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2021-12-31-accounts

DEPAUL UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR 2021

A company limited by guarantee Registered number: 0244093 Charity numbers: 802384 & SC049244

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

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Young woman in supported
accommodation service in South London
© Depaul UK
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CONTENTS

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Joint Chair and CEO statement 5
What we do 7
Strategic overview 7
Our impact at-a-glance 9
Our services and programmes 10
Client voice 16
How we do it 18
Finance review 22
Fundraising, communications and public affairs 24
How we’ve engaged our supporters 26
The Depaul Group 29
Looking forward 30
Future plans 30
Risk 32
Structure, governance and management 38
Depaul UK charitable objects and public benefit 38
Constitution 38
The Council of Trustees, the Committees
and the Executive Team 39
Reference and administrative details of the company,
its Trustees and advisers, for the year ended
31 December 2021 44
Statement of Trustees’ responsibilities 45
Provision of information to the auditor 46
Independent auditor’s report on the financial statements 46
Statement of financial activities 52
Balance sheet 53
Statement of cash flows 54
Notes to the financial statements 56
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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

JOINT CHAIR AND CEO STATEMENT

Depaul UK Education Officer leads students through an education workshop © Depaul UK

The second year of the pandemic continued to have a deep impact on our clients, our staff and our volunteers. This shaped how Depaul UK responded to the challenges and opportunities we faced in 2021.

Homelessness remains a huge issue in England. Between April and June 2021, 66,040 households were initially assessed as homeless or threatened with homelessness – up 1% from April to June 2020. Young people were hit particularly hard. Between July and September 2021, 280 young people were seen sleeping rough in London – up 12% from pre-pandemic levels. This trend is set to continue: cuts to universal credit, freezing of local housing allowance, the end of the eviction ban and the wider cost-of-living crisis in the UK, will lead to more people becoming homeless because they simply cannot afford to pay the rent. We know that young people were more likely to lose their jobs during the pandemic and that many are still unable to find work. The Centre for Mental Health has predicted that, because of Covid-19, around 10 million people will need new or additional help for their mental health over the next three to five years.

Our staff and volunteers have demonstrated very high levels of resilience and have delivered our mission with the utmost passion and integrity. They too, however, have been adversely affected by the pandemic. They have dealt with increased pressure and responsibility to keep clients and other colleagues safe and healthy,

putting on a brave face at the same time as managing a changed reality that has been destabilising for everyone.

A highly volatile economic environment has affected our ability to secure funds to deliver on our mission and has led to both increased and unbudgeted operational costs (albeit alongside unplanned income) – largely as a result of our emergency provision for rough sleepers during the height of the pandemic. In the crisis, directing the funds where they were needed the most had to be carefully balanced with making longer term, strategic decisions on where Depaul UK should invest to increase its impact in the future. This tested our organisational resilience and flexibility, and meant that our plans and activities were subject to continuous review, scrutiny and subsequent adjustment.

In the light of all this, we nevertheless continued to focus on opportunities not just problems – to ensure that our work was as impactful and effective as possible, and that our staff and volunteers were adequately supported. As a complex organisation, with 300 staff and more than 400 volunteers delivering frontline services to more than 1,000 people in desperate need of our support every day, we could not afford to succumb to the limitations and challenges imposed on us.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Thanks to our amazing staff and volunteers, and supported by an active Board of Trustees and our loyal and generous donors, we have been responsive to an ever-changing ‘crisis environment’, yet maintained a firm eye on delivering our longer-term strategy:

  1. We have been innovative, agile, considerate of but not averse to taking risk, and – most importantly – have lived our organisational values every day. This has enabled us to deliver services safely and effectively, and maximise opportunities for our clients, even during the peaks of lockdowns.

  2. We have been working with new client groups in emergency provision and have successfully partnered with the government, local authorities and other organisations in the sector to ensure that the most vulnerable were protected during the height of the pandemic. Because of this, we are now working with 25% more clients than before the outbreak of the virus.

  3. We have met and partly exceeded our income targets, both through commissioned contracts and our voluntary fundraising, successfully engaging existing and new donors and delivery partners.

  4. We have developed and launched a comprehensive six-year strategy, accompanied by a solid financial strategy and corresponding business plans linked to smart riskmanagement and a rigorous impactand-performance-management framework. This has allowed us to come through the height of this crisis financially robust, while effectively managing the impact on our services and programmes and on staff morale.

  5. We have significantly expanded our mental health and wellbeing offer for clients, staff and volunteers, and have implemented a hybrid-working policy that allows colleagues to maintain a better work-life balance.

We know that the impact of the pandemic will be felt for years to come. It has created – and is likely to continue to create – more need for our services, especially among young people. It will require an increased, conscious organisational effort to invest in the people who deliver our services and to make the most of our resources so that we can reach out to more people, in more places, in more ways. At Depaul UK, we are ready and well-placed to face the challenges associated with this – to create a world where everyone has a sense of home, and homelessness has no place.

WHAT WE DO

STRATEGIC OVERVIEW

Depaul UK has worked for more than 30 years to support people facing homelessness. We are a homelessness organisation with specialism in supporting young people. We work in local communities across the country to prevent and relieve the impact of homelessness on people’s lives. We specialise in supporting young people, who are among the most vulnerable in society, and especially those who have previously had traumatic experiences. We are passionate about the difference we make. Depaul UK’s vision, mission and values have remained unchanged for more than 30 years and are as valid as ever.

At Depaul UK, we accept the complexity

that leads to homelessness and the continuous evolution of the challenge. We also acknowledge that an organisation that wants to do this job well cannot separate how it works with clients (‘How we run services and programmes’) from the way it manages resources and engages staff, partners and stakeholders (‘The way we run the organisation’).

To ensure the above, we uncompromisingly commit to two building blocks of our strategic approach:

  1. A sound organisational culture and identity, demonstrated towards clients, staff and partners alike, that is based on strong, lived values and that commits to excellence in what we do as well as a built-in agility to respond effectively to the complexity and

dynamic nature of homelessness. This is what we call The Depaul Way (‘Who we are’).

  1. A set of cross-cutting, interlinked themes that shape and direct everything we do at Depaul UK. These themes reflect what we consider essential, overarching concepts that allow us to remain relevant and sound as an organisation ‘inside and out’. These cross-cutting themes are Equality, Diversity and Inclusion; Mental Health and Wellbeing; Social Value; and Sustainability (‘How we do it’).

These building blocks are paired with a holistic, evidence-based approach to our services and programmes (‘What we do’); a set of tangible organisational objectives across our core functional areas (‘How we focus activity’); and a series of milestones and linked performance measures to ensure that all we do is geared towards increasing our organisational impact (‘How we monitor progress’).

At the heart of everything we do lies the work with and for our clients. Working alongside and with people affected by the causes and consequences of homelessness we:

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Further, we have developed milestones and linked performance measures to monitor how we deliver our strategy. We monitor progress against eight critical success factors, reflecting what we consider ‘non-negotiables’ to deliver our strategy:

OUR IMPACT AT A GLANCE

5,837 young people received support from a Depaul service in 2021

1,518 young people were provided with accommodation from a Depaul service for at least one night.

792

young people lived in our supported accommodation (722 in 2020).

496 young people moved on positively from our accommodation services. 851 young people received floating support from us (675 in 2020).

11 specific services delivered for people 21 who have slept rough, compared to 4 in 2020. people of Roma heritage received supported reconnection through our Acasa project.

927 received support from our projects for Rough Sleepers in London, Greater Manchester and Middlesbrough.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

OUR SERVICES AND PROGRAMMES

2021 was another year where young people’s lives were disproportionately and adversely affected by the coronavirus pandemic and its subsequent lockdowns; reducing their opportunities for engagement with education, training and employment, for building stronger relationships with families and friends, for increasing their financial resilience and for engaging in physical and mental wellbeing. At Depaul UK, we focused on bringing our services back stronger than ever before. As the impact of the pandemic started to reduce and restrictions were removed, we incorporated what had gone well in our services during the pandemic into business as usual. We have rebuilt relationships with referral partners, other agencies and volunteers, enabling us to deliver services again safely and effectively for all, and maximise opportunities for our clients. Across all our services, Depaul UK worked with a total of 6,508 individual clients (4,072 in 2020).

OUR HOUSING AND SUPPORT SERVICES

Our Housing and Support services continued to operate throughout 2021, in accordance with national restrictions and using strict Covid-19 protocols. In this way, we ensured that not one Depaul service experienced an in-house transmission of coronavirus infection and all remained open for new clients throughout the period.

It was a year where we built upon our experience of having run emergency hotels during the first wave of the pandemic and went on to expand our work with rough sleepers, including, in April 2021, opening Hotel 1824, in

Hounslow, in partnership with New Horizon Youth Centre. This is the first emergency accommodation service for young people sleeping rough in London. We have since gone on to deliver an Out-Of-Hospital service in Greater Manchester, for rough sleepers with complex needs, who are Covid positive, and initiated our first transnational service: Acasa – a supported reconnection programme, helping Romanian Roma people sleeping rough in London to return to their local region, with support from our partner Caritas in Bucharest.

January 2021 saw the mobilisation of our Pathfinder pilot – a programme that worked with 284 young people at risk of homelessness in three Greater Manchester boroughs. Using a strong community-navigator model staff team, trained in the ACT (Acceptance Commitment Therapy) practice model, we prevented and alleviated homelessness for our clients using the Depaul-designed Danger Zones and Stepping Stones tool as a triage assessment, and the Youth Homelessness Outcomes Tracker to measure and evidence outcomes by the service users. The pilot was a success and Greater Manchester Combined Authority have now commissioned the service across all 10 boroughs of the Greater Manchester area.

The impact of our accommodation and support services for young people, including our young-people specific rough sleeping services, in numbers:

The impact of our work with adults with a history of rough sleeping:

  1. We delivered 11 specific services for people who have slept rough, compared to 4 in 2020.

  2. 927 received support from our projects for Rough Sleepers in London, Greater Manchester and Middlesbrough.

