St Giles Turning a past into a future ST GILES TRUST (A company limited by guarantee) REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Haysmacintyre Reglstered Auditors Uabillty Partnership {LLP) London Cornpany Number: 2175146 Reglstered Charity Number: 801355
TABLE OF coNfENTS PAGE
Foreword from Denise Jagger- Chair Statement from Rob Owen OBE - Chief Executive Report of the Board of Twstees (incorporating the strategic report) l. About St Giles 2. The Impact ofour work 3. Looking forward 13 4. Structure. Eovernance and key management personnel 13 5. Public Ber*fit 14 6. Finance Review 14 7. Risk Management 18 8. Approach to Fundraisin8 20 9. Reference and administrative details 21 10. Trustees Responsibilities 22 Independent Report of the Audito 23 Statement of Financial Activities 26 Balance Sheet 28 Cash Flow Statement 29 Notes to the Accounts 30
srGILESTRUST IA company limited byBuarantee) Foreword from DenlseJa88er- Chair The past year has posed unprecedented challenges for charities. Many have experienced financial difficulties again51 a backdrop of increased demand fortheir servKes. At St Giles, there were a number of key steps we had to take at the start of the pandemic. The first wa5 to ensure our clients and staff were safe an(1 that they were protected from the effects of the pandemic as best we could. An emergency fundraising appeal was launched which raised valuable income to ensure we could support our clients with essentials needed to get through the coming difficult months - food, sheer, digital equlpmenl and educational resources. The second step wa5 to ensure that we were able to adapt to the immediate changes in our landscape and that we had the right structures and wothing practices in place to support this. IT and digital moved from the backroom to the frontline as a slgnlficant portion of our caseworkers used digital means to carry out their dailv work. Forthose who could not work motelY we needed to ensure that the right measures were in place with our partners to en$ our teams could stay safe and well. Lastly, it remained vitalthatwe stayed true to our long-term vision and purpose of helpin8 people experienclng adversity build better futures through our peer-led approach. Some of the adaptions to our services and support structure5 that we made for Covid have opened up new possibilities. Our cllents became digltallv enabled and empowered through online delivery which in tum improves their employability skills. Our work around food poverty through the Pantrie5 took on a new meaning and access to heatthy food has turned into a means of reachin8 new clients with our expert advice and guidance services. In a lot of areas we probably won't Complete be goin8 back to how we were before. We are now facin8 what is posslbly a perh)d of unpredenled turbulence and there will be some real challenges ahead for everyone in the sector. More people will be in need of support against a backdrop of Ilmited income. We will all need to deliversmart ways of working which involve collaboration, lived experience and digital delivery. l am confident thal St Giles has the resilien, experierlce and wisdom to overcome these future challen8es and ensure that we continue to help individua15 and communitie5 successfully navigate the dlfflculties that the post Covid world will present. We will continue what we have always done best - providing high quality servi$ delivered by people with first hand experience of adversity and who really understand the lives of our cllents. I would Ilke to pay tribute to my ColagueS on the Board who give theirtime and knowledge so freely and to the Senior Management Team at St Giles who have steered us through uncertain times. I would also like to say a hu8e thanks to the dedicated staff team whose life-changing work impacts Us all. Finally* l am of course extremely grateful to the many fvnders. partners and supporters who make our work possible. We never lake your SUPkKlrt for granted and will remain accountable. open to learning and committed to delivering on our promises. Denise Jagger, Chair. St Giles
ST GILES TRUST IA company limited by guarantee) Statement from Rob Owen OBE-Ch•ef Executlve The Covitl pandemic has had a profound effect on all of us. However, the worst of times are hopefully over and better days are ahead. As individuals. we have learned how to adaw and the same has happened to our seN15 and ways of working at St Giles. Restrictions meant we had to rethink how we continued to offerthe qualtty, carin8 services we are known for and relied upon under extraordinary conditions. Covid had a disproportionate impact on our cllents and many were in crisis-5uddenly fad wfth social isolation. poverty and unemployment. It was Vital that we acted fast to provide emergency relief and ongoing $UPF. Our staff showed the professionalism and resilience for which they are known were there for our clients every step of the way. Many of our clients lacked any support structure or networks aside from their St Giles caseworker. Our staff gave them the time. compassion and dignity that they each deseThe and guided them through the darkest days of Covid. Despltethe uncertalntythe wholeworld was under, ourservices continued to develop and grow. Our national network of Peer Hubs flourished and-alongside ourexisting Peer Hub5 in London, Coventry, Leeds and North Wales - we launched our hub in Norwith as well as devebpirvx our presence in Scotland and Northern Ireland. The county lines intervention seNices we are known for received Home oifKe fundlng to enable us to expand these across the UK and work with Vbolence Reduction Units to address local needs specrfic to each aa. From one single Pantry in Wesl London we now have four across England helping to lfft our dients out of poverty and distress. I want to shine a light on the extraordinary effort. commitment and dedication shown by my staff over the past year. The pandemic brought about challenging circumstances for many of them too - bereavement, illness and anxiety- and I was humbled by the way some of them used their own adversities to empathi5e and support their clients. Behind the headline figures lies a 8reat deal of patien and persistence as the situations we are worklng with are complex and there are no easy solutions. Forthe first year, we have begun to record small victories which mark Indwidual successes with clients who have experienced particularchallenges. These include three elderly gentlemen who regularly met up in our West London Pantry who were supported by our team to continue to meet outdoors during the lockdown for companionship and support - partitulath important as two of them were recently bereaved. Another was a young man who was heavily involved in gangs and drugs who agreed to move back in with his mum and- with our support- his school attendance improved io over 90% and his predirted grades 'looked promising.. A man being 5UPPOrted by our employment supN)rt team was final Successful in securing a job after 1.000 applIcatr. There are many, many more of these small vittories I could share and they would all add up to show the true value of what our teams do. These SucseS are onfy possible thanks to the generosTty and support of all our donors and funders. For this I would like to say a big thank you from all of us here at St Giles and from the clients we support. As we move forward- hopefully towards a time when COVKI plays a le55 dominant role in OUT daily lives- we will be re5pondin8 to ihe pre55in8 social needs kft by the post-pandemK situation. We already know that unemployFnent. thlld triminal exploitation. poverty and mental health issues will contlt)ue to prevent our clients from moving forward. Despite the challenging landscape and lack of public funds, it is vital we continue to grow and devetop to ensure that individuals who are often forgotten about are supported and able to thrive well.
ST GILESTRUST {A company Ilmlted by guarantee) Statement from Rob Owen OBE- Chief Executi Just like we are there for our clients. thank you for being there for us. With your continued support, we can ensure individuals and communities flourish as we hopefully move beyond Covid. Robowen OBE Chief Executive, St Giles
ST. GIiES TRusr IA company Ilmlted by Buaranteel REPORT OF THE BOARD OF TRUSTEES The Trustees present theirannual rep)rt and strategic report. together with the audited accounts of the charity for the year ended 31 March 2021. l. About St Giles St Giles is an award-winnin8 charlty uslng expertlse and real-life past experiences to empower people who are not 8ettin8 the help they need: people held back by poverty, exploited, abused, dealing with addiction or mental health problems. causht up In Crime or a combination of these issues and others. We show people there is a way to build a better future- for themsefves and those they Ca alx)ut and help them create this through support, advice and training. The 25.000 people we support each year have a dIVee range of needs. We provide: Help for vulnerèble VCn8 people involved in. or at risk of. criminal exploitation services helping adults and young people facing unemployment and poverty Help for vulnerable women and familie5 Prison and comrnunity-based support for people in the crlminal justice system SFEtialist support for adults faong complex barriers We belleve everyone has the wwer to tum their lrfe around. regardle55 of their situation. Many of our employees have been in similar situations to those we help and use their lived experiences to inspire and Support those livir8 ihrough it right now. 1.1 Our Vision We want to see a sodety where everybody- no matler what their background- has a positive fvture. When somebodyturns their life around. everybody benefrts- theirfamilies, their children. the community they live in and society as a whole. Those we help are facing huge chillenges: poverty. deprrvation. Mental health issues and crime. However, we are working with our partners and local communities to do something about it- supportin8 people to turn their pasts Into wsltfve futures. 1.2 Our Purpose We believe stronglythat given the rbght support. from someone who has been there. people can be empowered to turn their INes around. It's not easy- we emp)wer and encouro8e each person to overcome the adversity they face. If they stumble. we're there to pick them back up. We inspire them to think big for themselves and theirfamilies and help them to build Internal resilience and a place in society. We raise awareness of their Situation and fight their corner,. we agitate the current landscape to ensure long temi changes are put in place to ensure people succeed. We want to see a society where this capacity to change is recoEnised and those facing complex barriers are given the opportunity and encouragement to move their lives forward.
ST. GILES TRUST (A company limited by 8uarantsel REPORT Of THE BOARD OF TRUSTEES 1.3 Our Solution We see the person behind the problems and help tM turn their lives around. then train and 5UPPOrt them to do the same for other5. We know that they aren't defined by those problems, they're trapped by them and we help them see their strengths and find a way forward. We can do that because many of our staff come from the same backgrounds and have overcome similar problems- therfve been there. done that ind speak the language of the people we support. That cornbination of Iryed experience and expertise means that our Staff work with passlon and professionalism throughout everythin8 they do. Peer led seThices- those using people with lived experience of the issues facing those they are helpin8- are al the heart of St Giles. work We know they bring our services additional understandin8 and compasslon. Our PeerAdvisor programme underpins ourvlsion. enablingthosewe work with to become qualified and motNated workers within St Giles. Their first-hand experience of clients. t$5ues benefrt5 both them and the cllents they work with. What we do build5 more positive futures. saves live5, reduces crlme and Creates stronger communities. 1.4 Our Values Positively . Empowering We will empower our clients to lead positive lives We will give everyone a chance to make the posrtive change whkh we believe they are capable of rnaking Persistently '. Supporti¥e We will be persistent and nevergive up on the people we work with Flexibly .' Creative We will work flexibly, creatively and adapt to circumstances a5 they arise Proartlvely: Ernpathic We will work empathicalty with people Actively . Inclusive We will be non-judgemental and open minded Clearly .' Communicative We will communicate openty and honestly and do what we say we will do 1.5 Our strategic objectives remaln based around three key themes. These are: 1.5.1 Buildlng a sense of safety and stability: Across many of our services, It remalns clear that most clients cannot focus on lon8er-term aspirations until the essentiab for survival are in place- whetherthat be havin8 secure accommodatton,. Sufficient money to buy food or pay bills,. or to have a reduced risk of poor health, debts, or violen. Before they can tum their attention to our clients. longer term aspirations our staff and volunteers Identify and put in place the necessary support to assist them to develop resilience aimed at addresslng these basit i55ues.
