shelter annual report 2011/12

A ome for everyone

Shelter Report and Accounts 2011/12

Campaigning/Paula’s story Kevin’s story

Fundraising/Nationwide’s story

Thank you/Ian’s story

8/9 10/11

Services/Yvonne’s story 12/13 14/15

16/17

Contents

Introduction 3

Our strategy 2009-12 4

Chair’s Introduction 6

Chief Executive’s Introduction 7

Campaigning 8

Kevin’s Story 10

Services 12

Fundraising 14

Thank you 16

Financial accounts

Report of the Trustees

Key Objectives and Statement 18 Public Benefit

Structure, governance and 19 management

Financial review 21

Statement of Trustees’ 24 responsibilities

Independent auditor’s report 25

Consolidated statement 27 of financial activities

Charity and group 29 balance Sheets

Consolidated cash flow 30 statement

Notes to the financial 31 statements

Thanks from Shelter 49

Legal and administrative 50 information

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We won’t stop until everyone has a home.

Shelter’s work to put an end to bad housing and homelessness spans more than four decades. During this time, our ongoing support, face-to-face advice, expert legal representation and free national helpline have directly helped hundreds of thousands of families who are facing the worry of not having a home, and our lobbying and campaigning have helped change the lives of countless more.

This year has been no exception. We’ve won important concessions in the Legal Aid Bill, secured protection for millions of private renters’ deposits in the Localism Act, and pushed harder against irresponsible landlords. We’ve also increased our services – answering more calls on our helpline than ever before, giving more legal advice and intensive family support, and extending our prison advice services across the North East and North West of England.

But the need to help more people has never been greater. Right now, more than 50,000 households are in temporary accommodation in England. More than 1.8 million households are on a waiting list for social housing, and more than 200,000 possession claims have been issued in England alone in the last year. House building is at its lowest level for generations, the insecure private rented sector is growing rapidly, and – most crucially – families are losing their homes.

Homelessness and bad housing can no longer be swept under the carpet.

As we enter our new three-year strategy we have one overriding aim – to help more people in housing need than ever before. With your support, we can do everything in our power to achieve this. And we won’t stop until everyone has a home.

Highlightsn Thanks to our campaigning during

the passage of the Localism Bill, we gained guidance from the Tenants Services Authority that new ‘flexible tenancies’ for social housing should be for 5 years – rather than 2 – in all but exceptional cases.

n We convinced all three major Mayoral candidates to sign up to our Homes for London campaign – calling on the new London Mayor to lobby for funding, improve housing stability and security, and prosecute rogue landlords.

n Over 1,000 families received specialist, intensive support to help them achieve long-lasting tenancy security and life skills.

n We began a new long-term partnership with Fujitsu worth £500,000, working together to develop our shops programme.

n In 2011, Shelter Scotland’s Help End the Wait campaign persuaded Scottish Ministers to fund 24,000 additional socially rented homes by 2015.

A home for everyone Shelter Report and Accounts 2011/12

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A lot has changed. Our commitment to making sure everyone has a home hasn’t.

We’ve been working hard over the past three years to meet, and exceed, our five strategic aims. Here’s a look at some of the things we’ve achieved:

1. Helping people to find and keep a home

n We provided specialist advice on housing, debt, and community care to over 295,000 people, whilst our online advice channel received more than four million visits.

n We went deeper into Scotland, expanding our support services across Aberdeen and South Lanarkshire.

n Our legal team helped win an historic ruling in the House of Lords – ensuring that women fleeing domestic violence are treated as homeless and are able to access a home.

n We shone a spotlight on rogue landlords, raising political and media awareness of tenants who are forced to live in damp and sub-standard conditions.

n We successfully lobbied for the Mortgage Repossessions (Protection of Tenants) Act – protecting around a third of a million private tenants if their landlord’s property is repossessed.

n We secured important concessions in the Welfare Reform Act – allowing newly unemployed people a grace period of nine months to find a new job and get back on their feet before being subject to the overall benefit cap. We also made sure that the proposal to cut Housing Benefit by 10% after 12 months on Job Seekers Allowance was dropped entirely.

n We campaigned to persuade the government to back down on proposed legal aid cuts for people under threat of illegal eviction.

2. Backing the increase of affordable homes

n Our research showed that 98% of England’s local authorities were failing to match the need for affordable homes, and we’ve been working hard to hold them to account. In 2011, we worked with the National Housing Federation and Chartered Institute of Housing to produce the first in a series of The Housing Report, holding the coalition to account on a number of their housing pledges.

n We launched Housing Insights for Communities, providing unique insights into the housing attitudes and aspirations of local communities to facilitate effective engagement on housing development.

n Our Build a Home for Scotland campaign asked the Scottish Government to protect a housing budget that had been slashed by £204 million.

n We made sure that every party in the Scottish Parliament committed to the 2012 homelessness reforms in the run up to the 2011 election.

Our strategy 2009/12

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3. Finding innovative ways of raising money

n In 2011, we launched Wardrobe Relief – asking our corporate partners to donate their used clothing, bric-a-brac and DVDs.

n We teamed up with the art world to run the House of Cards exhibition in 2009 and Up My Street in 2011 – raising more than £140,000 for our services.

n Vertical Rush was added to the events calendar, winning ‘Best Fundraising Event’ for the Institute of Fundraising award 2009/10, and achieving a record number of participants for 2012.

n Our £99 seminars generated almost £185,000, and we’ve now expanded our offer to webinars and online training.

n In 2010, Tracy and Jon Morter – previous Shelter clients – helped us raise £100,000 through their Facebook campaign to propel Rage Against The Machine to Christmas number one.

n All in all, we’ve raised over £70 million in voluntary income, and over 80,000 new donors have joined us in the last three years. Our thanks for your generosity know no bounds. We simply could not do it without you.

4. Getting the most from our income

n We launched our New Opportunities project – making sure that we can respond to increased demand for our services in the most efficient and effective way.

n We established and increased our very own Shelter street fundraising team across the regions from 33 fundraisers to 120, as they continue to be the most efficient way of finding new donors.

n By changing the way we print and photocopy, we achieved an annual saving of £60,000. We also generated an extra £120,000 a year by letting out our unused office space.

n Our increased use of video and telephone conferencing for meetings has reduced time and money spent on travel, saving almost £160,000 a year.

5. Working in partnership

n In Scotland, we’ve created new partnerships with Aberdeen Council, working with their homeless prevention team, and the Link Group, supporting their Older Persons Advice Service.

n We worked with Money Advice Scotland to deliver combined housing, money and debt advice in Tayside.

n We secured a strong partnership with Standard Life, who provided funding for three of our telephone helpline advisers.

n We worked in partnership with Crisis on the Localism Bill to produce joint amendments, and with National Housing Federation, Crisis, Homelesslink, and Chartered Institute of Housing to submit a joint response to the National Planning Policy Framework.

n We also worked in partnership with Homelesslink and Crisis on government guidance to local authorities to give written advice to homeless people.

n We joined forces with the Law Society, Amnesty, Liberty, CitA and many others in the Justice for All campaign to challenge the legal aid reforms.

n Our on-going partnership with Legal and General has raised more than £260,000 through a combination of funding, policy project sponsorship and employee fundraising activities.

n Freshfields Bruckhaus Deringer LLP – sponsors of our Children’s Legal Service – have contributed more than £400,000, and helped us to take on important test cases in court.


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‘ Once again, we have remained on a firm financial footing, which has helped us to invest more in our campaigning, services and fundraising, so that we can continue to innovate, grow and raise greater awareness of the impact of living in bad housing or not having a home.’

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Chair’s introduction

First of all, I want to say thank you. As Chair of the Board of Trustees, I have the privilege of seeing at first-hand the value and dedication that all our staff and many volunteers bring to the organisation, and this year we once again witnessed outstanding efforts that have led to more advice, advocacy, support and campaigning for people in bad housing or at risk of homelessness than ever before. From our Head Offices to all our local advice and support services, our advisors based in prisons to the helpline staff – every single one of our staff has made a real difference to the many people who have turned to Shelter for help.

It has been a very busy year for Shelter, and one in which the Board of Trustees have worked with the Senior Management team to consult, research and plan our new three-year strategy with our staff and partners, which has the key aim of helping more people than ever before. Once again, we have remained on a firm financial footing, which has helped us to invest more in our campaigning, services and fundraising, so that we can continue to innovate, grow and raise greater awareness of the impact of living in bad housing or not having a home.

Over the course of the year, we have said farewell to two of our Trustees, Dom McKenna and Denis Robertson Sullivan – both of whom have been invaluable in our stewardardship of Shelter through many changes, and whose input has ensured that we are in a far better position. Dom in particular guided Shelter through many changes in our retail strategy, whilst Denis chaired the Scotland committee – leading it through significant changes to its operation and membership.

Alongside this, we have welcomed three new Trustees to the main Board: Julie Bentley, (Chief Executive of the Family Planning Association), Gavin Sanderson, (a partner at PricewaterhouseCoopers), and Shirley-Anne Somerville (a campaigning and media expert previously working in both housing and nursing professions in Scotland). We also welcomed Rosalind Micklem (National Director for Scotland at the Equality and Human Rights Commission) as a co-opted member of the Shelter Scotland Committee. Each brings great experience to their role, which will stand us in good stead as we enter our new three-year strategy.

I wish to pay tribute to the commitment, hard work and support of all my fellow Trustees, and to the inspirational and energetic leadership of our Chief Executive and his Senior Management Team. At the end of the year we said ‘goodbye’ to Dheepa Balasundaram who, as Finance Director, has consistently ensured that our finance and accounts are in very good shape (as indeed these audited accounts bear testimony). We wish her the very best of luck for the future.

