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, she￿er, 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$￿￿ our teams could stay safe and well. Lastly, it remained vitalthatwe stayed true to our long-term vision and purpose of helpin8 people experienclng adversity build better futures through our peer-led approach. Some of the adaptions to our services and support structure5 that we made for Covid have opened up new possibilities. Our cllents became digltallv enabled and empowered through online delivery which in tum improves their employability skills. Our work around food poverty through the Pantrie5 took on a new meaning and access to heatthy food has turned into a means of reachin8 new clients with our expert advice and guidance services. In a lot of areas we probably won't Complete￿ be goin8 back to how we were before. We are now facin8 what is posslbly a perh)d of unpre￿denled turbulence and there will be some real challenges ahead for everyone in the sector. More people will be in need of support against a backdrop of Ilmited income. We will all need to deliversmart ways of working which involve collaboration, lived experience and digital delivery. l am confident thal St Giles has the resilien￿, experierlce and wisdom to overcome these future challen8es and ensure that we continue to help individua15 and communitie5 successfully navigate the dlfflculties that the post Covid world will present. We will continue what we have always done best - providing high quality servi￿$ 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 Col￿agueS 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 seN1￿5 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 fa￿d 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 a￿a. 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 applIcat￿r￿. 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 Suc￿seS 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 dIVe￿e range of needs. We provide: Help for vulnerèble VC￿n8 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 t￿M 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 ernploy￿nt. 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 d￿bilItieS and rnental health issues Dlsadvantaged adults who need help to b￿)st thelr confKlence. eXperIe￿e 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 PreV￿￿S years. A narratlve explanation follows and some temis are explained here- Peer Advisor. a St Gile5 client or d￿advantaged 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 Cl￿41￿5 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 e￿ntIal5 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 chIld￿n 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 cl￿ntS 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 app￿ntiCe$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 $esS￿nS, 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 circumstan￿5 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 tall0￿d 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 closU￿S 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 Ser￿US 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 serVi￿S 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 reQlect￿n 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 int￿3Se 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 comm￿s1On 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 pr￿sure$ 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 fO￿ard 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 servi￿5 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 buildinwrnent Funds Total Fund5 Fund Balanc*s 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 ExpendI￿re 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. DES￿NATEDANO ENDOWMENT FUNDS 2020 Restrlcted Fund5 Total B/fv ome E￿endItUre 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 9￿81.720 500,000 2272.925 Des*n•ted Funds- Prolert$ Total 8lfwd In¢ome Exp•ndltur• 150,000 150.000 loo￿00 50.000 100,000 50mO 45mO 100.000 745.000 Tr*tsfer Clfvid 150.000 150.000 Repa5rs and Refurblshment Icr& Flnance software COVID-19 loo,000 so.000 loo.000 SO￿00 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 F￿￿5 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 4*72*73 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 In￿rne/eXPend￿Ure 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 I￿99311 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 Cr￿tribUte 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