5T. GILES TRUST IA company Ilmlted by 8uarantee} REPORT OF ThE BOARD OF TRUSTEES Key indicators include: stabilisation of benefrts. reduction/clearin8 of debt. improved ability to rnanage risk improved sense of wellbein improved accommodation. secure access to food. 1.5.2 Building aspirations. skills and positive futures: One of the realitie5 of our client group is that not all of the people we work with will be readyto enter thejob market. We also recognise a growinggroup of people who are in paid employment but are still experiencing serious poverty and hardship who therefore need ongoing SUPPOrt to improve their employment status. Our wraparound sUPPOrt inspire5 clients to develop their skills. confidence and experlence to move toward5 ernploynt. This provides them with structure and social contact. Outcome measures include- improved digital skills, entry into further trainin& entry into voluntary work. paid employment. 1.5.3 Bulldlng connection5 to move forwards: Wesupportclients tohave theconfidence andtools to become integrated with their familie5 and local communities. helping play a positive role within their family and become a role model in their community. We measure thls through: Improved relationships. family life, including mediation with farn1 and parenting support, establishment of a support networt access to specialist services (dru& akohol, mentsl health). Our work Is targeted tswards addressing the needs ofr. Chlldren and young people who are involved in or at rsk of criminal exploitation Vulnerable women including sexual or domestic violence People who face mvltiple needs such as homelessness, poverty, ill health and substance misuse Troubled families affected by poverty, gang involvement and the criminal justice system Offenders Indudlng those who have health Issues includin8 leaming dbilItieS and rnental health issues Dlsadvantaged adults who need help to b)st thelr confKlence. eXperIee and skills to enter employment The following sections eonsfftute the strategic report: The Impatt of our Work, Plans for the Future, Finance Review, Risk Management and Reference and Administration Details.
ST. GILES TRUST (A company Ilmitsd by8uarnntee) REPORT OF THE 80ARD OF TRUSTEES 2. The Impact of Our Work Our belief in the importance of clients recepiing"sUPWrt from someone who'5 been there" Is at the heart of our strate8lC thinking and underpins all ot our services. We have been implementin8 this through the developfflent and delivery of our Peer Advisor Pro8ramme which has expanded acr055 both the prbson estate and in the community overthe last 20 years and has become a key element In how we design and dellver all of our services. The infographlc on the next page provkles a summary of some of our frontline work compared to PreVS years. A narratlve explanation follows and some temis are explained here- Peer Advisor. a St Gile5 client or dadvantaged adutt who has trained through 5t Giles. Peer Advlsor Programme offering acuedlted NVQ Level 3 trainin8 in Infomiation. Advice & Guldance alongside a supported work placement. Once qualrfied they offer5LlPPOrt to other disadvanta8ed adults looking to make positive chan8es in their lives Peer Employee- A St Glles stsff memberwho has come through our Peer Advmr programme ETE- education, training and employment Houslng saves preventing a client from becoming homeless through eviction. typically involving helping to resolve arrears. liaisin8 With their landlord and helping someone maintain a tenancy. VCS- Voluntary Community Sertor
ST. GILES TRusr IA company Ilmlled by guarantee) REPORT OF THE BOARD OFTRUSTEES 2019120 Headline figures Ydhtrr+ sv¢ lle Glso Cl415 gry¢ti LTr'¥YITJeTr5e totlw ¥ ¥ fl 15.875 4,568 1,704 new clients engaged newdlents aged 25 or der 9ang and youth violence referrals 439 2,003 9.416 clients found employment education. tsaining & employmèntsupptyt small victories recorded 35 tonnes of food delivered during Covid To 500 clients in 16 LorKlon boroughs 5 Pantry clubs created to tackle food poverty St Giles 183 104 a pasi into a futiire new peer advisofs peer advisor gfaduates
ST. GILES TRUST (A Company limited byguaranteel REPORT OF THE BOARD OF TRusfEES 2.1 Emergency Relief The Covid 19 pandemic turned many of our dleftt lives upside down. Job losses. poverty, relapses and mental heakh issue5 were prevalent Issues in our support work over thi5 year. As soon as the flrst lockdown was upon us we acted quickly to mitlgate its worst effect5 as best we could. We unched an emergency appeal which raised fund5 to cover the costs of entIal5 that our clients would have othetWi5e struggled to access. These Included: 77 food vouchers and utility bill payments to individuals and families in need 297 mobile phones, laptops. tablet5 and other pieces of IT equipment to indrviduals who needed to keep in touch and young people needing to complete schoolwork 32 arts supplies. books and educatK•nal materia15 for chIldn durrng the COVID-19 crisis 130 employment tourses. pieces of exercise equipment Ihelping clients Stay healthy and motNatedl and appliances for emergency housing durin8 the COVID-19 crisis 2.2 Peer Advisors This was a challen8ing year given the fatt we were in lockdown and face to face conlact was extremely limited for much of the time. Our teams worked hard to adapt and ensure that our Peer AdvL%ors were able to ontinue learning remotely and stay engaged with their development. We developed 183 Peer Advlsors across the country 104 of these completed their Level 3 Advice and Guldance qualification and 4 indivbduals completed this at Level 4. Our national network of Peer Hubs extended across the UK into Northem Ireland and Scotland- the first time St Glles has ha(1 any presence in these countries. Both of these new services have got off to an extremely positive start. Despite the restrictions, we still secured volunteering opportunities for trainee Peer Advisors with partner organisations during the lockdown and they were able to continue with their development whllst giving back Into the community. -[1 Gm deliverlngj telephone supportforpeople who arefinding things difficul¢ or hove nobody to tolk to. It hos helped reduce my own isolotion. It hos given me confidence ond the skills to be better otsupporting thers... Seeing peoplefeel better in themselve5. knowing l am moling o difference." Peer Advisor 2.3 Support into Employment The pandemic has impacted the employment market as a whole and many of our cllents have been at the sharp end of this due to a decreasing number of opportunities. Despr¢e this. there have been some real successes and we have helped our clntS secure sustainable, paid work with a range of employers from The Bfltish Museum to The National Census offlce. Many of them have overcome major barriers to athieve this and our teams have provided one-to-one tailored sUPPOrt to help them overcome the issues holding them back. Teams attoss St Giles have worked hard to help our young clients Stay engaged with and atcess opportunities around education and traini. 439 clients were supwirted into paid. sustainable employment 2029 cltents were helped to a¢S opportunities around education and training such •5 college courses and appntiCe$hips. io
ST. GILES TRUST {A company limited by Buarènteel REPORT OF THE BOARD OF TRUSTEES 2.4 Tackling Food Proverty The pandemlc meant we had to rapidly adapt and develop our services to address 8rowln8 leveb of food poverty amongst our clients. The immedvate effects of lockdowns and quarantinin8 meant many struggled to attess affordable, nutritious food forthemsefves and their familie5. er the past year. we developed new Pantries in Camberwell Isouth London), Leeds and Coventry alon8side our original Pantry In West London. They aim to provide a sustainable route out of poverty for good. They provide our clients with the opportunity to Shop for heatthy, fresh food and benefrt from St Giles's support. For a small subscription fee. clients can choose their food and get expert advice from friendly staff on a range of SUeS such as housin& debt and employment. During this year, our Pantries helped 266 adults and thildren regularly acces5 healthy food and access our advice and guidance services. In additlon to thls, the london Pantries played a vital role in helping our clients through the toughest time5 of the first lockdown. They offered emergency food parcels for vulnerable clEnts who were self-isolatinB. These were a lifeline for many of them who would have otherwise alty stwggled to gain atce5S to food at a time when supermarket shelves were stripped bare due to panic buying. 122,142 meals have been provided 7(Kl people per week fed at peak delNery 51 tonnes of food waste repurposed 156 children provided with nutritious food "5t Giles, Pontry hos been o blesslng. l am able to cook and eat o bLYlunced meolevery doy. The staff ore on hond to help me with any sociol issues I moy ond can and will signp05t me to onother ogency thotcon help me. They ure kind ondfriendty. polite ond neverput me down orlook down on me. They encoum9e me to pick heolthy things ond help me.- Pantry client. 2.5 Support into a Home Helping our clients acces5 secure. affordable housin8 has been key during the Covid crisis as lack of somewhere stable to live had added consequences if the need to self isolate arose. OnÈ of the sifver linings of the pandemit was a Government-led drive to ensure everyone had a roof over their head through the 'everyone in, initiative. Sustaining this success through helping people stabiltse their situations permanent will be the nexi challenge for everyone in the sector. Durin8 the crisis we have secu permanent housing for 2,610 clients who were facing fnultiple and complex barriers. Many of them were prison leavers who were struggling lo access services in the middle of a pandemic when most mainstream support services were shut down or reduced. Others We fomier client5 we had previousty resettled who were facing homelessness- often as a result of pandemic related redundancy- and had Yeturned to us once more for help. 2.6 Flnanclal Stability Providing support around benefits, money a(fvi¢e and debt is a key strand to our work. All of our beneficiaries continue to have a¢¢ess to support in applying for financial assistance. 2.7 Emotional Support and Positive Relationships The pandemic has impacted the mental health of people across the UK. Many of our clients were already experiencing depression, anxiety and other mental health issues and these were exacerbated. Young people were at particular risk with schools tlosed and k)n8 periods of boredom. The gangs moved online just like the li
