2022-12-31-accounts

Westminster Foundation Annual Report 2022 Better lives are built on solid foundations

0 2

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

02 — WHO WE ARE Who we are Our beliefs Our communities Where we fund 01 — INTRODUCTION Year in review Chair’s foreword Director’s statement Contents 03 04 05 06 07 08 09 03 — OUR APPROACH Our approach The importance of early intervention Measuring impact 10 11 13	04 — ACHIEVEMENTS Achievements & performance Partnership grants Parnership grantee impact Small grants Covid-19 funding Cost of living crisis funding Anne Duchess of Westminster Fund Charity ofce portfolio Fivefelds – a new Charity Ofce Hub Other support Grants Recommended by Grosvenor Group Discretionary grants 14 15 16 18 19 20 21 22 23 24 25 27	05 — CASE STUDIES Case Study 01 — Young Minds Case Study 02 — Anna Freud Centre Case Study 03 — Theatre Porto Case Study 04 — Countryside Learning Scotland Case Study 05 — Cheshire Young Carers Case Study 06 — Jamie’s Farm Case Study 07 — UK Youth Case Study 08 — Warrington Youth Zone Case Study 09 — The Felix Project 28 29 30 31 32 33 34 35 36 06 — YEAR IN NUMBERS Year in numbers 37	07 — LEGAL & FINANCIAL Legal & fnancial 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 38 39 40 40 41 42 43 43 44

0 3

Legal and fnancial

Westminster Foundation Annual Report 2022

Year in review Year in review

Introduction

Who we are Who we are

Our purpappr o achse

Achievements

Case studies

2022 in numbersYear in numbers

SEPTEMBER

NOVEMBER

Year in review

MAY

Trustees visit Storyhouse to meet the Young Leaders.

UK Youth Thriving Minds grants committee confirm over 1,000 applications

JANUARY

received

MARCH

New Safeguarding Quality £500,000 donation to Assurance Process Save The Children Ukraine introduced Appeal Anna Freud Grant – Final COVID-19 funding worth £300,000

Distributed £134,000 in Small Grants

JUNE

Careers Carnival held at Chester Racecourse organised by Passion for Learning and funded by the Westminster Foundation

APRIL

FEBRUARY

Trustees visit West London Zone

UK Youth grant announced - our first £1million national rural grant

The Duke opens King George V Sports Hub in Blacon, the new home of Chester FC Community Trust and part-funded by the Westminster Foundation

Grant made to Adventure Play Hub in Westminster

The Duke visits Oxford University to discuss findings of CoSpace research around COVID-19 and mental health

Eaton Hall Gardens Charity Open Day in aid of Cheshire Young Carers

Awarded c£100k in Small grants

£500,000 Partnership Grant awarded to Koala Northwest to provide early years support in the Chester area

Trustee visit to Theatre Porto in Ellesmere Port to see the Community Arts Provision and discuss cost of living funding needs

JULY

Partnership grant holder Young Minds launches End the Wait campaign

£500,000 Partnership Grant awarded to Chance to Shine to provide cricket activities in Chester and Westminster Westminster Foundation announce £1million cost of living emergency fund and make initial £100,000 donation to The Felix Project

Westminster Foundation back Evening Standard Christmas Campaign to help children in London facing food poverty (via Childhood Trust)

Results of Oxford University’s Co-Space work into children’s mental health released funded by Westminster Foundation

Cheshire Wildlife Trust host an Eaton Hall Gardens Charity Open Day

AUGUST

Eaton Hall Gardens Charity Open Day held in aid of Kids Bank

OCTOBER

DECEMBER

£125,000 cost of living funding awarded to charities in Chester providing food and activity provision across October, December, February and Easter school holidays to families in need

Walking tour of Westminster programmes with friends at Young Westminster Foundation

Six Christmas grants made to Chester charities: Theatre Porto, Milestone Mums, Friends of Lache, Women’s Housing Action Group (WHAG), Storyhouse and Holy Trinity Church Blacon £40,000 awarded to West Cheshire Foodbank towards grocery vouchers for families in need

Cost of living grant partnership with Westminster City Council & Young Westminster Foundation for October Half Term provision

Distributed c. £99,000 in Small Grants

0 4

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

BUILDING FOUNDATIONS FOR A BRIGHTER FUTURE

Chair’s foreword

2022 is viewed by many as a year of post-covid recovery. Indeed, great strides were taken to emerge from the acute global health crisis.

However, a large section of the population still found themselves searching for light at the end of the tunnel.

The economic downturn in 2022 made life every bit as difficult as the pandemic years for those facing immediate hardship, whether through food insecurity, inadequate housing or lack of employment opportunities; in many instances exacerbated by poor mental health, another legacy of covid and austerity.

I do not mean to paint an unnecessarily negative picture. However, we must remain pragmatic about the level of intervention required to improve the prospects of those most in need.

The cumulative impact of austerity, the cost of living crisis and the pandemic have created an incredibly tough environment for the organisations who seek our support. They are battling a huge reduction in investment, from both national and local government and the private sector, with volunteer numbers diminishing at a time when these organisations most need them.

We believe our long-term funding model - committing to five-year investments and building meaningful partnerships with our grantees – is crucial if we are to achieve the sustainable outcomes for children and young people that we strive for. We also understand the importance of building partnerships with other funders if we are to break the cycle of intergenerational poverty. We all know the sum of our parts is greater than the whole and I look forward to working more collaboratively with others in the sector towards our shared goal.

The starting point to everything we do is to ask whether our intervention will help provide a solid foundation of support to children and young

people. We question and challenge how that support can lead to better outcomes across several aspects of a child’s development, including social, emotional or cognitive, and whether it can better equip families to cope with the challenges they face.

The organisations we support – documented throughout this report – have done an exceptional job to mitigate crisis after crisis, while never losing sight of improving the long-term outcomes for children and young people.

I am incredibly proud that we increased our level of support to them this year, both in the value and volume of grants, distributing £6.7 million through 254 grants.

Our support also extends beyond the financial - we are committed to using all the resources available to us to support our charitable partners. To that end, I am delighted the Westminster Foundation is working with Grosvenor to develop a new flexible co-working space in Victoria, London, dedicated to charities and social impact organisations. Opening in Autumn 2023, Fivefields will bring likeminded charities under one roof enabling them to collaborate, network and grow together. We are all incredibly excited about its potential. Watch this space!

Throughout this report you will read powerful examples of children and young people overcoming adversity or building the foundations for a brighter future. That has been made possible thanks to the incredible support provided by over 200 wonderful charities we work alongside.

While we remain realistic about the challenges many face, the positive stories you will read continue to be the driving force behind our work and motivate us on a daily basis.

I hope you enjoy reading about the Westminster Foundation’s mission and work.

The Duke of Westminster Chair of Trustees

0 5

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

PROVIDING OPPORTUNITIES, GENERATING CONFIDENCE

Director’s statement

This year’s cost of living crisis, compounded by the hardships of previous years, has continued to hit families hard. Our mission to provide opportunities for children and young people therefore remains as ambitious and as crucial as ever.

The charities we support are navigating a nearimpossible operating context. Pro Bono Economics

warn that the UK charitable sector faces a £10.1 billion funding deficit from the pandemic, with government funding and charitable giving still down on prepandemic levels.

Worryingly, this suggests that some charitable services remain unable to provide support to marginalised members of society at a time when they are most needed.

We passionately believe the only way to break the cycle of inter-generational inequality is to develop long-lasting support for young people, their families and the local communities and systems around them. That requires long-term funding, which we know Government cannot meet alone.

Our primary funding model of 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 £12.6m through these partnerships (£3.2m in 2022). A long-term approach of this nature enables charities to have the certainty to plan their services and provide sustainable interventions for the children and young people they serve.

In 2022, the Westminster Foundation awarded more than 250 grants totalling over £6.7 million. In addition to the multi-year partnership grants to charities working in Westminster, Chester and rural areas around the UK, we increased our small grants programme to support local charities and community organisations, and formalised a new Crisis Fund, deployed this year to support families facing immediate food insecurity during the cost of living crisis.

Providing support for children in their early years was a priority for us in 2022, following our focus on teenagers and young adults in previous years. Such support ensures children get the best start through highquality nursery provision, while helping parents feel more confident and comfortable with their caregiving. For example, our commitment to a five-year funding partnership with the London Early Years Foundation worth £750,000 will help improve access to early years support for some of the capital’s poorest children currently locked out of the additional hours of funding enjoyed by their better-off peers.

We also made our inaugural national rural grant to UK Youth, underlining our commitment to young people in rural communities. This £1 million investment to support youth workers with the mental health challenges young people face after COVID, came at a critical time: rural youth organisations are experiencing a disproportionately negative impact following years of public spending cuts and the pandemic’s ongoing economic effect.

While we remain committed to our far-sighted approach to grant-giving, we understand that communities need immediate support. Subsequently, we created a £1 million cost of living fund to help families facing acute food insecurity. We donated part of this fund to The Felix Project, which you can read more about later in this report, to enable their incredible operations to continue helping London’s underserved communities.

Starting in Autumn 2022 and covering the first half of 2023, we will make most grants from this fund to charities and foodbanks in Westminster, Chester and the rural communities where we operate. This ‘crisis’ funding follows a pattern of reacting quickly to emergencies in previous years, including our significant support to communities affected by the pandemic or war in Ukraine.

Looking ahead, we will continue to work closely with charity partners to improve our learning and ability to influence change. To that end, we look forward to developing an exciting and ambitious initiative, in partnership with Grosvenor Property UK, called Fivefields, a collaborative and flexible co-working space in Victoria, London designed for charities and social impact organisations. The project embodies one of our core principles: to convene like-minded organisations to grow, network and build alongside each other. The Foundation can then leverage its position as a changemaker in the charity sector and deliver on our whole-assets approach to supporting charities working with vulnerable children and young people. After the difficult last few years, this project comes at a crucial time.

Times of crisis and hardship require all of us to draw on a deeper well of resilience than usual. That can only be built up over time and in the right environments. Children and young people cannot possibly be expected to do this alone, and nor can the charities that support them.

By providing long-term support and fostering collaboration across the sector, we will continue working hard to ensure that every child has the opportunity to lead a happy and healthy life.

Kate Brown

Director, Westminster Foundation

6

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

PROVIDING LONG-TERM SUSTAINABLE HELP AND DIRECTION Who we are

The Westminster Foundation is an independent grant maker and registered charity representing the charitable interests of The Duke of Westminster and Grosvenor businesses.

Over the last five years the Westminster Foundation made charitable grants totalling c. £30 million and we look forward to maintaining that level of commitment moving forward.

We provide long-term sustainable help to organisations working with vulnerable children and young people and the support around them.

The Foundation focus our grants on early intervention work that inspires children and young people aged 0-25, giving them opportunities to thrive, build confidence and raise their aspirations.

Our early intervention focus is critical to young peoples health, security and fulfilment. We seek guidance from local and national experts to help us work at the heart of systemic issues that perpetuate intergenerational inequalities.

We help create opportunities to improve wellbeing, education, inspiration, and trust and instil confidence that no child or young person is alone when facing a challenging situation.

For children and young people experiencing disadvantage the journey from birth to 25 years old can all too often be precarious. This can adversely affect both physical and mental wellbeing.

Through our funding, the Westminster Foundation supports organisations to provide opportunities to young lives, families and the communities around them.

The Foundation collaborates with those we trust and who care about the same issues. Together, we can tackle the drivers and consequences of intergenerational inequality.

