchess of Westminster. The loan is interest-free and is repayable from the proceeds of the sale of the property following the deaths of the former employee and his spouse whichever is the later. 7. Creditors – Amounts falling due after one year 2021 2020 £ £ Grant liabilities 107,000 153,500 Grant liabilities comprise grant payments due for 2022 and beyond, where a constructive obligation arose during or prior to 2021. Amounts due between two and fve years are £107,000 (2020: £153,000). Amounts due after more than fve years are £nil (2020: £500).		8. Donations
		2021 2020
		£ £
		Grosvenor Property 2,774,435 3,386,804 Grosvenor Family members - 8,000,000 Gift aid on donations - 2,000,000 Gift of assets from Anne Duchess of Westminster’s Charity (ADWC) – note 9 7,388,515 - Other donations 15,239 28,069
		Total 10,178,189 13,414,873
		9. Charitable Funds (a) Description of Funds The funds of the charity comprise the unrestricted fund and a restricted income fund - Anne Duchess of Westminster’s Fund (ADWF). The majority of funds are unrestricted with grantmaking and administrative expenditure being funded by distributions from the investment portfolio and donations from Grosvenor Property and the Grosvenor family. In March 2021, the Trustees of The Anne Duchess of Westminster’s Charity (ADWC) (former Charity Commission registration number 245177) gifted all their assets to the Westminster Foundation. The gift comprised of the following amounts: £ Cash 7,238,198 Loan (note 6) 150,000 Investment portfolio 317 Total gift 7,388,515 Under the terms of the transfer, the gift is to be held in a separate restricted fund (ADWF) and is managed by the Foundation’s Trustees and team members. ADWF supports charitable projects in the areas in which Anne Duchess of Westminster lived and had an interest.

(b) Summary of fund movements

For the year ended 31 December 2021

				Balance brought			Income			Expenditure			Net gains & losses			Balance carried
				forward												forward
	Unrestricted Funds Restricted Income Funds			£ 121,802,887 -			£ 2,790,002 7,601,400			£ (5,492,261) (201,651)			£ 21,466,251 1,106,602			£ 140,566,879 8,506,351
	Total Funds			121,802,887			10,391,402			(5,693,912)			22,572,853			149,073,230
	For the year ended 31 December 2020
				Balance brought forward			Income			Expenditure			Net gains & losses			Balance carried forward
				£			£			£			£			£
	Unrestricted Funds			110,730,208			13,420,934			(13,485,207)			11,136,952			121,802,887
	& Total Funds

10. Analysis of expenditure on charitable activities

		Grantmaking			Unrestricted Funds £ 4,914,816				Restricted Funds £ 201,226				Total 2021 £ 5,116,042				2020 £ 12,843,163
		Other direct costs			2,038				-				2,038				(1,879)
		Support costs			575,407				425				575,832				643,923
		Charitable activities as per			5,492,261				201,651				5,693,912				13,485,207
		Statement of Financial Activities
	Support costs include governance costs of					£170,095 (2020: £148,856),				of which audit fees represent £12,000 (2020: £10,800).
	Charitable activities in 2020 were all unrestricted. Pages 13 to 31 of this report includes details of												grants awarded during the year.
		Analysis of Grantmaking Activity
						Unrestricted Funds				Restricted Funds				Total 2021				2020
						£				£				£				£
		Grant liabilities as at 1 January				933,258				-				933,258				1,362,811
		Grants awarded in the year				4,914,816				201,226				5,116,042				12,906,335
		Grants cancelled in the year				-				-				-				(63,172)
		Grantmaking as above				4,914,816				201,226				5,116,042				12,843,163
		Grants paid in the year				(4,335,586)				(149,371)				(4,484,957)				(13,272,716)
		Grants liabilities as at 31 December				1,512,488				51,855				1,564,343				933,258

Multi-year grants awarded but not recognised as liabilities in accordance with the Foundation’s accounting policy, totalled £7.5m (2020: £5.7m) of which £2.9m (2020: £2.0m) falls due within one year. Grantmaking in 2020 was all unrestricted.

41

11. Analysis of net assets by Fund

		Unrestricted		Restricted		Total Funds
		Funds		Income Funds
		£		£		£
Listed investments		139,892,367		8,206,654		148,099,021
Unlisted investments		10		-		10
Debtors: amounts falling due		-		54,214		54,214
within one year
Cash at bank and in hand		2,228,005		147,338		2,375,343
Creditors: amounts falling due		(1,446,503)		(51,855)		(1,498,358)
within one year
Debtors: amounts falling due		-		150,000		150,000
after more than one year
Creditors: amounts falling due		(107,000)		-		(107,000)
after more than one year
Net assets		140,566,879		8,506,351		149,073,230

Net assets were all unrestricted for the year ended 31 December 2020.

12. Related party transactions

The related party transactions in the year and prior year are the donations received from Grosvenor Property and the Duke of Westminster as disclosed in note 8.

13. Cashflow Statement

Reconciliation of net income to cash flow from operating activities:

		2021		2020
		£		£
Net income for the year		27,270,343		11,072,679
Adjustments for:
Investment income		(212,885)		-
Gains on investments		(22,572,853)		(11,136,952)
Interest receivable		(328)		(6,061)
Non cash assets transferred from ADWC (note 9)		(150,317)
Operating cashfow before movements in		4,333,960		(70,334)
working capital
(Increase)/decrease in debtors		(54,214)		125,492
Increase/(decrease) in creditors		600,468		(425,642)
Net cashfow used in operating activities		4,880,214		(370,484)

14. Events subsequent to the Balance Sheet date

After a strong 2021, the investment portfolio decreased in value from £148.1m at 31 December 2021 to £135.0m at 31 May 2022.

The Foundation paid fees totalling £477,075 (2020: £459,579) to a Grosvenor Trust, which is part of the Grosvenor Family Office.

The Foundation’s policy is for Trustees, Executives and advisers to declare their interest and exempt themselves from all relevant discussions and decisions which may involve a transaction with a related party or in which they may have a conflict of interest.

Grants of £190,000 (2020: £200,000) and £75,000 (2020: nil) respectively were awarded to The Country Trust and Game and Wildlife Conservation Trust (GWCT) during the year. The Duke of Westminster is the President of The Country Trust and a Vice President of GWCT. £87,500 (2020: £69,800) was awarded during the year to Social Finance, of which Victoria Hornby is a Board Member. Other than as disclosed, no Trustees are related to any charity awarded grant.

No Trustee or persons connected with them received any remuneration or reimbursement of expenses during the year (2020: none).

42

Westminster Foundation 70 Grosvenor Street, London, W1K 3JP

Registered Charity in England and Wales No. 267618 www.westminsterfoundation.org.uk @westminsterFdn westminsterfoundation