  3. 21 people of Roma heritage received supported reconnection through our Acasa project.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

OUR PREVENTION AND PROGRAMMES SERVICES

Our Prevention and Programmes services incorporate Nightstop UK, a network of organisations delivering Depaul accredited Nightstop hosting services for young people facing imminent homelessness. A key challenge in the year was to support the network back to providing its progamme, founded on volunteers hosting in their own homes. This offer to young people suffered greatly during the pandemic, because shielding and coronavirus restrictions prevented our wonderful volunteer hosts from opening up their spare bedrooms. As always, our volunteers did us proud, finding creative ways to support young people, including one host offering a motorhome for a young person to self-isolate in after testing positive with Covid-19.

Young woman in Nightstop host’s home © Depaul UK

In other developments:

Danger Zones and Stepping Stones tool, it will provide rich insights into young people at risk of homelessness in London.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

The impact of our programmes:

volunteering and work experience, to clients across the organisation. Following this support, 226 young people successfully secured a new job or started a course or a training programme.

DEVELOPING RECONNECT

In 2021 we launched two Reconnect services, a new offer for under 16s in London and one running alongside our Nightstop in Milton Keynes. We have continued to define our approach, and over the course of the year we implemented several developments to improve how we plan, monitor and evaluate our work.

We redesigned how the service uses our database, so that we now record young people’s parents and other family members as ‘clients’, enabling us to accurately track our work and to plan support around every individual we work with. We also implemented a new support-planning framework and started developing a toolkit of resources for staff to use with families, structured around our five core intended outcomes.

Towards the end of the year, we also trialled and implemented a new evaluation process, using questionnaires with both young people and parents to track progress against our core objectives.

Quotes included:

‘Your support has made my mum listen to me and understand my challenges. She treats me with lots of respect now.’ Young person

‘I wouldn't have made this much progress if not for your support. My experience with you is life changing.’ Young person

‘100% in a better place than we were six months ago thanks to Depaul and other professionals. I was going to make my son homeless six months ago, but now there are hardly any issues.’ Parent

‘We needed someone to calm the storms down and that is exactly what you did. Thank you so much for what you have done for us.’ Parent

‘From my initial contact with your service, you were non-judgmental. The tools you shared equipped me in supporting my children and that improved their relationships and things changed positively for them. Your personality makes it easy for me to accept your support. I am grateful.’ Parent

Outcomes achieved while engaged with Depaul services:

91% of clients with an identified need relating to mental health and wellbeing experienced improvement (compared to 87% in 2020).

90% of clients with an identified need relating to work or education became more engaged with work and/ or education.

93% of clients with an identified need relating to relationships experienced an improvement in their relationships and/or support networks.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

CLIENT VOICE

We launched an exciting new Client Involvement Strategy in 2021, which sets out our approach and hands-on plans to embed a culture of co-production across the organisation. Co-production will ensure that clients are supported to contribute to the design and delivery of their services, and provide them with the opportunity to affect broader changes both within Depaul UK and beyond. We have employed a new Client Involvement Coordinator and set up a Client Involvement Steering Group. Each quarter we report on progress against the strategy implementation plan to the Council of Trustees.

To date, our young people have succeeded in bringing their representative body The Voice of Depaul to life – they have been involved in the governance of the organisation through an introduction to Board papers – giving a chance to influence before decisions are made, and they were actively involved in the recruitment of our new Board Chair. Sixty-seven clients participated in The Voice of Depaul over the course of the year, and thirty-nine young people attended the annual client conference.

Joe, 21

Joe says “I was very depressed. I was self-harming and I had attempted suicide. I was in a very dark place. Depaul found me a bed, and the support I needed.”

Joe stayed with Nightstop hosts for five months before he was able to get his own place. “They took me down, introduced me to the host and there was already cooked food on the table. They said to me, you can either get to know the host, chat to her, or go straight to your room if you like. But I like talking. I spent about two and a half hours chatting her ears off.

“That’s when I realised that there’s light at the end of the tunnel.”

With Depaul’s help Joe learned how to cook, apply for jobs and form support networks and he is now living in his own place: “So, now I’m living in a house share. I like it because there’s people around. I don’t think I’d want to live in an empty household. I’m just enjoying having my own place, the independence of it, doing my own shopping and cooking.”

Joe enjoys a cup of tea at home © Depaul UK

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

HOW WE DO IT

EQUALITY, DIVERSITY AND INCLUSION (EDI)

For Depaul UK, increasing equality, diversity and inclusion (EDI) is a priority across the organisation. This commitment is reflected in our EDI Statement (available in full via our website). Depaul UK measures itself against the highest standards, including those within the Equality Act 2010 and the Public Sector Equality Duty.

At Depaul UK, we are committed to go beyond mere compliance and to take action to embrace the benefits that EDI can bring to the engagement of our staff, the outcomes for our clients and how we deliver our mission.

We have been working towards ensuring that anyone we engage with finds an environment at Depaul UK where they can apply their whole self, where diversity of thought, background and experience is celebrated, and where every person is welcomed, included and accepted. After a three-year journey to improve EDI within Depaul, in 2021 we achieved our Investors in Diversity accreditation. Our staff survey showed improvement in all measured areas, compared to our last set of results (2018).

We have committed not only to recognising our responsibilities in respect of the protected groups specified in the Equality Act 2010, but also to giving the same access to opportunities to clients, staff and volunteers, regardless of their race, age, gender, sexuality, disability, culture or anything else that might be discriminated against. To facilitate

this, we began a full review of all of Depaul’s People policies, which will conclude in 2022, and launched a Hybrid Working policy, allowing our teams more flexibility in their place of work. We have also further developed our recruitment, onboarding and learning and development approach to ensure fair access, inclusivity and equality of opportunity.

We are not afraid to embrace change, have difficult conversations or acknowledge areas for improvement as we work together to continuously embed EDI at Depaul. We have rolled out our first Leadership and Management Development programme to equip our managers with the skills and tools they need to understand and use Depaul’s policies and procedures, manage fairly, improve and reward performance, and celebrate diversity within their teams.

MENTAL HEALTH AND WELLBEING

Depaul UK acknowledges that mental health and wellbeing is essential for our clients, staff and volunteers to be happy and to function, and that ‘being well’ requires us as an organisation to create the environment, including the physical and emotional spaces, to remain well or to become and remain well. We believe that the mental health and wellbeing of our clients, volunteers and staff is fundamental to the success and sustainability of our work. Hence, we regard supporting people to maintain or achieve positive mental health and wellbeing a part of our overall mission.

2020 and 2021 have been exceptionally challenging years for our staff teams, who have worked throughout the pandemic to ensure we continue to provide a quality service to our clients. In recognition of this we have increased our staff wellbeing offer, providing resources and learning opportunities to improve personal mental health and wellbeing. We have started the roll out of ACT (Acceptance and Commitment Therapy) and Mental Health First Aid to all staff, and this project will continue into 2022. The development of these skills will not only support our staff, but also allow us to provide better support to our clients – who have also experienced an increase in stress, anxiety and other mental health conditions.

Young People at Depaul have been very clear with us that mental health and wellbeing is their absolute priority and they have reiterated this message at Board level through their representative body The Voice of Depaul. To this end, we have prioritised voluntary income spending towards improving our mental health offer and will launch our new Mental Health and Wellbeing strategy in 2022.

SOCIAL VALUE

At Depaul UK we define ‘social value’ as the additional benefit our organisation provides to the wider communities and economies within which we work. It focuses on how we can secure wider social, economic and environmental benefits through the work we do and places we inhabit. Improving social, environmental and economic wellbeing and resilience supports Depaul UK’s strategic priorities, including the prevention and relief of homelessness.

In line with this and, more importantly, in accordance with our organisational value to take a wider role in society, we strive to deliver relevant and measurable social, economic and environmental benefits for local people and communities through all our services and activities.

We are now making social value pledges in the areas in which we deliver our services. Our pledges cover everything from how we procure goods and services locally to how we will open up and use our buildings for greater community good. This ensures that we are aligned with the local environmental, economic and health strategies in each area that we work.

In 2021, we have consistently reviewed our recruitment approach to ensure we are, wherever possible, recruiting from the communities our projects serve. We welcomed volunteers and employees with lived experience of homelessness and have worked to ensure our

recruitment process is accessible and fair. We have built strong relationships with other service providers in the areas we serve and offered places on training courses to our partners and volunteers. We are working on building a strong procurement process, which means we will procure from local business and suppliers wherever possible. We have put into place the outline of an apprenticeship programme and look forward to welcoming our first apprentices in 2022. Further, we have developed our corporate volunteering offer and corporate mentoring opportunities, working in partnership with Deloitte to increase the social value we can create in communities.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

VALUE FOR MONEY

Throughout 2021, we continued to deliver on our strategy and achieved value for money by maintaining our commitment to the four core principles of economy, efficiency, effectiveness and equity. We did this through improved policies and procedures relating to the selection of suppliers, the commissioning process and the evaluation of the service provided. Service delivery continued uninterrupted through the worst of the Covid-19 pandemic, aided significantly by the firm foundations that our procedures have established.

Avoiding voids and arrears remains a key priority for us and is considered both when budget-setting and in the review of financial performance by the Finance, Audit and Compliance Committee and the Council. We collected 97.5% of rent due in 2021, which was within target (95%). At the end of the year, the percentage of rent owed against that due from rent arrears by our current residents was 8%, and the empty bed per night rate was 14%. Both of these were slightly outside the target levels, which were 5% and 12% respectively.

Addressing the empty night rate will be a particular focus for staff in 2022.

recommendations into our business plans and budgets.

Our environmental strategy also plans for a Training and Awareness programme to compliment the Carbon-Literacy Learning and Development that has already been provided to senior facilities staff, and to enhance the energy saving activity that took place throughout 2021.

Activity included:

As available funds for major investment in our properties are expected to be limited until 2024, we will explore opportunities for external funding or borrowing to help us meet our net zero target as early as possible.

We will also work closely with the landlords of our leased properties to take advantage of any opportunities to improve energy efficiency across our entire estate of owned and leased property.

RACHEL, 25

“I’ve struggled with mental health problems since I was about 17. It was just tiring, draining, day-to-day and eventually I had a breakdown. I had gone to stay at my friends, on the couch and living out of a carrier bag, and had an appointment with my doctor to talk about my mental health. It was the doctors that referred me to a support service and they referred me to Depaul UK.”

We found Rachel a room of her own in a shared property, somewhere she could go back to each night and feel secure. And we helped Rachel get back into education. “That’s probably not something I would have done on my own. One of the staff was amazing and now I’m doing an access to university course in health science.