ST. GILES TRUST IA company limlted by guarantee) REPORT OF THE BOARD OF TRUSTEES rest of us and groomed young people through social media channels. It was vital that we continued to support our clients so we adapted our services to do so over the phone and online when we could not do so face to face. Caseworkers helped our clients stay motivated and enga8ed through onlirie fitness $esSnS, art sessions on Zoom and through simply being there to chat and listen. Work wlth chlldren and young people This has been an incredibly busy year for our teams provtding prevention and Interventlon ser¥eS for children and young people inwoNfed in. or at risk of. criminal exploitation and serious violence. 1.704 children and young people involved in child criminal exploitatlon were helped with one-to-one casework support 16% ofthese were young women Much of this work has been achieved remoteW though s¢)me Social dtstanced face to face contact has been needed for young clients who either do not have access to technol(18y or who are at a higher risk. Achlevements have induded- 993 who have been supported into furthertralnlng 200 who secured paid employment 389 who improved their employment circumstan5 and were no longer experlenclng In-work poverty 311 who were helped with housing 353 who were sUPPOrted around welfare benefrts 2.8 Work With Schools Desplle Khool closures. we continued to provide schooL8-based prevention work throughout the pandemiG Where necessary these sessions moved online to dwdital delivery. We adapted the content to ensure that the sessions were tall0d to specific age groups and continued to be engaging despite the distance. This included a series of animation5 and activity packs. Alongside sessions. our caseworkers continued to provide mentorlng support for children who were at particular risk through online platfomis and over the phone. 53,888 session attendees were reached 47,914 of these were children 304 online se55ions were delivered 179 In person sessions were delivered 2.9 Women's Services and Famlly Support Our leams have reported an increase in the levels of domestlcvlolence over the past year posslbly drplen bv the pressures of lockdown. Financial pressures have also played a part as children have been home more which has led to an increased need for fcx)d and pressure on utility bills. 43% of the women we have supported have come through our services supporting youn8 people. This has often been as a result of them needing support around child criminal or sexual exploitation which became increasingty prevalent during school closUS when children were more hidden from view. rve got o lot more refrrmlsfor DV.... More children hove been witnessing Dvond also being sexually a550ulted. Iys very complex, intensive. Sensitive work l...15UPPOrt willbe needed overa very lon9 tlme. St Giles Caseworker 12
ST. GILES TRUST IA company limlted by guarantee) REPORTOF THE BOARD OFTRUSTEES 3. Looking Fonmard The Covid crisis has proved that we have the ability to quickly reshape our seNices and adapt to emerging needs. Insight5 from working at the frontline throughout it have shone a light on areas which we believe need to be further developed. Food poverty Our work addressing poverty through our network of Pantries ha5 shown vs the importance of ensurlng that people are able to access healthy. affordable food in order to stay motivated and engaged with 5UPPOrt. We will be looking for opportunities to (ievelop it further. Hospltal.based support We have also sadly experienced an increase in our demand for hospitsl-based services SUPPOrting young patient5 admitted as a resutt of SerUS violence. With increasing pressures on heathh providers we hope to be able to expand this work further to help ensure that young people are supported to stay sèfe and reduce the possibilities of future readmissions to hospital. Gender speclfic seNices Nearly half of the women we supported last year were enEaeed through our projects supw)rting young people invofved in, or at risk of, criminal exploitation. This has underlined the importance of us developing gender-specific services in this area to address the specific needs of girls and young women who are being criminalty expbited. County lines Our work wlth young people aged under 18 doubled last year. This 15 largely down to our work helping children Trnvolved in county lines. The reputation of our county lines intervention serViS is well established and unfortunatety demand for them continues lo grow. We will be seeking to further develop our frontline services addressing county Ilnes and also undertake campai8ning work to raise awareness and press for change where it is needed. 4. Structure, governance and key management personnel St Giles is a charitable company. first founded in 1962 and re-incorporated in 1987, with a new Memorandum an(i Articles of Association. These We reviewed again durin8 2016 to ensure they are up io tlate and meet our current requirements. Trustees may be apw)inted or re-appointed at any time by the Board and hold office for a period not exceedin8 three years, with the option of 5talldinÉ for reQlectn for up to two further three year terms. By exteption the Trustees may extend the appointment of an individual wtth special expertise. Trustees are inducted using paper- based information and seryice visits, ak)ng with indurtion meeting5 With the Chair. the Chief ExecutNe, Sentor Management Team and Heads of Department. The Board meets every two months and Trustees foojs on govemants and strategy, significant new buslness, risk. and financial issues. The board is sUPPOrted by a 5tandin8 Finance and Audit Committee. a Risk Committee, a Nominations Committee and a Remuneration Committee. The day to day management of the organisation is delegated to the Chief ExecutNe. who supported by a Senior Management Team comprising a Deputy Chief Executive with responsibility for finance and central ser¥ices, a Director of Service5 responsible for service delivery and Heads of 5erviee with responsibilities for fundraisin& human resouro5, tommunity seNices, employment and training service5 and prison servi. 13
ST. GILES TRUST IA Company Ilmlted by 8u¥anteel REPORT OF THE BOARD OF TRUSTEES 4.1 Pay policy for key management Pay of key management is reviewed annualW and nomially increased in accordance wlth the average int3Se in inflation. The remuneration is benchmarked with similar sile charit. 5. Public Benefit The Trustees confjrm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefrt guidance published by the Charity comms1On in determlning the activities undertaken by the charity. Further details on the activities undertaken by St Giks during the year are given above under"Strategic Objectbves" and also in the"Impact of our worr. 6. Finance Review Our income in 2020121 remain5 Stable and despite the prsure$ of COVID-19 we have seen On a marBinal drop in income from £15.3m in 2019/20 to £14.9m in 2020121. Unrestrfrted Restrltted Funds 1£) Funds (£}. 5.031.254 2.272.925 1.197.022 22,836 Endowment Fund 1£) 744.056 133.750 Total Funds (£) Funds Blfwd SurplusllDeficltl for the Year Funds Clfwd 8.048.235 1.353,608 6.228,276 2 295 761 'Restricied funds allocated for expendtture in 202012021 877,806 9,401,843 Our total reserves have increased this year to £9.4m. This is broken down as follows: l. Restrlrted funds. £2.295.761 We recognbe income In accordance with the Chartty Statement of Recommended Pradio ISORPI. This can mean that income is recognised in an earlier period to the associated expenditure. We received a number of grants late in the year which fall into this category, so they have been recognised as Income in these accounts and we have carried them forward as the re5tritted fvnd5 figure of £2,295,761 to be set against expenditure in 2021122. We had restrlcted funds brought forward from last year of £2.272.925 whlch were albcated for expenditure during this year and we have £2,295,761 carried fOard which is allocated forexpenditure in the coming years, as a result of a restricted surplu5 for the year of £22.836. 2. Unrestritted Funds- £6,228,276 We hold our unrestricted funds of £6.228.276 as a General Fund of free reserves of £3,582.781. a Designated Funds of £1,739,244 representing future projects.. and a Fixed Assets and Investments Fund of £g)6,251. GeneralFund- £3,582,781 Our current reserves policy is to hold three months running costs in free reserves. which currentty equates to £3,429,331. This safeguards our obligations to staff and creditors in the event of any shortfall in fundraising. We are currenty holding £3,582,781 of free reserves a8ainst this target. Please see full reserves policy below for details. 14
ST. GILES TRVST IA ¢¢mpany limlted by 8uarantee} REPORT OF THE BOARD OF TRUSTEES DesignatedFund- £1,739.244 Our expenditure incurred durlng the year was £13.717.324. leaving a surplus for the year after galns on investments of £1.353,608. Thls surplus 15 5pllt between: a surplus on restricted funds of £22.836: a gain on the endowment fund of 133,750- see table above: and and a surplus on unrestricied funds of £L197.022. We recognise that Ihis unrestricted surplus may seem unusual against 3 background of Covid-19 and increasing demand for seryices. However, the past year has highlighted the need to make a number of essential strategit investments to ensure the organisatKJn remains robust in the face of ever-increasing economic uncertainty. We have grown significantly over the past five years. doublin8 our income. increasin8 the number and reach of our servi5 and deliverin8 ever 8reater impact. Therefore. the Board of Trustees. through it's regular review of risk, has identified a pressing need to invest in OUT infrastructure. core services and our staff in order to ensure that we effectNely and safety tlepk)y our increase in income. Additionally it ha5 been reco8ni5ed that while our fundirg m¢)del has been robust and income stable, It b a model that is heavily reliant on short terni grants and contracts. which may present a risk as statutory budgets face increased pressures. In order to build stability into our model, the Board of Trustees has designated funds to invest in areas of work that focus on sustainability and diversifying income streams. To add$5 Ihese signrficant challenges and futureproof the organisation the Board has committed to create designated project funds totalling £1,739,244 Particular areas identified as in need of In¥tment are: Buildin8s and or8anlsational infrastructure For a number of years we have been aware that the St Giles Head OffKe t5 in need of modemisation and redevelopment. To (iate we have adopted a reactive approach and addressed issues as they artse. However. this is no longer either cost effective or sustainable. The lighting and ventilation need improving, which 15 creatlng a barrier to client work and training and to staff returning to offices. The buildin<s layout bs sub- optimal, inflexible and inefficient and fails to offer a stimulating environment to staff and clients. At St Giles, we pride ourselves on placing people at the heart of everything we do, and empowermenl and inspiration are central to our values. The Board of Trustees has therefore taken the decision to invest £I,000,CW in the building, bringing it up to date. making it usable and creating a space that reflerts our ethos and values. This will also be sUPPOrted by a capital fundraising appeal. We will renovate and overhaul the buildin8 to create a Centre for Lived Experience. Codesigned by staff arKI client5 Wlth lived experience, it will integrate best practice in Iwed experience service delivery alongside training and dissemination of the approach. It will offer well-ventilated and flexible space for client seNites. a food pantry, training ol peers and professiona15. collaboration and peer evaluation. By bringing together service delivery, lived experience, trainin8 for professionals such a5 police forces and voluntary organisations, and peer evaluation. we can change the way 5ervice5 are delNered ensuring that clients and staff with lived experience are at the heart. Di8ital 5UPPOrt and technology InfrastrKture Covid-19 has hi8hli8hted gaps both in the digital skllls of our staff and clients as well as gaps in our technology infrastructure. To address thi5 we have designated £50.C(K) for dbgital training for staff and clients and 15