Ultimately, we want children and young people to be given every chance to build the resilience and capabilities to lead happy and healthy lives.

W www.westminsterfoundation.org @WestminsterFDN @Westminsterfoundation Westminster Foundation

7

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Our beliefs

By providing children and young people with access to 1 critical building blocks, we aspire to prevent long-term systemic issues. These building blocks include: — Families and communities 2 with the confidence to support children and young people — Trusted adults who can recognise emerging problems 3 — Responsive systems and institutions who value children’s and young peoples’ voices

Creating Opportunities Supportive Communities Influencing Change

We work with others to ensure that we collectively meet as many challenges as possible. Our evidence-based approach enables us to understand how the support we provide works. In addition, we know the importance of listening to children and young people to understand their needs and what opportunities they require in the long-term.

We know that working in isolation is often ineffective. A young person is more likely to experience sustainable change when supported by their family, community or broader society. Through our funding, we aim to encourage parents, wider families and community organisations to grow and sustain a child’s aspirations and resilience in the long-term.

Our support extends to schools, colleges, charities and youth hubs with close ties to children and young people. These organisations are well-placed as experts to understand unique local challenges and support young people to thrive.

Our systems influence change in the working environment. This helps create a society in which young people can flourish and is a fundamental aspect of our efforts.

8

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

What we fund

Charities registered with the Charity Commission or organisations with exclusively charitable objectives operating in Westminster, Chester, rural Cheshire West, rural Lancashire, rural Sutherland, and those delivering programmes nationally to rural areas of the UK.

Community organisations (e.g., youth hubs) that understand the local need and have the long-term capacity to support their young beneficiaries. Core costs and project-specific grants.

----- Start of picture text -----
More details about our funding criteria are here.
----- End of picture text -----

----- Start of picture text -----
OUR THEMATIC FUNDING
----- End of picture text -----

----- Start of picture text -----
Access
to nature
Role
Sport
models
Healthy
Aspirations
Diet
Social
Resilience
mobility
Secure &
Wellbeing safe
housing
----- End of picture text -----

9

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Where we fund

We are primarily a place-based funder operating in Westminster, Chester and rural communities in the UK.

We also support national and international organisations that play a role in preventing long-term systemic problems for children and young people.

While different in many ways, these communities face similar challenges, including a lack of opportunity, support and direction for many vulnerable young residents. We also support rural communities, especially in Lancashire and Sutherland, where the Grosvenor organisation operates. Young people here can experience physical and social isolation, poor access to services or disconnection from support for their mental health and wellbeing.

Chester

While the region is broadly comparable to England’s average levels of social and economic deprivation, there are pockets of severe disadvantage for example in Lache and Blacon, where many of our grantees address issues of limited highquality youth services or safe spaces.

These localities track higher than the national average on financial vulnerability (21,882 vs 20,347) and higher than the national average on mental health needs (0.83 vs 0.68).

Chester

Westminster

Despite the impression of Westminster as a

prosperous borough, it contains concentrated areas with poor living standards, worklessness and material educational and economic deprivation.

The borough tracks higher than the national average for children and young people (0-19) living in poverty (29% vs 17%) and far higher than the national average for the rate of crime per 1000 of the population (307.9 vs 95.7).

Westminster

Rural

Over nine million people in England live in rural spaces.

Residents of rural areas experience unique challenges, which are sometimes ‘hidden’ from mainstream social and political discussion, including the most significant variation in life expectancy across England’s social gradient.

Among rural communities, young people may experience limited social mobility driven by a lack of meaningful opportunities and poor access to appropriate support.

They may also disproportionately experience digital exclusion, which curbs their access to information on education, employment and leisure opportunities.

International

While the Foundation focuses on supporting organisations working with children and young people in Westminster, Chester, and rural communities around the UK, we also award grants via recommendation from Grosvenor’s International Philanthropy Committees. Each international grant is proactive and strategically aligns with our priorities around early intervention for 0-25 year-olds.

10

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

FAMILY, COMMUNITY, SOCIETY Our approach

Creating opportunities in isolation does not encourage sustainable change. That is more likely to happen when a young person feels supported by their family, community and wider society. Our funding aims to encourage, support and sustain a child’s or young person’s aspirations and resilience in the long-term.

11

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

The importance of early intervention

Early intervention means identifying and providing practical support to children and young people at risk of poor outcomes and addressing problems before they worsen. Practical early intervention support also helps foster strengths and skills that prepare children and young people for the challenges of adolescence and adulthood.

Strengthening support around the child Nevertheless, early intervention cannot solve every problem but can prevent or minimise the negative impacts of disadvantages. Without it, risks can become more damaging, entrenched and difficult to address. Unresolved risks negatively impact wider society by increasing burdens on costly public support services and frontline practitioners.

Solid foundations developed in the early years support later achievement. A child’s development by age 22 months is a strong predictor of their educational outcomes aged 25. In fact, almost half of the attainment gap at GSCEs is evident before children start school: more than a quarter of children start their education at a huge developmental disadvantage to their peers.

The Early Intervention Foundation estimate that the cost of late intervention is approximately £17 billion per year in the UK - the costs of acute and statutory services children and young people require when they experience difficulties, many of which are preventable.

For example, the Department for Education estimates show that achieving five or more good GCSEs confer lifetime productivity gains of approximately £100,000 compared to those whose highest qualifications fall below this level. Compared to individuals without qualifications, the productivity gains on achieving five or more good GCSEs increase significantly, to approximately £260,000.

Intervening early saves money

According to the Early Intervention Foundation, for every £1 invested in pre-school education, £7 would be required in adolescence for the same impact.

“ Today, the starting point to all our work is asking how we can provide a solid foundation to children and young people early enough so they can live their lives to maximum potential.”

The Duke of Westminster

12

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

CONTINUED

The importance of early intervention

When early intervention works effectively, it strengthens the support around a child or young person.

Our early intervention funding supports multiple activities, from school-based projects that improve social and emotional skills to communitybased mentoring for those vulnerable to criminal exploitation or involvement. While early intervention arguably works best in the early years of life, we are also keen to continue supporting vulnerable children on their journey to becoming young adults as part of our commitment to creating long-term sustained change. We therefore support various effective interventions along this journey through childhood and adolescence.

London Early Years Foundation

An example of our support to organisations working ‘upstream’ was our £750,000 grant to the London Early Years Foundation (LEYF).

Their ‘Doubling Down’ programme increases the Government-funded hours of early childhood education and care for its most vulnerable children from 15 to 30 hours per week. After witnessing children arriving at nursery ‘hungry, anxious and developmentally delayed’, LEYF offered free additional hours plus a daily hot meal to children most in need.

These increased hours and contact time with LEYF staff support children in reaching expected behavioural, social and emotional development levels, which are critical protective factors against the risks of socioeconomic disadvantage and learning delays. The Doubling Down programme also improves parents’ wellbeing and engagement in the home learning environment.

13

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Measuring impact

The Foundation encourages our grantees to become impact-, evidence- and learning-focused.

By this, we mean organisations that can:

• Clearly articulate an impact strategy and theory of change;

• Research their beneficiaries needs and measure their impact on their beneficiaries and wider society;

• Prioritise quality evidence over anecdotal information when making decisions.

Our approach to impact uses both our assets and those of charities as local experts.

----- Start of picture text -----
Advocating, influencing and convening etc.
WF
Funding
Chaitable
The WF Improved
organisations support for impact for
Westminster
Foundation in the capacity- beneficiaries
Foundation’s building
and society
portfolio
Charity
experience
and
expertise
Partnership working, collaborating and sharing etc.
----- End of picture text -----

Dr Brendan King Impact and Evaluation Lead The Westminster Foundation

“ By collecting highquality data and being evidence-focused, organisations can answer and gain valuable insights that enable better, more detailed examinations of their work. Ultimately, a better understanding of ‘what works’ will positively impact young beneficiaries and the people and systems supporting them.”

14

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

OUR GRANT MAKING

Achievements & performance

Details of grants awarded under the Foundation’s main grant schemes are below. These grants are in line with our funding guidelines, predominantly in the UK but also internationally as per our overseas funding guidelines.

During 2022, the Westminster Foundation awarded £6.7m in 254 grants (2021: £5.1m in 200 grants)*, broken down by type and number below:

• Includes individual grants to charities forming the Westminster Youth Club collaboration.

Grant Type	2022 £	2022 No. Grants	2021 £	2021 No. Grants
Partnership grants	2,097,429	21	2,004,960	20
Small grants	525,415	58	424,043	43
Covid-19 response	299,800	6	674,355	16
Cost of living crisis	573,051	13	-	-
Charity ofce portfolio	962,380	22	63,737	2
Grosvenor OpCo grants	1,077,015	42	1,422,664	45
Discretionary	682,000	5	221,000	7
Other	217,705	44	104,057	38
Total – Unrestricted Funds	6,434,795	211	4,914,816	171
Anne Duchess of Westminster’s Fund	293,999	43	201,226	29
Total	6,728,794	254	5,116,042	200
Average Grant Size	26,491		25,580

32%

In 2022, the Westminster Foundation awarded £6.7 million through 254 grants

Increase in value of grants from 2021

Anne Duchess of Partnership grants Westminster’s Fund 31% 4% Other 4% Discretionary 10% Small grants 8% Grosvenor OpCo grants Covid-19 response 16% 4% Charity office portfolio Cost of living crisis 14% 9%

15

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Partnership grants

Partnership grants are strategic investments, normally £100,000 per annum over five years.

These grants involve working collaboratively with organisations, positioning them as field experts so the Westminster Foundation may better understand issues, improve learning and influence systemic change. As the grant name implies, these organisations are our partners - we support their crucial work every day and sit alongside them, providing the assistance they need.

Our long-term approach enables partnership grantees to plan their services, staffing and provide sustainable interventions for their beneficiaries. The Westminster Foundation’s Trustees proactively select and award Partnership Grants, so the programme is not open to applications or unsolicited appeals.

In 2022, across six months of impact data collected once our outcomes framework launched, approximately 80% of beneficiaries made progress in the outcomes nominated in grant agreements.

80%

of beneficiaries making progress against nominated grant outcomes in 2022

£12.6m

In 2022, we awarded 21 Partnership Grants totalling £2.1 million

committed via Partnership grants between 2019 – 2022

£839,084 Chester & Cheshire

£662,111 Westminster

£553,334 National £42,900 Lancashire

16

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Partnership grantee impact

The data on this page represents those partnership grantees submitting impact data in the six months after the Westminster Foundation launched its outcomes framework in June 2022. The impact data therefore represents a cross-section of grantees and not the entire partnership grant portfolio.