There has never been more need for Shelter’s work. With the commitment of our supporters, staff and volunteers, I know that we will continue to be a lifeline to the hundreds of thousands of people who need us. And that by working together over the next three years, we can help more people and families in housing need than ever before, and ensure more affordable homes for everyone.

Professor ADH Crook Chair

‘ Without your help, there could be no campaigning for people who need us, no helpline calls answered, no court desks staffed, no policy developed, no face-to-face advice, no intensive family support, no new Shelter shops – and ultimately no people being helped.’


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Chief Executive’s introduction

This year marks the end of our current three-year strategy, during which Shelter and the housing sector has experienced the most turbulent economic, political and social period in recent history. Unemployment is high, household budgets are under pressure and the squeeze on public spending means that the security of people’s homes is less certain every day.

Yet with your support, we have been able to grow over the lifetime of this strategy to meet more of the demand from everyone who needs our help. Thanks to the incredible efforts of our staff, the number of helpline and email problems we’ve answered has risen from 34,000 in 2009/10 to over 77,000 this year. Access to our online advice service has more than doubled to 2.1 million, and the number of people receiving specialist advice on housing, debt, and welfare has risen 30% – from 84,000 to 120,000. Our campaigning and lobbying has also helped tens of thousands of people to access and keep a home, with Shelter playing a leading role in key wins such as the Mortgage Repossessions

Act and the Scottish Empty Homes Partnership, gaining vital concessions in the Welfare Reform and Legal Aid Bill, and supporting the FSA on clamping down on irresponsible lending.

At the heart of Shelter is the fantastic ongoing support of our volunteers, individual supporters, corporate partners and grant-making trusts. Without your help, there could be no campaigning for people who need us, no helpline calls answered, no court desks staffed, no policy developed, no face-to-face advice, no intensive family support, no new Shelter shops – and ultimately no people being helped. We know that we are so much stronger with your help, whether it’s your time, money, or expertise, and we’re committed to building on our relationships in the years ahead.

As we look forward, we are absolutely committed to helping more people in housing need than ever before – focusing particularly on families struggling to secure a decent, permanent and affordable home. We will work harder to increase people’s access to our website and free

helpline. We will establish more support and advice services in the heart of communities that need them most. We will drive the issues of homelessness and bad housing onto the national agenda. We will generate more independent income from fundraising and our shops. We will develop an outcomes-focused approach that demonstrates how our work is impacting lives. And we will invest time and resources in our staff, our infrastructure, and our partners to make sure that we can achieve all this in the most efficient, effective way possible.

Campbell Robb Chief Executive

We work tirelessly so everyone can have a home to call their own.

To protect Shelter clients’ privacy, names have been changed and models have been used in photographs.8

Why we campaign

The need for powerful campaigning and lobbying has never been more important. More than 50,000 households are currently in temporary accommodation, more than 200,000 possession claims have been issued across England, and we’re currently experiencing the lowest level of house building for generations. The facts speak for themselves, but sometimes our clients aren’t able to. We campaign to give people who are forced to live in desperate housing conditions a voice, to build a platform for change, and to stamp housing firmly where it should be – at the top of the national agenda.

What we’ve done

We led a campaign to amend the tenancy deposit protection legislation, working with lawyers and officials to make the changes as effective as possible. The amendments will mean that landlords who do not protect their tenants’ deposits can be fined between one and three times the deposit value – improving the protection of approximately three million private renting households across England and Wales.

In an environment dominated by the banking sector, we were one of the few voices campaigning for better protection for struggling homeowners, and supporting the Financial Services Authority in their clamp down on

irresponsible lending. The final proposals should be put into practice in 2013, significantly stabilising the housing market.

n We continued to shine a light on the private rented sector, working with Channel 4’s Dispatches to expose rogue landlords, and gaining confirmation in the coalition’s Housing Strategy that the government will work with local authorities to tackle the worst in the sector.

n We pushed the government to discuss the removal of council tax discounts for second and empty homeowners. This could help to bring empty homes back into use and raise millions that could support new housing.

What’s next?

Over the next year, we’ll continue our work in improving the private rental sector. We’ll campaign to drive rogue landlords out of business, make sure amateur landlords meet their responsibilities, and improve the tenancy offer for families. We will also keep housing firmly on the political agenda, strengthening the case for long-term investment in homes. In 2012, Shelter Scotland will deliver on one of its longest running campaigns – to give every unintentionally homeless person the right to a permanent home.

Paula’s storyAfter running away from my abusive ex-husband, I moved into a new home with my four children and dog. From the very start, the house was falling apart. One day, I was in the kitchen and the ceiling collapsed, making the glass in the front door shatter. The landlord forced me to board the door up with blankets and newspapers, then gave me six weeks to pay for the repairs myself. When I refused, he issued a possession order on me, then kept coming into the house without any notice, and would regularly shout at me in the street. Once, when we were all out, he came in and trashed my daughter’s bedroom, pulling all her paintings off the wall and throwing them on the floor.

Shelter helped me issue a warning against my landlord’s behaviour – applying for an injunction on my behalf, which was granted. They also helped me to win my counter-claim against the possession order, and later fought my corner in court to win £16,000 in compensation.

My family and I now have a great new home to live in, and I can’t thank Shelter enough.

Campaigning

We campaigned to persuade the government to back down on proposed legal aid cuts for people under threat of illegal eviction.


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‘ Their faces light up each time they’re reminded of all the fun they’ve had with the Shelter team.’

Kevin’s Story.

To protect Shelter clients’ privacy, names have been changed and models have been used in photographs.10

My wife Angharas and I have been living with our family in a three bedroom council house in Bristol for the past twelve years. We have three children of our own – two girls aged 12 and 15 and an adult son – but we also have kinship of my sister-in-law’s children who were initially placed with different foster families by social services. They had witnessed repeated domestic violence and had been severely neglected, so it wasn’t safe for them to continue living with their mum. I couldn’t bear the thought of them living with complete strangers after all they’d been through, so my wife and I fought for custody and now they live with us.

Raising children is a challenge for anyone, but since developing degenerative osteoarthritis in my spine, things turned into much more of a struggle. This wasn’t helped by living in severely overcrowded, cramped conditions, without any space to really call our own. Our two

biological children are also registered young carers, which is a huge responsibility for people so young, and we wished they could at least have their own bedroom where they could enjoy some time alone after helping us all day.

We were worried about what to do. The council told us there weren’t any properties available locally, and social services had asked us not to leave the area as it would result in further upheaval for the children. We couldn’t even begin to consider private renting because of the lack of security – not wanting to risk splitting up the family again.

Shelter has made a real difference. They worked with the council to find us a home that’s far more suited to our needs, and we’re all looking forward to moving in this summer. But they’ve also done some amazing work to help the children. They provided tutoring support

for the children’s schoolwork, and activities where they’ve made new friends and built up their self-esteem. The Shelter support workers also take them out individually and spend time with them one-on-one. For children living in such a crowded house this is a real treat – their confidence has increased, and their faces light up each time they’re reminded of all the fun they’ve had with the Shelter team.

We’re all feeling really positive about our next steps as a family. There’s still a lot of work to do on our part to help the children overcome the challenges they’ve been given in life, but we know that the support we received from Shelter has laid the foundations for a brighter future. Shelter provides an excellent service. The staff bend over backwards to help, and I can’t thank them enough for what they’ve done.

Over 1,000 families like Kevin’s received specialist, intensive support to help them achieve long-lasting tenancy security and life-skills.


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We give people brighter futures.

Photograph: Immo Klink12

Why our services are important

The past year has seen a 20% rise in people coming to Shelter for help on eviction, repossession, and problems related to living in damp, damaged or overcrowded housing. The demand for our support has never been greater. Our range of services means we can continue to widen our reach, and help the hundreds of thousands of people and families who are fighting to have one of the most basic human rights – a decent home to live in.

What we’ve done

We’ve increased the capacity of our free national helpline to try to meet the growing demand for housing advice. Our advice services have also been expanded to cover a total of eighteen prisons in the North East and North West regions – providing 1,660 offenders with advocacy, support, specialist housing advice and information to help them reintegrate into the community.

We expanded our reach to provide specialist housing law support to local authorities, and are working in partnership with the Department for Communities and Local Government (DCLG) to develop a toolkit for local authority housing departments. Overall, our legal training services have reached nearly 8,000 professionals, including the delivery of 354 training courses, and 94 seminars on the Localism Bill. We’ve worked in partnership with Crisis to establish four new services that assist people in overcoming financial barriers

to private renting. We’ve also created a new Mortgage Debt Advice service, providing advice to Local Authority housing staff that work with people struggling to meet their monthly payments.

n Our online advice channel received 92% more visits than last year, with 2.1m visitors downloading 274,000 self-serve tools.

n Our free housing advice line answered 66,355 calls and emails – a 35% increase on last year.

n Shelter Scotland’s advice services responded to 15,473 people who needed help.

What’s next?

We’ll continue to improve the efficiency and cost-effectiveness of all our services over the next three years, creating a seamless client journey between different advice channels. By 2013, we aim to increase the number of calls answered by our free helpline to around 130,000 a year. We’ll also strive to help more people by expanding our national network of face-to-face advice services, and improving the quality of service delivery by both internal and external staff. In 2012, Shelter Scotland will develop new ‘City Hubs’ in Glasgow, Dundee, Edinburgh and Aberdeen – creating joined up housing support, advice and campaigning in the areas of most need.

Yvonne’s storyI’ve worked in the housing and homelessness sector for more than twelve years, and have been a helpline advisor at Shelter Scotland for just over two. During that time, I’ve seen small, slow changes in the sector, but nothing like what’s happened since the recession. Many people think homelessness is reserved exclusively for the poor, or those on the edge of society, but now we see relatively well-off individuals struggling with arrears and at real risk of losing their homes.