ST. GILES TRUST IA Company limited by guarantee) REPORT OF THE BOARD OFTRUSTEES É150,OCK) towards ICT Ilnformation, Communication. Tethnolo8yI equipment and finance Softwa to ensure we can meet the needs of a hybrid working approach. In addltlon, we recognise that Covid-19 and its fallout has had the dual effect of creating increased need acr05S the UK but also has resulted in more people seeking onllne help. To address this and ensure we are still able to a¢h the most vulnerable and those who need it most, we have designated E45,OLKI toward an interattive staff and client inforniation and resource platfomi. This will provide a strong foundation for us to support clients well into the future. Staff wellbelnl Our staff are at the heart of our success, and we remain committed to investing in their wellbeing. Last year we designated funds for a cllnlcal psYchologt who is able to provide valuable mental health sllPPOrt to our staff and offer training and advice. Thi5 has proved to be an effertNe use of fvnds and as such we a de51gnating a further £19,244 to contSnue to provlde this support. 5wvlce De¥elopmenl, Sustainability and Income Diversifi(atlon Over the past 5 years St Gile5 has grown rapid. Whibt this has been steady and planned. we have reached critical moment where our ability to 8row our impact further and deliver these services to more people is limlted within our existin8 business model. In orderto meet the high levels of need and demand and to push our 5trate8y forward. a stepchan8e in our model is needed. This is particularly true of our regional services which have grown Significant and are now at the heart of our strategic approach to achieve national impact going forward. To enable us to create thls step-change we have recewed generous support from a funder to build extrn capacity within our regional office5 and our Trustees have designated a further £IOO,(MXI to match this investment in recognition of the strategic importance of this work. We have designated a further £l(XI.(KK) to grow our preventative work. ensuring that our SOS+ project has the infrastructure to be replicated on a national level. Another aa of focus is diversrfication of income models to ensure long-term sustainability. Analysis has shown that developin8 our spot purchase model (Whe commissioners pay for support for indNidual clients as opposed to providing a borough-wide service for many client51 may be a viable option going foNard as it enables us to extend our 5UPPOrt to new areas and work with new funders. As such, the Trustees have committed to designate £150,(KQ as match funding for spot purthase offers in order to pump-prime this approach. The ambition 15 that this may not need to be used rf the work achieves early success and that any earty investment 15 offset by the income earned in the longerterm. At the heart of St Giles serylces. and underplnnlng our outcomes and impact i5 our 51aff with lived experlence. We erlt staff with lived experience from many place5. but a key element of our recruitment and trainin8 15 our peer advisor programme in prison, with 40% of our staff holdin8 a criminal conviction. The recent probatlon refoms have meant that funding to offer the peer advisor programme within prisons Is highly limited. However. in recognition of the strategic importance of thls programme for our model and pipeline of staff, the Trustees have designated £1.¢ to enable us to continue offerin8 the programme in three prisons acr055 the Mmdlands. In addition to investin8 in those with lived experience, it is crucial that we invest in encouraging others to employ those with lived experien. is more crucial than ever as p05t-Brexit and Covid employee shortages take hold and a real opportunity is presented to create more genuinely inclusive employment practices. To enable us to act on this opportuntty we have desi8nated £25.C(Q toward5 an Employer Engagement Worker, with the ambition of ensuring that there are more opw)rtunsties for those with lived experience. 16
ST. GILES TRUST {A company Ilmlted by guarantee) REPORT OF THE BOARD OFTRUSTEES The objective of these strategic investments 1$ 10 secure the future of St Giles and ensure that the orBanisatknn remains robust over the coming years. Categ¢)ry Fund Amount Buildings and organisation81 infrastructure Buildings and organisational infrastructure £i.o(KJ,o Digital trainin8 50,( Digital support and technology infrastructure ICT & finance 50ftware £ 150,(MX) Client infomiation and resource platform £ 45,OCKI Staff Wellbeing Staff wellbeing £ 19.244 Match funding regwmal development É i(M).IXNJ Expansion of preventative services £ i(,0 Service Development, Suslainability and Income Diversification Match funding spot purchasing £ 150,(M)O Custody prison advisor project £ I,0 Employer Engagement Worker £ 25.CiJ) Total £1,739.244 FixedAssets ond Investment FurtdOf£ 251 Representing the cost of fixed assets and investments held. 3. Endowmenl Fund- £877.806 The endowment fund was gifted by the Royal London Society and is used to make small grants to those, at risk of offending or re-offendin& seeking employment to break the cicle of offending. These grants are for items such as IT equipment. training courses, acadernic books, drivin8courses, work related cbthin8, work equipment and tools, childcare expenses, travel costs and ID support. In addition we use the fund to provide hobby 8rantS to those servin8 Custodial sentences longerthan 24 months. 6.1 Investment policy In Investing 5t Giles, asset5 the Trustees have to balance competing prtorities. These are to use the assets to generate a reasonable income. whilst investing them Safety and in such a way that they are easily accessible in order to support cash flow or to make up a funding shortfall. In order to meet these prK)rities the Trustees invest the bulk of the assets in cash and the Charities Official Investment Fund ICOIFI. At the year end St Giles held £8,867,883 12020.. £6.387.3471 in various bank deposits ènd £41.155 12020.. £32,072) in equity-ba5ed 17
ST. GILES TRUST (A fompany Ilmlted by 8uarantee) REpoKf OF THE BOARD OF TRU5TEE5 investment funds. In addition we hold £877.806 in a mixed investment portfolio presenting the Endowment fund. GSven the flexibility and muftiple uses of these investments coupled with low interest rates during the year, it is the Trustees, opinion ihal the interest received of £23.277 1£10.093 Other investments & £13,184 Royal Londonl was reasonable. There was an increase in the value of endowment funds of £133,750 and in our other investments of £9,084. reflectln8 market performance of both the equity-based Investments as at the end of March 2021. 7. Risk Management The Trustees are reswnsible for the managementof the risks faced bythe charity and are assisted by the Senior Management Team. Risks are identified, assessed arKI controls established throughout the year. The Trustees are Satisfied that the major risks identrfied have been mitigated as far as rx)ssible. It is recognised that systems cannot ellminate all risks but only provide assurance that the identified risks are being managed. Over the last year we have Set up a Rlsk committee to oversee the management of rlsk undertaken by the Executive team. The committee has reviewed the latest Charirty Commission Governance Code and have identrfied how we fulfil each of its criteria. It has also begun the process of reviewing our risk management framework to identify any areas of improvement. Risks currently identified are focused around the need to Safe steer St Gile5 through a rapidty changing landscape from both an operational and commissioning perspective. More speclficalty these rlsks and their aS50ciated mitlgations can be described as the following: Adjusting our working prattice and delNery in a post*pidemlc environment indudlng retum to face- tO-fa working and supporting stafflclients who maybe anxious about returnin8 to workplace environments. Akhough Government restriciions are chan8in& we remain mindful that for many staff and clients, their INe5 have revofved around being at home in relative isolation with increased levels of anxiety and mental ill-health. In addition, many are experiencing difficulties with family relatlonships, debt and other issues. We therefore have to be sensitNe to how quickly and how far we expert staff to return to workplace locations whilst balancin8 the need to encourage Breater levels of engagement wlth clients especialty wtthin our ETE programmes. In the short term we are working to make sure all our Workpla l¢xation5 are frt for purpose for staff to retum including ensuring they are well ventilated. Staff are beSng glven the option of working from home whilst being encouraged to come in for some of the week for team meetin85, client engagement etc. In the medium term, at Camberwell we are working on plans to refurbish our Georgian House centre to make it more client welcoming and redesi8ned to allow for hybrid workin8 prartices. In the longer term, we are currently undertaking a Strate8ic review which will include a review of our overall working practice which will likely recognise and promote MO flexible ways of working. Potential breaches in data Infom7ation assurance and security- The turnt GDPR legislation places great importance in our ability as a Charity to protect the confidentiality and inte8rity of personal data in all forms. Failure to do so places the Trust at considerable financial risk. To mitigate thi5 we have put a lot of resource into ensuring we are compliant with the legislation and we retain the services of an external expert in this field to provide advice and support in the short term. Equally we have reviewed our policy and pro$se$ and all staff and volunteers are required to undertake regular online training in all aspects of data protection and security. 18