“I’m loving the course, and I feel so much better feeling like I’m doing something with my life.”

ENVIRONMENTAL SUSTAINABILITY

Depaul UK recognises the importance of charities achieving net zero by 2030.

The greatest impact, in terms of carbon neutrality, is within our properties and, in 2021, we began work on our environmental strategy. This strategy sets out our intention to commission energy use investigations for all properties owned by Depaul UK and its subsidiaries, and to embed the

Rachel in the garden of a supported accommodation © Depaul UK

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

FINANCE REVIEW

Depaul UK ended the year with a net surplus of £248k (2020: £406k deficit).

clients. Expenditure on charitable activities represented 92% of all expenditure in the year. The remaining spend was used to raise funds for our work and for running the charity.

INCOME

Depaul UK’s total income for the year ended 31 December 2021 was just over £18.5m (2020: £16.6m).

The fundraising return on investment stabilised with a small increase from 2.5:1 in 2020 to 2.9:1 in 2021. The strategy to invest in building fundraising capacity remains relevant to the delivery of the organisation’s 2021-2026 strategy.

The increase in income on 2020 was in large part thanks to unanticipated contract funding of about £1.8m from the UK Government to help provide emergency accommodation to rough sleepers during the pandemic. In total in 2021, we received £6.8m from the UK Government through its ‘Supporting People Programme’.

CASH AND RESERVES

An increase in debts outstanding to us of £211k on last year (making total monies due to us £2.2m), and a decrease owed to creditors of £178k on last year (total owed by us c.£2.36m) has meant that cash reserves have only risen modestly to just under £4.8m (up £39k on 2020). Governance costs in 2021 remained almost unchanged at £33k (2020: £31k).

Despite the challenges of Covid, voluntary income kept up well. Total income from donations, grants and legacies was just over £2m, a decrease of £250k on 2020 (£2.286m). Donations fell slightly from £889k in 2020 to £858k this year. Grant income of £787k was down £478k on the previous year. Legacy income, however, was up, reaching £391k (up from £132k in 2020).

The final total reserves position was £8.0m (2020: £7.8m), with an increase of £248k. Of total reserves, £777k were restricted (2020: £807k) and just under £7.3m were unrestricted (2020: £7.0m).

Depaul UK continued to receive greatly valued support from People’s Postcode Lottery, with increased funding, to the sum of almost £2.8m (2020: just under £2.6m).

Like many organisations, Depaul UK and its clients face significant challenges in the current economic environment. Depaul recognises this and, with the formulation of its new long-term financial strategy, aims to improve its financial sustainability in order to deal with difficult circumstances.

EXPENDITURE

In line with the increase in income, expenditure on charitable activities increased - i.e. the services and programme we provided to our beneficiaries - by £1.4m to £16.8m in 2021 (2020: £15.4m), as we worked to support the growing number of vulnerable

Depaul UK is aware that a considerable proportion (58%) of the organisation’s voluntary fundraising income is represented by the People’s Postcode Lottery. Although we have had no indication that this support will change significantly, we are, nevertheless, continuing to diversify and grow our income streams. The projections underpinning Depaul’s multi-year financial strategy also contain a realistic target for growth in grant income, which we are confident to achieve by maximising opportunities that have been forthcoming during the course of the pandemic, such as the Rough Sleepers initiatives. The importance of optimised budget control is stressed and will be effectively monitored. Further, we anticipate an increase in funds for activity from 2024. Various avenues to enable this growth have been identified and are being explored.

RESERVES POLICY

The reserves policy was reviewed during

the year. Trustees have taken a riskbased approach and set reserves at a level sufficient to provide 4-6 months cover for medium and high priority expenditure not covered by high reliability income. This is estimated at between £1.6m and £2.4m. The current reserves position complies with this policy.

Reserves held at the end of the year were:

2021 2020
£000 £000
Fixed Asset
Designated funds		 3,239 3,419
Restricted funds 777 807
General funds 4,024 3,566
Total funds 8,040 7,792

GOING CONCERN

Around 31% of Depaul UK’s core charitable activities income is relatively stable rental income, linked to commissioned contracts. A further 49% is also contractual (Supporting People payments). This enables the organisation to finance its core activities. There is a reliance, to a substantial extent, on donations and grants to provide many of the added services such as the prevention and ‘wrap around’ services. Cash reserves stood at £4.8m at the end of the financial year 31.12.2021 and a strong cash position is projected for the future. The charity has sufficient liquid resources to meet its obligations and deal with costs associated with inflationary conditions and risks associated with cost of living pressures. Based on this, trustees are satisfied that Depaul UK will be able to continue as a going concern for the foreseeable future and that there is no material uncertainty related to going concern that requires disclosure in the annual report and financial statements. Therefore it is deemed appropriate to prepare the financial statements on a going concern basis.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

FUNDRAISING, COMMUNICATIONS AND PUBLIC AFFAIRS

Without our generous supporters, we wouldn’t be able to make a difference to the lives of so many young homeless people. Of Depaul UK’s income, 11.2% comes from voluntary donations from individuals, companies, community organisations and major donors. These are vital funds to deliver the programmes and preventative services that support young people towards brighter futures.

In the year ending 31 December 2021, voluntary income from donations, lotteries and events amounted to £4.8m, which was within 4% of the original target. While income from charitable trusts and corporate partners was negatively impacted due to the pandemic, we continued to receive incredible support from the People’s Postcode Lottery and saw strong performances across our philanthropy, regional engagement and individual giving income streams.

Overall, expenditure on fundraising in the year was £1.5m, compared with nearly £1.6m in 2020.

Alongside Covid-19, resourcing gaps across the Fundraising and Communications department presented a challenge to achieving our ambitious targets. However, we worked hard to recruit to vacancies and were able to start 2022 in a stronger position with most posts filled.

Income in 2021 included:

Our Philanthropy and Partnerships Team continued to focus on strategic partnerships and multi-year funding, and were successful in developing new multi-year partnerships with the Astra Foundation and Co-op Foundation to fund our Education and Steps to Success programmes.

Our Public Engagement Team grew our challenge and virtual events portfolio with a new virtual product, ‘Weighted Walk’, which launched in spring 2021. Our paid social campaigns were brought in-house and, through this channel, achieved our highest new donor numbers to date, during our 2021 winter appeal.

In the summer we opened ‘Beyond a Bed’, a bed store with a difference, in Croydon Centrale shopping centre, to help raise awareness of the needs of young people experiencing homelessness. Each bed within the store represented a young person who had experienced homelessness and received support from Depaul UK. The store helped us to demonstrate just how complex the circumstances can be for young people who find themselves with nowhere safe to sleep, and how the support they need can be just as varied.

Depaul UK has committed to building the long-term sustainability of our voluntary fundraising income, through strategic investment over the next few years. We aim to grow our individual giving portfolio to help balance our overall portfolio.

We ensure transparency to our donors, are open in our communications, and build strategic and trusting relationships that change young people's lives for the better. We will continue to inform and inspire current and future donors and supporters about our work and the impact their gift will make to the lives of young people facing homelessness.

In 2021, we continued to keep in touch with our current donors through key communications, including monthly e-newsletters and our Safe & Sound magazine. We reached and engaged new supporters through

insert campaigns in selected national newspapers and magazines, and a range of digital channels. In 2022, we plan to continue to invest in our fundraising and strengthen our marketing through door-to-door fundraising and increased digital marketing activity. We will work with a range of agencies to deliver our key projects, carefully monitoring activity against performance metrics and optimising our efforts to achieve the best return on investment.

We are registered with the Fundraising Regulator and adhere to its Code of Fundraising Practice. We will not put undue pressure or unreasonably intrude on anyone to make a gift. If any of our donors do not wish to receive future communications from us, we are clear in our mailings and on our website about how to unsubscribe. The same is true if a current donor would like to stop their donations to Depaul. We are also clear and transparent about our complaints process and always aim to respond to complaints quickly and effectively. In 2021, we had three fundraising complaints, which were resolved satisfactorily through our internal procedure. We warmly welcome any opportunity to improve the way we handle complaints.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

We are hugely grateful for the kind generosity of every individual, school, company and charitable organisation that has supported our work throughout a challenging 2021, including:

Amazon

The Astra Foundation

BBC Children in Need Appeal

Church Urban Fund

City Bridge Trust Clare Scherrer and Gary Lapidus

Computershare

Co-op Foundation

Deloitte

Epic Foundation Garfield Weston Foundation

John Booth

Joseph Cox Charity

LandAid

Merchant Taylors’ Foundation

The Mary Kinross Charitable Trust

May and Stanley Smith Charitable Trust Montpelier Foundation

National Lottery Community Fund

North Tyneside Clinical Commissioning Group

People’s Postcode Lottery

The Porta Pia 2012 Foundation

Porticus

The Schütz Engel Trust The Zochonis Charitable Trust

In 2021, we secured extensive media coverage raising the profile of our work. Our Oldham service was one of the first to offer the Covid-19 vaccination to “the homeless” population –www.bbc.co.uk/ news/uk-england-manchester-55661823. Our regional Nightstop services were highlighted across BBC radio programmes throughout December.

Our Policy and Public Affairs work continued to be closely aligned with our service development, particularly rough sleeping. Sadiq Khan visited our Youth Hub, before agreeing to fund a short extension for the service and bidding to central government for a longerterm extension. We also continued to work with Andy Burnham and his team on tackling rough sleeping in Greater Manchester.

We contributed to national rough sleeping policy through our continued contribution to the Government’s Rough Sleeping Advisory Panel.

Depaul has also had considerable influence on important legislation that will directly affect Depaul’s residents. We worked with the Department for Levelling Up, Housing and Communities to shape the forthcoming Renters’ Reform Bill, ensuring that we will continue to be able to allocate our accommodation to those who need it most.

We also played a leading role in the development of new national standards for young people’s supported accommodation. Working with the Department for Education, we have helped to build a regulatory framework that will keep more young people safe and encourage higher quality provision.

HOW WE’VE ENGAGED OUR SUPPORTERS

Volunteers play a vital role in the work of Depaul across Nightstop UK and other services and programmes. Across our services and programmes in 2021, 259 registered volunteers kindly donated 3,330 volunteer hours and 916 mentoring hours. We are hugely grateful for their commitment. This year our volunteer hours alone equate to approximately £30k in donations.