It’s not a job that everyone can do. Empathy is key, as is a persistent, can-do attitude. We provide advice and guidance on everything from money, debt and benefits, to people’s different rights – so the help’s there, but it’s important that it’s accepted. When things start collapsing around them, people often put their head in the sand, but if they come to us sooner, we can do more to help. I think by far the biggest highlight of my job is helping people through situations when they thought all hope was lost.

Services

In 2011/12, we provided advice on housing, debt and welfare problems to 120,000 people in England and Scotland – a 20% increase on last year.

What’s in a home? Shelter Report and Accounts 2011/12A home for everyone Shelter Report and Accounts 2011/12

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We find new ways of raising money.

Photograph: Eddie MacDonald14

Why fundraising matters

As the squeeze on public spending takes hold, independent income allows us to plan for the future, and – critically – to assure people that we will be here for them when they need us most. The work we carry out in partnership with our corporate partners and grant-giving bodies helps us to extend our services, develop innovative ways of fundraising, and spread our message as widely as possible. Which means we can keep driving forward in our mission for everyone to have a home.

What we’ve done

We delivered a successful one-week national promotion with shirt retailer T.M.Lewin, who gave us a donation of £2 for every shirt bought – helping to raise £30,000. Our partnership with British Land strengthened as the company increased their support of Shelter through a number of projects, including sponsorship of Shelter’s Up My Street art exhibition.

Our fundraising enabled us to pump vital resources into investigating the root cause and impact of housing issues, and to target our services towards where the problems lie. The £60,000 awarded by Trust for London is currently helping us to examine the impact of welfare changes on Londoners, and to campaign for better protection.

n Shelter Scotland and Relationships Scotland launched a new joint project to help young runaways and their families after receiving almost £700,000 from the Big Lottery Fund.

n In partnership with John Lewis, thousands of people helped whip up £85,000 by hosting a Cake Time treat for friends and family.

n We welcomed Zoopla on board as one of our newest corporate partners, who have already exceeded their pledge of £25,000 to support our work.

What’s next?

A shared vision, shared voice and shared ambition makes us stronger. We will look to increase and deepen the way we work with commercial organisations, trusts and foundations, forging meaningful, long-lasting partnerships that benefit both parties. Next year, we will launch our mobile phone recycling initiative with new partner Reclaim IT/ERS, as well as building on the success of Vertical Rush in London. The recent grants from the Big Lottery Fund and Positive Destinations, totalling £648,000, will also help us to build on our Keys to the Future work in Knowsley – offering more support to families, particularly those renting privately.

Nationwide’s storyLike Shelter, Nationwide believes that everyone deserves a home. As a member-owned building society, we have a duty to be a responsible corporate citizen, delivering positive social and environmental impacts – and our corporate responsibility work includes housing as a key area of focus.

We’ve worked in partnership with Shelter for over a decade, helping to fund key services, collaborate on policy and campaign issues, and generate funds through commercial activity and employee engagement. To date, our partnership has raised nearly £1 million for Shelter, which has enabled them to support 900 families, 1,400 adults and 1,250 children and young people across a range of issues relating to housing and homelessness.

Shelter is a great charity to work with, and their Corporate Fundraising team keeps coming up with fresh and innovative ideas for getting our employees and customers engaged. They are also crucial in helping us achieve our strategic aims, and we look forward to continuing our strong partnership in the future.

Fundraising

We raised £320,000 in the biggest ever Vertical Rush thanks to the 1,200 people who powered up the steps of Tower 42.


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We couldn’t do it without you.

Photograph: Nick David16

Our Shelter community keeps on building. We’ve got a powerful army of volunteers across our network of shops, fundraising events and specialised advice services, who generously give their time and experience. And to show our gratitude, we want to give something back. We are currently developing a nationwide programme that will help our volunteers learn new skills, such as ordering stock, customer relations and display management, and give them the opportunity to gain full-time employment. We’ll also soon be rolling out a volunteer legal advice programme, following its huge success in the North West.

We are so grateful for every single person that supports us, and we will make sure that every penny we raise is spent the way you would want it to be – helping people avoid the devastating impact of homelessness and bad housing. Thank you to all our volunteers and supporters. We simply could not do it without you.

n Overall, we raised over £25 million in voluntary income – over half of which was from our generous individual supporters.

n We recruited over 35,000 new regular donors through our street and door-to-door fundraisers.

n We opened eight new Shelter shops thanks to generous donations of clothes, bric-a-brac and volunteer time.

n 1,600 of our supporters took the time to write to the Housing Minister, asking him to take action on rogue landlords in the private rental sector.

What’s next?

As the housing crisis worsens, it’s more important than ever to raise funds. Just £20 can go a long way. It can buy a fan heater for a family with no heating, or fund an advisor for someone facing an illegal eviction. We will make sure that every supporter and volunteer understands the difference their donation or action makes in helping people to find and keep a home. And we will continue to increase our chain of retail charity shops, as well as our door-to-door and street fundraising – recruiting new staff and volunteers, developing their skills, and creating a strong, committed team that can lead us into the future.

Ian’s storyI enjoy volunteering for Shelter because of the friendly and supportive staff and fellow volunteers in the Wellington shop. But the experience has also been invaluable in helping me to learn new skills and build on those I had previously. Not only have I gained more self-confidence and motivation – restoring what was lost when my previous job ended – but I’ve developed strong customer service and communication skills, as well as a greater sense of purpose. Hopefully I can now go on to find my dream job in the library sector, taking everything I’ve learnt from my time as a Shelter volunteer.

Thank you

Over 1,000 volunteers gave up their time for Shelter.


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Key Objectives and Statement of Public Benefit

Shelter’s Key Objectives

Shelter was set up in 1966 with the following objectives:

n To relieve hardship and distress among homeless people and among those in need who are living in adverse housing conditions.

n To make monies available to other bodies (whether corporate or not) whose aims being charitable are the relief of such hardship and distress.

n To relieve poverty and distress.

n To educate the public concerning the nature, causes and effects of homelessness, human suffering, poverty and distress as aforesaid and to conduct and procure research concerning the same and to make available the useful results thereafter to the public.

Statement of Public Benefit

Under the Charities Act 2006, charities are required to demonstrate that their aims are for the public benefit. The two key principles which must be met in this context are, first, that there must be an identifiable benefit or benefits; and, secondly, that the benefit must be to the public, or a section of the public. Charity Trustees must ensure that they carry out their charity’s aims for the public benefit, must have regard to the Charity Commission’s guidance, and must report on public benefit in their Annual Report.

Shelter’s Board of Trustees regularly monitors and reviews the success of the organisation in meeting its key objectives of helping people to find and keep a home and campaigning for decent homes for all. The Trustees confirm, in the light of the guidance, that these aims fully meet the public benefit test and that all the activities of the charity, described in the Report of the Trustees, are undertaken in pursuit of these aims.


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Structure, governance and management

Board of Trustees

Shelter, the National Campaign for Homeless People Limited (trading as “Shelter”) is a registered charity (number 263710 for England & Wales and SCO02327 Scotland) and a company limited by guarantee (number 1038133) and is governed by its Memorandum and Articles of Association. The Board of Trustees, who are also directors of the charity for the purposes of the Companies Act, have overall responsibility for the direction, management and control of the charity. As discussed below, the Board is supported in discharging these responsibilities by Board Committees. Overall operational management of Shelter is delegated to the Senior Management Team.

The Board may be comprised of no fewer than 6 and no more than 15 members, and currently consists of 14 members. It is a non executive Board and its members are unpaid. Applications for Board membership are invited by external advertisement. Applicants are interviewed by the Nominations Committee and are appointed according to relevant skills, competencies and experience. Trustee terms of office are normally limited to a maximum of two terms, each of three years. Membership of the Board for any longer than six years may be granted on the basis of the needs of Shelter and renewed up to a total of an additional three years.

Throughout the year, the Trustees and Senior Management Team have continued to monitor effectiveness and overall terms of reference for the various committees, to ensure they are following best practice in the sector. This year, a Delegation Task Group was established to review Committee remits to ensure that they were fully aligned to our organisational goals. One key recommendation from this group was to disband our Commercial and Social Enterprise Committee and replace it with an Income Generation Committee, with a broader remit of monitoring independent income into the organisation – a key focus of our new strategy.

All new Trustees are given a thorough six month induction programme and issued with a governance handbook explaining their role and responsibilities as a Trustee. Trustees are kept up to date with developments through regular bulletins and training where appropriate and the organisation is regularly updated on Trustee governance.

The Board also appraises its own performance and contribution on an annual basis. The Chair of the Board of Trustees is appraised through a 360 degree process led by our Vice Chair to which all Trustees and members of the Senior Management team contribute and the Chair carries out a similar annual appraisal of all our Board committee chairs and of all Trustees coming to the end of a term of appointment.

The Board met six times in the course of the year under review including a residential weekend where we worked intensively on the new strategy with the senior management team. Much of our detailed work is undertaken within our committees, including the Audit Risk and Finance, Commercial and Social Enterprise (now replaced with the Income Generation Committee) and Scotland Committees. Our Nominations Committee keeps our governance under review and deals with appointments to the Board and its committees.

Our Remunerations Committee deals with the overall pay and reward of all staff and with the appraisals and pay of the Chief Executive and other members of the Senior Management Team.

The Board appoints members of the Audit, Risk and Finance Committee, the Shelter Scotland Committee, the Remuneration Committee, the Nominations Committee and the Income Generation Committee. The Audit, Risk and Finance Committee, which usually meets five times a year, the Scotland Committee, which meets four times a year, the Nominations Committee, which normally meets three times a year, and the Income Generation Committee, which normally meets four times a year, are made up of Trustees and other individuals with relevant skills and experience. Both external and internal auditors are invited to attend the Audit, Risk and Finance Committee meetings.