----- Start of picture text -----
Partnership Grantees beneficiaries Ages of beneficiaries per region
Targeted interventions work with beneficiaries facing one
by average grant size and gender
or more complex challenges in their lives and often work
No. Beneficiaries by Gender & Average grant size per region
further ‘up stream’ in an early intervention manner.
24,000
Total
22,000
£623,280 Nationally, approximately In Chester, approximately In Westminster, approximately
20,000
18,000
Total
16,000
Total £429,377
14,000
Total £368,299 M 55% 73% 60%
12,000
£493,009
10,000 of targeted interventions of targeted interventions of targeted interventions focused
8,000 M 0–4 5–11 12–16 17–25 focused on supporting focused on supporting on supporting beneficiaries’
M
6,000 M years old years old years old years old beneficiaries’ beneficiaries’
Socioeconomic
4,000 F mental health mental health
F F
2,000 F disadvantage
0
Chester Westminster National Portfolio Avg. 1% 17% 71% 11%
Issues most often associated with targeted interventions are:
M [— Male] F — Female
• Poor mental health • Primary to secondary school transitions
Region Male (%) Female (%) Average grant size 11% 68% 19% 3% • Socioeconomic disadvantage • Science Technology Engineering
• & Maths (STEM) involvement
Trauma
Chester 3,565 (43) 4,725 (57) £493,009
•
Westminster 4,568 (43) 6,174 (57) £368,299 0% 5% 85% 11% Risk of school exclusion
National 8,092 (43) 10,726 (57) £623,280 •
Employability
Portfolio Avg. 5,408 7,208 £429,377 Percentages are rounded to whole numbers and so may not equal 100%
Chester
Westminster
National
----- End of picture text -----*

17

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

	Grant Amount Purpose of Grant Action TutoringPartners with primary and secondary state schools to deliver tutoring programmes for pupils facing socioeconomic disadvantage and at risk of leaving school without reaching national exam standards. £100,000 Funding to support Action Tutoring programmes in Westminster and Chester to unlock the potential of children and young people facing disadvantage through high-quality trained volunteer tutors who empower pupils to make meaningful academic progress, opening doors to future opportunities. Chance to ShineA national charity that work in schools and inner-city areas to provide children and young people the opportunity to play, learn and develop through cricket. £100,000 Funding for primary and secondary school children and young people in Westminster and Chester to have the opportunity to play, learn and develop through cricket while fostering positive wellbeing. Chance UKAn early intervention organisation that supports children experiencing emotional and behavioural difculties through mentoring and parent programmes. £100,000 Funding to Chance UK’s early-access stepped model of support to build the resilience of children and young people in Westminster. Chester FC Community TrustDelivers high quality projects and activities across four community themes: Coaching; education; health; and social inclusion. £80,000 Funding towards the appointment of Community Outreach workers, project delivery and establishment of a Sports BTEC qualifcation. Healthbox CICHealth 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 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. Koala North WestProvides children and their families with tailored practical and emotional support that improves wellbeing, reduces isolation and supports both children and caregivers to thrive. £100,000 Funding to support parents to promote early language development and identify and support children with speech, language and communication needs to ensure children are well nourished, loved and interacted with in the frst two years. London Early Years Foundation (LEYF)Fosters long-term social impact using a progressive and research-based nursery education, underpinned by strengthening social and cultural capital. £37,500 Funding towards the Doubling Down programme, which increases the Government-funded hours of early childhood education and care (ECEC) for its most vulnerable children from 15 hours per week up to 30 hours per week. Passion for LearningPromotes and supports the enrichment, education and mental wellbeing of school age children to motivate, empower and enable them to fulfl their potential. £100,000 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. Platform for LifeA Chester-based mental health charity ofering counselling and play therapy support to low-income families. £100,000 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. StoryhouseA 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. £100,000 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 has been created to enable young people with fnancial barriers to attend youth theatre sessions across all age groups. Funding was also allocated to core costs. W W W W C C C C C C C C Organisation Name	Grant Amount Purpose of Grant Street LeagueWorks with young people aged 14-30 using sport to tackle poverty and give young people the opportunities to succeed in life and the workplace. £81,711 Funding is for identifying young people at risk of unemployment in Westminster, and support them into high quality employment, training or education. Funding also supports young people in employment with opportunities to develop and progress in their careers. The Country TrustA national educational charity bringing alive the working countryside for primary school children who cannot access it. £120,000 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. UK YouthImpact young lives by unlocking youth work as a catalyst for change. UK Youth work in partnership to build a cross-sector movement, creating a society that understands, champions, and delivers efective youth work for all. £333,334 Funding for capacity building, training, and support from UK Youth to c. 15 youth clubs that support youth mental health in rural settings that historically lack such provision. West London ZoneSupports 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, employed by West London Zone but embedded full-time in the school setting. Westminster Youth Club CollaborationThe 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 Alongside 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 EnterpriseA national charity specialising in enterprise education and fnancial education for school age children. £128,700 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 MindsSupport 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 FedBrings together young people in need with people prepared to help, providing support for youth groups and connecting youth professionals with training programmes. £116,984 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. W W W C N N Organisation Name W L R ChesterWestminster Lancashire National Rural W L C N R C

18

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Small grants

In 2022 we awarded Totalling: 58 Small grants £525,415

Our Small grants programme is open to applications throughout the year.

Smaller grants - up to £10,000 - are typically one- of funding agreements that endeavour to bolster and develop children and young peoples’ activities and support them to build confdence and raise their aspirations. We restrict our Small Grants Programme to our geographies of Chester, Westminster and rural Cheshire West, Lancashire and Sutherland. Prospective small grantees complete an online application process, which our Small Grants Panel review every quarter. When supporting salaries, the Small Grants Panel may award additional, multi-year support up to £20,000 per annum for longer-term initiatives for children and young people. We awarded 58 Small Grants totalling £525,415 in 2022; grants of £15,000 or greater appear below: Grant Amount Purpose of Grant Chester 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. The Conservation Volunteers £17,460 Funding towards weekend and holiday family environment activities in Westminster and Cheshire, and consultation sessions with young people to design a Green Gym. Organisation Name C C W	Smaller grants - up to £10,000 - are typically one- of funding agreements that endeavour to bolster and develop children and young peoples’ activities and support them to build confdence and raise their aspirations. We restrict our Small Grants Programme to our geographies of Chester, Westminster and rural Cheshire West, Lancashire and Sutherland. Prospective small grantees complete an online application process, which our Small Grants Panel review every quarter. When supporting salaries, the Small Grants Panel may award additional, multi-year support up to £20,000 per annum for longer-term initiatives for children and young people. We awarded 58 Small Grants totalling £525,415 in 2022; grants of £15,000 or greater appear below: Grant Amount Purpose of Grant Chester 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. The Conservation Volunteers £17,460 Funding towards weekend and holiday family environment activities in Westminster and Cheshire, and consultation sessions with young people to design a Green Gym. Organisation Name C C W	Smaller grants - up to £10,000 - are typically one- of funding agreements that endeavour to bolster and develop children and young peoples’ activities and support them to build confdence and raise their aspirations. We restrict our Small Grants Programme to our geographies of Chester, Westminster and rural Cheshire West, Lancashire and Sutherland. Prospective small grantees complete an online application process, which our Small Grants Panel review every quarter. When supporting salaries, the Small Grants Panel may award additional, multi-year support up to £20,000 per annum for longer-term initiatives for children and young people. We awarded 58 Small Grants totalling £525,415 in 2022; grants of £15,000 or greater appear below: Grant Amount Purpose of Grant Chester 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. The Conservation Volunteers £17,460 Funding towards weekend and holiday family environment activities in Westminster and Cheshire, and consultation sessions with young people to design a Green Gym. Organisation Name C C W	£264,067 Westminster Chester Westminster W C
					£212,088 Chester & Cheshire
Organisation Name	Grant Amount	Purpose of Grant
Chester West Citizens Advice C	£20,000	Funding towards the salaries of Community Connectors in Chester helping families, often with complex needs, with advice and signposting services.
					£49,260 Rural
The Conservation Volunteers C W	£17,460	Funding towards weekend and holiday family environment activities in Westminster and Cheshire, and consultation sessions with young people to design a Green Gym.

19

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

The Westminster Foundation committed £12.5m

Covid-19 funding

We awarded six Covid-19 grants in 2022, totalling £299,800

While new challenges emerged in 2022, several organisations received COVID funding during the year.

The negative impact of the pandemic caused immeasurable disruption to the lives of every child and young person in the country.

in Covid-19 grants since the start of the pandemic

We awarded six COVID-19 grants in 2022, totalling £299,800, which are analysed below.

£40,000 Chester & Cheshire

Organisation Name	Grant Amount	Purpose of Grant
Anna Freud National Centre for Children & Families N	£100,000	Funding towards their Schools and Colleges Early Support Service (SCESS). This service ofers online one to one, workshops, consultations and support to young people aged 11-18 years sufering from mild to moderate mental health issues, such as anxiety and depression.
Farming Community Network R	£30,000	Funding to deliver mental health training sessions (Rural+) to young people in agriculture through young farmers clubs and those embarking on a career in agriculture through colleges.
Highland Highlife R	£17,500	Funding of a portacabin in Kinlochbervie for use by various groups providing opportunities for cultural, sporting, extra-curricular and social engagement including use as a Youth Hub.
The Mix N	£47,300	Funding towards the roll out of The Mix Connect to 100 schools across the UK. The Mix Connect is an online resource for schools to support the mental health and wellbeing of students.
Theatre Porto C	£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.
Turn2Us N	£65,000	Providing small crisis grants for essentials – such as food and utility bills – and fnancial advice via a dedicated support helpline to people struggling with their fnances.

R Rural £212,300 N National

----- Start of picture text -----
National
----- End of picture text -----

20

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Cost of living crisis funding

Realising the extent and urgency of the cost of living crisis, the Westminster Foundation pledged £1million to charities helping children and their families fight food poverty. We hope to support thousands of families facing immediate food security concerns between autumn 2022 and summer 2023, with funding providing the equivalent of 45,000 individual food parcels, which typically provide meals for three days.

This emergency funding is in addition to our usual grant giving. Many grants are for charities and foodbanks in Westminster and Chester, with a smaller number for organisations operating in rural areas hit hard by the crisis.

We awarded 13 cost of living grants in 2022, totalling £573,051 which are detailed below.

Between autumn 2022 and summer 2023, funding will provide the equivalent of

We awarded 13 cost of living grants in 2022, totalling:

individual food parcels £573,051

45,000 which typically provide meals for 3 days

Organisation Name	Organisation Name	Grant Amount	Purpose of Grant
					£100,000 Rural R Chester Westminster Rural W C
C	Avenue Service (Blacon consortium)	£25,000	Food and school holiday activities for children and young people in Blacon, Chester in October, Christmas, February and Easter school holidays.
C	Cheshire Young Carers	£25,000	Food and school holiday activities for Young Carers in Chester and Ellesmere Port in December, February and Easter school holidays.
							£181,295 Chester & Cheshire
C	Chester West Voluntary Action/Welcome Network	£25,000	Micro grants to a range of community groups supporting families in school holidays across Chester, rural surrounds of Chester and Ellesmere Port.
C	Koala North West	£25,000	Food and school holiday activities for 0-5s and their parents/guardians in Chester and Ellesmere Port in October, Christmas, February and Easter school holidays.
R	Kyle of Sutherland Development Trust	£20,000	Distribution of food vouchers to the children and young people most in need in Sutherland referred by statutory agencies, third sector organisations, schools, GPs and other key contacts.
R	Lancashire & District CVS	£50,000	Distribution to community organisations providing food support directly to vulnerable and disadvantaged children and young people.
C	Live!	£18,697	Food and school holiday activities for children and young people in Chester in October, Christmas, February and Easter school holidays.
W	The Childhood Trust	£100,000	Funding in support of The Evening Standard’s ‘On The Breadline’ appeal, with four grants of £25,000 each awarded to Cardinal Hume, Little Village, City Harvest and The Mayors Fund for London.
W	The Felix Project	£100,000	To fund their operations rescuing and redistributing surplus food to London community organisations.
C	Theatre Porto	£22,598	Food and school holiday activities for children and young people in Ellesmere Port in October, Christmas, February and Easter school holidays.
							£291,756 Westminster
R	Voluntary Groups Sutherland	£30,000	Distribution to eleven community food groups across Sutherland providing food support directly to vulnerable and disadvantaged children and young people and their families
C	West Cheshire Foodbank	£40,000	Support for vouchers/gift cards for use on groceries in supermarkets (an an alternative to a food bank voucher). Referral partners include schools.
W	Young Westminster Foundation	£91,756	Funding towards October half term activities and food support for schools across Westminster.