Our volunteers support our services and teams to deliver the very best opportunities for young people, delivering specific projects and bringing new skills and diverse life experience.

Our mentoring service supports young people to become more independent and to learn skills they can use as they move on from our services. Working with a trained mentor, young people work towards specific goals, build confidence and increase community engagement and social networks.

Despite some challenges in recruitment, more volunteering roles were developed across all Depaul’s directorates than in previous years, and it was wonderful to engage volunteers in new roles enhancing the services we deliver. These new roles included a volunteer in HR, delivering 30 hours per week (now an employee of Depaul) and translation volunteers in the North West, enabling us to support more clients effectively.

Our European Solidarity Corp (ESC) volunteering programme also faced challenges, due to changes in employment law following Brexit. Visa requirements were not confirmed by the Home Office until July 2021 and processing time for visas averaged four months, which delayed the project start date. However, we welcomed three volunteers in 2021 and look forward to welcoming four more ESC volunteers in 2022. This will be our last ESC programme as, due to Brexit, we are no longer eligible for this funding.

Further lockdowns continued to impact the way we could engage volunteer support. To meet this challenge, we further developed the hybrid approach of our mentoring offer. This included

online and telephone mentoring sessions, which were well-received by our clients.

Despite all the challenges, we have seen amazing outcomes for people accessing the mentoring service. Volunteers have greatly enhanced services delivered by Depaul and are in many more varied roles than in previous years. We have continued to engage community volunteers at Depaul and have developed an outstanding, accessible induction programme to ensure all volunteers are given a warm welcome and the information and confidence they need to excel in their roles.

Further developments to the Volunteering Team’s Learning and Development programme included delivery of ‘Involving Volunteers’ workshops for staff, which encourage staff to consider new roles to include volunteers and enhance services. In response to volunteer consultation, we also developed an ‘Engaging Volunteers’ workshop and a ‘Safeguarding for Volunteers’ workshop.

We continue to offer one-to-one

support to all volunteers, and to deliver national forums that are open to all volunteers, where we hope they will feel part of Depaul, get updates on future developments and receive peer support. We have continued to deliver celebration events to volunteers, which were well attended with positive feedback. It has been fantastic to work across more teams as a result of newly developed volunteer roles, and we look forward to expanding our offer further in 2022, as well as developing corporate volunteer involvement.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Ten of our amazing supporters ran the London Marathon in October and raised an incredible £20,000. Bobbi Lee-Hine was one of those runners and she raised over £3,000 for us.

We have applied to extend our Investors in Volunteers accreditation and this will be concluded in 2022.

The Mass Engagement Team launched ‘Weighted Walk’, Depaul UK’s first virtual event. One hundred members of the public signed up to walk with a weight on their backs to raise money for our work.

THE DEPAUL GROUP

Depaul UK is part of an international family of charities with a focus on helping people in crisis who are either homeless or are at risk of becoming homeless. What started as a response to the growing number of homeless people on the streets of London, has now grown into a global response to tackling homelessness worldwide. The Depaul Group is made up of charities working in the UK, Ireland, France, Slovakia, Ukraine, Croatia and the USA, united by a shared mission, vision and values. Depaul UK is committed to strengthening the ‘Depaul family’ and to expanding mutual support.

We also set out specifically to

In 2021, Depaul UK continued to make its contribution to the group. For example, members of the Depaul UK Research Evaluation and Data Team assisted the Depaul Croatia leadership in the design and specification for a data management system to support their work with clients in Croatia. The programme of support and training was funded through a capacity building grant from the European Union to support small organisations through international collaboration. Furthermore, colleagues from our Rough Sleeping Services Team visited Depaul France’s services in Paris to learn more about Vincent Depaul and how the France subsidiary works with rough sleepers.

support global advocacy, campaigns, awareness raising and research work in 2021, through the Institute of Global Homelessness (IGH), as well as to raise more funds to deliver our mission and respective strategic plans by harnessing our international set up, which included strengthening our approach to joint funding bids.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

LOOKING FORWARD

that meet the needs of defined groups. These solutions, and their continuous refinements, need to be based on evidence, such as data, that allows us to understand the causal relationship between inputs and outcomes. There is currently a great deal of information and data collected on individuals in some parts of the system, and little collected on others. Evaluation of the data is generally challenging, making it difficult to find out the impact of work. The collection and effective evaluation of relevant data is crucial to being able to design and develop effective responses.

FUTURE PLANS

2021 marked the first year of our new organisational strategy (2021-2026). Going forward, Depaul UK will have to respond to persisting and new challenges.

There is a great and increasing need for provision of services and support for families and individuals who are homeless, at risk of homelessness or experiencing the effects of being homeless in the UK. We believe that the social and economic implications of the Covid-19 pandemic will be felt for years to come and will increase inequalities. High levels of unemployment, record numbers of people accessing Universal Credit, and a great strain being placed on households and family relationships, are likely to result in a spike in the number of people across the country experiencing homelessness. We therefore expect to see significant homelessness, in all its forms, over the next decade.

Homelessness is a national and a

global challenge that requires action at local, national and international levels if it is to be tackled sustainably. The United Nations’ Human Settlements Programme estimates that 1.6 billion people live in inadequate housing, and the best data available suggests that more than 100 million people have no housing at all. There are an estimated 150 million people who are street homeless. During the past decade, the number of people affected by homelessness has been steadily increasing. Homelessness is an issue that affects people across the world in a variety of ways and it means different things in different cultures.

Homelessness is a complex and evolving problem. Tackling it requires dynamic and innovative solutions that start with individual needs as opposed to providing one-dimensional, blanket solutions. Homelessness is a complicated issue and the faces of homelessness change continuously.

The overall response in the UK, however, does not adequately reflect this. Programmes for housing and support, innovation and prevention constantly address the problems of individuals who are homeless or at risk of homelessness. They solve homelessness one person at a time and do so through approaches

Socio-economic impacts triggered by the pandemic will continue to shape our operations in many ways: a large and diverse group of vulnerable people who require more bespoke solutions; changes in the commissioning environment; different behaviour, interest and expectations of voluntary

donors; a fundamentally transformed recruitment market; uncertainty surrounding operating costs and – very importantly – the continued effect of the pandemic on the health and wellbeing of our workforce.

The following key strategic objectives position Depaul UK well to respond to the challenges and opportunities and provide focus for our 2022 activity:

Our sole purpose: the best services and programmes for clients.

In order for Depaul UK to remain a vibrant, growing and effective organisation of choice for the people we serve, employees, donors and commissioners, we must provide an offer of housing and support services, and programme and prevention activities, that is effective, relevant, affordable, accessible and impactful. In 2022, we will focus on further integrating learnings from running services and programmes during the pandemic, and optimise what we offer to our clients in response to increased and changing needs. Specifically, we will continue to focus on involving our clients in everything we do. Priorities for the coming year include developing a scalable model of peer support, further improving processes to better include clients in recruitment and inspections, and continuing to improve the influence of clients through the Client Conference and the Voice of Depaul.

Funding our mission: business development and voluntary fundraising.

To help improve the lives of people affected by homelessness, Depaul UK must increase the scope and breadth of its operations, by securing more commissioned contracts and fostering new business ventures that result in effective services and programmes.

We do this based on harnessing our unique experience and culture as an international organisation, coupled with a commitment to demonstrable quality in service provision and value for money. In 2022, we will focus on securing more commissioned services and create new business opportunities that present effective solutions to homelessness.

Depaul UK has a holistic approach to addressing and preventing homelessness, which means that we cannot merely provide services that are funded by commissioned contracts, we also require a healthy funding balance that allows us to manage dependencies and mitigate risks. In addition to securing income through our business development activity, to deliver our strategy it is a priority for us to raise voluntary funds. In 2022, we are implementing a refined approach to voluntary fundraising that focuses on accelerating development in key areas: philanthropy, corporate and regional fundraising, and continued investment in individual giving and growing our legacy income.

Our greatest asset: people.

In order for Depaul UK to achieve the best outcomes for the people we serve, we will need to continue to attract, develop, retain and engage skilled, highperforming professionals who are happy in their work, and use a values-driven approach to deliver the best outcomes for our clients. At Depaul, we believe that our people are the difference. Employees and volunteers who feel valued care more, and those who care more will provide better experience and outcomes for our clients. In 2022, we will focus on optimising our learning and development offer, improve our remuneration and reward package and increase our mental health and wellbeing support.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Our backbone: financial sustainability and organisational efficiency.

Depaul UK delivers its work through a combination of contracted services and voluntary-income funded services. In addition to the costs of running these services are the charity’s core overheads. In response to the need to develop the ability of the organisation to deliver on its mission, investment has been made in core overheads in the last few years. To deliver the key building blocks of Depaul UK’s organisational strategy, the charity must remain alert to any factors that may put its financial sustainability and health at risk. In 2022, we will focus on implementing our financial strategy, which ensures that our resources meet the needs of the present without compromising the future.

Homelessness is a global problem.

While Depaul UK’s focus lies with ending homelessness in the UK, it embraces that being part of an international homelessness organisation means playing a role in the effort to tackle homelessness worldwide. Collectively, we will continue to strengthen the Depaul family through exploring support across Depaul subsidiaries and sharing evidence, best practice and innovation with our international members.

RISK

The Trustees of Depaul UK are aware of their responsibilities and obligations regarding Risk Management. There is a system of internal controls, the effectiveness and relevance of which is reviewed on a regular basis, at the same time as ensuring that the charity’s objectives remain on track and are achieved. Trustees can only provide reasonable, not absolute, reassurance against material misstatement or loss.

Depaul UK’s Risk Management model includes a number of stages that help to identify and manage risk. The charity has an established Risk Management Policy and related procedures that clearly explain its position, approach, processes and responsibilities. This is supported by:

  1. Procedures and processes that set out to identify and manage risk rather than eliminate it.

  2. A Corporate Risk Management Register tool used to assist in identifying and assessing risks, considering their impact and evaluating actions.

  3. Allocating each risk to an Executive Director of Depaul UK to ensure accountability at the highest level.

  4. Actively monitoring risks and reporting upon this as a standing item to the Council of Trustees meetings, at Executive Team meetings and to the Leadership Group of Depaul UK.

During 2021, the Trustees have given due consideration to the major risks that the charity is exposed to and were satisfied that the control measures in place to manage those risks are appropriate.