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Structure, governance and management

Employees

Shelter and Shelter Trading employ 1,250 people who have once again achieved a remarkable amount at a time when Shelter faces both a huge demand for the skills of its staff and continuing challenges to its funding. The last 12 months have been incredibly demanding and we have had to continuously respond to the volatility of the environment in which we operate. Our staff have responded admirably to this challenge as the achievements described throughout this report clearly show.

Applications for employment by disabled persons are always fully considered, bearing in mind the abilities of the applicant concerned. In the event of members of staff becoming disabled every effort is made to ensure that their employment with Shelter continues and that appropriate training is arranged. It is the policy of Shelter that the support, career development and promotion of disabled employees should, as far as possible, be identical to that of other employees.

Shelter has embarked on a comprehensive review on how it rewards, recognises and develops its staff. This has resulted in a commitment to developing a new approach to performance. This will ensure that the undoubted talent, passion and commitment of our staff is properly recognised and developed to ensure it can have maximum impact – for the people Shelter exists to help.

Shelter continues to have low staff turnover and where vacancies do arise remains able to attract the right people with the right skills to enable us to achieve our aims. It is particularly pleasing to see that we remain able to recruit and retain staff from across all of the diversity strands. Shelter continues to invest in the training and development of its staff with a further suite of e-learning

packages having been developed and launched this year. Shelter has also maintained its commitment to management development recognizing that investing in leadership is at the heart of maximising our impact. Shelter believes that its continuing commitment to the professional development of all staff ensures we can continue to meet our objectives.

Shelter conducted a follow up staff survey this year and was delighted to note that Staff engagement continues to rise. While there is no room for complacency Shelter’s commitment to a consultative management style and desire to engage with staff as much as possible is producing positive results. As we leave the 2009-2012 strategy period and embark upon our new 2012-2015 strategy having the right people with the right skills who are fully engaged with our vision will be more important than ever before and Shelter is well placed to ensure this is achieved.

Volunteers

The Trustees of Shelter remain ever grateful for the continued support of our network of volunteers across the country. Over 880 volunteers donated their time over the past year in Shelter shops and retail administration. Across our services we have over 100 dedicated volunteers who help with events co-ordination, client support, working in prisons to prevent homelessness, or through research and policy.

Alongside this we have a network of service user groups across the country, providing us with invaluable insights into how we can most effectively help people in housing need. Shelter’s First Service User Involvement Day was held on Friday 25th March 2011 when clients and support workers from Sheffield, Liverpool, Cumbria, Bristol and Birmingham Housing Support Services travelled to London to take part in

workshops and discussions. The aims of the day were to bring Shelter service users together from across England so that they could get to know one another and share ideas about future user involvement in Shelter services. The event was a huge success, with approximately 20 service users and 30 staff in attendance from Fundraising, Campaigns, Public Affairs, Policy, Research and Media, including Trustees and Senior Management.

We will strive hard in continuing to build on our best practice by regularly reviewing our policies and procedures to ensure our volunteers are well supported in their roles and enjoy their experience with Shelter. Our Volunteer pilot project in the North-West has already produced excellent models of volunteer support and management tools that will further strengthen Shelter’s reputation as a volunteer-involving organisation. The tools will be replicated in the coming year across the organisation.

Thank you to each and every one of our supporters who has given their time and commitment – we could not do it without you.

Subsidiary undertakings

The charity’s wholly owned trading subsidiary, Shelter Trading Limited carries out non-charitable trading activities for the charity; primarily the operation of shops selling donated and new goods, and the delivery of training courses. Details are included in Note 19 to the accounts. Shelter’s trading and training activity generates considerable awareness of the charity’s wider work and some of the funds required to support the operations of the charity are raised by means of trading activities through Shelter Trading Limited. Shelter Merchandising Limited, also a wholly owned trading subsidiary, remained dormant throughout the year.


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Shelter would like to thank its donors and supporters for their contributions during what has been a challenging year both economically and for housing and homelessness issues.

Shelter started the year with accumulated surpluses. In line with the investment plans agreed in the previous year investment was made in the income generating areas of fundraising and the retail portfolio to support the charity’s activities. Investment has also been made in campaigning and services to raise awareness of homelessness issues and expand our services.

Strategic investment priorities were agreed in the year as part of our new three year strategy for 2012-2015. The plans were agreed to ensure Shelter is making the best use of our accumulated surpluses over the coming years and to ensure that Shelter can deliver on the new strategy. These plans include further investment in fundraising, the expansion of the retail operations and investment in services and campaigns. Shelter is investing significantly in our sources of income generation to ensure that we can build a stable long term basis for Shelter to help more people.

Despite the challenges creating pressures on voluntary, statutory and trading income Shelter has maintained its income for the year and spend on charitable activities and ended the year with a surplus.

Total incoming resources at £52.8m (2010: £53m) are in line with the previous year. Legacy income has increased by £2m on the previous year due to the receipt of one legacy in the year with an estate value of over £2m. Voluntary income from charitable foundations has decreased, principally due to the completion of our Keys to the Future services which had been the subject of a major fundraising appeal. Income from corporate donors

has decreased from the previous year due to the withdrawal of two significant corporate partners in the year.

Statutory and grant-funded income has decreased as a result of a number of grants coming to an end which have not been renewed, and a number of grants being reduced in value due to statutory funding cuts.

Income has increased across Shelter’s retail activities by £0.2m most of which is due to the opening of 8 new shops in the year against a difficult trading environment. The shops are managed by Shelter’s trading subsidiary, Shelter Trading Limited.

Costs have increased by £2.7m mainly due to investment in the income generating areas of fundraising and the retail portfolio. The costs of Legal Services Contracts have increased by £2.1m as a result of increased costs of delivering the new LSC contracts won as part of the LSC re-tender in the previous year. The LSC income has not increased in line with the expenditure due to a time lag between the recruitment of solicitors and the solicitors meeting their full income targets, and also as a result of a 10% fee cut which commenced in October 2011. Expenditure on housing services has decreased due to a decrease in statutory funding and grants received and as a result of the restructure in the previous year.

Grants

Shelter awards grants to organisations engaged in activities that promote Shelter’s charitable objectives. These grants are made on an annual basis and are monitored closely against conditions specified at the time of the initial award. All grants are evaluated annually by Shelter’s Senior Management Team to ensure activities continue to share Shelter’s aims and objectives and meet Shelter’s value-for-money targets.

Investments

Shelter invests in Common Investment Funds (CIFs), specialised unit trusts that are regulated and monitored by the Charity Commission and benefit from charitable tax exemptions. These funds enable Shelter to take advantage of economies of scale and opportunities for diversification, essentially by pooling out investments with other charities. Shelter invests in both equity growth and bond income CIFs.

The Audit, Risk and Finance Committee has responsibility for reviewing the performance of these funds against comparative CIFs and the stock market in general. Schroders manage the investment fund on a discretionary basis, within the ranges set out in Shelter’s Investment Policy. Since the move to Schroders the investments have underperformed against benchmark. However, the approach of the equity fund is long-term and is value-based and therefore long term investment potential is expected to be in line with benchmark.

Financial review

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Reserves

Under the requirements of the Statement of Recommended Practice on Accounting and Reporting by Charities 2005, Shelter segregates its funds into those which are restricted and those which are unrestricted. A further description of these funds and how they are further segregated to include the General Reserve is included within Note 20 to the accounts.

In line with current best practice, the Trustees have, in reviewing Shelter’s Reserves Policy, considered the financial impact of those risks identified as part of the ongoing Risk Management process. In revising the framework for Shelter’s reserves, the following have been considered:

n Forecasts for future years’ income

n Forecasts for future years’ expenditure

n Future needs, opportunities, contingencies and/or risks

Additionally, an assessment was made of the impact of any sudden reduction in income or increased costs.

Thus, in determining the appropriate value of reserves Shelter has used the following framework:

n closure costs

n funds required to cover major risks which have a financial impact should they materialise

n a contingency for mitigating actions

n planned investment over the next 3-5 years.

This framework identified the optimal level of reserves at 31 March 2012 to be £5.76m, which has been achieved. A designated strategy investment fund was created in the prior year for future investment in line with the strategy, which is described in Note 20.

The framework will be reviewed on a regular basis, as each of the factors are subject to change – therefore optimal reserve levels will fluctuate as the size and operations of the organisation vary.

Risk management and internal control

The Trustees have overall responsibility for ensuring that the organisation operates an appropriate system of controls, financial and otherwise, to provide reasonable assurance that:

n the charity is operating efficiently and effectively

n proper records are maintained and financial information, used within the charity or for publication, is reliable

n the charity complies with relevant laws and regulations.

The Audit, Risk and Finance Committee is responsible for monitoring the effectiveness of the internal controls and reports to the Board the results of such monitoring. This is achieved through:

n reviewing Shelter’s systems of financial control, risk management and compliance

n reviewing the nature and scope of the external audit, and any matters raised, for the attention of management. Any significant findings or identified risks are examined so that appropriate action can be taken

n reviewing and approving the annual internal audit plan, considering and approving the areas of the organisation that are subject to review, approving the scope of such reviews, considering any findings that arise and agreeing changes to audit plans to take account of emerging risks and new areas of business

n ensuring that appropriate action is taken on recommendations made by the internal auditors.

The systems of control operated within Shelter are designed to provide reasonable, but not absolute assurance against material misstatement or loss. They include:

n a strategic plan

n a business plan, annual budget and cash flow forecast

n regular consideration by the Trustees of actual results compared with budgets, forecasts and trends, cash flow and reserves levels

n segregation of duties

n an identification of, and management of, risks

n a regular review of financial procedures.