ST. GIiES TRUST IA company limited by guarantee) REPORT OF THE BOARD OF TRUSTEES Reduce(i Scope for Public Tenders as statutory funders ènd commissioners seek efficiency savings through larger scale procurement programmes. For many statutory and public services, commi5sionin8 continues to be done across large scale, regnal contracting partly to minimise the level of contracl management required. This lends itself to the larger prime contractors who whilst delivering very little directty have the necessary infrastructure and experien of managing supply chains. This means our abilty to deliver publicly funded services in the Cfiminal justl¢e sectors are predicated on working with a prime who is successful in winning contracts. Our success in the rent Probation Dynamic Framework commissioning where. in partnership with the We Group. we were successful in being awarded 16 contracts as a prime bidder demonstrated how we can compete with the bigger primes and Voluntary & Community Sector IVCSI providers. This partnership is likely to be the primary vehicle for further bidding within the Criminal Justice Sector ICJSI and we are currentty exploring other sectors where this approach coul(i be used. This doesn't preclvde working in partnership or as a su&contractor with other VCSIPrimes and we continue to explore Such possibilities. Staff and volunteers are at risk from stress andlor vrolence in the workplace. We work with the most socially excluded in prison and in the community and are often exposed to the frustratlons Ouf clients experience in trying to overcome the barriers in their lives. The commitment of our staff and volunteers in helplng clients find ways of overcoming those barrlers can lead to burn out and stress and resvlt in increased periods of sick leave. In particular, our prisons have become $$ safe with reduced or less eXrIenCed prison staffin& increased levels of drug use and violence meaning our staff have to be more aware of their own safety and wellbeing. We have a number of measures in place designed to support and protert our staff= o A performan management framework Invofving regular supeNision and appraisals. Offer of additional support to staff throu8h al our EAR service: bl mentoring support through our Professional Coaching Programme: and cl referral to our volunteer Psychotheraplsts for additional counselling SUPPOrt. o A Lone Working policy whKh invofves risk assessment and mitigating measures to reduce risk of harm to stsff. Getting the right Peer Advisor talent when rUitIng paid staff. Whllst we are creating a regular pool of Peer Advisors through our programmes In the prison and the community, they do not always have either the right set of competencie5 or the desire to fill the vacancies we have across the organisation. Employment of Peer Advisors underpins our ethos and delivery model so it is important we are able to demonstrate the ability to employ the appropriate number of Peers across our seNices to practice what we preach. The development of our community Peer Hubs managed by a dedicated speciallst leam land supported by our Quality Team) is enabling us to tackle questions such as preparing Peer Advisors for employment. It means we not only increase the number of Peer Advisors we train in the community but are able to focus on ensurin8 they have the right skills and knowledge to secu employmenl including with our services. We a developing bespoke programmes which can benefit our Peer Advisors includin8 specialist qualifications or~assurerf trainlng and a subrnitting proposals to train people including Peers to work in the serious youth violence fiekl. 5afe8uarding our clients. Thrs remains an ongoing risl there is increased awareness and external focus in this area. The number of young clients aged under 18 has SnifICant increased in last 2 years. Most of these clients are referred to us because they are vulnerable and at risk from violence and exploitation. OUT role is often to provide safeguarding risk mitigation interventions and there have been cases where clients have sUffed further trauma and even death where we have to 19
ST. GILESTRUST IA company limited by guarantee) REPORT OF THE BOARD OF TRUSTEES account for our fole and demonstrate we are not culpable for that outcome. The risk to St Giles is further exacerbated by oijr delrvery approach of employing Staff with lived experience, often quite recent and relevant experience to that which our young client5 are experiencing. All staff receive safeguarding training and those wor*ing with young people receive safeguarding children training both at induction and on an ongoing basis. Our trauma training also support5 staff to understand trauma triggers and provide more effective casework support. In addition the following sUPPOrt our safeguarding approach= o Safeguardin8- We have clear safeguarding policies and processes which cover adults, children and staff. The Director of Service is our Safeguarding Lead with trained Designated Safe8uardng Officers I"DS(Ys-l around St Giles who are the point of contact for staff where cases arise. All reported cases are logged on our safeguarding register. This is reviewed by the Safeguarding Lead. o Pollcy and Procedure- we have staff recruitment. risk assessment and vetting policies in place and these are regularly reviewed. This ensures we can demonstrate and evidence a robust and safe approach to working with young people which gives confidence and reassuran to our funders by mitigating risk of hami from our Staff. o Caseworking framework- currently in development, V are formalising our overall approach to client 5UPPOrt recognising for many of our clients the need to take a contextual approach to safeguarding. The new framework will provide guidance for staff and inform future trainin& recruitment of staff as well as a clear, reasoned and evidenced rationale for how we work with clients. o External Requirement- Some of our contracts require adherence to the policies and procedure5 Of our partners and other stakeholders and where thi5 occurs we will ensure that all relevant staff are made aware and appropriatety trained. 8. St Giles approach to fundraising Our supporters are key to everything we do. Each year they enable us to directly help thousands of disadvantaged people to find new homes, new jobs and build positive futures. That is why we are committed to being fully transporent and accountable about how their gifts are used. We try to keep our fundraising costs to a minimum with le55 than 4p in every pound we spend being spent on the cost of raising funds. This includes the cost of our fundfaising team as well as any fundraising activities we undertake. We are members of the Fundraising Regulator and as members we follow the Code of Fundraising Practice and the policy on dealing with vulnerable people. In the financial year ending March 2021 we did not work with any professional fundraising agencies and we did not receive any complaints about our fundraising. We keep up to date on changing regulation and ensure we comply with it by changing processes if necessary. We actively welcome feedback from sUPPOrters and will use it to improve and enhance our fundraising activities. We publish a copy of our Supporter Promise on our website. 20
ST. GILES TRUST {A company Ilmited by guaranteel REPORT OF THE BOARD OF TRUSTEES 9. REFERENCE AND ADMINISTRATIVE DEfAILS Patrons Jenny Agutter OBE The Rt Hon The Lord Phl1 lips ofworth Matravers KG PC The Rt Hon The Lord Gu5 ry1)onndl GCB FBA FACSS The Rt Hon The Lord Ho8an-Howe QPM Kt artin P. Grifliths Ambassad<)fS Christine ohunj08L MBE Freddie Fox Matk Tennant Sarn Bailey Trustees Alfy Hay50n Jahnine Oavis lappointed September 2020. re5i8ned November 20211 Ameeta Rowland Janet Hills (appointed Septembef 20201 Caroline Wadtngton lapwnted Septernber 20201 JohTr-Paul Marks Oiarles Pitts-Tucker Jul Key Inée Rice) Phil WTheatley C8 Pippa Murrav Sally Elev lappointed September 20211 rerry Learmouth Iresr8ned June 20201 Denise Jaggef (Chairl Duncan Gibson Erica Handling (appointed September 20201 Gary kjnes ITh accordance with the charity s Artitle5 of Association. Ehe members of the 8oaid of TfUStee5 hold office for a period not exceeding three year5. at which wnt they may be rwppointed for up to two fvrther tenns of three years and. save in exceptional circumstanees, Trustees shal noi serve rnore than a maximum ot nineyears. Key Management Pèrsonnel Rob Owen OBE Malcdrn Walker Andy Cross Chief Executive Deputy Chief Executi¥e/Finance Direttor Dirertor of Semces Senior manement Team Becki Navarro Bernie Ka5tner Evan Jones Katy Vau8han Mae Cramb Maria McNicholl Kkcky Park Stellarnaris Mohammed J(Hnt Head of Community Services Joini Head of Community Seryites Head of CCE Devdopment Head of FUndrasing Head of Skills & Ernployment Development Manaeer Head of Prison SeNces Head of Human Resources Re815ter•d Office & Centre vf Opera05 Georgian House 64-68 Camberwdl Church St London SE5 8J8 Russdl Cooke LlP 2 PtTheY Hill London SW15 6A8 Re8bstered Audltgr5 Haysmacintyre LLP IQ Queen St Place London EC4R IAG Investec 2 Gresham St London EC2V 7QP Bankers Barclays Corporate Level 27 I Churchill Place London É14 5HP CCLA Investment Mana8emeni Ltd Senator House 85 Victoria St London EC4V 7QP Charfty Retstratlon 140. 801355 Compafty Rl$trn No. 2175146 W•b51te www.stg41estrust.org.uk zi
ST. GILE5 TRUST IA company limlted by guarantee) REPORT OF THE BOARD OFTRUSTEES 10. STATEMENT OF TRUSTEES, RESPONSIBILITIES The role of Trustees includes the over5i8ht of the preparation of a three year Strategic Plan for St Giles,. the preparation of an annual budget- and consequent monitoring of performance. and advising and 5UPPQrtin8 management. Company law requires the Trustees to prepare financial statements for each financial year which gfve a true and fair view of the state of affair5 of the charitable company and of the incoming resources and application of resources of the charity, including the income and expenditure, for that period. In preparing these financial Statements, the Trustees are required to Select svitable accounting polrcies anfl then apply them consistently,. observe the methoth and principles in the Charities SORP: rnake judgements and estimates that are reasonable and prudent- and prepare the financial statements on the going concem basis unless it is inappropriate to presume that the charity will continue in business. The Truslees are re5ponsibk for keeping adequate accounting records which are sufficient to show and explaln the charitable compan¢s transactions and which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply wtth the Companies Act 2006. They are also responsible for safeguardin8 the assets of the charity and hence for taking reasonable step5 for the prevention and detection of fraud and other irregularities. So far as the Trustees are aware at the time this report rs approve(l.. there is no relant audit inforrnation of which the charivs auditors are unaware,. and all steps have been taken by the Trustees to make themselves aware of any levant audit information and to establish that the auditors are aware of that information. A resolution to re-appoint Haysmacintyre LLP as audttors will be placed befo members at the Annual General Meeting. In signing this report Trustees are approving the strategic report in their capacity as company directors. O behatf of the Board Georgian House 64-68 Camberwell Church Street London SE5 8JB Denise Jagger Chair of the Trustees 07 December 2021 22