21

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

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. The assets in ADWF originate from a separate charity founded by Anne, the widow of the 2nd Duke of Westminster. ADWF supports charities where Anne Duchess lived and had an interest.

In 2022, ADWF awarded 43 grants totalling £293,999

Specifically, ADWF’s priority themes are 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 Scottish Highlands or within a 25-mile radius of Chester. The ADWF also helps equine-related charities anywhere in the UK.

The ADWF Grants Programme applications remain open throughout the year. These grants, for up to £10,000, are for project costs and small capital programmes.

ADWF awarded 43 grants totalling £293,999 in 2022; grants of £10,000 or more appear opposite:

Organisation Name	Grant Amount	Purpose of Grant
British Horse Society	£10,000	Funding towards CPD training costs for Changing Lives Through Horses practitioners/trainers.
Brora Development Trust	£10,000	Support for community food larders across Sutherland.
Caithness KLICS	£10,000	Salary costs of the youth club manager providing support and activities for young carers in Wick, Thurso & surrounding areas.
Chance Changing Lives	£10,000	Crewe-based community pantry & homeless kitchen providing food, counselling, debt advice, podiatry and optometry services.
Cheshire West Voluntary Action (CWVA)	£10,000	For distribution of micro grants by CWVA to small grass roots community groups aligned with ADWF grant strategy.
Flintshire Foodbank	£10,000	Towards salary costs of part-time staf.
Flynn’s Port in a Storm	£10,000	Towards salary costs of administrator for mental health crisis café/gym/hub.
Go Golspie Development Trust	£10,000	Towards the cost of replacement play equipment, delivery and installation at King George V Play Park.
Helmsdale & District Community Association	£10,000	Funding towards an inclusive space themed play area for physicial and mental training and recreation for all ages.
Hope House Children’s Hospices	£10,000	Towards refurbishment of The Hospice Hub.
Leadership Through Sport & Business	£10,000	Funding towards salary costs of Career Development Manager working with disadvantaged CYP in Liverpool.
Liverpool 6 Community Association	£10,000	Funding towards purchase of food for community food bank, cooking on a budget course and older residents lunch clubs.
Liverpool Charity & Voluntary Services (LCVS)	£10,000	For distribution of micro grants by LCVS to small grassroots community groups aligned with ADWF grant strategy.
Racing Welfare	£10,000	Funding towards salary costs of a Regional Support Ofcer for stable staf in the North West.
Teenage Cancer Trust	£10,000	Funding towards salary costs associated with the delivery of the Youth Empowerment Programme in Merseyside and Cheshire.
Voluntary Groups Sutherland (VGS)	£10,000	For distribution of micro grants by VGS to small grassroots community groups aligned with ADWF grant strategy.
Warrington Youth Zone	£10,000	Funding towards salary costs of a Head of Youth Work at the Warrington Youth Zone (Onside).
Wirral Youth Zone (The Hive)	£10,000	Funding towards salary costs associated with the delivery of the Hiveability programme of activities for young people with disabilities.

More details about ADWF funding are at www.adwf.org.uk

22

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Charity office portfolio

he Foundation has provided charity rental grants r over three decades. Some of the grants made 2022 refect legacy charities supported over a umber of years. In the future, the Foundation will nly provide rental grants to charities that support nd further the mission of the Foundation to pport children and young people in Westminster. around 0,000 se lgravia, tation, enor’s tfolio. In 2022, we awarded 22 Charity ofce portfolio grants totalling £962,380 With grants more than £20,000 listed opposite.	Organisation Name	Grant Amount	Purpose of Grant
	Doorstep Library Network	£27,456	Doorstep Library volunteers visit families in some of London’s most disadvantaged areas to read stories with the children and improve their literacy.
	Friends of War Memorials Trust	£39,429	Provides advice and information for the conservation of war memorials.
	Heritage of London Trust	£20,680	The Trust undertakes restoration projects across London whilst engaging young people through its Proud Places programme inspiring them to improve life chances and life skills.
	Redthread Youth	£103,965	Redthread empowers young people to thrive as they navigate the challenging transition to adulthood by integrating trauma-informed youth work into the health sector.
	Re-Engage	£29,348	Reduces loneliness among older people by bringing generations together in friendships and shared experiences.
	The Childhood Trust	£52,446	The Childhood Trust is London’s child poverty charity, dedicated to alleviating the impact of poverty on children and young people in the capital.
	The Four Feathers Association	£38,455	Provides youth and community work and support of education.
	The Institute for Family Business	£27,135	The charitable arm of the IFB focuses on developing a greater knowledge and understanding of family- owned businesses, their contribution to society and the key challenges and opportunities they face.
	The Interfaith Network	£35,250	The charity promotes positive inter-faith relations and improves awareness of related issues.
	The National Centre for Young People with Epilepsy Charitable Trust	£26,724	The charity provides support and education for children and young people with epilepsy.
	The Not Forgotten Association	£196,745	Provides 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).
	The Zacchaeus 2000 Trust	£94,145	Helps vulnerable people in London facing poverty and debt by providing individual advice and support.
	Unfold	£27,010	Supports vulnerable young people and families in Westminster dealing with complex issues such as debt, domestic violence and child protection.
	Veterans Aid	£107,112	Assists ex-service personnel who are in crisis or vulnerably housed.
	Vincentian Care Plus	£32,052	Provides support and befriending services to elderly people in their own homes.

The Foundation supports around 20 charities occupying c.20,000 sq. ft. of office space. These offices are primarily in Belgravia, close to London Victoria Station, which comprise the Grosvenor’s Estate’s charity office portfolio.

The Foundation has provided charity rental grants for over three decades. Some of the grants made in 2022 reflect legacy charities supported over a number of years. In the future, the Foundation will only provide rental grants to charities that support and further the mission of the Foundation to support children and young people in Westminster.

The Westminster Foundation provides rental grants towards the cost of occupying this space. Charity occupiers tell us that they find the central London location - close to the communities they serve, as well as thought leaders and policymakers, and collaboration opportunities – invaluable.

23

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Fivefields – a new charity office hub

Grosvenor is creating a new flexible workspace explicitly designed for charities and social impact organisations to support the Westminster Foundation’s mission to help vulnerable young people.

The Duke of Westminster, the Chair of the Grosvenor Trustees and the Westminster Foundation, initiated the project. He saw the opportunity to bring together Grosvenor’s significant property expertise and resources with the Westminster Foundation’s philanthropic leadership. Grosvenor and the Westminster Foundation have joined forces with flexible workspace specialists x+why (B Corp certified), who will manage the building.

Fivefields, located in Victoria, London, is expected to be operational in Autumn 2023, bringing likeminded charities and social impact organisations under one roof, enabling them to collaborate, network and grow together. The resulting community will provide a high-quality space for charities who might not otherwise be able to afford a central London location.

The Westminster Foundation will make grant funding available, on application, to charities that wish to occupy Fivefields and whose activities align with our strategic focus. Such grants will be independently assessed by The Westminster Foundation and will support membership costs, enabling eligible charities to be housed and supported in a community that will help amplify their crucial work.

24

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Other support

Whether grants last months or years, we believe that organisations should feel more confident and capable at the grant’s conclusion. To this end, we focus on understanding and supporting grantees’ capacity-building.

During our grant application process, we define a potential grantee’s capabilities across three areas:

• Financial health and sustainability

• Safeguarding

• Evidence gathering for impact.

Organisations requiring capacity-building in any of these areas before their grant award receive feedback on areas for growth. We know that having these discussions, as early as possible in the grant relationship improves the transparency of our expectations of grantees and strengthen the relationship between us and our grant recipients.

The Foundation also delivers training for grantees

that improves their long-term sustainability, funding prospects and impact.

These topics include:

• Impact evaluation and theory of change

• Conducting primary and secondary research

• Data processing, information governance and GDPR (General Data Protection Regulation).

The resources and support available for future or current grantees is on the ‘Resources’ section of our website.

Meeting and Event Space

The Foundation works closely with Grosvenor to support charity fundraising events, most of which occur at the Eaton Estate in Chester. Over a dozen events took place in 2022 despite the challenges many communities faced.

The Eaton Estate team also organises and facilitates the Eaton Hall Gardens Charity Open Days. Here, the day’s proceeds directly benefit the host charities. In 2022, we hosted three such days in aid of Cheshire Young Carers, Cheshire Wildlife Trust and Kidsbank. Our grantees occasionally host meetings and events at the Grosvenor Office in London. In 2022, eleven such events were held.

Staff Match Funding

Through Grosvenor’s Staff Match Funding Scheme, staff get involved in the voluntary sector and fundraise through participation in events to support UK charities. While our grant support has eligibility criteria, we agreed to support Grosvenor employees’ efforts for any UK registered charity.

Total donated in 2022 £19,206 (2021: £4,284)

25

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Grants recommended via Grosvenor Group

Each regional OpCo has a staff Philanthropy Committee that recommends charitable causes to the Foundation’s Trustees for their independent consideration. These nominations align with each OpCo’s area of operation and the Foundation’s grant making strategy.

Grosvenor Group’s charitable giving is predominantly via the Westminster Foundation, with each Grosvenor Operating Company (OpCo) donating a proportion of its opening equity each year to us.

The Foundation supports each Philanthropy Committee with guidelines to ensure their grant recommendations are within the Foundation’s criteria and that potential grant recipients satisfy the necessary due diligence. It is not possible to apply directly for funds.