While the guidance contained within the Combined Code on Corporate Governance is not mandatory for Shelter, the Trustees believe that the organisation should, where appropriate, seek to comply with these guidelines as best practice.

Financial review


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The Trustees, in partnership with the Senior Management Team, play a key role in the identification, evaluation and monitoring of major risks to which Shelter is exposed. Shelter has robust risk management and monitoring processes in place to assist in the strategic and operational management of the organisation. The key risks that have been identified to the successful delivery of Shelter’s business strategy are the continued maintenance of the level of voluntary donations, and our ability to influence governmental policies sufficiently in order to reduce the impact of homelessness.

Shelter recognises that effective risk management is reliant on a culture of risk management that permeates all levels and operational functions of the organisation. To encourage this, additional components of the risk management framework include:

n the requirement for all staff and managers to prepare a comprehensive project initiation document for all new initiatives, which mandates an assessment of risk. New development opportunities undergo a full feasibility analysis, including an assessment of risk. Projects are required to maintain a risk log, which is monitored by project governance boards.

n Shelter’s Trustees have established a target for the levels of reserves held, to mitigate the impact on the organisation of the risks that do materialise.

Shelter is committed to its risk management processes, and Senior Managers and Trustees are continuing to develop and refine risk management and control processes which are both appropriate to the organisation and whose effect can be measured.

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Preparation of the Annual Report and Accounts

The Trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law.

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 charitable company and the group and of its net incoming resources of the group for that period. In preparing these financial statements, the Trustees are required to:

n select suitable accounting policies and then apply them consistently;

n observe the methods and principles in the Charities SORP;

n make judgments and estimates that are reasonable and prudent;

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

n prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue to operate.

The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company and group’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and group and enable them to ensure that the financial statements comply with the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 and Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charity and group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the company website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements differs from legislation in other jurisdictions.

Disclosure of information to auditors

Each of the Trustees who were directors of the company at the date when this report was approved has confirmed that:

n so far as they are aware, there is no relevant audit information (as defined in the Companies Act 2006) of which the company’s auditors are unaware; and

n they have taken all the steps that they ought to have taken as a director to make themselves aware of any relevant audit information (as defined) and to establish that the company’s auditors are aware of that information.

This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.

Signed on behalf of the Board

Professor ADH Crook Chair of the Board of Trustees

25 July 2012

Statement of Trustees’ responsibilities


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Independent auditor’s report

We have audited the financial statements of Shelter, the National Campaign for Homeless People Limited for the year ended 31 March 2012 set out pages 27 to 48.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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 section 44(1c) of the Charities and Trustee Investment (Scotland) Act 2005. 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 company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of Trustees and auditor

As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees (who are also the directors of the charitable company for the purpose of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

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

Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

Scope of the audit of the financial statements

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial statements.

In addition, we read all the financial and non-financial information in the Trustees’ Annual Report and any other surround information to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Opinion on financial statements

In our opinion the financial statements:

n give a true and fair view of the state of the group’s and the charitable company’s affairs as at 31 March 2012 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

n have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and Regulation 8 of the Charities Accounts (Scotland) Regulations 2006.

Opinion on other matter prescribed by the Companies Act 2006

In our opinion the information given in the Trustees Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exception

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

n the parent charitable company has not kept adequate accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

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Independent auditor’s report

n the parent charitable company financial statements are not in agreement with the accounting records and returns; or

n certain disclosures of Trustees’ remuneration specified by law are not made; or

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

Naziar Hashemi Senior Statutory Auditor

For and on behalf of Crowe Clark Whitehill LLP

Statutory Auditor

London 30th July 2012

Crowe Clark Whitehill LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006.

Consolidated Statement of Financial ActivitiesFor the year ended 31 March 2012 (incorporating income and expenditure accounts)


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Notes Unrestricted Restricted Total Total Funds Funds 2012 2011 £'000 £'000 £'000 £'000

Incoming resources Incoming resources from generated funds Voluntary Income: Donations and gifts 2 19,551 1,534 21,085 22,459 Legacies 2 4,590 257 4,847 2,897 Activities for generating funds: Retail sales 3 8,820 - 8,820 8,586 Investment income 3 253 - 253 137 Other income 303 - 303 111 Incoming resources from charitable activities Training 1,354 - 1,354 1,499 Publications 61 - 61 10 Research, Digital Advice and Campaigning 33 - 33 54 Legal Services contracts 4 5,911 - 5,911 5,613 Statutory and grant-funded activities 4 325 9,867 10,192 11,660 Total incoming resources 41,201 11,658 52,859 53,026

Resources expended Costs of Generating Funds Costs of generating voluntary income: Fundraising activities 2 6,100 - 6,100 5,698 Investment in fundraising 2 2,176 - 2,176 - Fundraising trading: cost of goods sold and other costs Retail costs 3 8,090 - 8,090 7,505 Total costs of generating funds 16,366 - 16,366 13,203

Net incoming resources available for charitable application 24,835 11,658 36,493 39,823

Cost of charitable activities: Training 1,262 - 1,262 1,433 Publications 895 - 895 976 Research, Digital Advice and Campaigning 3,740 - 3,740 3,154 Housing Aid and other grants made 6 177 86 263 433 Legal Services contracts 10,647 - 10,647 8,570 Housing Services 7,173 10,887 18,060 20,744 Total cost of charitable activities 23,894 10,973 34,867 35,310 Governance Costs 7 189 - 189 191 Total resources expended before exceptional item 40,449 10,973 51,422 48,704 Restructuring costs - - - 288Total resources expended 5 40,449 10,973 51,422 48,992

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Consolidated Statement of Financial Activities

Notes Unrestricted Restricted Total Total Funds Funds 2012 2011 £'000 £'000 £'000 £'000

Net income for the year 752 685 1,437 4,034 Net gain on investments 13 82 - 82 179 Transfer between funds - - - -Net movement in funds 834 685 1,519 4,213

Fund balances at 1 April 19,229 1,410 20,639 16,426 Fund balances at 31 March 20 20,063 2,095 22,158 20,639

All the above results are derived from continuing activities. All gains and losses recognised in the year are included in the consolidated statement of financial activities Included within restricted funds is a permanent endowment fund of £39,000 (2011 £39,000)


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Charity and Group Balance Sheets

As at 31 March 2012

Notes Group Charity 2012 2011 2012 2011 £'000 £'000 £'000 £'000

Fixed Assets Tangible fixed assets 12 5,404 5,277 5,404 5,277 Investments 13 14,163 13,353 14,243 13,433

19,567 18,630 19,647 18,710

Current Assets Stock 14 157 123 - - Debtors 15 5,037 5,176 4,793 4,863 Cash at Bank 3,328 3,658 3,402 3,581 8,522 8,957 8,195 8,444

Current Liabilities Creditors: amounts falling due within one year 16 5,041 6,067 4,809 5,648

Net Current Assets 3,481 2,890 3,386 2,796 Total Assets less current liabilities 23,048 21,520 23,033 21,506 Provisions for liabilities and charges 17 890 881 890 881 Net Assets 22,158 20,639 22,143 20,625

Accumulated Funds Unrestricted income funds General funds 20 5,766 5,552 5,751 5,538 Designated funds 20 14,297 13,677 14,297 13,677 Restricted income funds 20 2,056 1,371 2,056 1,371 Permanent endowment fund 20 39 39 39 39

22,158 20,639 22,143 20,625

The financial statements were approved by the Board of Trustees and authorised for issue on 25 July 2012. They were signed on its behalf by:

Professor ADH Crook Chair of the Board of Trustees

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Consolidated Cash Flow Statement

Year ended 31 March 2012

Notes 2012 2011 £'000 £'000

Cash flow from operating activities 787 3,780

Returns on Investment and servicing of finance Investment income received 3 158 56 Interest received 3 95 81 Net cash flow for returns on investment & servicing of finance 253 137

Capital expenditure and financial investment Purchase of listed investments 13 (152) (4,053)Sale of listed investments 13 - 1,568 Purchase of tangible fixed assets 12 (642) (503) Net cash outflow for capital expenditure and financial investment (794) (2,988)

Net cash inflow before management of liquid resources & financing 246 929

Management of liquid resources Increase in investment cash (576) (2,952)(Decrease) in cash at bank (330) (2,023)

Reconciliation of net incoming resources to net cash inflow from operating activities Net incoming resources 1,437 4,034 Depreciation 12 515 576 Loss on disposals of fixed assets 12 - 3 Investment income received 3 (158) (56)Interest receivable 3 (95) (81)Movement in provisions 9 (333)(Increase)/ decrease in stocks (34) 14 Decrease/(Increase) in debtors 139 (1,302)(Decrease)/ Increase in creditors (1,026) 925 Net Cash inflow from operating activities 787 3,780

Cash flow 1 April 31 March 2011 2012Analysis of changes in net debt Cash at bank 3,658 (330) 3,328 Cash on deposit 9,022 576 9,598Total 12,680 246 12,926


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(a) Basis of Accounting

The accounts have been prepared under the historical cost convention with the exception of investments and the 88 Old Street freehold property which are stated at market value. They have been prepared in accordance with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 with applicable accounting standards. They also comply with Statement of Recommended Practice on Accounting and Reporting by Charities (SORP 2005). As explained in the report of the Trustees the planning process, including financial projections, has taken into consideration the current economic climate and its potential impact on the various sources of income and planned expenditure. The Trustees have a reasonable expectation that there are adequate resources to continue in operational existence for the foreseeable future. The accounts have therefore been prepared on the basis that the charity is a going concern.