The headline risks that have a significant impact, and/or carry a high likelihood of occurring include:

  1. Data protection and cyber security

The increased dependency on the use of ICT-based technology during the pandemic has also seen global acknowledgement of the increase and potential of cyber crime. This risk links directly to compliance with GDPR and our Data Protection Act obligations.

Mitigating interventions have included:

Reviewing our Data Protection Policy and Procedures; achieving Cyber Essentials quality accreditation; appointing a Protection Lead for Depaul UK who is also a qualified Data Protection Practitioner; ongoing registration with the Information Commissioner’s Office; undertaking regular potential data breech reviews and reporting upon these to the Finance, Audit and Compliance Committee; continuing to take legal and expert advice for complex enquiries; providing staff with training materials to assist them in advancing their digital capacity and capability.

  1. Finance (long-term)

Like most charities, our work is dependent upon the generosity of funders and donors, and we acknowledge that some charities have seen considerable changes to their income streams and funding priorities, as a direct impact of Covid-19. This risk therefore concerns high levels of financial volatility that result from economic factors outside the charity’s control.

Mitigating interventions have included:

Risk-based reserves ranges being identified to enable operations to continue through short/medium term volatility; and strategic financial planning underpinned by the approval of a multi-year Finance Strategy, which includes detailed projections and scenario planning.

  1. Compliance with regulatory and quality standards

Depaul UK operates its services using a range of regulated and quality frameworks. During 2021, we became aware of the Government’s plans to review unregulated provision for 16/17-year-olds, and that this has resulted in a new regulated environment that will be introduced into the sector in 2023 (The National Standards for Unregulated Provision). This risk concerns the charity’s ability to meet and comply with the standards.

Mitigating interventions have included:

Direct liaison with the Department for Education – providing feedback on, and influencing and shaping of, the design and implementation of the new standards; staying up-todate with developments of the new regulatory regime; regular reporting and communications with senior managers and staff teams. A review of our systems and processes against the new standards is planned for 2022.

4. Covid-19

In 2021, the changing situation regarding the pandemic created a risk that the charity was not sufficiently prepared and could

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

not respond appropriately,

resulting in unsafe systems of work and leading to staff and clients contracting the disease through lack of health and safety controls. This led to the development of an extensive Covid-19 specific risk assessment, and the delivery of the mitigating interventions outlined below. Although temporary Covid procedures (‘protocols’) have now been dissolved, and all learning has been embedded into existing policies and procedures, Depaul continues to monitor the situation closely and is ready to re-deploy our protocols and roadmap again if needed.

Mitigating interventions have included:

Daily Coronavirus Briefing Room Meetings at the height of the pandemic to stay at the forefront of any changes and to track the impact of the virus on our services and business continuity; development of an extensive suite of protocols that are specific to operating safe services for clients; regular Executive Team communications; having an agile mobilisation plan in place, ready to deploy at short notice; implementing Covid-secure internal quality standards for premises; providing internal roadmaps in/out of lockdowns and web site publication of our extensive Covid-19 Risk Assessment; localised Covid-19 risk assessments for all services/sites.

5. Safeguarding

As a housing and support provider to some of the most vulnerable and often young people in mainstream society, safeguarding children and vulnerable adults is central to the work we do. This risk is therefore in failing to provide a robust framework to keep children and vulnerable adults safe from potential and actual harm.

Mitigating interventions have included:

Completion of the annual internal Safeguarding Policy and Procedures review (with a planned external review taking place in 2022); compulsory staff induction and training on Safeguarding, Professional Boundaries and Incident Management and Reporting; DBS checks for employees and volunteers; Trustee annual training on safeguarding and their obligations in relation to safeguarding; quarterly review of safeguarding incidents, to identify and act on themes and trends; and safeguarding as a standing item on all team meetings, Business Excellence Team-led scrutiny and ‘deepdives’ reviews.

In 2022 Depaul UK also is closely monitoring the cost of living crisis that is developing across the UK, and are already taking action to mitigate the risks that this poses to the charity, staff, volunteers and clients.

In addition to the Corporate Risk Register, Depaul UK’s services undertake risk assessments on a regular basis using the same methodology as contained in the charity’s Risk Management Policy and Procedures, on themes such as Covid-19, health and safety, fire safety, and other specific activities. This ensures a consistent approach to risk management throughout the organisation and enables localised risk management and engagement of service managers in the risk management process. For Depaul UK the impact of Covid-19 has been significant, but our services have remained open to beneficiaries and expanded in response to national needs (see ‘What We Do’ on page XX, for full details). This necessarily resulted in revised priorities for 2021 and resource was reallocated to ensure that our high standard of service delivery was maintained. It therefore became impossible to complete the planned review of the charity’s Risk Management Framework, which is now scheduled for 2022. However, the charity made some discrete, strategic improvements to Risk Management, which included:

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MOSOPE, 24

After a traumatic childhood, Mosope, grew up in foster care from the age of 11. When she found out she was pregnant, Depaul supported her to get counselling to deal with her own childhood trauma.

“I was having a baby, and before my baby came I wanted to sort out issues from my past and so I could be a better mum to my child. Depaul set up weekly sessions on this for quite a few weeks with a professional counsellor.

“It has really helped to let me move beyond the experiences I had as a child. Making it ok that I have dealt with these experiences and not having to repeat those same experiences once you have a child.

“I don’t think I’ve come across an organisation like this before. It’s so rare to combine the benefits you get from it.

“I have support from Depaul still - checking up on me, calling me and making sure my mental health is good.

“I’ve had my baby and he is 9 months now. I’m definitely proud of myself.“

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Mosope with her child
© Depaul UK
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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

STRUCTURE, GOVERNANCE AND MANAGEMENT

The provision of accommodation and support fully meets the Charity Commission’s public benefit test.

DEPAUL UK CHARITABLE OBJECTS AND PUBLIC BENEFIT

Depaul UK’s charitable objects are:

CONSTITUTION

Depaul UK (the Charity) is registered as a charitable company limited by guarantee. The Charity was founded in 1989 as the Depaul Trust. It is now constituted under a Memorandum and Articles of Association dated 9 June 2009, last amended by a Special Resolution on 22 March 2019, and is a charity registered with the Charity Commission (number 802384) and Office of the Scottish Charity Regulator (number SC049244).

Depaul International was established in 2004 and became the parent company of Depaul UK in 2005. The Depaul Group now consists of: Depaul International (the parent company); Depaul UK; Depaul Ireland and its subsidiaries Depaul Northern Ireland and Depaul Housing Association; Depaul Slovensko (based in Slovakia); Depaul Ukraine; Depaul USA; Depaul France; Depaul Croatia; and Depaul Group Trading Limited.

The Trustees have a very strong regard for the public benefit guidance published by the Charity Commission and are in compliance with its duties under Section 17 of the Charities Act 2011.

That guidance sets out two key principles:

Depaul UK is a subsidiary of Depaul International by virtue of the rights conferred on Depaul International in the Articles of Association.

Depaul UK has two of its own subsidiaries, Depaul Housing Services (DHS) and Depaul UK Trading CIC.

Depaul Housing Services is an incorporated Private Company, a Registered Charity and Registered Provider of Social Housing. A robust parent/subsidiary relationship and high standard of governance is facilitated by biannual meetings of the Chairs of both Boards, the Depaul UK/DHS CEO and the DHS Lead Officer.

Depaul UK’s governance structure is in three parts: the Council of Trustees, the Committees of the Council and the Executive and Leadership Teams. This arrangement facilitates effective strategic focus and decision making.

THE COUNCIL OF TRUSTEES, THE COMMITTEES AND THE EXECUTIVE TEAM

The Council of Trustees (the Council) currently consists of 11 members. They are also the directors of Depaul UK. The Trustees are responsible for, and committed to, leading the Charity in accordance with its charitable objects. The Council approves the Charity’s strategic and business plans and associated financial planning and budgets, and monitors their delivery.

Trustees are recruited for a three-year term and may then be re-appointed for a further term of three years.

All Depaul UK Trustees are formally appointed by Depaul International. Depaul International also exercises a number of governance functions, including ratification of senior roles, budgets and the strategic plans of the Charity.

The Chief Executive and the Trustees appoint a number of Executive Directors who, while not being Trustees, attend Council meetings and support the Council’s Committees.

It is the responsibility of the Executive Directors to work with the Chief Executive to ensure that the Council has all the information it needs to exercise its role.

THE COUNCIL’S COMMITTEES

The Committees are:

The Services and Business Development Committee: This Committee’s main role is to recommend to the Council the Services and Business Development Strategy, and to monitor the implementation of services and safeguarding across Depaul UK.

The Fundraising and Communications Committee: This Committee’s main role is to recommend to the Council the Fundraising and Communications Strategies and to monitor fundraising standards across Depaul UK, including reporting on the maintenance and development of best fundraising practice to the Council.

The Finance, Audit and Compliance Committee: This Committee’s main role is to monitor the financial performance of the organisation and to have oversight of all aspects of internal control and audit, while making recommendations to the Council on the management of strategic risks.

The People and Remuneration Committee: This Committee’s main role is to review and recommend to the Council any changes in the remuneration of staff and their conditions of employment. Depaul UK has adopted the Depaul Group’s Policy and Principles for the Determination of Executive Remuneration. This policy reflects the Depaul Group’s reward philosophy for senior executive staff and forms the basis on which Depaul International and Depaul Group

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Subsidiaries are expected to manage executive remuneration.

In addition, the Chairs’ Committee, which is composed of the chairs of the above Committees and the Council Chair, meets to discuss strategic challenges and priorities, and how the Committees can work best together to support delivery on them. This Committee also agrees the forthcoming Council meeting agenda.

THE EXECUTIVE TEAM

The Executive Team comprises the paid strategic leaders of the Charity and is supported by the staff working with them, the most senior of which form the Leadership Team.

The Executive Team provides the Charity’s day-to-day executive leadership. The team is led by the Chief Executive and comprises the Executive Directors for Operations; Fundraising and Communications; Finance, IT and Organisational Performance; and People and Organisational Development. The Executive Team meetings take place regularly and are chaired by the Chief Executive.

All Trustees go through a full, comprehensive induction process on appointment, which includes the provision of key Charity Commission guidance on being an effective Trustee and on Public Benefit. Relevant training is then made available throughout their period of appointment to ensure they are able and confident to perform their duties as Trustees.