In 2022 we awarded 42 grants

£112,500 UK

£139,330

Asia

£133,328 Europe

Totalling: £1,077,015

£484,270 America

£207,587 Grosvenor Diversified Property Investments / Grosvenor Holding Company

26

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

CONTINUED

Grants recommended via Grosvenor Group

Grants of £20,000 or more appear below:

Organisation Name	Location	Grant Amount	Purpose of Grant
All Stars Project Inc	San Francisco, USA	£21,481	The All-Stars Project engages with young people through its Development School for Youth, connecting frst- generation, college bound students with corporations to facilitate experience and job readiness training.
Apprentis d’Auteuil	Paris, France	£26,237	Projects for education and professional development of young people aged 16 to 20 and the construction of a middle school in Nogent, Picardie.
Bede House	Southwark, UK	£50,000	A new centre in Southwark to serve those in need and local young people.
Boodla, Gardening & Pedagogical Association	Stockholm, Sweden	£22,171	Funding towards their ‘Democracy cultivation’ programme to introduce cultivation to young people, while providing them with tools to lead themselves towards their goals.
Boys & Girls Club of San Francisco	San Francisco, USA	£23,085	Funding towards Health & Life Skills programmes, which are aimed at high-risk, low-income children and young people.
B.O.L.T Charitable Foundation	Toronto, Canada	£49,595	A 12-week training course in construction for young people in low-income communities.
Caritas Hong Kong	Hong Kong	£139,330	Providing meals to improve the living standards of low-income families in Hong Kong.
Caxton Youth Organisation	Westminster, UK	£20,000	Funding towards the Climate Change Education Programme for young people aged 11-25 with learning disabilities.
Edgewood Center for Children and Families	San Francisco, USA	£21,481	As the oldest children’s charity in the Western US, Edgewood’s mission is to promote the behavioural and mental health of children and young people and their families and support a positive transition to adulthood.
Foreningen Tillsammans	Stockholm, Sweden	£22,171	Workshops programme in Skarholmen schools about sexual violence, norms and consent and hosting of events for young people facilitating discussions around these subjects.
Friends of the Children	San Francisco, USA	£24,875	Projects supporting children and their families experiencing institutional racism, homelessness, domestic violence, parental incarceration and/or substance abuse.
Fundacion Amigo	Madrid, Spain	£23,006	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.
Homeless Prenatal Programme	San Francisco, USA	£42,242	Core costs for prenatal programme for homeless parents.
Larkin Street Youth Services	San Francisco, USA	£20,729	Funding to help young adults in San Francisco by providing a continuum of healthcare, housing, employment and education services.
Mayors Fund for London	Westminster, UK	£59,422	Kitchen Social – project addressing the food insecurity and social isolation outside of term time.
Norte Joven	Madrid, Spain	£22,171	Funding towards training programmes which equip disadvantaged young people with personal, professional skills and confdence to thrive in the workplace.
PREA Foundation	San Francisco, Vancouver, Washington DC	£44,712	Funding to support the Highschool Real Estate Career Exploration Programme and the Urban Alliance Property Management Pathway Internship Programme to advance diversity in the industry.
Raising the Roof	Greater Toronto, Canada	£64,569	Funding towards the Reside initiative – where vacant properties are renovated into afordable homes for young people and their families at risk of homelessness.

27

Legal and financial

Westminster Foundation Annual Report 2022

Achievements

Introduction

Who we are

Our approach

Case studies

Year in numbers

Year in review

Discretionary grants

In exceptional circumstances, the Foundation’s Trustees award grants not directly aligned with our strategic priorities. Our Trustees award these funds at their discretion, so organisations cannot apply directly.

In 2022, the Discretionary Grants allocation was used to fund the following grants over £50,000.

Organisation	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.
Save the Children Ukraine Appeal	£500,000	Support towards STC’s rapid response in Ukraine and neighbouring countries, addressing the immediate needs of children and families.

28

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

W www.youngminds.org.uk

CASE STUDY NO. 1

@YoungMindsUK @youngminds

Young Minds

A Young Minds evaluation of the training showed that after trusted adults attended one of the courses:

In total, 1061 people attended training A Young Minds evaluation of the training across 82 courses in 2022. showed that after trusted adults attended one of the courses: Responding positively to young people’s mental health In developing the training, Young Minds engaged insight groups of adults and young 94% people to help develop new training content. The adult insights group included regional and national services. Meanwhile, the young felt more confident in people’s insight groups involved those with supporting a young person various needs and backgrounds, including with their mental health those with disabilities and who had been in contact with the criminal justice system. Young Minds also leveraged existing training courses focusing on trusted adults working with young people in community settings. 91%

A common concern among youth workers is their insufficient training in mental health. Many youth workers do not recognise themselves as ‘trusted adults’ or feel confident enough to respond positively to a young person’s mental health challenges. Also, many community organisations impacted financially by the pandemic and the cost of living crisis lack funding for staff training on young people’s mental health needs.

With support from the Westminster Foundation, Young Minds designed and developed new training courses, online information and resources to support trusted adults in community settings. The training - developed in collaboration with UK Youth - was available online and UK-wide and aimed at:

Young Minds also leveraged existing training - developed in collaboration with UK Youth - courses focusing on trusted adults working was available online and UK-wide and with young people in community settings. These courses used insights from the sessions to ensure trusted adults felt confident Engaging and equipping adults identifying and understanding the early 1 in the community, who young warning signs and responding positively people turn to and trust, to support to young people’s mental health needs. emerging mental health needs and Using a test-and-learn piloting approach, provide early intervention help content and delivery improvements took on board attendees’ feedback before a Removing the financial barrier nationwide training rollout. Finally, Young 2 to accessing support Minds developed free online information and support dedicated to adults working in the Hosting online training sessions community with young people. to increase reach and focus on 3 areas of the most significant impact: areas of deprivation where government support is lacking

had something practical to do that would help the young person in your life

96%

said they had a practical next step to take back to their work

The development of online information and resources means that Young Minds’ support is free and always available. In the first six weeks post-launch, there were over 13,000 page views. Resources like the Mood Battery and tips and advice webpages, with over 4,000 views, proved particularly popular.

“ This training course was absolutely fantastic. The trainers were knowledgeable and engaging, and passionate about the work they do and about improving mental health outcomes for young people. The content was applicable to my work and gave me a variety of skills to take away. It enabled us to connect with others working with young people across a range of organisations and to hear their ideas or areas of good practice.”

Training Attendee

GRANT TYPE PARTNERSHIP GRANT GEOGRAPHY NATIONAL THEMES WELLBEING + RESILIENCE

29

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 2

Anna Freud Centre

In the 2021/22 academic year, the Anna Freud Centre (AFC) worked in 42 schools across 29 Local Authorities, all of whom had limited prior provision of in-school mental health services. As of January 2023, AFC is operating in 74 schools. Thanks to funding from the Westminster Foundation, AFC has ensured there are no waiting lists for their 1:1 offer with young people, parents and carers and school staff, which means they are a fast and responsive service, providing support where needed at the earliest opportunity.

The AFC intervention is designed by practitioners using a highly effective and wellevidenced mentalisation-based framework, delivered remotely over six sessions. The following case study demonstrates how the sessions help and support a struggling young person, ‘Alex’.

Breaking the vicious cycle of low mood Low mood affected Alex’s self-esteem and confidence, especially in academic work and social situations. Consequently, Alex worried about what friends might be thinking about them and sometimes isolated themselves.

AFC support the whole school community, including parents, carers and education staff. However, their central offer is 1:1 support for young people with mild to moderate mental health needs who are at risk of their mental health needs worsening.

Alex accessed 1:1 support with a Schools and Colleges Early Support Service (SCESS) practitioner after hearing about them from a school staff member. The SCESS practitioner delivered an evidenced-based intervention, Behavioural Activation (BA). The practitioner

explored psychoeducation about BA and how completing valued activities (even when lacking motivation) can break the vicious cycle of low mood. The practitioner also introduced various approaches to support Alex, including breathing techniques, grounding exercises, and strategies for rumination. Although it was difficult for Alex to complete the activity diary, they engaged outside the sessions and tried different activities each week.

Mentalisation refers to the capacity to understand and relate to the thoughts and feelings of others.

W www.afreud.org

@AFNCCF @afnccf

Alex used these strategies outside the sessions and found that having a set rumination time was helpful. The practitioner and Alex thought of ways to stay well after the sessions ended, including continuing to complete valued activities and the network of people, which may help support their engagement.

76%

increase in schools supported by AFC thanks to Westminster Foundation funding

The support benefitted Alex’s mental health through increased life satisfaction and happiness and decreased anxiety.

GRANT TYPE COVID-19 GRANT GEOGRAPHY NATIONAL THEMES WELLBEING + RESILIENCE

30

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 3

Theatre Porto

Allowing creative skills to flourish

With support from the Westminster Foundation, Theatre Porto delivered the ‘Young Creatives’ project in Ellesmere Port. The project works with 14-19 year olds interested in creative activities like filmmaking, photography and innovative technology. It aims to fill a gap in provision for this age group around mental health and social isolation. The group is open to any Young Person aged 14-19 from in or around Ellesmere Port, where 50% of young people experience socioeconomic disadvantage. 30% of Young Creatives’ participants are neurodivergent or have Special Educational Needs or Disabilities.

The Young Creatives members are intensely committed and tend to develop profound, exciting ideas and produce high-quality work. Most of the group is neurodiverse, while others work through issues including low confidence. The charity uses a process that allows each member to explore their interests, highlight their skills and flourish in a safe environment.

Before launching ‘Young Creatives,’ there was little creative provision for young people over 17 – and nothing for those more interested in digital or technical art forms. Young People told Theatre Porto that ‘walking the aisles of Asda’ was all that was available to them outside of school.

Theatre Porto focuses on developing creative skills and creating a social space to develop personal skills and discuss issues and ideas.

Trainee filmmaker

The charity’s Community Artists support young people to work creatively across different art forms, including filmmaking, visual arts, theatre, creative writing, music making and puppetry. The project structure draws on members’ interests and the issues affecting their lives. Theatre Porto experiments with different art forms along the way.

The following case study highlights the impact of the Young Creatives project on young person ‘Nathan’: Nathan is 19 and has attended Theatre Porto since he was 10. He is autistic and attends a specialist college. Nathan’s passion is film – he deeply understands arthouse cinema and the technical and creative processes that go into filmmaking. His ambition is to be a filmmaker.

For instance, writing a monologue may involve

Being part of Young Creatives has meant that he has channelled this passion into practical projects and his films. He has had the opportunity to direct, light and edit two

• Developing a character via puppet-making.

• Designing a card they might receive.

• Experimenting with torn-page poetry and trying out a bit of acting for the first time.

W www.theatreporto.org

@TheatrePorto

@theatreporto

films. His confidence as a filmmaker (and visual artist) has soared since he has been attending Young Creatives – he is currently making his documentary about the journey that he and other high-functioning autistic people have experienced on their way through education. Recently, Nathan started work as a paid trainee at Theatre Porto – his first employment as a professional creative.

30%

of Young Creative’s participants are neurodivergent or have special educational needs or disabilities

“ Young Creatives is very important to me and many other young people as it allows us a free and open place to express ideas and create exciting things and explore our shared interests.” Participant feedback

GRANT TYPE CHRISTMAS GRANT GEOGRAPHY CHESTER THEMES ASPIRATIONS + WELLBEING

31

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 4

Countryside Learning Scotland

W www.countrysidelearningscotland.org.uk

@CountrysideLS

@countrysidelearningscotland

The Countryside Learning Scotland (CLS) Northwest co-ordinator covers the Isle of Skye to Sutherland – a road distance of 180 miles. CLS works with schools throughout this area to encourage pupils into training and work opportunities in rural industries.

Career pathways in the rural sector

The ongoing liaison and regular contact with the schools in the area have built awareness of countryside opportunities where pupils are concerned and increased teachers’ and schools’ awareness of what is achievable. This outcome has created more transparent and effective paths towards bringing head and deputy teachers on board with the CLS and PRW aims and ethos. Whereas a few years ago, the school focused almost entirely on the established curriculum (with an end target of university or college), they now appreciate other ways of achieving a skilled and versatile workforce.

The regional co-ordinator has planned and delivered nearly 50 activity events for pupils, ranging from 11 to 18 years old, and leaving school. Throughout Covid-19 restrictions, while some events took place, these were always inside and generally using video links for delivery. In planning these activities, a strong partnership has grown with Developing the Young Workforce (DYW). The fact that DYW has an in-school co-ordinator in High Schools has been invaluable throughout, as almost all schools local to Wester Ross currently lack available resources.

CLS work with approximately 1,000 pupils. These pupils face relative isolation from those in larger towns and cities, up to 100 miles from the nearest city. Many leave the area for work. Therefore, part of the CLS remit encourages them to discover more local opportunities in the developing industries nearby.