(b) Group Accounts Group accounts have been prepared for Shelter, The National Campaign for Homeless People Limited, and its wholly owned subsidiary companies, Shelter Trading Limited and Shelter Merchandising Limited, in accordance with the requirements of SORP 2005. Shelter Merchandising Limited remained dormant during the year. The accounts have been consolidated, on a line by line basis to include the results of Shelter Trading Limited. The results of Shelter Trading Limited are shown in Note 19. Shelter operates 48 Advice Services throughout England and Scotland. The income and expenditure relating to these Advice Services are included in the consolidated statements. In accordance with the Companies Act

2006, no individual statement has been prepared for the parent company, Shelter, The National Campaign for Homeless People Limited.

(c) Incoming resources

All incoming resources are included in the Consolidated Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.

The following specific policies apply to categories of income:

(1) Legacy income is accounted for on the earlier of cash receipt or notification of estate accounts being finalised.

(2) Grant income is split between government and other. Grant income that is received in advance of performance is deferred and included in creditors.

(d) Resources Expended

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with use of resources. The majority of overheads have been apportioned on the basis of headcount because that is the main driver of costs in the charity.

Expenditure is stated in line with the SORP 2005 recommended practice. Support costs, which include finance, IT, head office functions ( London and Edinburgh) and facilities are allocated across the categories of charitable expenditure, governance and the costs of generating funds. The basis of the cost allocation is explained in the accounts.

Governance costs, separately identified, relate to the general running of the charity as opposed to the costs of fundraising or charitable activity. Included within this category are costs associated with the strategic as opposed to day to day management of the charity’s activities.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities or costs of negotiating contracts for the provision of services.

Grants are charged to the Consolidated Statement of Financial Activity when a constructive obligation exists.

Irrecoverable VAT is charged as a cost to the Consolidated Statement of Financial Activity.

(e) Donated Services and Facilities

Donated Services and Facilities are included at the value to the charity where this can be quantified. No amounts are included in the Financial Statements for services donated by volunteers.

(f) Gifts in Kind

Gifts in Kind are included at current market value where their value is ascertainable and material. The estimated valuation of gifts in kind is based on the value of the contribution to the charity, or the valuation the charity would have had to pay to acquire the assets.

(g) Tangible Assets and Depreciation

Assets with a cost in excess of £500 intended to be of ongoing use to Shelter in carrying out its activities are capitalised as fixed assets. Fixed assets are included at cost with the exception of the 88 Old Street freehold property which has been included at market

Notes to the Financial statements

1. Accounting policies

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value as at 31 March 2011. Depreciation is charged, on a straight line basis, as follows;

Freehold buildings 50 years

Short-leasehold buildings In line with the lease term

Freehold improvements 10 years

Furniture and fittings 4 years

Computer and office equipment 3 years

Vehicles 3 years

Freehold land on which buildings are constructed is not depreciated.

Fixed assets are subject to a review for impairment where there is an indication of a reduction in their carrying value. Any permanent impairment is recognised in the Consolidated Statement of Financial Activities in the year in which it occurs.

(h) Dilapidations

Provision is made for all dilapidations on leasehold properties where Shelter has a contractual obligation to bear such costs. The provision for these costs is based on the results of an internal Chartered Surveyor’s review and is reviewed periodically. Movements on the provisions are included in the expense headings to which they relate.

(i) Investments

Listed investments (such as shares, bonds, etc) are stated at market value. Any realised or unrealised gain resulting from movements in investments and changes in valuation are reflected in the statement of gains and losses on investment assets and are accounted for in the relevant fund (see note 1 (k)).

Investments in subsidiary companies in the balance sheet of Shelter, The National Campaign for Homeless People Limited, and unlisted investments, in the form of donated shares, are stated at cost.

(j) Stock

Stock is stated at the lower of cost or net realisable value. Stock consists of new goods held by Shelter Trading Limited.

(k) Fund Accounting

Due to the constraints of law and donor imposed restrictions, the charity segregates its funds between those that are restricted and those that are unrestricted. General funds represent the accumulated surplus on income and expenditure and are available for use at the discretion of the Board in pursuing the general charitable objectives of the charity (see Report of the Trustees).

Designated funds are funds that have been set aside by the Board for a specific purpose. An analysis of designated funds is provided in Note 20 to the financial statements.

Included in designated funds is a freehold property and fixed asset fund that represents the net book value of Shelter’s freehold property and fixed assets. This fund has been seperated from the general fund in recognition of the fact that the freehold property and fixed assets are used in Shelter’s day-to-day work, and the fund value would not be easily realisable if needed to meet future liabilities.

Restricted funds represent income received where the donor or the nature of the appeal generating the income has imposed restrictions as to how the monies shall be used. The nature and purpose of the designated and restricted funds are also set out in Note 20 to the

financial statements. The cost of raising and administering such funds are charged against the specific fund.

Endowment funds comprise a capital sum donated under the restriction that the money is invested and only the income arising is available for expenditure.

(l) Operating Leases Rental income and expenditure applicable to operating leases are credited or charged to the Consolidated Statement of Financial Activities on a straight line basis, in the period to which the cost or income relates.

(m) Pension Costs

Contributions to the company’s defined contribution pension scheme are charged to the Consolidated Statement of Financial Activities in the year in which they are payable to the scheme.



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2. Voluntary Income

Unrestricted Restricted Total Total 2012 2012 2012 2011 £’000 £’000 £’000 £’000

Donations and gifts Individuals 18,305 352 18,657 18,622 Donated services 74 - 74 145 Charitable foundations 556 433 989 1,653 Corporate donors 616 749 1,365 2,039 Total 19,551 1,534 21,085 22,459

Legacies 4,590 257 4,847 2,897

Cost of generating voluntary income Unrestricted Restricted Total Total 2012 2012 2012 2011 £’000 £’000 £’000 £’000Fundraising costs Staff costs 4,496 - 4,496 3,208 Other costs and support costs 3,780 - 3,780 2,490 Total 8,276 - 8,276 5,698

Shops Mail Order Total 2012 Total 2011 Donated Goods New Goods Other £’000 £’000 £’000 £’000 £’000 £’000

i) - Income from retail activities Sales 7,472 1,084 108 156 8,820 8,586 Costs (7,000) (994) - (96) (8,090) (7,505)Incoming resources available 472 90 108 60 730 1,081

2012 2012 2012 2011 2011 2011 £’000 £’000 £’000 £’000 £’000 £’000 Staff Other Total Staff Other Total

ii) - Direct cost of retail activities Shelter Shops 3,178 4,816 7,994 3,022 4,399 7,421 Mail Order 59 37 96 44 40 84 3,237 4,853 8,090 3,066 4,439 7,505

2012 2011 £’000 £’000

iii) Investment Income Interest on cash at bank 95 81 Listed securities 158 56 253 137

3. Activities for Generating Funds


Included in the above is £2,176k relating to investment in fundraising capacity from the strategy investment fund. The charity has been notified of legacies with an estimated value of £38K (2011: £658K) which have not been recognised as income at 31 March, 2012 because no confirmation of impending distribution or notification of estate accounts being finalised has been received.

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4. Housing Services

Contract and statutory grant funding in Unrestricted Restricted Total Total Shelter comprise the following: 2012 2012 2012 2011 £’000 £’000 £’000 £’000 Legal Services Contracts 5,911 - 5,911 5,613 Total Legal Services Contracts 5,911 - 5,911 5,613

Government Grants Scottish Government - 553 553 744 Department for Communities and Local Government - 2,569 2,569 3,224

Grants from Other Agencies Local authority grants 196 2,674 2,870 3,115 Local authority Supporting People grants - 2,384 2,384 2,423 Big Lottery Fund - 162 162 333 HM Prison Service - 960 960 556 Other agencies 129 565 694 1,265 Total statutory and grant funded activities 325 9,867 10,192 11,660

Total contract and statutory grant funding 6,236 9,867 16,103 17,273

5. Total resources expended

Support cost allocation Direct Apportioned cost cost* HR Finance IT Facilities Director Total Total 2012 Total 2011 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000

Costs of generating funds Voluntary income Fundraising & legacies 7,846 88 81 113 84 64 430 8,276 5,698

Costs of activities for generating funds Retail costs (shops and trading) 8,090 - - - - - - 8,090 7,505

Costs for charitable activities

Training 1,175 18 16 23 17 13 87 1,262 1,433Publications 773 25 23 32 24 18 122 895 976Research, Digital Advice and Campaigning 3,198 111 102 142 106 81 542 3,740 3,154Housing Aid and other grants made 263 - - - - - - 263 433Legal Services contracts 8,291 482 443 618 461 352 2,356 10,647 8,570Housing Services 14,347 760 698 974 726 555 3,713 18,060 21,032Governance 189 - - - - - - 189 191 Total Direct and apportioned costs 44,172 1,484 1,363 1,902 1,418 1,083 7,250 51,422 48,992

* Direct costs are directly attributable to the department. Indirect support costs are directly allocated where possible or apportioned on the basis of headcount or time allocated.


* The Preventing Mortgage Repossessions grants relate to a contract working with Government and lenders to reduce the number of repossessions. The grants relate to a number of small grants made to individual households.


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6. Grants made

2012 2011 £’000 £’000

Housing Aid and other grants Shelter Wales/Cymru 150 25 Preventing Mortgage Repossessions * 86 359 Ayr Housing Aid Centre 9 9 Andy Ludlow Homelessness Awards 5 5 Sheila McKechnie Foundation 8 15 Community Links - 20 Glasgow City Mission 5 - 263 433

7. Governance costs 2012 2011 £’000 £’000

Fees payable to the Charity’s auditors for the audit of the Charity’s annual accounts 44 52 Fees payable to the Charity’s auditors for other work - 4 Internal audit 56 55 Trustee expenses, insurance and recruitment 11 10 Board and committee support costs * 78 70 189 191

* These costs reflect a proportion of the pay and non pay costs of the CEO, directors, and support staff who support the Board and governing committees.