THE CHARITY GOVERNANCE CODE

The Trustees adopted the updated 2017 Charity Governance Code and carried out an assessment of compliance against its seven principles, at their strategy meeting in September 2018. The self-assessment found the charity in general compliance with the Code's recommendations, and the Trustees remain committed to working towards achieving excellence in delivering the Charity's governance arrangements. To this end, an assessment against the refreshed Code, published in 2020, will be undertaken in due course.

POLICIES ADOPTED FOR RECRUITMENT AND INDUCTION OF TRUSTEES

The Council also manages the process for the recruitment of new Trustees and the appointment of the Chair and Vice-Chair, according to agreed policy and procedures. A skills audit of Trustees is undertaken regularly to assist in identifying what skills and experience are lacking on the Council. This, in turn, influences the recruitment, selection and appointment process, which involves open and transparent advertising.

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Young man in supported accommodation
© Depaul UK
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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

PAY POLICY FOR SENIOR STAFF

When setting the CEO’s remuneration and reviewing it, the Chair’s Committee considers how a fair salary can be set, taking into account:

which pay is one part of a package that includes personal development, personal fulfilment, and association with the public benefit delivered

The pay of other senior staff is reviewed regularly and normally adjusted in accordance with a benchmark of similar roles in peer organisations in the sector. The remuneration is set at a median point of the range paid for similar roles.

In 2021 the CEO and Executive Team were awarded a 3% pay uplift. This was the first executive pay increase since 2018 and was in line with pay awards made to Depaul employees.

Our Trustees, who are also directors of the charitable company, are volunteers and give their time freely. No Trustee received remuneration for the year. Details of Trustees' expenses and related party transactions are disclosed in Note 25 to the accounts.

GENDER PAY GAP

As at 5 April 2020, female staff received a gross hourly rate of £14.27 and the male employees £14.50, which represents a gender pay gap of 1.59%. This compared to an overall national average pay gap of 13.3% (male employees receive an hourly wage 13.3% higher than female employees).

STATEMENT ON EMPLOYEE ENGAGEMENT

While we faced ongoing restrictions to travel and face-to-face meetings throughout 2021, the Executive Team at Depaul continued several initiatives to ensure continued personal engagement with staff, and that our staff were supported and kept informed of organisational developments.

Activity included:

A review of our benefits package has begun and will continue into 2022.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

REFERENCE AND ADMINISTRATIVE DETAILS OF THE COMPANY, ITS TRUSTEES AND ADVISERS, FOR THE YEAR ENDED 31 DECEMBER 2021

Trustees

Suzanne McCarthy, Chair (left the Board 30 June 2021)

Sandeep Katwala, Chair (joined the Board 1 July 2021)

Urvashi Bhagat (joined the Board 21 February 2022)

Rt. Rev Mark Bryant (left the Board 30 June 2021)

Fr. Eugene Curran

John Dunn

Anthony Harris (left the Board 14 June 2022)

Ian Hellawell

Ben Jackson

Steve James (joined the Board 21 February 2022)

Michael Jones (left the Board 6 December 2021)

Katy Porter

Helen O'Shea, Vice-Chair (left the Board 6 December 2021)

Edward Tait

Sr. Mary Timmons DC (left the Board 6 December 2021)

Sr. Maureen Tinkler DC (joined the Board 22 February 2022)

Michael Wells FCA (left the Board 6 December 2021

Company registered number

Charity registered numbers

802384 (Charity Commission, England and Wales) and SC049244 (Office of the Scottish Charity Regulator, Scotland)

Registered and principal office

Sherborne House, 34 Decima Street, London SE1 4QQ

Company Secretary

Judith Rowland-Hill (to 22 April 2022) Penny Bull (from 22 April 2022)

Chief Executive Officer

Mike Thiedke

Auditor

Crowe U.K. LLP, 55 Ludgate Hill, London EC4M 7JW

Bankers

Barclays Bank, 1 Churchill Place, London E14 5HP

Solicitors

Russell-Cook Solicitors, 8 Bedford Row, London C1R 4BX SA Law, 91 Wimpole Street, Marylebone, London W1G 0EF

Investment Advisors

Seven Investment Management, PO Box 3733, Royal Wootton Bassett, Swindon SN4 4BG

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The Trustees (who are also the directors of the company for the purposes of company law) are responsible for preparing the Trustees' Report including the Strategic Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

company's transactions, and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

02440093

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

PROVISION OF INFORMATION TO THE AUDITOR

Crowe U.K. LLP has indicated its willingness to be reappointed as statutory auditor.

So far as each of the Trustees are aware, there is no relevant audit information of which the company’s auditors are unaware, and each of the Trustees have taken all the steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the charitable company’s auditors are aware of that information. The Trustees’ Strategic Report, prepared under the Charities Act 2011 and the Companies Act 2006, was approved by the Trustees in their capacity as company directors and signed on their behalf by:

Sandeep Katwala, Chair of Trustees

Date: Saturday 17 September, 2022

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND THE TRUSTEES OF DEPAUL UK

OPINION

We have audited the financial statements of Depaul UK (‘the charitable company’) for the year ended 31 December 2021 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company 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 ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

OTHER INFORMATION

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

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

OPINION ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

In our opinion based on the work undertaken in the course of our audit

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:

RESPONSIBILITIES OF TRUSTEES

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

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

AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from

material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

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

EXTENT TO WHICH THE AUDIT WAS CONSIDERED CAPABLE OF DETECTING IRREGULARITIES, INCLUDING FRAUD

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the

determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 and The Charities and Trustee Investment (Scotland) Act 2005 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were health and safety legislation, employment legislation, General Data Protection Regulation (GDPR) and taxation legislation.

Auditing standards limit the required audit procedures to identify noncompliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

Our audit procedures to respond to these risks included enquiries of management, and the Finance, Audit and Compliance Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of nondetection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing noncompliance and cannot be expected to detect non-compliance with all laws and regulations.

USE OF OUR REPORT

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Tim Redwood (Senior Statutory Auditor) For and on behalf of

Crowe U.K. LLP Statutory Auditor London

Date: 20 September 2022

Depaul UK member of staff chats with client in Sheffield © Depaul UK

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating Income and Expenditure Account)

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
Income from:
Donations and legacies
4
Charitable activities
6
Investments
5
Lotteries
7
Total income
Expenditure on:
Charitable activities
8
Raising funds
8
Total expenditure
Net income/ (expenditure)
before net gains on
investments
Net gains on investments
12
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
2021
£'000
1,323
12,066
4
2,796
16,189
14,387
1,524
15,911
278
-
278
6,985		 Restricted
funds
2021
£'000
713
1,627
-
-
2,340
2,370
-
2,370
(30)
-
(30)
807		 Total
funds
2021
£'000
2,036
13,693
4
2,796
18,529
16,757
1,524
18,281
248
-
248
7,792		 Restated
Total
funds
2020
£'000
2,286
11,694
4
2,593
16,577
15,407
1,577
16,984
(407)
1
(406)
8,198
7,263 777 8,040 7,792

The Statement of financial activities includes all gains and losses recognised in the year.

The notes on pages 56 to 74 form part of these financial statements.

BALANCE SHEET

AS AT 31 DECEMBER 2021

REGISTERED NUMBER: 02440093

Note
Fixed assets
Tangible assets
11
Investments
12
Social investments
13
Current assets
Debtors
14
Cash at bank and in hand
Creditors:amounts falling due within one year
15
Net current assets
Total assets less current liabilities
Creditors: amounts falling due after more than
one year
16
Total net assets
Charity funds
Restricted funds
17
Unrestricted funds
17
Total funds		 £'000
2,222
4,798		 2021
£'000
3,239
93
47		 £'000
2,011
4,759		 2020
£'000
3,419
93
47
3,379
5,086		 3,559
4,710
7,020
(1,934)		 6,770
(2,060)
8,465
(425)		 8,269
(477)
8,040 7,792
777
7,263		 807
6,985
8,040 7,792

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

Sandeep Katwala

Date: 17 September 2022

The notes on pages 56 to 74 form part of these financial statements.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
Cash fows from operating activities
Net cash provided by operating activities
19
Cash fows from investing activities:
Dividends, interests and rents from investments
Purchase of tangible fxed assets
Net cash provided by investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year		 2021
£'000
35
4
-
4
39
4,759
4,798		 2020
£'000
1,186
4
-
4
1,190
3,569
4,759

The notes on pages 56 to 74 form part of these financial statements

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Depaul UK client
© Depaul UK
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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

NOTES TO THE FINANCIAL STATEMENTS

FOR YEAR ENDED 31 DECEMBER 2021

transaction value unless otherwise stated in the relevant accounting policy.

1. General Information

The comparatives have been restated for the year ended 31 December 2020 to reflect a different basis adopted for allocating support costs as well as to increase income and expenditure in relation to a service where the trustees now consider Depaul UK to be acting as principal rather than agent. These restatements have not impacted net income for the year or reserves as at 31 December 2020.

Depaul UK is a company limited by guarantee and Registered Charity. Registered company No. 02440093 registered in England and Wales and Registered Charity No. 802384. The Registered Principal office is 34 Decima Street, London, SE1 4QQ. The members of the company are the Trustees named on page 44. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

2.2. Going concern

Around 31% of Depaul UK’s core charitable activities income is relatively stable rental income, linked to commissioned contracts. A further 49% is also contractual (Supporting People payments). This enables the organisation to finance its core activities. There is a reliance, to a substantial extent, on donations and grants to provide many of the added services such as the prevention and ‘wrap around’ services. Cash reserves stood at £4.8m at the end of the financial year 31.12.2021 and a strong cash position is projected for the future. The charity has sufficient liquid resources to meet its obligations and deal with costs associated with inflationary conditions and risks associated with cost of living pressures. Based on this, trustees are satisfied that Depaul UK will be able to continue as a going concern for the foreseeable

2. Accounting policies

2.1. Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Depaul UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or

future and that there is no material uncertainty related to going concern that requires disclosure in the annual report and financial statements. Therefore it is deemed appropriate to prepare the financial statements on a going concern basis.

2.3. Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services or facilities are recognised when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time is not

recognised and refer to the Trustees’ report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

Income from government and other grants is recognised in the financial statements when receivable unless they are performance related. Performance related grants and contracts for services, including rental income, are recognised in income to the extent that entitlement has been earned through delivery of the underlying service.