The focus of the CLS project, “Pathways into Rural Work” (PRW), funded by the Westminster Foundation, is improving awareness of and access to the training, benefits and career pathways within the rural sector. PRW includes:

These activities develop an understanding of practical skills and an appreciation of the skills required by the modern rural industry, with a long-term aim of creating work opportunities in aquaculture, forestry, and livestock or estate management. CLS provides senior pupils from all backgrounds and abilities with knowledge and access to the pathways into rural careers. It also equips younger pupils with an improved awareness of the countryside and its opportunities for responsible participation, qualifications and jobs.

1,000

young people supported by Countryside Learning Scotland

• In-school engagement sessions • Hands-on rural industry work experience • Career days • Teacher and industry staff training

Pupils often up to 100 miles from towns or cities

“ As a small Secondary High School in a rural area, it is challenging to ensure our young people can link up with local opportunities without the support of learning partners. Countryside Learning have been a valuable and trusted learning partner for many years and makes a difference for the school and our pupils to connect and engage with our local community, in particular with local businesses. The partnership has never failed to enrich learning experiences within our wider community”.

Participating School, Scotland

GRANT TYPE SMALL GRANT GEOGRAPHY RURAL THEMES ASPIRATIONS + SOCIAL MOBILITY

32

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 5

Cheshire Young Carers

who could benefit from the Young Adult Carers (YAC) programme. The subsequent Educational Assessment captured Louise’s voice and perspective on her worries as a young carer and 15-year-old teenage girl. Team YAC is a group created for and by teenagers aged 14 to 18. The programme included various activities encouraging Louise to grow into an independent, self-sufficient young adult. Joining Team YAC allowed Louise to connect with other young carers in the area, form new friendships, work on the YAC programme and learn valuable life skills.

Cheshire Young Carers supports young carers across Cheshire in three key areas: school holiday respite programmes, 1:1 and group support and working with schools and colleges to provide specialised support. Cheshire Young Carers strive to reduce the impact on children with caring roles and help young carers have the same chances as other children their age.

With support from a small grant from the Westminster Foundation, Cheshire Young Carers offers support for young carers through regular respite, fantastic school holiday programmes and an extensive education support programme. The charity also helps schools to identify and work with young carers to improve their life chances and educational outcomes. Additionally, Cheshire Young Carers has experience delivering 1:1 support, assisting families in accessing better support and improving their home life where possible.

Helping motivate young carers

At ages 14-18, young adults typically choose a career path. Team YAC engages with an ‘In-To-Work’ programme, where young people enjoy discovering more about job roles and responsibilities in different professional establishments. The In-To-Work programme inspires and motivates young adult carers, showing them that self-belief and determination can go a long way in the professional world. Previously, the group visited M&S Bank and The Countess of Chester Hospital to learn about what goes on behind the scenes of these busy and successful organisations.

Louise’s story

Louise is 15 from Chester, has experienced trauma as a young child, and lives with a parent with poor physical health and a life-limiting illness. She also cares for her grandfather, who has early-onset dementia. Following Cheshire Young Carers Education Programme’s staff training, the team at her school identified Louise as someone

W www.cheshireyoungcarers.org @CYC_youngcarers @cheshireyoungcarers

The identification and assessment of Louise as a young carer have helped the school to understand the depth of Louise’s caring role and the impact on her mental health. Louise now accesses support from Cheshire Young Carers and has excellent support networks established through the friends she meets through the activity programme.

YAC has helped to build Louise’s ambitions and enhance her life, rather than putting the needs of others first all the time. The change in her academic grades and emotional wellbeing has been noticeable. Support will continue for Louise, who aims to be a barrister after getting a scholarship to attend her current school.

Louise recently attended and presented at a meeting with Tokyo Government officials to understand how best to support young carers in Tokyo and Japan best, reflecting her confidence and celebrating the positive aspects of being a young carer, as much as the vulnerability it undoubtedly brings.

Team YAC is a group catered for and by teenage adult carers aged 14-18 years old

“ It is only due to the funding of the Westminster Foundation that we have identified and helped Louise in school, empowered her emotionally and protected her when there were new challenges within her home life.” Cheshire Young Carers

GRANT TYPE SMALL GRANT GEOGRAPHY CHESTER THEMES ROLE MODELS + WELLBEING

33

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 6

Jamie’s Farm

Jamie’s Farm welcomes nearly 2,000 children and young people a year to one of four rural farms near Bath, Hereford, Monmouth and Lewes for a five-day residential visit. The Bath Farm was the charity’s first farm and remains its headquarters. It welcomes children from the surrounding region, the north of England and London.

• In early June 2022, the farm hosted five visits during the year supported by the Westminster Foundation’s partnership. In the 2021-22 school year, 45% of young people visiting had special educational needs or disabilities; at least 18% were Looked After Children; at least 59% were eligible for Pupil Premium, and 42% were from minority ethnicity groups.

45%

of visitors have special education needs or disabilities

W www.jamiesfarm.org.uk

Jamie’s Farm interventions have four key elements:

Approximately two-thirds of young people show improved mental wellbeing after their farm visit. Jamie’s Farm also captures teachers’ comments, which illustrate the change for them and their pupils:

• Farming: working livestock farms offer new and transformative experiences for their young visitors

• Family: farms are homely environments where students learn to cooperate, share challenges, and celebrate successes

“I had a truly great week. It is too early to see the impact it will have on the students, but it certainly allowed me to create good relationships with the students during the week. It was great to see the passion of the team, and the manual labour was certainly good for students who don’t get to do much in that line of work. The positivity and praise elements of the farms’ psychology will stay with me.”

• Therapy: therapeutically trained staff provide support, focusing on anxiety and the challenges triggered during lockdowns or the return to school

• Legacy: individually tailored follow-up programmes, designed with the visiting organisation, consolidate the impact for each child

Teacher, St George’s Catholic School

Through guided self-reflection, pupils outlined some of what they had learnt:

” When I get back to school, I will be more confident with myself. I should have more courage as I had lots of courage with the animals. I think I should have more courage with people. I should come out of my shell. ”

Young Person attending Jamie’s Farm

2,000 children and young people visit a Jamie’s Farm each year

” At home I tend to get very stressed, I’m usually aggressive like angry… Miss was surprised when I approached the horse because all the other people that approached that exact horse, the horse wouldn’t have it, and I was the first one to actually approach that horse. I’m going to take that I need to approach situations with more calmness.”

Young Person attending Jamie’s Farm

GRANT TYPE PARTNERSHIP GRANT GEOGRAPHY NATIONAL THEMES NATURE + WELLBEING

34

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 7

UK Youth

In 2022, the Westminster Foundation committed £1 million to UK Youth’s ‘Thriving Minds’ fund, which it distributed to rural youth work projects. One such project, The Youth Shed in Abergele, serves a heavily rural area spanning the coastal strip from the west end of Rhyl through Kinmel Bay and Pensarn to Abergele and Colwyn Bay in Wales. Most of these areas fall within Wales’s top 10% most deprived.

The Youth Shed works with people aged 1018, whose members are often from povertyaffected homes. The team works with local police to support young people at risk of antisocial behaviour who would not otherwise engage through our existing pathways.

The 15+ After School Club (ASC) has members from the LGBTQ+ community and supports young people in ‘transition’ and ‘coming out’. The support extends to students at risk of marginalisation and falling out of education through either behavioural or additional learning needs via regular daytime sessions of alternative support. Club members also established and coordinated the LGBTQ+ support group in their local high school.

Destigmatising mental health struggles

The Thriving Minds grant has enabled a partnership with the local Mind charity and a mental health practitioner for two days a week.

The practitioner currently delivers:

• ‘Shout it Out’ podcast - in partnership with a local radio station - which is a monthly round-table production by young people for young people.

• Two short films focusing on mental health to send to a local film festival, written, shot and edited entirely by young people.

The Mind practitioner has also helped run regular wellbeing sessions and a six-week course of 1:1 support. These sessions promote lifelong awareness and skills for the young people as an early intervention for anyone struggling with mental health issues like anxiety, depression, anger and isolation. This support is available for all members of the Youth Shed throughout the two years funded by the Westminster Foundation grant.

Some children and young people attending the Youth Shed have ADHD (attention deficit hyperactivity disorder), Asperger’s Syndrome and Autism. While in its early stages, the interventions enabled by the Thriving Mind’s grant are destigmatising mental health struggles, normalising open conversations around them, and actively equipping young people with the knowledge, awareness and skills to manage their mental health before catastrophic outcomes emerge. Through the projects and support, identifying needs happens sooner and more efficiently.

W www.ukyouth.org

@UKYouth

@uk.youth

Following the inception of the new projects centred around mental health, the active participation of young people is laying the foundations for lasting change among areas in greatest need. This finding echoed the sentiment of the North Wales Police Commissioner after a recent visit, stating that:

“It was clear from my visit that the team at Abergele Youth Sheds are committed to helping the local community to seeing crime and antisocial behaviour reduced and to building resilient citizens who contribute to their town.”

North Wales Police Commissioner

£1million

funding provided by the Westminster Foundation to UK Youth’s Thriving Mind fund

GRANT TYPE PARTNERSHIP GRANT GEOGRAPHY NATIONAL THEMES WELLBEING + RESILIENCE

35

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 8

W www.warringtonyouthzone.org

Warrington Youth Zone

@WarringtonYZ @warringtonyouthzone

A place I can be myself - Amy’s story

Warrington Youth Zone (WYZ) is a youth facility that opened in July 2022 with a membership of 8,079 young people. Based in the town centre, in one of the most deprived wards, WYZ transforms the lives of young people - giving them somewhere to go, something to do, and someone to talk to.

Amy, 16, is one of the Youth Zone’s Young Leaders. She said of the project:

“ Warrington youth zone has become a major aspect of my life. The youth zone isn’t just a place where I volunteer; it’s a place where I feel I can be myself. The staff know me for me being me. In other places, I am known for being related to my older brother. The youth zone is also somewhere that I can go if I need support with anything.

The youth zone came into my life at the right time. The bullying I experienced at primary school may have continued, and that was something my parents didn’t want to risk. Even though the staff would have dealt with it if they knew, I wouldn’t have had the confidence to tell them. That’s one thing that has changed about me massively since being a young leader.

I am now more confident than I have ever been, but it still needs work. A few years ago, if I was asked to do half the things I have done as a young leader, I would have said no as I felt I wouldn’t be able to do it. But the encouragement from staff and my friends have made me do more than I ever thought I could.”

Amy, 16, Young Leader at WYZ

GRANT TYPE ADWF GRANT THEMES ASPIRATIONS + WELLBEING

36

Legal and financial

Westminster Foundation Annual Report 2022

Case studies

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

CASE STUDY NO. 9

The Felix Project

In 2022, we saw inflation rise to almost unprecedented levels. Food is often the first household expenditure cut when disposable income is tight. Data released by the Food Foundation in mid-2022 estimates that 7.3 million UK adults lived in households experiencing food insecurity (an increase of 2.5 million adults in six months).

Realising the extent and urgency of the cost of living crisis, the Westminster Foundation pledged £1 million to charities helping children and their families fight food poverty over winter. Our first grant from the emergency fund was a £100,000 donation to The Felix Project towards their operational support to rescue and redistribute surplus food to London community organisations.

The Food Foundation also cites a 57% increase in households cutting back on food or missing meals altogether in the first three months of the crisis – equating to 15% of the UK population. Subsequently, there was a sharp rise in households with children experiencing food insecurity; between January and October 2022, 2.6 million more children under 18 lived in homes without access to a healthy and affordable diet.