INDEPENDENT REPORT OF THE AUDITORS TO THE TRUSTEES AND MEMBERS OF ST. GILES TRUST {A Company limited by guarantee) Independent auditorfs pOrt to the members of St Giles Trust Opinion We have audited the financial statements of St Giles Trust for the year ended 31 March 2021 which comprise the Slatement of Financial Artivities, the Balance Sheet, the Cash Flow Statement and notes to the financial Statements, Including a summary of si8nificant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and Unrted Kingdom Accountin8 Standaid5. includinB Financial Reporting Standard 102 The Finonciol Reportlng 5tandurdopplicoble in the UK ond Reprsblicof Irelond (United Kingdom Generally Accepted Accounting Practi1. In our opinion, the finanaèl statements: give a true and fair vlew of the state of the charitable companrfs affair5 as at 31 March 2021 and of the charitable companvs net movement in funds, including the income and expenditu, for the year then ended.. have been property prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and have been prepared in accordance with the requirements of the Companies Act 2¢X)6. 8asls for oplnlon We conducted our audit in accordante with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities 4Jnder those standards are further described in the Auditorfs 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 FRC'S Ethical Standard. and we have fulfilled our other eihical 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. Conduslons relatin8 to 80ing toncern In auditing the finanaal statements. we have concluded that the trustees. use of the 80ing concem basis of accounting in the preparation of the financial statement5 15 appropriate. Based on the work we have perfomed. we have not Identified any material uncertainties relating to events or conditions that. individually or collectivety, may tast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months frorn when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the tNstees with respect to going concern a described in the relevant sections of ihis report_ Other Information The trustees are responsible lor the other infom)ation. The other information comprise5 the infomation included in the Trustees, Report, Chairfs Staternent and the Chief Executive's Statement. Our opinion on the financial statements does not cover the other information and, except to the extent otheise 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 ad the other information and. in doing $0, consider whether the other infonnation is materialty inconsistent wrth the financial statements or our knowledge obtained in the audit or othenvise appears to be materially misstated. If we identify such material inconsistencies OT apparent material misstatements. we are required to detemiine whether the is a material misstatement in the financial statements or a material misstatement of the other infom)ation. 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. 23
INDEPENDENT REPORT OF THE AUDITORS TO THE TRUSTEES AND MEMBERS OF ST. GILES TRUST IA cornpany Ilmlted by guarantee) Opinions on other matters prescrfbed by the Companles Act 21x16 In our opinion. base(l on the work undertaken in the course of the audit: the information gNen in the Trustee5' Report Iwhich includes the strategic report and the direclors. report pPared for the purposes of company lawl for the financial year for which the tlnancial statements are prepared is consistent with the financial ststements- and the strategic rep)rt and the directors. report included wlthin the Trustees. Report have been PrePad in accordance with applicable le8al requirements. Matters on whlch we are required to report by exception In the118ht of the knowledge and understanding of the charitable company and its environment obtained in the course of the audr(, we have not identSfied material misstatement5 in the Trustees, Report (which incorporates the strategk report and the directors. report). We have nothin8 to report in respect of the folbwing matters in relation to whlch the Companles Att 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept by the charitable company- or the charitable company financial statements are not In agreement with the accountin8 record5 and returns; or certain disclosures of trustees, remuneration specifth by law are not made: or we have not received all the infonnation and explanations we require for our audit. Respon5ibllltles of trustees for the finan¢lal ststements As explained MO fully in the trustees. responsibilities statement set out on page 22, the trustees (who are also the directors of the charitable company for the purposes of company lawl 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 a5 the trustees determine is necessary to enable the preparation of flnanclal 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 charitable CoMpanS ability to continue as a going cOnrn, disclosin& as applicable. matters related to going concern and using the Bolng concern basis of accounting unless the tnJ5tee5 either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditorfs responsibilities for the audit of the financlal statements Our objective5 are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatemellt, whether due to fraud or error, and to Issue an auditorfs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance wlth ISAS IUKI will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are consided material rf, indlvldualty or in the aggregate, they could reasonabty be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities. including fraud, are instances of nonrfompliance with law5 and regulations. We design procedures In line with our responsibilitie5. Outlined above, to detect materlal mlsStatement5 in respect of irregularities, including fraud. The extent to which our procedures are capable of detectin8 irre8ularities, Including fraud is detailed below. 8a5ed on our understanding of the charity and the environment in which it operates, we ident1fd that the principal rlsks of non-compliance with laws and regulations relate to safeguardin& health and safety. GDPR, and employment regulation5. and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a dlrect impact on the preparation of the financial statements such as Companies Act 2C(16, the Charities Act 2011. and UK tax law. 24
INDEPENDENT REPORT OF THE AUDITORS TO THE TRUSTEES AND MEMBERS OF ST. GILES TRUST {A company Ilmlted by guarantee) We evaluated managemenys incentNes and opportunities for frnudulent manlpulatlon of the financial statements lincluding the risk of override of controls), and detemiined that the principal risks were related to manipulation of results through journals testing and through income recognition. Audit procedure5 performed by the engagement team included: Oiscussions with managemeni intdIng considerntion of known or suspected instances of non- compliance with laws and regulatim and fraud- Evaluating management's controls designed to prevent and detect irreguiaritles- Identifying and testingjournals, in particularjournal entries posted with unusual account combinations. postin85 by unusual users or wtth unusual descriptlons- and Challengirg any assumptbons and jud8ernents rnade by management in determining the chariws entitlement to income at the year-end. A further descriptlon of our responsibilities for the audit of the financial statements is located on the Financial Reportln8 Council's website at.. www.frc.o auditorsres onsibilities. This description forms part of our auditorfs report. Use of our report This reFQrt is made solely to the charitable company's members. as a body. in Kcordance with Chapter 3 of Part 16 of the Companies Act 2(KJ6. Ouraudit work has been undertaken so that we might state tothe charitable company'5 rnembers those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted law, we do not accept or assume responslbility to anyone other than the charitable company and the charitable company's members. as a body. for our audit work, for thls report. or for the opinions we have fomied. Lee Stokes Isenior Statutory Auditor) For and on behalf of Haysmacintyre LLP. Statutory Auditor 10 Queen Street Place London EC4R IAG Date: 16 December 2021 25
ST. GILES TRUST IA company limited by 8uaranteel Company Number: 2175146 STATEMENT OF FINANaAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2021 Notes Unrestrfcted Funds Restrlrted Funds Endowment Funds TOTAL 2021 TOTAL 2020 Inco e3nde Donations Legacies Charltable activltles Tradine Income Investment and other income Endowment Fund Investment Income dowment from: 496.584 2.803.288 3,299,872 4.562,018 121.933 10,459.667 108.736 44,484 15,516 4.629,297 6,937.354 38.298 10.093 13.184 11.566.651 38,298 10,093 13,184 Total Income 5.125.881 9.802217 14.928.098 15.312.354 ènditure on Costs of raisin8 funds Charitable Activities.. Community servIs Prisons Trainin8 Other programmes Total expenditure 69.269 402,933 472,202 411.583 5.773.854 174,065 2.735,242 693.287 9,779.381 5,773,854 4,042,739 2.735.242 693,287 13.717324 5,986,356 4.531,921 2.123.903 265,783 13.319,546 3.868,674 3.937.943 Net Inco before In¥estment ¢aln$lllosses1 1.187.938 22,B36 L210,774 1,992,808 Net Èalnslllossesl on investments Net InGome/expendlture Transfers between fund5 Net movement In fvnds 133,750 142.834 193.4971 1.197.022 22.836 133.750 1.353,608 1,899,311 1.197.022 I236 133.750 1.353.608 1.899,311 Reconciliation of Fund$ Fund balances B/Fwd Fund balances CIFwd li 5J)31254 6.228.276 2.271925 2295,761 744.056 877.806 8.048.235 9.401.843 6.148.924 ,048235 The notes on pages 2941 forni part ofthe5e accounts. The Statement of Finanoal Actiwties also indude5 the kncome and Expenditure account for the year. There are no reco8nised gains and losses other than those shown above. Full comparative5 for the Statèment of Ftnanoal Activities are shown in te 12. 26
5T. GILES TRUST IA company Ilmited by guarantee) Company Number: 2175146 8AiANCE SHEET AS AT 31 MARCH 2021 2021 2020 Notes FIXED ASSETS Tanglble fixed assets & Investment Tangible fixed assets Investments 865.096 918.961 1.784.057 889.512 776.127 1,665,639 CURRENT ASSET5 Debtors Cash at bank and in hand 2.601,979 8,868,111 11.470.090 2.347.901 6.387,347 8.735,248 CREDITORS: Amounts falling due within one year Net Current Assets 13.8S2.3051 12.352.652) 7.617,786 6.382.S96 NET ASSETS 9AOI,843 8,1)48,235 INCOME FUNDS Unrestricted funds . General fund Desilnated fund - Projects Designated fvnd - Fixed Assets & Investments including revaluatlon reserves £69,932 3.582.781 1.739.244 3.364.671 745,000 li 906.251 877,806 2,295.761 9.401,843 921.583 744.056 2,272,92S 8,048.235 Restricted Endowment Fund Restricted Funds li Approved and authorised for issue by the Board of Trustees on 07 December 2021 and signed on its behalf by.. Dentse Ja88eF lie Key The notes on pages 2941 form part of these account5. 27