2.4. Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party. It is probable that settlement will be required and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. All expenses including support costs and governance costs are allocated to the

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

applicable expenditure headings.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the charity and have been allocated in proportion to the level of direct costs attributable to the relevant projects. Governance costs are those incurred in connection with administration and compliance with constitutional and statutory requirements.

Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.

Irrecoverable VAT is charged against the expenditure heading for which it was incurred.

2.5. Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

2.6. Tangible fixed assets and depreciation

All assets costing more than £1,000 are capitalised.

that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of financial activities incorporating income and expenditure account.

Tangible fixed assets are carried at cost or their value at the time of acquisition, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost or their value at the time of acquisition of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Depreciation is provided on the following bases:

Land - Not depreciated Freehold property - 50 to 100 years Straight line Property - 5% to 20% Straight refurbishment line Fixtures and fittings - 20 - 25% Straight line Computer equipment - 25 - 33% Straight line

2.7. Investments

Current asset investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The Statement of Financial Activities includes the net gains and losses arising on revaluation and disposals throughout the year.

2.8. Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

2.9. Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

2.10. Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

2.11. Financial instruments

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

2.12. Operating leases

Rentals paid under operating leases are charged to the Statement of financial activities on a straight line basis over the lease term.

2.13. Pensions

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in respect of the year.

2.14. Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

every five years. In addition, impairment reviews are carried out every year.

3. Critical accounting estimates and areas of judgment

Preparation of financial statements requires management to make significant judgements and estimates. The items in the financial statements where these judgements and estimates have been made include:

(ii) Bad debts provision: As part of the charity’s rental income arrangements with tenants and local authorities, all rental income is received in arrears and there is always a risk of some debts becoming irrecoverable. An appropriate provision is made in the accounts to take account of that risk.

(i) Useful economic lives of tangible assets. The annual depreciation charges for the tangible assets are sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are amended when necessary to reflect current estimates based on future investments and physical condition of the assets. For freehold properties, a valuation is conducted

(iii) Cost allocations: The charity is required to make judgements about which costs should be allocated directly to charitable activities and which should be recorded as support costs. The basis of cost allocation has been changed in the year as referenced in Note 2.1 and the comparatives have been restated.

4. Income from donations and legacies

Donations
Legacies
Grants
Total		 Unrestricted
Funds
2021
£'000
642
391
290
1,323		 Restricted
Funds
2021
£'000
216
-
497
713		 Total
Funds
2021
£'000
858
391
787
2,036		 Total Funds
2020
£'000
889
132
1,265
2,286

6. Income from charitable activities

Safe Choices
Safe Places
Other
Total		 Unrestricted
Funds
2021
£'000
1,107
10,926
33
12,066		 Restricted
Funds
2021
£'000
59
1,568
-
1,627		 Total
Funds
2021
£'000
1,166
12,494
33
13,693		 Restated
Total Funds
2020
£'000
775
10,809
110
11,694

Income from charitable activities is made up of:

Contracts
Rents and charges
Supporting People
Statutory grants
Other income
Total 2021
Total 2020		 Unrestricted
Funds
2021
£'000
1,813
4,357
5,767
11
118
12,066
11,381		 Restricted
Funds
2021
£'000
-
-
1,066
554
7
1,627
413		 Total
Funds
2021
£'000
1,813
4,357
6,833
565
125
13,693
11,794		 Restated
Total Funds
2020
£'000
1,606
4,190
5,376
412
110
11,694

The restricted income above includes £554k (2020: £388k) received from central and local government for the provision of housing services. There are no unfunded commitments.

7. Income from Lotteries

5. Investment income

Income from local listed
investments
Investment income - bank
interest
Total		 Unrestricted
Funds
2021
£'000
1
3
4		 Restricted
Funds
2021
£'000
-
-
-		 Total
Funds
2021
£'000
1
3
4		 Total Funds
2020
£'000
1
3
4

Depaul UK received funding of £2,796k during 2021 through Postcode Support Trust, a registered charity in Scotland (SC045861). Postcode Support Trust operates its own society lottery licensed and regulated by the Gambling Commission. In 2020, The People’s Postcode Lottery was appointed as Depaul UK’s external lottery manager to run lotteries on our behalf and net proceeds of £2,593k was received from lottery draws.

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

8. Expenditure

Direct costs

Direct Staff
Other
Total 2021
Total 2020		 Fundraising
2021
£'000
678
594
1,272
1,277		 Safe
Choices
2021
£'000
1,496
278
1,774
1,249		 Safe
Places
2021
£'000
7,731
4,544
12,275
11,285		 Total
funds
2021
£'000
9,905
5,416
15,321
13,811		 Restated
Total
funds
2020
£'000
8,758
5,053
13,811

Support costs

Staff
Other
Total 2021
Total 2020		 Fundraising
2021
£'000
189
63
252
300		 Safe
Choices
2021
£'000
279
94
373
353		 Safe
Places
2021
£'000
1,748
587
2,335
2,520		 Total
funds
2021
£'000
2,216
744
2,960
3,173		 Restated
Total
funds
2020
£'000
2,295
878
3,173

Governance costs

Auditor's remuneration
Total 2021
Total 2020		 Unrestricted
funds
2021
£'000
33
33
31		 Total funds
2021
£'000
33
33
31		 Restated
total funds
2020
£'000
31
31

9. Auditor’s remuneration

Fees payable to the company's auditor for the audit of the
company's annual accounts
Fees payable to the company's auditor in respect of:
All non-audit services not included above
0. Staff costs
Staff and Volunteer costs
Salaries and wages
Social security costs
Pension contributions
Training, travel, inurance and recruitment
Volunteer expenses
Agency staff		 2021
£'000
33
-
2021
£'000
7,929
688
446
423
54
1,706
11,246		 Restated
2020
£'000
31
3
2020
£'000
7,585
661
422
334
74
863
9,939

10. Staff costs

Volunteer expenses include payments made to Supported Lodgings hosts and Depaul UK Nightstop hosts, and costs of travel, accommodation and allowances paid to European volunteers. In 2021 we involved 525 volunteers (2020: 612) in our work. Volunteers are involved in providing accommodation in our Nightstop service and in providing support and mentoring to our young people through our Get Up and Go programme.

The average number of persons employed by the company during the year was as follows:

Safe Choices
Safe Places
Cost of Generating funds
Support and administration		 2021
£'000
31
194
21
34
280		 2020
£'000
27
193
23
36
279

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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2021 2020
£'000 £'000
In the band £70,001 - £80,000 2 3
In the band £80,001 - £90,000 1 -
In the band £90,001 - £100,000 1 1

The remuneration paid to key management personnel amounted to £480,927 (2020 £471,807).

Employer contributions made to the Depaul pension scheme for the employees who earned over £60,000 during the year amounted to £25,332 (2020: £23,910). The remuneration policy is set out in detail in the Trustees’ Strategic Report.

During the year £11,178 (2020: £26,684) was paid out in redundancy payments. All obligations in relation to redundancy are recognised in the year in which the redundancy is agreed.

11. Tangible fixed assets

Cost or valuation
At 1 January 2021
Additions
Disposals
At 31 December
2021
Depreciation
At 1 January 2021
Charge for year
At 31 December
2021
Net Book Value
At 31 December
2021
At 31 December
2020		 Freehold
Property
£'000
2,485
-
-
2,485
124
19
143
2,342
2,361		 Leasehold
Improvements
£'000
1,036
-
-
1,036
156
56
212
824
880		 Fixtures
and
Fittings
£'000
147
-
-
147
120
9
129
18
27		 Computer
Equipment
£'000
473
-
-
473
322
96
418
55
151		 Total
£'000
4,141
-
-
4,141
722
180
902
3,239
3,419

12. Fixed asset investments

Cost or valuation
At 1 January 2021
Revaluations
At 31 December 2021
Net book value
At 31 December 2021
At 31 December 2020
3. Programme related investments
Market value
At 1 January 2021 and 31 December 2021		 Listed
Investments
£'000
93
-
93
93
93
Programme
related
Investments
£'000
47

13. Programme related investments

During the year ended 31 March 1999, Depaul UK contributed £47,000 towards the refurbishment of a property in Newcastle owned by Home Housing and occupied by the Simonside project, which Depaul UK manages and funds. Depaul UK has a charge on the building and, in the event of the termination of the project, will recover either the amount of £47,000 of 20% of the proceeds from a sale of the property, whichever is higher. Programme related investments are recognised at amortised cost.

14. Debtors

Due after more than one year
Amounts owed by group undertakings
Due within one year
Trade debtors
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income
Total debtors		 2021
£'000
120
120
910
254
202
736
2,102
2,222		 2020
£'000
124
124
791
271
228
597
1,887
2,011

64

65

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

15. Creditors: Amounts falling due within one year

Trade creditors
Amounts owed to group undertakings
Other taxation and social security
Other creditors
Accruals and deferred income
Total
Deferred income
Deferred income at 1 January
Resources deferred during the year
Amounts released from previous years
Deferred income at 31 December		 2021
£'000
562
-
184
62
1,126
1,934
2021
£'000
442
325
(442)
325		 2020
£'000
679
22
170
95
1,094
2,060
2020
£'000
323
442
(323)
442

Income is deferred where there are outstanding performance conditions that are required to be met before the charity is entitled to recognise income received or where time restrictions on the use of funds have been imposed by the funder.

16. Creditors: Amounts falling due after more than one year

2021 2020
£'000 £'000
Oher loans 425 477

The aggregate amount of liabilities payable or repayable wholly or in part more than five years after the reporting date is:

2021 2020
£'000 £'000
Payable or repayable by instalments 179 232

In 2016, Depaul UK entered into a loan arrangement with London Housing Foundation. This loan is repayable on semi-annual instalments from 30 June 2018. Interest is charged at 4% per annum.

The above loan is secured against 10 St Stephens Crescent, a property owned by Depaul UK.