The rising cost of living and food prices means that many families rely on calorie-dense and nutrient-poor cheaper alternatives, which increases obesity and diet-related diseases. In fact, the poorest 20% of UK households would need to spend almost half their disposable income on food to meet the Governmentrecommended healthy diet, compared to 11% for the wealthiest.

W www.thefelixproject.org

@felixprojectuk

@thefelixproject

The Felix Project is a London-based food redistribution charity with a dual purpose: to reduce food waste and use rescued surplus food to fight poverty and hunger. The Felix Project saves quality surplus food from nearly 500 suppliers, including wholesalers, supermarkets, farms, shops, restaurants and hotels. An army of volunteers assists the charity in sorting and redeploying this food for free to over 1,000 charities, schools and holiday programmes across London.

The Felix Project operates from four food redistribution depots, with a fleet of 42 vans and volunteer drivers to deliver this food to community organisations and schools. In Central London, the charity operates its Green Scheme with electric vans parked strategically and routes carried out on foot or bicycle.

Charlotte Hill OBE, CEO of The Felix Project said:

“...We currently have hundreds of charities on our waiting lists and every day more are reaching out, asking for our help. That is why grants like this are vital and we are so grateful to The Westminster Foundation. This money will help The Felix Project be there to source, sort and deliver more food and in turn prevent people from genuinely being left to go hungry this winter.”

“ The cost of living crisis is a double-edged sword that is a huge threat for so many. We are seeing our income and donations fall, whilst our costs and the demand for our services are on the rise. ”

Charlotte Hill OBE, CEO of The Felix Project

7.3million

adults in households facing food insecurity in UK

GRANT TYPE COST OF LIVING GRANT GEOGRAPHY WESTMINSTER THEMES WELLBEING + HEALTHY DIET

37

Legal and financial

Westminster Foundation Annual Report 2022

Year in numbers

Introduction

Who we are

Our approach

Achievements

Case studies

Year in review

Year in numbers

(Excluding discretionary & other grants)

----- Start of picture text -----
SMALL GRANTS
COST OF LIVING
Total number of grants:
Total number of grants:
58
Total amount: 13
Total amount:
£525,415
£573,051
PARTNERSHIP
GRANTS
ADWF GRANTS
Total number of grants:
Total number of grants:
COVID-19
FUNDING
21
43
Total number of grants:
Total amount:
Total amount:
6
£2,097,429
£293,999
Total amount:
£299,800
----- End of picture text -----

CHARITY OFFICE PORTFOLIO

Total number of grants:

----- Start of picture text -----
22
Total amount:
£962,380
GRANTS
RECOMMENDED
VIA GROSVENOR
GROUP
Total number of grants:
42
Total amount:
£1,077,015
----- End of picture text -----

38

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Legal and financial

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.

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

• Mr J R Hanbury (until 13 June 2023)

• Mr D C Holmes (from 14 March 2023)

• Ms V J Hornby

• Mr M R Preston (until 25 May 2022)

• The Duke of Westminster, Chair

Director

Auditor

• UHY Kent LLP trading as UHY Hacker Young Thames House Roman Square Sittingbourne ME10 4BJ

Solicitors

• Boodle Hatfield 240 Blackfriars Road London SE1 8NW

Fund Managers

• CCLA Investment Management Limited One Angel Lane London EC4R 3AB

• CG Asset Management 20 King Street London EC2V 8EG

• Lansdowne Partners 15 Davies Street London W1K 3AG

• Ms K E Brown

Bankers

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

39

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

Case studies

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 Group Limited and, on occasion, from members of the Grosvenor Family. Grosvenor Group Limited 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. Trustee appointments are for a five year term for a maximum two term period, unless otherwise requested by the Duke of Westminster

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, 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 2022.

position of the Foundation, risk and longer-term strategy. The

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

The Foundation has a Small Grants Panel, which also meets quarterly 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 that comprises 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 Group 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 members 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 that 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 a 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

The Trustees undertake a full risk assessment annually, and maintain a ‘risk register’ which records the principal risks identified by the Foundation team. The risk register is presented and discussed at each Trustee meeting. The risk management process considers the likelihood of occurrence, the significance of the risk, and any mitigating controls that are in place. It also seeks to identify any actions and resources required to manage risks further.

The principal risks are considered to be:

• 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 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 a comprehensive due diligence process 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.

• Organisational resilience. This risk is mitigated by the Foundation having visible team and individual objectives that underscore regular catchups, service agreements between the Trustees and Grosvenor Family Office and the Foundation team effectively outsourcing tasks or enlisting external expertise where appropriate.

The Trustees and team are also very mindful of the general inherent threat of cyber-security breaches.

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 occasionally hosts events 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), last 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.

40

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Objects, Aims and Activities for the Public Beneft

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 regions where Grosvenor Group operate including the United States, Canada, Asia Pacific and Europe as recommended by 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 2022

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 inequality.

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.

S tatement 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.

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 a Restricted Income Fund, which is commented on below.

Total income, largely comprising donations from Grosvenor Group Limited, decreased by £7.2m to £3.2m (2021: £10.4m). The decrease in income was due to the £7.4m gift of assets from The Anne Duchess of Westminster’s Charity in March 2021, offset by £0.1m increased Grosvenor Group donation and £0.1m additional investment income. The Foundation does not fundraise from the public.

Expenditure on raising funds was £0.1m (2021: £nil), due to initial investment management fees on new subscriptions following the diversification of the investment portfolio in the year. Expenditure on charitable activities increased by £1.7m to £7.4m (2021: £5.7m) due to a £1.6m increase in grantmaking to £6.7m from £5.1m. Page 12 summarises the number and value of grants awarded under our individual grant programmes in 2022 and 2021.

The increased grantmaking in the year reflected £0.9m additional rental grants following the renewal of tenancies at the start of the year, £0.6m grants awarded in response to the cost of living crisis and a discretionary grant of £0.5m to Save The Children in Ukraine. Partnership, small and other grants increased by £0.3m in total. Covid-19 grants reduced by £0.4m with the balance of available funds awarded in the first quarter of the year. Grosvenor OpCo grants decreased by £0.3m due to timing.

Support costs of £0.7m increased by £0.1m (2021: £0.6m). Support costs include the Grosvenor Family Office fee of £0.6m (2021: £0.5m), legal, audit and trustee recruitment fees, charity office hub branding costs, subscriptions and training.

Net losses on investments for the year were £4.2m (2021: gains of £22.6m), with further detail provided in the section on investment policy and performance.

The restricted Anne Duchess of Westminster’s Fund (ADWF), received £0.2m investment income during the year and awarded £0.3m in grants. The investment portfolio decreased by £0.4m during the year so as a result total funds fell by £0.5m to £8m (2021: £8.5m).

Investment Policy and Performance

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

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.

At the start of the year the entire endowment and the separate restricted Anne Duchess of Westminster Fund (ADWF) was 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 endowment had been invested entirely with CCLA since November 2019 and had experienced a successful period of performance with the COIF outperforming most relevant indices and generating a return in excess of the above target.

During the year, the Trustees agreed to mitigate risk and diversify their investment holdings. This was driven by significant market volatility in 2022 arising from concerns over inflation, the war in Ukraine and continued lockdowns in China. As the COIF has a quality/growth equities bias, it was agreed that diversifying funds should have a low correlation to the COIF as well as provide some inflation protection.

A short-list of managers was considered, and it was agreed to appoint CG Asset Management (CGAM) and Lansdowne Partners with respective investments in their Absolute Return Fund and Developed Markets Long Only Fund. The Trustees felt that a balanced portfolio of three uncorrelated ‘liquid’ funds and in time a small allocation to private equity would give optimal diversification in an uncertain macroeconomic environment. Units in the COIF were realised in June and September with the proceeds reinvested at the end of September.

The endowment is held in accumulation units with disinvestment as required to fund the Foundation’s charitable activities. The restricted ADWF holds income units where available, with quarterly dividends being used to fund grantmaking and disinvestment from capital as needed. The narrative below focuses on the main endowment.

For 2022, the budgeted distribution target from the portfolio was £3.6m (based on an average of 2017 to 2021 year-end values). The calculation includes one year 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 £4.9m - additional funding was required for the Save the Children Ukraine grant and cost of living grants awarded during the year and the first few months of 2023.

After disinvestment, the value of the Foundation’s endowment decreased by £8.7m (6.2%) to £131.2m at the end of 2022 (2021: £139.9m). The restricted ADWF decreased by £0.5m (6.1%) to £7.7m (2021: £8.2m).

The Trustees invite the investment managers to present at one of their meetings each year, and as well as discussing asset allocation, performance, and outlook, consider their approach to responsible investment. The Trustees are satisfied that the three investment managers have suitable policies in place regarding stock selection to ensure compliance with ESG guidelines but continue to keep this under review.

41

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Reserves Policy

The majority of the Foundation’s funds are all unrestricted and may be used in furtherance of its charitable objects. Under the Trust Deed, the Trustees are able to distribute both income and capital. 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 support costs. As the three funds the Foundation is invested in have different liquidity profiles, the cashflow forecast is an important tool in ensuring instructions to divest funds are given on a timely basis.

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 multiyear 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 2022 were £132.6m (2020: £140.6m).

The restricted income fund balance of £8.0m on 31 December 2022 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 as 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 looking forward to the opening of Fivefields later this year, and providing financial support going forward to charities that align with our strategic focus who join the charity hub

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.

Auditor

UHY Kent LLP trading as UHY Hacker Young were appointed as auditor in January 2023. A resolution for the reappointment of UHY Kent LLP as the Foundation’s auditor will be proposed at a future Trustee meeting.

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.

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 11th July 2023 and signed on their behalf by:

The Duke of Westminster

42

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

Case studies

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

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS

Opinion

We have audited the financial statements of The Westminster Foundation (“the charity”) for the year ended 31 December 2022, which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charity’s affairs as at 31 December 2022 and of the charity’s incoming resources and application of resources for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

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

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 Trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

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

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.

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.

How the audit was considered capable of detecting irregularities, including fraud:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations was as follows:

• we identified the laws and regulations applicable to the charity through discussions with management, and from our commercial knowledge and experience in the sector;

• we focused on specific laws and regulations which we considered may have a direct material effect on the accounts or the operations of the charity, including the Charities Act 2011;

• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting correspondence; and

• identified laws and regulations were communicated within the audit team and the team remained alert to instances of non-compliance throughout the audit.

We assessed the susceptibility of the charity’s accounts to material misstatement, including obtaining an understanding of how fraud might occur, by:

• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

• To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• assessed whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias, and

• investigated the rationale behind significant or unusual transactions.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

• agreeing financial statement disclosures to underlying supporting documentation;

• • reading minutes of meetings of those charged with governance; and

• • enquiring of management as to actual and potential litigation and claims.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsiblities. The description forms part of our auditor’s report.

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.