8. Staff costs

2012 2011 £’000 £’000

Wages and salaries 26,801 26,075 Social Security costs 2,464 2,478 Pension costs 1,942 1,786 Other staff-related costs 2,310 1,461 33,517 31,800


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2012 2011 No. No.Average full-time staff numbers Fundraising 49 41 Retail Shops and Trading 195 195 Training 16 17 Publications 14 17 Research, Digital Advice and Campaigning 58 51 Legal Services contracts 226 182 Housing Services 369 437 Governance 3 2 Support 84 74 1,014 1,016

The average full-time equivalent number of employees who received 2012 2011 emoluments (excluding pensions) in the following ranges were: No. No.

£60,001 to £70,000 2 2 £70,001 to £80,000 3 3

£80,001 to £90,000 2 2 £110,000 to £120,000 1 1

All of the higher paid employees shown belong to a defined contribution scheme that Shelter operates for employees. The assets of the scheme are held separately from those of the charity, being invested with AEGON Scottish Equitable plc. The pension cost shown above represents contributions payable by Shelter to AEGON Scottish Equitable. Of the total, £59,269 (2011: £67,225) related to the higher paid employees and £204,000 (2011: £199,000) was outstanding to AEGON Scottish Equitable at the year-end, and was paid in April 2012.

Trustees are not entitled to, and did not receive, any remuneration in respect of their services throughout the year. Travel expenses incurred by Trustees in respect of Shelter meetings amounted to £11,176 (2011: £5,611) during the year. This has increased as a result of the Trustee engagement programme which was introduced in the year. The number of Trustees receiving expense reimbursement during the year was 6 (2011: 6).

£14.5k has been paid as salary to a person connected with a trustee. There is no interdependence between the trustee and the connected person and the employee was employed before the trustee was appointed.

9. Related-party Transactions

The Charity has taken advantage of the exemptions under FRS8 not to disclose balances with or transactions with group entities eliminated on consolidation other than as disclosed in note 19. There were no transactions with other related parties in the year.



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10. Net incoming resources

The net incoming resources to funds is stated after charging: 2012 2011 £’000 £’000

Fees payable to the charity’s auditors for the audit of the charity’s annual accounts 35 44 Fees payable to the charity’s auditors for the audit of the charity’s subsidiaries pursuant to legislation 9 8 Total audit fees 44 52 Other services - 4 Total fees payable to the charity’s auditors 44 56

Depreciation of tangible fixed assets 515 576

Rental costs relating to operating leases - plant & machinery 99 124 - other 2,583 2,812

11. Taxation

The company is registered as a charity and as such is entitled to the exemptions under the Corporation Taxes Act 2011.

During the year, the group incurred VAT of £727,000 (2011:£570,000) which it was unable to recover from HM Revenue and Customs under current VAT legislation. This resulted in a commensurate reduction in the resources of the charity.


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Freehold Freehold Short Furniture Computer Vehicles Total buildings improvements leasehold and fittings and office buildings equipment £’000 £’000 £’000 £’000 £’000 £’000 £’000

Cost or valuation At 1 April 2011 4,050 791 651 2,029 746 5 8,272 Additions - - - 421 221 - 642 Disposals - - - - - - - At 31 March 2012 4,050 791 651 2,450 967 5 8,914

Depreciation At 1 April 2011 (122) (340) (355) (1,658) (519) (1) (2,995)Charge for the year (61) (79) (65) (172) (136) (2) (515)Disposals - - - - - - - At 31 March 2012 (183) (419) (420) (1,830) (655) (3) (3,510)

Net book values At 31 March 2012 3,867 372 231 620 312 2 5,404At 31 March 2011 3,928 451 296 371 227 4 5,277

Freehold buildings include £1,000,000 of land that is not depreciated. The Old Street property is included at market value, based on a valuation undertaken on 15 March 2009 by Lambert Smith Hampton Chartered Surveyors acting as independent valuers. The valuation was undertaken in accordance with the Practice Statements of the RICS Appraisal and Valuation Manual. The charity undertakes an independent professional valuation every five years. The Trustees are not aware of any material changes to the value of the Freehold property since the last valuation.

Included in Freehold buildings are assets held for use under operating leases with a gross value of £871,429 (2011: £871,429) and accumulated depreciation of £52,286 (2011: £34,858).

Aggregated rental income received from operating leases amounted to £75,961 (2011: £96,890)

12. Fixed assets – group and charity



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13. Fixed asset investments - group and charity

Group Charity 2012 2011 2012 2011 £’000 £’000 £’000 £’000

Listed investments Investments at market value at 1 April 4,331 1,667 4,331 1,667 Additions 152 4,053 152 4,053 Disposals - (1,568) - (1,568)Net gain for the year 82 179 82 179 Listed investments 4,565 4,331 4,565 4,331 Cash investments * 9,598 9,022 9,598 9,022 Investment in subsidiaries - - 80 80 Total investments at 31 March 14,163 13,353 14,243 13,433

Historical cost: Listed investments as at 31 March 4,205 4,053 4,205 4,053

Investment Holdings: Schroders Equity Fund 3,337 3,200 3,337 3,200 Schroders Fixed Interest (Bond) 1,228 1,131 1,228 1,131 Cash Investments: Schroders Cash Management 1,035 1,014 1,035 1,014 Royal London Cash Management 8,563 8,008 8,563 8,008 14,163 13,353 14,163 13,353

*Cash investments relate to cash held for investment in the development of the three year strategy. See note 20.

14. Stock

Group Charity 2012 2011 2012 2011 £’000 £’000 £’000 £’000

New goods 157 123 - -

15. Debtors

Group Charity 2012 2011 2012 2011 £’000 £’000 £’000 £’000

Trade debtors 936 922 701 681 Taxation recoverable - Gift Aid 522 569 522 569 Other debtors 1,920 1,274 1,920 1,274 Prepayments 974 858 965 804 Accrued income 517 1,452 517 1,434 Accrued legacy income 168 101 168 101 5,037 5,176 4,793 4,863


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16. Creditors: amounts falling due within one year

Group Charity 2012 2011 2012 2011 £’000 £’000 £’000 £’000

Trade creditors 1,470 1,756 1,414 1,427 Amounts due to subsidiary companies - - 48 99

Amounts due for taxation and Social Security 756 723 676 674 VAT 29 264 29 264 Other creditors 896 240 893 235 Accruals 790 897 649 762 Deferred income 1,100 2,187 1,100 2,187 5,041 6,067 4,809 5,648

Group Charity 2012 2011 2012 2011 £’000 £’000 £’000 £’000

Movement on deferred Income Deferred income brought forward 2,187 2,248 2,187 2,248 Realised during year to March 2012 (2,187) (2,248) (2,187) (2,248)Deferred in March 2012 1,100 2,187 1,100 2,187 Deferred income carried forward 1,100 2,187 1,100 2,187

Deferred income relates to income received in advance of its recognition in the accounts. All deferred income brought forward is released and the carry forward relates only to new deferrals.

Dilapidations Total Total 2012 2011 £’000 £’000 £’000

Balance at 1 April 2011 881 881 1,214 Utilised during the year (28) (28) (12)Additions in the year 37 37 (321)Balance at 31 March 2012 890 890 881

Provisions relate to dilapidations on leasehold properties where Shelter has a contractual obligation to bear such costs. The provision for these costs is based on the results of an internal Chartered Surveyor’s review. The dilapidations will become payable on lease terminations.

17. Provision for liabilities and charges - group and charity



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18. Leasing commitments – group

2012 2011 Land and Other Land and Other buildings buildings £’000 £’000 £’000 £’000

Operating Leases which expire: Within one year 732 17 335 27 Within two to five years 1,854 114 1,513 24 After more than five years 226 - 279 - 2,812 131 2,127 51

As at 31 March 2012 the group had annual commitments under non-cancellable operating leases of:

19. Trading Subsidiaries

The principal activities of Shelter Trading Limited (STL) in the period under review was the sale of new goods via Shelter’s retail chain, mail order activities and managing the corporate sponsorship activities of Shelter, the National Campaign for Homeless People Limited. Audited financial statements have been prepared for STL and all taxable profit is gifted to Shelter.

2012 2011 £’000 £’000

Shelter Trading LimitedTotal income 1,870 2,318 Cost of sales (820) (645) 1,050 1,673 Administration costs (1,009) (959)Net profit gifted to Shelter 41 714

As at 31 March 2012, Shelter Trading Limited had total assets of £494,440 (2011: £614,260) and total liabilities of £399,327 (2011: £519,147). Shelter Merchandising Limited is dormant, and has no assets or liabilities.

The net profit gifted to Shelter has decreased by £673k in the year. This is a result of a decrease in turnover of £448k due to income from corporate donors decreasing from the previous year primarily due to the withdrawal of two significant corporate partners in the year, the withdrawal of funding from the Scottish Council for Voluntary Organisations, reduced rental income as one floor of the Old Street building was taken back for use by Shelter and an increase in new goods sales due to the new shops opened in the year. Cost of sales have also increased by £175k due to a higher proportion of new goods within the sales mix, an increase in the cost of warehouse operations, and additional costs incurred in the year associated with the new store opening programme.