17. Statement of funds

Unrestricted funds
Designated funds
Fixed Assets
General funds
General Funds
Unrestricted funds
Restricted funds
Restricted funds
Total of funds
Unrestricted funds
Designated funds
Fixed Assets
Maintenance
Property
Development
Depaul Housing
Services
Endeavour
Amenities
General funds
General Funds
Unrestricted funds
Restricted funds
Restricted funds
Total of funds		 Balance
at 1
January
2021
£'000
3,419
3,566		 Income
£'000
-
16,189
16,189
2,340
18,529
Restated
Income
£'000
-
-
-
-
-
-
15,233
15,233
1,344
16,577		 Expenditure
£'000
-
(15,911)
(15,911)
(2,370)
(18,281)
Restated
Expenditure
£'000
-
-
(303)
-
-
(303)
(14,853)
(15,156)
(1,828)
(16,984)		 Transfers
in/out
£'000
(180)
180
-
-
-
Transfers
in/out
£'000
(231)
(90)
(1,197)
(132)
(53)
(1,703)
1,703
-
-
-		 Gains/
(losses)
£'000
-
-
-
-
-
Gains/
(losses)
£'000
-
-
-
-
-
-
1
1
-
1		 Balance
at 31
December
2021
£'000
3,239
4,024
6,985
807		 7,263
777
7,792 8,040
Balance
at 1
January
2020
£'000
3,650
90
1,500
132
53		 Balance
at 31
December
2020
£'000
3,419
-
-
-
-
5,425
1,482		 3.419
3,566
6,907
1,291		 6,985
807
8,198 7,792

Designated funds:

Fixed asset designated funds represent the amount of reserves tied up in fixed assets.

66

67

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

18. Analysis of net assets between funds

Analysis of net assets between funds- current period

Tangible fxed assets
Fixed asset investments
Social investments
Debtors due after more than one year
Current assets
Creditors due within one year
Creditors due in more than one year
Total		 Unrestricted
funds
2021
£'000
3,239
93
47
120
6,123
(1,934)
(425)
7,263		 Restricted
funds
2021
£'000
-
-
-
-
777
-
-
777		 Total
funds
2021
£'000
3,239
93
47
120
6,900
(1,934)
(425)
8,040

Analysis of net assets between funds- prior period

Tangible fxed assets
Fixed asset investments
Social investments
Debtors due after more than one year
Current assets
Creditors due within one year
Creditors due in more than one year
Total		 Unrestricted
funds
2020
£'000
3,419
93
47
124
5,839
(2,060)
(477)
6,985		 Restricted
funds
2020
£'000
-
-
-
-
807
-
-
807		 Total
funds
2020
£'000
3,419
93
47
124
6,646
(2,060)
(477)
7,792

19. Reconciliation of net movement in funds to net cash flow from operating activities

Net income/ (expenditure) for the year (as per
Statement of Financial Activities)
Adjustments for:
Depreciation charges
Gains on investments
Dividend, interests and rents from investments
(Increase)/ Decrease in debtors
(Decrease)/ Increase in creditors
Net cash provided by operating activities
0. Analysis of cash and cash equivalents
Cash in hand		 2021
£'000
248
180
-
(4)
(211)
(178)
35
2021
£'000
4,798		 2020
£'000
(406)
231
(1)
(4)
999
367
1,186
2020
£'000
4,759

20. Analysis of cash and cash equivalents

21. Analysis of changes in net debt

Cash at bank and in hand
Debt due within 1 year
Debt due after 1 year		 At 1 January
2021
£'000
4,759
(52)
(477)
4,230		 Cash fows
£'000
39
52
52
143		 Other non-
cash changes
£'000
-
(52)
-
(52)		 At 31
December
2021
£'000
4,798
(52)
(425)
4,321

68

69

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

22. Operating lease commitments

At 31 December 2021 the company had commitments to make future minimum lease payments under non-cancellable operating leases as follows:

Not later than 1 year
Later than 1 year and not later than 5 years
Later than 5 years		 2021
£'000
70
76
185
331		 2020
£'000
51
91
228
370

23. Ultimate parent undertaking and controlling party

The parent undertaking of Depaul UK is Depaul International, a company incorporated in England & Wales (Company number 5245818, Charity number 1107385).

Depaul UK has not prepared consolidated accounts as it is a wholly controlled subsidiary of Depaul International, which produces full group accounts and is incorporated in England and Wales. Depaul International works to support homeless and marginalised people around the world. Depaul International's registered office is St Vincents Centre, Carlisle Place, London, SW1P 1NL. Consolidated Financial Statements are available from Companies House.

24. Principal subsidiaries

During the year, the company had the following wholly owned subsidiaries all of which are registered in the UK.

25. Related party transactions

No trustees received remuneration (2020: Nil). One Trustee received reimbursement of one expense amounting to £94 in the current year (2020: nil).

During the year, Depaul UK paid no purchase invoices (2020: £329) on behalf of Depaul Trading CIC. As at 31 December 2021, the total outstanding was £80k (2020: £92k).

During the year Depaul UK paid £150k (2020: £157k) to Depaul International as annual subscription to the group. Depaul UK also recharged £9k (2020: £9k) towards the cost of financial administration and incurred another £50k (2020: £44k) in expenses on behalf of Depaul International while Depaul International paid £9k (2020: £25k) of invoices and expenses of Depaul UK and collected donations income of £20k (2020: £129k) on behalf of Depaul UK. At the end of the year Depaul International owed Depaul UK £8k (2020: Depaul UK owed Depaul International £21k).

In 2014, Depaul UK sold Depaul House to Depaul Housing Services (DHS) for £150,000 on a 30 year loan. During the year, Depaul UK paid invoices and management costs of £27k (2020: £713k) on behalf of Depaul Housing Services and Depaul Housing Services charged rental income of £70k (2020: £70k) to Depaul UK. In 2020, Depaul UK donated a grant to Depaul Housing Services for £403k as a contribution towards the Manchester Safestop refurbishment project and £25k was returned by Depaul Housing Services this year. As at 31 December 2021 Depaul Housing Services owed £286k (2020: £300k) to Depaul UK.

During the year Depaul UK paid £2,500 (2020: £2,500) to the Fundraising Regulator in respect of its annual levy. The Chair of Depaul UK’s Board of Trustees is a member of the Board of the Fundraising Regulator.

Name Country Nature of Business Shareholding Depaul Housing England & Wales Registered Social 100% Services Landlord Depaul UK Trading England & Wales Trading Company 100% CIC

70

71

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

26. Restricted funds

The following restricted funds require a separate disclosure in the accounts. Grants received and applied as detailed in this note are also included in the restricted funds in Note 27 of the financial statements.

Safestop Manchester- Landaid Charitable Trust

Safestop Manchester- Landaid Charitable Trust
Funds brought forward
Grant received
Expenditure
Funds carried forward		 2021
£'000
-
-
-
-		 2020
£'000
-
100
(100)
-

Nightstop Northeast- Big Lottery Fund

Nightstop Northeast- Big Lottery Fund
Funds brought forward
Grant received
Expenditure
Funds carried forward		 2021
£'000
53
40
(93)
-		 2020
£'000
40
80
(67)
53

Nightstop Northeast - Cumbria County Council

Nightstop Northeast - Cumbria County Council
Funds brought forward
Grant received
Expenditure
Funds carried forward		 2021
£'000
-
25
(25)
-		 2020
£'000
1
24
(25)
-

27. Restricted Funds

Balance at 1
January 2021
£'000
Alone in London
381
National Programmes
45
Nightstop
243
Safestop
64
The Youth Hub
-
Other Restricted Funds
74
Total 2021
807
Total 2020
1,291
Balance at
1 January
2020
Income
£'000
£'000
Alone in London
-
243
National
Programmes
279
149
Nightstop
210
643
Safestop
28
156
South Tyneside
9
-
Other Restricted
Funds
765
153
Total 2020
1,291
1,344		 Income
£'000
273
137
638
25
1,066
201
2,340
1,344
Expenditure
£'000
(307)
(423)
(694)
(120)
(9)
(275)		 Expenditure
£'000
(333)
(132)
(701)
(35)
(916)
(253)
(2,370)
(1,828)
Transfers
£'000
445
40
84
-
-
(569)
-		 Balance at
31 December
2021
£'000
321
50
180
54
150
22
777
807
Balance at 31
December
2020
£'000
381
45
243
64
-
74
(1,828) 807

Restricted funds represent funds unspent as at 31 December 2021 that have been donated for a specific purpose and include:

ALONE IN LONDON

Funds donated specifically to provide advice and support to young people who are homeless or at risk of homelessness. Its work includes advice, family mediation, first contact and schools work, complementing the work of Nightstop and programmes teams.

NATIONAL PROGRAMMES

Programmes which enable us to equip young people with the soft and hard skills to progress into education, training and employment and ultimately move on positively with their lives and in to independent living.

72

73

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

NIGHTSTOP

Funds donated specifically to support our work to provide a safe place to sleep for young people in the homes of trained volunteers. These funds help us to ensure that young people are prevented from sleeping in unsafe places or from having to ever need formal housing support and are donated by a wide range of funders including local authorities, corporate supporters and trusts and foundations.

THE YOUTH HUB

Funds donated specifically to provide accommodation with support to young people who are sleeping rough in London, or at imminent risk of having to do so

28. Prior period Statement of Financial Activities (Restated)

Note
Income from:
Donations and legacies
4
Charitable activities
6
Other trading activities
Investments
5
Lotteries
7
Total income
Expenditure on:
Charitable activities
Raising funds
Total expenditure
Net income/(expenditure) before
net gains on investments
Net gains on investments
12
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
2020
£'000
1,355
11,281
-
4
2,593
15,233
13,579
1,577
15,156
77
1
78
6,907
6,985		 Restricted
funds
2020
£'000
931
413
-
-
-
1,344
1,828
-
1,828
(484)
-
(484)
1,291
807		 Total
funds
2020
£'000
2,286
11,694
-
4
2,593
16,577
15,407
1,577
16,984
(407)
1
(406)
8,198
7,792		 Total
funds
2019
£'000
2,227
10,830
102
6
2,903
16,068
14,613
1,687
16,300
(232)
5
(227)
8,425
8,198

----- Start of picture text -----
Two Depaul UK clients smile at
fundraising event
© Depaul UK
----- End of picture text -----

74

SUPPORTING YOUNG PEOPLE AFFECTED BY HOMELESSNESS IN THE UK

DEPAUL UK Sherborne House 34 Decima Street London SE1 4QQ

0207 939 1220

depaul@depaulcharity.org.uk depaul.org,uk

@DepaulUK

Depaul UK

Registered Charity Number: 802384. Company Number: 2440093.(Registered in England and Wales)