ST. GILES TRUST IA company limlted by guarantee) CASH FLOW STATEMENT AS AT31 MARCH 2021 2021 Cash flows from operatlng actmdes Net cash inflow from operating aciivitie5 2.524,421 2,166,321 C¥sh flows from In¥e5tlnz a(tl¥llles Interest recelved Payments to acqulre flxed assets Net tash provided by lfivesting actlvlties 23.277 167,1621 143MS1 60,000 1116.9441 156,9441 X121 2020 Change in tash and cash ÈquivalÈnt in the reporting period Cash and cash equivalent5 at the beginnlng of the year Cash and cash equivalents at the end of the year 2,480.536 6,387,347 8.867W3 2,109,377 4.277.970 6.387.347 Reconclllatlon of net Incomel {expendSture) to net fash Infiow from operatlng octlvltles 2021 2020 Net Income for the reportln8 pertod las per the Statement of Flnandal Aciivitle51 Interest recelvable Oepreciation of taneible ffixed assets Oeerease/llncreasel In debtors Intrease/ldecreasel in trtditor5 Net Cash provlded by (used In) oper¥llng adl¥ftles Inllow (outllow) from operat1 adlTAtSes 1.210.774 123,2771 91,578 1254.0781 1.499,424 L524A21 1,992,808 160,(WI 77.594 1330.3311 486.250 2.166.321 28
ST. GILES TRusr {A company Ilmlted by guaranteel NOTES TOTHE ACCOUNTS AS AT 31 MARCH 2021 ACCOUNTING POUCIES The financial statemènts of St Giles Trust are prepared underthe historical tost convention as modified to Indude the revaluation of investrnents at market value. and in accordance the Ststement of Recommended Practice for Charities 150RP edltion 21 and applicable accountin8 standards (FR5 1021. The finanoal statements are in pounds stedin& rounded to the nearest pound. Income Oonatlolls. income frorn contracts and sundry IrK0 are recognisÈd whèn St Glès has ÈntitlÈmÈntto the fund5. performance conditions attsthed to income have been met. it is probable thatthe economic benefits asstitiated the int¢)me wll flow to St Giles and the amount can be measured rellably. Grants rec•vable are included in the Statement of Finantial ArtNtties ISOFAI and are reeognised when the charity has entttlementtothe fvnds. any perfomiance conditions attached to the grants have been met. it is probable ihat the economie benefits assotiated with the income will flow to St Giles, and the amount tan be mèasurtd rdIaty. Grants relating to subsequent years are carried forward as deferred income. b. Expendltuie Expenditure is recogni5ed where there is a legal orcon5trLKtiveobligation to make a paymentto a third party, it is probable that a settlernent will be required and the amount of the obligation can be measured reliably. St Giles is re8iStereil for VAT and Ording. all expenditure is shown gross of irreeoverat VAT. tirect costs are charged to costs of generatin8 fvnds and charitable actrvities as zppropriate. Support costs are defined as those cost5 necessary tocarry out activitie5 but whith do not constitute the oytwt of the actiwty. Tan8lble Flxed Assets Depreoation is provided to wrlte off the cost of the fixed a55ets, except freehold land, over their experte(* usefvl lives. Freehold buildin8$ and improvements Furniture and fittings Motor 2% per annum straight line 2S% per annum strai8ht line 33% per annum straight line Ta¥atlon The company is a re8lStered charity, and accordin¥y is not subject to Corporation tax to the extent that its income is expended for tharitable purpose% Pen51on Costs Contributions made on behalf of empl¢)yees' defined Contriblon pension pcAioes are char8ed to the ststementof linancial actwities in the year in which they become payable. New and existing ernployees who are not in the scheme were automatically enrolled in the Scheme unle55 they have exercised their r¢ht to ¢)pt out of the pensi¢)n stheme. St &"les matches tontributions up to 6% and acts as an a8entin cdlectin8 and paying er the pensi¢)n contribution5 to third party pension providews. ¥estments Investments are shown at market valuè in the finantial statements. Net gains and losses are taken to the Ststsment of Finanoal Artibrykn'es. i. Oeslenated fu•KI The desi8nated fvnd repre5ent5 unrestricted fund5'. tied up in fixed assets and lon8 term investments. and allocated to future proiects {see note 11). 29
ST. GILES TRUST IA company Ilmlted by 8uaranteel NOTES TO ThE ACCOUNT5 h. Endowrnent Fund The endowment fund reflerts on amount re1ved from the Royal London So¢iety to be held as an endowment. Up to 5% of the capital tan be expended annualty. Golnl Concern The Trustees consider that there arè no material uncertainties re8ardin8 St Giles. ability to tontlnue as a going toncem. they have rewewed budgets and forecasts for the next 12 months and have determined that there is a signrficant pertentage of incorne available from existing agreements. The Trusiees consider that the level Of unrestrirted funds is within the seNe$ polity and additionally there are contingency an$ in place to reduce eNpendsture if income 15 lower than antidpated. Crttkal at¢ounting judgements and estlmates In preparing these finantial statemtnts. management has made judgements, estimates and assumptions that affect the application of St Giles. accounting policies and the pOrted assets, liabilities. income and expenditure and the di5c105ures made in the financial statements. Estimates and judgements are continually evaluated and a based on historical experience and other factors, includin8 expectations of future Èwents that are believed to be reasonable under the circumstances. The most significant area of judgement is in relation to income retO8nition. The policies for income recognition are set out in note la. Cash at bank and In hand Cash at bank and cash in hand includes cash and short terni hi8hty liquid investments with a Short maturity ol 100 days or less from the date of acquisltioffl or0nIng of the dep051t or Similar accounL Flnanclal Instrumènts St Giles only has finanoal assets and finanaal liabilities of a kind th* qualify as basic financial instruments. Basic finanoal instrnments. indudin8 trade and otherilebtors and creditors are initoally reccyised at transactioft value and sub5equenty measured at their settlement valve. m. Credltors and yovlslons Creditors and provisi¢)ns are reco8nised Whe St Giles has a prtstnt obligation re5ultin8 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 tan bt measured or estimated reliably. Fore1 currencytranslatitin St Giles, functional and presentation currency is pound sterlin8. Monetary a55et5 and Itabilities denominated in forei8n currenties are trdnslated inlo stedin8 at the rates of exchange ruling at the balance sheet date. Transactions in forei8n currencies are recordeLI at the rate ruling at the date of the transaction. Dornnt Subsldlary St Giles has one subsidiary undertaknnB. St GilesTrust Enterprise5 OC The subsldlary has never traded and it is domant. On this basis ¢onsolidated accounts have not been prepared. p. Le8al Status St Giles Trust is a company limited byguarantee registered in England & Wales. It is also a registered ch¥ity. Its registered address is 64-68 Camberwell Churth StreeL London SES 8JB. 30
ST. GILES TrUST IA company limlted by 8uarantee} N07ES TO THE ACCOUNTS GRANTS RECEP4ABLE Included within incorne of £14.928.tr38 are grants of £3.1J)7,251 as detaled bdw: 2021 2020 Funder and J Uoyd Family CharitableTrust BBC Children In Need- CLIC 4,9S6 28A71 39.956 74,305 25,328 Bec Children In Need- COPE BBC Chlldren in Need- LEDGE Bell Foundation 11.314 166J)54 818 Lottery. Peer pthsor Centre, leeds 818 Lottery. Peer Idvisor Cenir¢ Wales Bie Lottery Fund and ESF 8uilding Bettw Oppothnities 818 Lottrty- Pew Hub London Credltsulsse Charity of iheyear Credit Suisse EMEA Foundation 81,352 528h48 1.113575 36457 803,551 504,947 200.100 111.895 15,c•)O 76.266 38 EQ Foundation Expat Foundation Girdlers. Company CharitableTrust Gvryneth Forrester Tiust Holbeck Charitsble Trust 25.000 39,850 25.000 25244 10.000 56.400 JBVC Foundation Kensington and Chdsea Foundatlon Kensington and Chdsea Foundaiion- Cado8an iancashire Fovndztion 45.0 50.000 40,0 23.783 57525 100.wo 1,723.375 100.c 25,IXIO 41,220 Marshall Foundation Masonic Charitsble Foundation inton CharitsbleTrust 50.c(IO 1.461.812 120.000 Nats'onal Lottery ComrNnity Foundation= Quadrature Capital St James's Place Charitable Foundation 75.008 74,831 39.175 stste Street Suffolk Conwnunity Foundation Tampon Tax The Bi8 Yefiow Foundation The Insurante Industry Charinf Foundation Thejohn Carrafidl Farrily Fund The Schroder Foundation 27Mfy) 555.685 21.000 20.000 10,000 lo.0 9.792 80,000 Trust For London Waterloo Foundation 53.471 Wofkin8 OUL Ip5wch Worshipful Cornpany of C4rt1tts Worshipful Company of Gunmakefs Youth Fure$ Foundation 128,150 36.750 65,lY)O 25,LYIO 12.063 47,842 3m7.251 3,350510 31
ST. GILES TRUST (A cornpany limlted by warantee) NOTES TO THE ACCOUNTS 3a. ANALYSIS OF EXPENDrruRE Staff Total 2021 oiher Depredatlon Cost of raising funds Charltable acllvltles: Communlty sery1$ Prisons Training Other Ilncluding RLS) 377.334 92,523 2.345 472.202 4.830,658 3.125.162 2,093,148 191.874 10.618 176 890,051 9J2,715 622.140 5W.141 3,007.570 53,145 14.862 19,954 1,272 91,578 5,773,854 4,042,739 2.735.242 693,287 13,717,324 COMPARATIVE FIGURES 2020 BELOW: Staff Costs Total Z020 Other Depredatlon Cosi of raislng funds Charltable actlvltles- Community Servi5 Prfsons Training Other linduding RLSI 314,666 94,992 1.92S 411,583 4.326,250 3,123.155 1,587,360 182.472 1,616.880 1,393,994 520.309 81,874 3 708 049 43.226 14.n2 16,234 1.437 5,986,356 4,531,921 2,123.903 265,783 13 Induded wlthln toial resourtes expended are the auditors, remuneration for audit of £17,22012020'. £16,560). for non-audit services £012020.. £01, and depreciation of £91.57812020.. £77,594). 32
ST. GILES TRUST IA company limlted guarantee) NOTE5 TO THE ACCOUNTS Yb. ANALYSIS OF TOTAL EXPENDITURE- DIREcf AND SUPPORTCOSTS Dlretl pport Total 2021 Cost of raising fund5 435.431 36.771 472,202 Charltsble acllbrftles". Cornmunlty Services Prisons Trèining Ixher IlTrcludin8 RLSI 5.132.917 3.486.271 2.427.444 677.338 640,937 556.468 307,798 15,949 5,773,854 4,042,739 2,735,242 693.287 U,159001 1557.913 13.717.324 COMPARATIVE FIGURES 2020 BELOW: Dlrect 5pPort Costs Totsl 2020 Costs Cost of raisin8 fvnds 370.032 41,551 411,583 Charltable activilles: Community Semces Pn'sons 5,301.762 3,876.850 1,938.227 258.148 684.594 655,071 185.676 7.635 5,986,356 4,531,921 2.123.903 265,783 Trainin8 Other Ilncludin8 RLS) 11,745A119 I74.517 13.319y6 Included in support tosts afe governance costs of £18.24012020= £18.144}- 33
ST. GILES TRUST (A company limited by Buaranleel NOTES TO THE ACCOUNTS 3L BREAKDOWN OFSUPPORT cosr BY AcnviTY Dlrertorote. Flnance. HR •od Olhw C•ntral Str¥kes Cost Totsl 2021 Cost of raising funds Charltable artivlties: Communiiy Services Prisons Tralnin¢ Other 23.405 13.366 36,771 213,666 165,B54 46,063 4.412 427,271 390.614 261,735 11,537 640.937 556,468 307,798 15,949 I57.923 COMPARATIVE FIGURES 2020 BELOW: Dlrertorate. Flnanc•. HR and Other Central Services Cost Tolal 2020 Cost of raising funds Charltable acllvltles: Community Services Prlsons Tralnin8 Other 28.263 13.288 41.551 130.686 123,253 59.873 6.024 348.1)99 553.908 531.818 125.803 1.611 684,594 655,071 185,676 7,635 1226 I.57417 Support tosts have been allocated to actiwtie5 on the basis of stsff numbws in eath area.