UHY Kent LLP, Chartered Accountants and Statutory Auditors, Thames House, Roman Square, Sittingbourne, Kent, ME10 4BJ

Date: 13 July 2023

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

43

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Year in numbers

Year in review

Case studies

Statement of Financial Activities Year ended 31 December 2022

		Notes		2022		2022		2022		2021
				Unrestricted		Restricted		Total Funds		Total Funds
				Funds		Funds
Income and endowments				£		£		£		£
from: Donations and Legacies Investments: - Listed investments - Bank interest receivable		8		2,910,837 122,028 18,258		- 158,021 1		2,910,837 280,049 18,259		10,178,189 212,885 328
Total income and endowments Expenditure on: Raising Funds		9		3,051,123 (68,748)		158,022 (3,929)		3,209,145 (72,677)		10,391,402 -
Charitable activities Total expenditure		11		(7,127,144) (7,195,892)		(294,972) (298,901)		(7,422,116) (7,494,793)		(5,693,912) (5,693,912)
Net (losses) / gains on investments		10		(3,818,423)		(393,160)		(4,211,583)		22,572,853
Net (expenditure) /				(7,963,192)		(534,039)		(8,497,231)		27,270,343
income and movement
in funds
Total funds brought				140,566,879		8,506,351		149,073,230		121,802,887
forward at 1 January
Total funds carried		12		132,603,687		7,972,312		140,575,999		149,073,230
forward
at 31 December

Balance Sheet as at 31 December 2022

		Notes		2022				2021
				£		£		£		£
Fixed Assets
Listed investments		2		138,907,258				148,099,021
Unlisted investments		3		10				10
						138,907,268				148,099,031
Current assets
Debtors: amounts falling due		4		23,322				54,214
within one year Cash at bank and in hand				2,733,234				2,375,343
				2,756,556				2,429,557
Current liabilities
Creditors: amounts falling due within one year		5		(1,002,890)				(1,498,358)
Net current assets						1,753,666				931,199
Debtors: amounts falling due		6				150,000				150,000
after more than one year
Creditors: amounts falling due after more than one year		7				(234,935)				(107,000)
Net assets						140,575,999				149,073,230
Representing:
Unrestricted Funds						132,603,687				140,566,879
Restricted Income Funds						7,972,312				8,506,351
Total Funds		12				140,575,999				149,073,230

Statement of Cash Flow: Year ended 31 December 2022

		Notes		2022		2021
				Total Funds		Total Funds
				£		£
Net cash fow used in		15		(4,951,227)		4,880,214
operating activities
Cash fows from / (used in)
investing activities:
Interest received				18,259		328
Dividends received				188,648		212,885
Equalisation receipt				29,533		-
Proceeds from sale of				84,300,000		2,800,265
investments
Purchase of investments at cost		2		(79,227,322)		(7,100,000)
Net cash fows from investing				5,309,118		(4,086,522)
activities
Net increase in cash and cash				357,891		793,692
equivalents
Cash and cash equivalents at				2,375,343		1,581,651
beginning of year
Cash and cash equivalents at				2,733,234		2,375,343
end of year
Reconciliation to cash at bank
and in hand
Cash at bank and in hand				2,733,234		2,375,343

All income and expenditure relate to continuing operations.

The notes on pages 44 to 46 form part of these financial statements.

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

The notes on pages 44 to 46 form part of these financial statements.

These financial statements of The Westminster Foundation were approved by the Board of Trustees and authorised for issue on: 11th July 2023

The Duke of Westminster

44

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

Notes to the financial statements for the year ended 31 December 2022

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 FRS102 – second edition)” 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 all 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 consider there are no material uncertainties, and 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 stated at market value as at the balance sheet date as provided by each investment manager. 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 investments are held in collective investment schemes where the management fees are reflected in the fund valuation and are not paid directly to the manager other than on initial subscription. 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. Expenditure on raising funds comprises investment management costs associated with managing the Foundation’s investments.

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 11.

(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 funds 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

At the start of the year, the Foundations’ investments were held in a collective investment scheme managed by CCLA Investment Management Limited. During the year, the Trustees agreed to diversify the portfolio holdings with the portfolio now held in three collective investment schemes as analysed below. The carrying value at the year-end is a market valuation as at 31 December 2022 provided by each investment manager, with the domicile of holdings determined by the place of listing of the fund vehicles not of the underlying securities held therein.

		2022		2021
UK collective investment scheme		53,546,208		148,099,021
Irish collective investment vehicles		85,361,050		-
(ICAV/UCITS)
Total		138,907,258		148,099,021

The movement in the portfolio during the year is shown below:

			2022		2021
	Market value 1 January		148,099,021		121,226,115
	Purchases		79,227,322		7,100,000
	Equalisation		(543,146)		-
	Reinvestment of income &		1,119,108		447,042
	management fee rebate
	Disposals at carrying value		(89,674,053)		(2,454,586)
	Unrealised investment gains		679,006		21,780,450
	Market value 31 December		138,907,258		148,099,021
	Cost 31 December		123,076,763		109,734,634

3. Unlisted Investments held within UK

		2022		2021
Chester & County Unionist Buildings		10		10

4. Debtors - Amounts falling due within one year

			2022		2021
	Prepayments and accrued income		23,322		53,949
	Other debtors		-		265
	Total		23,322		54,214

5. Creditors - Amounts falling due within one year

		2022		2021
Grant liabilities		966,285		1,457,343
Accruals and deferred income		36,605		41,015
Total		1,002,890		1,498,358

6. Debtors - Amounts falling due after one year

			2022		2021
			£		£
	Loan assigned from Anne Duchess of		150,000		150,000
	Westminster’s Charity (note 10)
	Total		150,000		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

			2022		2021
			£		£
	Grant liabilities		234,935		107,000
	Total		234,935		107,000

Grant liabilities comprise grant payments due for 2022 and beyond, where a constructive obligation arose during or prior to 2022. Amounts due between two and five years are £234,935 (2021: £107,000). Amounts due after more than five years are £nil (2021: £nil).

45

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

10. Charitable Funds

8. Donations

		2022		2021
		£		£
Grosvenor Group Limited		2,894,950		2,774,435
Gift of assets from Anne		-		7,388,515
Duchess of Westminster’s
Charity (ADWC) – note 10
Other donations		15,887		15,239
Total		2,910,837		10,178,189

(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 grant making 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.

9. Expenditure on raising funds

		2022		2021
		£		£
Investment management fees		72,677		-
Total		72,677		-

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 2022

		Balance brought		Income		Expenditure		Net gains		Balance carried
		forward						& losses		forward
		£		£		£		£		£
Unrestricted Funds		140,566,879		3,051,123		(7,195,892)		(3,818,423)		132,603,687
Restricted Income Funds		8,506,351		158,022		(298,901)		(393,160)		7,972,312
Total Funds		149,073,230		3,209,145		(7,494,793)		(4,211,583)		140,575,999

11. Analysis of expenditure on charitable activities

		Unrestricted Funds		Restricted Funds		Total 2022		Total 2021
		£		£		£		£
Grantmaking		6,434,795		293,999		6,728,794		5,116,042
Other direct costs		748		-		748		2,038
Support costs		691,601		973		692,574		575,832
Charitable activities as per Statement of Financial Activities		7,127,144		294,972		7,422,116		5,693,912

Support costs include governance costs of £132,184 (2021: £170,095), of which audit fees represent £10,800 (2021: £12,000).

Pages 14 to 27 of this report includes details of grants awarded during the year.

Analysis of Grantmaking Activity

		Unrestricted Funds		Restricted Funds		Total 2022		Total 2021
		£		£		£		£
Grant liabilities as at 1 January		1,512,488		51,855		1,564,343		933,258
Grants awarded in the year		6,440,935		293,999		6,734,934		5,116,042
Grants cancelled in the year		(6,140)		-		(6,140)		-
Grantmaking as above		6,434,795		293,999		6,728,794		5,116,042
Grants paid in the year		(6,756,063)		(335,854)		(7,091,917)		(4,484,957)
Grants liabilities as at 31 December		1,191,220		10,000		1,201,220		1,564,343

Multi-year grants awarded but not recognised as liabilities in accordance with the Foundation’s accounting policy, totalled £8.8m (2021: £7.5m) of which £3.8m (2021: £2.9m) falls due within one year.

For the year ended 31 December 2021

		Balance brought		Income		Expenditure		Net gains		Balance carried
		forward						& losses		forward
		£		£		£		£		£
Unrestricted Funds		121,802,887		2,790,002		(5,492,261)		21,466,251		140,566,879
Restricted Income Funds		-		7,601,400		(201,651)		1,106,602		8,506,351
Total Funds		121,802,887		10,391,402		(5,693,912)		22,572,853		149,073,230

46

Legal and financial

Westminster Foundation Annual Report 2022

Introduction

Who we are

Our approach

Achievements

Case studies

Year in numbers

Year in review

12. Analysis of net assets by Fund

13. Comparative Statement of financial activities

15. Reconciliation of (expenditure) / income to cash flow from operating activities

(a) 31 December 2022

	Unrestricted Funds	Restricted Income Funds Total Funds
	£	£ £
Listed investments Unlisted investments Debtors: amounts falling due within one year Cash at bank and in hand Creditors: amounts falling due within one year Debtors: amounts falling due after more than one year Creditors: amounts falling due after more than one year	131,227,224 10 - 2,604,278 (992,890) - (234,935)	7,680,034 138,907,258 - 10 23,322 23,322 128,956 2,733,234 (10,000) (1,002,890) 150,000 150,000 - (234,935)
Net assets	132,603,687	7,972,312 140,575,999

(b) 31 December 2021

(b) 31 December 2021
	Unrestricted Funds	Restricted Income Funds Total Funds
	£	£ £
Listed investments Unlisted investments Debtors: amounts falling due within one year Cash at bank and in hand Creditors: amounts falling due within one year Debtors: amounts falling due after more than one year Creditors: amounts falling due after more than one year	139,892,367 10 - 2,228,005 (1,446,503) - (107,000)	8,206,654 148,099,021 - 10 54,214 54,214 147,338 2,375,343 (51,855) (1,498,358) 150,000 150,000 - (107,000)
Net assets	140,566,879	8,506,351 149,073,230

		Notes		Unrestricted		Restricted		Total Funds
				Funds		Income Funds		2021
				£		£		£
Income and endowments from:
Donations and Legacies		8		2,789,674		7,388,515		10,178,189
Investments:
- Listed investments				-		212,885		212,885
- Bank interest receivable				328		-		328
Total income and endowments				2,790,002		7,601,400		10,391,402
Expenditure on:
Charitable activities		11		(5,492,261)		(201,651)		(5,693,912)
Total expenditure				(5,492,261)		(201,651)		(5,693,912)
Net gains on investments		10		21,466,251		1,106,602		22,572,853
Net income and movement in funds				18,763,992		8,506,351		27,270,343
Total funds brought forward				121,802,887		-		121,802,887
at 1 January
Total funds carried forward		12		140,566,879		8,506,351		149,073,230
at 31 December

14. Related party transactions

The related party transactions in the year and prior year are the donations received from Grosvenor Group Limited as disclosed in note 8.

The Foundation paid fees totalling £556,577 (2021: £477,075) 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 £120,000 (2021: £190,000) and £75,000 (2021: £75,000) 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. 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 (2021: none).

		2022		2021
		£		£
Net (expenditure) / income for the year		(8,497,231)		27,270,343
Adjustments for:
Investment income		(280,049)		(212,885)
Interest receivable		(18,259)		(328)
Losses / (gains) on investments		4,211,583		(22,572,853)
Non cash assets transferred from ADWC		-		(150,317)
Operating cashfow before movements		(4,583,956)		4,333,960
in working capital
Decrease / (increase) in debtors		262		(54,214)
Decrease / (increase) in creditors		(367,533)		600,468
Net cashfow used in operating		(4,951,227)		4,880,214
activities