sr. GILES TRUST IA Company Ilmlted by guarantee) NOTES TO THE ACCOUNTS srAFF COSTS 2021 2020 Wages and Salaries Social Security Costs Pension Costs (note 101 Redundancy costs 9,389,218 863,19) 354.704 11.064 10,618,176 8.411,879 778,902 324,716 18,406 9533,903 The average number of employees. anal by funrtion was: Community Services Training Prisons Fundraising and publicity Mana8ement, other5 and administration of the Charity No. 176 67 No. 151 57 51 41 36 302 •The number of staff earThng above £60.(KKI per annum are". Band £60,rxii- £70.0 £70,Tr)1- £80,cts) £80.l- £90.C Above £90,1 No. Ttris does not include pension and National Insuran ContriblOnS. The key management personnel are the Chief ExecytNe Officer. Deputy Chief Executive & Dirertor of Se1$. The totsl employment benefits paid to key mana8ement personnel were £302,96612020.. £303.1101. TRANSACTIONS WITtrI TRUSTEES No Trustees receive any remuneratirffi or benefits from their trusteeship. l)uring 2020-21 rno expenses werè réimbursed to TrustÈe512020.' nill. 35
ST. GILES TRUST IA ¢ompany Ilmlted by guarantee) NOTES TOTHE ACCOUNT5 6. TANG18LE FIXEDASSETS Freéhold. Lind & Bulldln Furnfture and Flttln Motor Vehlcles Total At l April 2020 Additlons Balance at 31 Marth 2021 1,190.511 679.774 39,420 1,909.705 67.162 1,976,867 I,19011 746.936 39A20 DEPRECIATION At l Aprll 2020 Charge for thè year Bzlance at 31 Marth 2021 458.342 21.207 479.549 523,984 37A67 1.553 39N20 1.020.193 9J,578 1.111.771 592.802 NET BOOK VAWE 31 Marth 2021 710. 865.096 31 Marth 2020 155.790 1,553 889.512 Overdraft Charle St Giles has acce5S to an overdraft 01£4LXI,(X¥) with Bardays Banl if used a thar8e will be held against the Head Office premlses at Camberwell Church streeL INVESTMENTS 2021 2020 Market value at l April 2020 Net unrealiseil gainslllossesl on revaluation At 31 March 2021 776,127 142.834 869.624 93.497 776.127 Historical cost at 31 Marth 2021 S4929 S4929 The Investmenis are held in the Royal London Society Endowment fund. Bardays Capitsl fund, M&G Charifund and the Merrill Lynch Charinco fvnd. 36
ST. GILES TIIUST IA ¢ompany Ilmlted by 8iiaranteel NOTESTO THE ACCOUNTS DEBTORS Trade Debtor5 1,671.979 887,796 42,204 £I601,979 2.031.986 277.075 38,840 2347.901 Prepayments & Accrued Income Other Debtors CREDITORS 2021 2020 Due Wlthln l Year Grants recaved in adnce Trade uedltors Taxes & Soual Security Other ueditors Accruals 2,908.361 344.782 229.778 10.107 359.048 3A52,076 1,520,551 393,428 189.153 31 249.489 1352.652 2021 2020 Recondliation of wants recei¥ed in advante Grants received In advante brought forward Amount released during the year Amount deferretl durln8 the year Grants received in advance 1.520.551 11,494,948) 2,882.758 90861 1.217.810 11.154.1961 1,456.937 1.520.SS1 PENSK)NS The company makes eontributions to em0vee deftned contribution pension pdities. The pen&on cost represents contributions payable by the company. Contrbbutions payable during the year amounted to £354,704 12020.. £324.7161. A treditor is induded in the aceounts in respect of the amounts due at the year end. 37
ST. GILES TRUST {A company Ilmlted by 8uarantee) NOTES TO THE ACCOUNTS Ila. ANALYSIS OF NET ASSEfs BETWEEN FUND UMest¢ided Restrkt Funds Fund5 T¢t•l Funds Fund5 Ful B•lan¢es at 31 Maf¢h 2021 art 1•preted by. T&n8ib fed a55ets Investments Currentassets Current Ilabiiities Total net ¥sws 865.096 41.155 9,174,101 3 852,076 6.228276 865.096 918.961 11.469,862 13,852,076) 9.401.843 877.806 2,295.761 2.29S.761 877W6 Fljted Assets & In¥estffnts G•nernl Fund Desi¥rwted FurAs Aestrltt¢d FurKIs Endowmeni Fund5 Total Fun Fund Fund BanCeS 8Mwd Income Expenditure Gain5llLos5esl on Investment5 921.583 3.364.671 4.062.941 13,869,247) 745.000 1,062.940 16B.6961 2,272.925 9.802.217 19.779,3811 744.056 8,048,235 14.928,098 113,717.3241 9.084 133.750 142.834 930.667 3.558.365 1.739.244 2.295.761 877,806 9,401,843 Transfers Shortfall on restriaed fundng made good ChaTh8e In fSxed assets Total net •Mets 24.416 24,416 295.761 877.806 9AOI,843 Comparaflvè Analysls of Net Assets Between Funds 2020 Unrestrkted ftestritted Funds Funds Endowment Funds Total Funds Fund Bolan¢es at 31 Marth 2020 •r• represented by: Tangible fixed assets Investments Current a55et5 889.512 32.071 6.462.323 2.352.652 5,031254 889.512 776.127 8.735.248 2.352.652) 8W,235 744,056 2,272.925 Total net assets IZ72.925 744.056 Fl¥•d Assets & In¥estnnts Fund General Fund Deslgnated Funds R•strlrted Funds End¢>wrnent Funds Total Fund5 Fund Balancs Blfwd Income Expenditure Gain51lLosses1 on Investments Transfers Change in fixed assèts Total net assèts 891.830 3.013,974 4,127.873 {3.737.8261 1.415,164 10.439,481 19,581,720) 827,956 6,148,924 15.312.354 113,319,546) 74S.C4)0 9.597 882.233 39,350 911.583 93.497 8,048,235 3.404.021 39.350 3,364.671 745.¢0 2.272.92S 744,056 745.( 2.2n.925 744,056 8.048,Z35
ST. GILES TRUST {A company Ilmlted by guarantee) NOTES TO THE ACCOUNTS Ilb. ANALYSIS OF MOVEMEMTS IN REsTricfED, I)ESIGNATED AND ENI)OWMEMT FUND Restrfcted Funds Total Blfwd Income ExpendIre Transfer Clfwd Community Services Prison Services Training Other Programmes Total net assets 815,257 178,302 779.366 5.783.365 176.065 2.739.242 1.103.545 9,802217 5.773.854 174,065 2,735,242 1,096.220 9.779,381 824,768 180,302 783,366 507,325 Z,295,761 2,272.925 Desiinat•d Fund- Proie¢ts Total Blf¥¥d ne Expendlture Transfér 17,9401 20,000 Clfwd Buildings & organisational infrasiructure Inlrastructure WFH COVID -19 Di8ltal Trainin8 ICT & Finance software Client information & resourte platform staff wellbeing Match funding regional development Expansion of preventative servites Matth funding spot purchasin8 Custody prison advisor projert Employer En8a8emeni Worker Developln8 a 3 year straiegv 1S0,¢X 837,940 I,oco,oco so.cKKJ Iw,o Ico,r 150.CD) 129.0921 120,9081 Iify).0001 150,0001 150.orxj 45,C(K) 45,orxi 50.IX 31.664 908 19,244 Ico.000 i¢x),000 loo.000 150.0 100.ooo 25.000 150.( 25,(MXI l(KJ,r Total 8lfwd Inwrnel vestment Galn Expendltuiel Investment losses Clfwd Endowment Fund Royal London Society Endowment Fund 744.056 133,750 133,750 877,806 877.806 Total 744.0 39
ST. GILES TRUST (A c¢)mpany limited by Euarantee) NOTES TOTHE ACCOUNT5 COMAPAFiATIVE ANALYSIS OF MOVEMENTS k•4 RESTRIrn. DESNATEDANO ENDOWMENT FUNDS 2020 Restrlcted Fund5 Total B/fv ome EendItUre Transler Clfwd Communlty Servlces Prlson Servlce5 343329 267.192 804,643 6.458.284 756.335 2.098.626 5.986.356 845.225 2.123.903 815,257 178.302 779,366 Tralnlng Other Programmes Tot•1 n•t assets 1.126,236 IAIS.164 IOA39A81 626.236 981.720 500,000 2272.925 Desn•ted Funds- Prolert$ Total 8lfwd In¢ome Exp•ndltur• 150,000 150.000 loo00 50.000 100,000 50mO 45mO 100.000 745.000 Trtsfer Clfvid 150.000 150.000 Repa5rs and Refurblshment Icr& Flnance software COVID-19 loo,000 so.000 loo.000 SO00 45,000 loo.000 745.000 Infracture WFH DIBltal Tralnlng Wellbel n8 of staff lone workin8 Ortellne platform Devdoping a 3 year Strategy Endowment Funds Total Bllwd Incomel Expendlturel Clfwd vestment knb*stmenl Loss•5 Royal London Soclety Endowment Fund 827,956 827356 183.9001 183?IMI) 744.056 744A156 Total The Investment Baln In the fvnds invested V•ryth Inve5tec led to z rise In ¥alue of the Endowment In 2020121.
ST. GILES TRUST (A ¢ompany limlted by 8uaranteel NOTES TO THE ACCOUNTS 12 COMPARAfivE SYATEMENY OF FINANCIAL ACTIVIThS 2020 Notes iknrestrkted Funds Restrlcted F5 Endowment Funds TOTAL 2020 TOTAL 2019 Donations Legacie5 Ch4ritsble actlvllles Tradln8 Incorr Investment and other i41COff Endowment Fund Investmult Income 584.352 121.933 4,166,588 3,977,666 4.562.018 121.933 10.459.667 108.736 44.484 15.516 3.625.653 6.293.079 108.736 44.484 15.516 7.308.326 125,838 21.639 27,815 Total Inumne 47273 IOA59H81 15J12.354 11.109871 ndlture on Costs of raisinR Ivnds Charitable Aciivit¢es- Communlty Serv4¢es Prlsons Training Other pro8rzmme5 Total exptndllure 51.130 360,453 411.583 396,958 5.986356 845,225 2.123,903 265 783 9581.720 5986.356 4,531,921 2,123.903 265.783 19 46 10 3,279,553 3,615,975 2,670.583 475022 38 91 3.686.696 3,737026 ij Net Income before Investment ganslllossesl 1.135.047 857.761 1.992.808 671.180 Net Ilossesl/8ains on Investments Net Inrne/eXPendUre Trarbsfer5 between funds Net movement In lunds 19.5971 183.9001 193,4971 8,286 1.125A50 857.761 183 JOOI IM99.311 679A66 IJ25N50 857.761 183 JOOI I99311 679A66 Reconeiliation of Funds Fund balan¢e$ 8/Fwd Fund balances CIFwd li 3.905.804 SJl31254 1.415.164 2.272.925 827.956 744A156 6 148 924 8.048 235 5 469 458 6 148.924 13. COMPANYSTATUS The company is a registered charitable company lirrAted by guaranlee. The rnernbers. liabllity is limited. Every member of the company undertakes to CrtribUte up to £25 tg the assets of the company in the event of it being wound up during the time he or she is a member or thin one year afterwards. Members comprise the board as constituted fr time to time. 41