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20. Statement of funds

Balance Incoming Resources Net gain on Transfers Balance 1 Apr 2011 resources used investments 31 Mar 2012 £’000 £’000 £’000 £’000 £’000 £’000

Unrestricted Income Funds General funds 5,274 41,201 (37,954) - (3,115) 5,406 Unrealised investment gain 278 - - 82 - 360 Total general funds 5,552 41,201 (37,954) 82 (3,115) 5,766

Designated funds Strategy Investment fund 8,400 - (2,623) - 3,115 8,892 Revaluation reserve 2,828 - - - - 2,828 Property and fixed asset fund 2,449 - 128 - - 2,577 Total designated funds 13,677 - (2,495) - 3,115 14,297

Restricted income funds (Note 21) 1,371 11,658 (10,973) - - 2,056 Permanent endowment - John Rees Fund 39 - - - - 39 20,639 52,859 (51,422) 82 - 22,158

The Strategy Investment fund was created in 2010 for investments.

In the year it was used to:

n Invest in greater fundraising capacity in order to further increase Shelter’s voluntary income; n Invest in the expansion of the retail chain, in order to increase Shelter’s trading income; 8 new shops were opened in the year.The fund has been increased by £492k in the current year, by a transfer from general funds, in line with the new three year strategy. The Trustees have agreed to: n Invest further in greater fundraising capacity to increase donor acquisition and retention over 3 years.n Invest in 109 new stores over 3 years n Invest in services over the next 3 years in England and Scotlandn Invest in Campaigning activity in England and Scotland over the next 3 years

The Endowment fund relates to a donation from John Rees to fund an award to volunteers. Interest added to the Permanent endowment will be utilised in future years with capital remaining in perpetuity. A formal plan has been put in place to use the interest on the endowment for Volunteer Awards to recognise individuals who have made a significant contribution to Shelter as volunteers.

Of the group surplus for the year of £1,437,000 (2011: surplus £4,034,000), Shelter’s income was £51,030,000 (2010: £51,423,000) less expenditure of £49,567,000 (2011 £47,388,000).



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21. Statement of restricted funds

Balance Incoming Resources Balance 1 April 2011 Resources Used 31 March 2012 £’000 £’000 £’000 £’000

National Homelessness Advice Service - 1,722 1,722 -Supporting People 13 1,396 1,363 46 Mortgage Debt Advice - 724 723 1 Yorkshire and North West Prisons Project 89 642 731 -Restricted Projects - Services 16 465 327 154 Sheffield Older Persons Project - 430 430 -South Lanarkshire Families Project - 378 378 -Shelterline - 376 376 -Scottish Housing Advisory Service - 294 294 -Sheffield Homeless Families Project - 293 292 1 Restricted Projects - Scotland 382 289 90 581 North East Prisons - 257 246 11 London Councils First Tier - 249 249 -Childrens’ Services 390 244 247 387 Single Persons Project - 241 241 -Tayside Law Service - 227 227 -Glasgow Families Project - 215 215 -Scottish Housing Law Service 1 208 209 -Birmingham Supporting People Domestic Abuse - 185 185 -Youth Crime Intervention Project - 168 7 161 Dumfries & Galloway Families Project 6 160 166 -Shard End Family Intervention Project - 156 156 -Birmingham Family Intervention Project - 136 32 104 Bournemouth Housing Advice - 116 111 5 Glasgow City Council Project - 116 115 1 Child Support Contract - 101 101 -East Lothian Project - 97 97 -Sheffield Central Tenancy - 96 48 48 Research Programme - 86 86 -Preventing Repossessions Fund - 86 86 -Oxford Housing Advice 26 85 85 26 Ricochet 42 84 117 9 Children’s Legal Service - 82 82 -Leeds Sex Worker Project 9 78 87 -Bristol Children and Young People Service - 71 71 -Herefordshire TREE Project - 57 57 -Shelter Olympics Project - 55 55 -London Councils Second Tier - 54 54 -Rochdale Youth Taskforce - 53 - 53 Kent Cullum Volunteer Project - 52 52 -Empty Homes - 51 51 -Sheffield Childrens Fund 12 47 47 12 Cheshire West Housing Advice 8 46 - 54


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Balance Incoming Resources Balance 1 April 2011 Resources Used 31 March 2012 £’000 £’000 £’000 £’000

Borders Law Service - 46 46 -Childrens Service North West Coordinator - 45 45 -Bristol Intensive Family Support Service 7 43 49 1 Knowsley Keys to the Future - 43 43 -Milton Keynes Housing Advice - 41 39 2 North Lanarkshire Advice Service - 40 40 -Rochdale Family Intervention Project - 38 15 23 Mortgage Rescue Scheme Road Show - 37 37 -Sunderland PRS Access Development Programme - 35 35 -Helpline Development (Scotland) - 35 27 8 Cornish Multi Agency Assessment Panel 13 25 35 3 Kent Rurally Isolated Elder Persons 8 23 23 8 Probation Service 8 22 22 8 Riverside Housing Authority - 20 13 7 Gloucester Peer Education - - - -Other Restricted funds (under £20k) 341 197 196 342 1,371 11,658 10,973 2,056

Included in the note are the following Balance Incoming Resources Balance projects funded by the Big Lottery Fund: 1 April 2011 Resources Used 31 March 2012

Big Lottery Fund Grant: Safe & Sound Project * - 19 19 -Big Lottery Fund Grant: Herefordshire TREE Project - 57 57 -Big Lottery Fund Grant: Research Programme ** - 86 86 - - 162 162 -

* The income for the Safe and Sound Project excludes the amount received from Big Lottery Fund payable to Relationships Scotland of £9k. ** The income for the Research Programme excludes the amount received from Big Lottery Fund payable to Crisis of £28k.



45

22. Contracts and Grants from statutory bodies and local authorities

Listed below are grants in excess of £2,000 receivable in respect of the year ended 31 March 2012. The list is prepared in compliance with section 37 of the Local Government and Housing Act 1989.

Funder Purpose of Funding Incoming Resources Resources Used £’000 £’000

District, Borough and County Councils in England and Wales Sheffield City Council Sheffield Older Persons Project - Tenancy Support 429 429Birmingham City Council Birmingham Homeless to Homes -Tenancy Support 363 297Sheffield City Council Sheffield Homeless to Homes - Tenancy Support 293 292Herefordshire Council Herefordshire Homeless to Homes - Tenancy Support 241 241Rochdale Metropolitan Borough Council Shelter Inclusion Project - HFSN 239 201Liverpool City Council Supporting People - Merseyside 212 212Bristol City Council Bristol Homeless to Homes - Tenancy Support 194 194Birmingham City Council Birmingham Domestic Abuse 185 185Birmingham City Council Shard End Family Intervention Project 156 156Birmingham City Council Family Intervention Project 136 32Cumbria County Council South Cumbria Offenders Scheme 133 133Bournemouth Borough Council Christchurch Project 116 111Sheffield City Council Sheffield Central Tenancy Support 96 48Birmingham City Council Youth Crime Family Intervention Project 93 6Oxford City Council Oxford Housing Advice Service 85 85Rochdale Metropolitan Borough Council Youth Crime Family Intervention Project 75 -Bristol City Council Keys to the Future Bristol 67 67Rochdale Metropolitan Borough Council Youth Taskforce 53 -Sheffield City Council Sheffield Childrens Fund 47 47Cheshire West City Council Cheshire West & Chester 46 46Milton Keynes Council Milton Keynes HAC 41 39Rochdale Metropolitan Borough Council Adult Family Intervention project 38 15Gloucester City Council Peer Education Exploring Problems 26 -Plymouth City Council LSC Advice - Devon 18 18Manchester City Council Trafford Court Desk 17 9Gloucestershire County Council Transition Grant for VCS Organisations 13 13Community Links (Newham Council) London HAC 15 -Sheffield City Council Housing Support Services for Addaction Sheffield 13 13Burnley Borough Council Lancashire LSC Court Desk 12 12South Lakeland District Council Kendal Court Desk 10 10Rochdale Metropolitan Borough Council Neighbourhood Renewal Project 10 2Gloucestershire County Council Gloucester HAC 8 -North Herts District Council Cheshire HAC 6 6Gloucestershire County Council Gloucestershire City Council Advice Service 5 5Milton Keynes Council Bedford Court Desk 5 -St Albans City and District Council St Albans Service 3 3Mendip District Council Bristol Court Desk 2 2

Total 3,501 2,929


46


Government Departments

Department of Communities and National Homelessness Advice Service 1,722 1,722 Local Government Department of Communities and Local Homeowners Mortgage Support Scheme 724 724 GovernmentScottish Government Scottish Housing Advisory Service 294 294Scottish Government Shelter Housing Law Service 208 208Department of Communities and Preventing Repossessions Fund 86 86 Local GovernmentScottish Government Empty Homes - Scotland 51 51Department of Communities and Mortgage Rescue Scheme Roadshow 37 37 Local Government Total 3,122 3,122

Local Authorities in Scotland South Lanarkshire Council South Lanarkshire Families Project 378 378Dumfries and Galloway Council Single Persons Project 241 241Glasgow City Council Glasgow Families project 215 215Dumfries and Galloway Council Dumfries and Galloway Families Project 170 170Glasgow City Council Glasgow City Council Project 129 129Glasgow City Council Families Project - Child Support Contract 101 101East Lothian Council East Lothian Project 97 97Aberdeen City Council Dundee Advice Service 54 54North Lanarkshire Council North Lanarkshire Service 40 40Edinburgh City Council, Gypsy Traveller Project 23 23 Midlothian Council and East Lothian Council South Lanarkshire Council South Lanarkshire Transport Project 12 12Stirling City Council Dundee Advice Service 8 8 Total 1,468 1,468



47


Other

HM Prison Service Prison Housing Advice Service- Humberside and Yorkshire 403 403HM Prison Service North West Prisons Services 287 287London Councils First Tier Services 249 249HM Prison Service North East Prisons Services 247 246Scottish Legal Aid Board Tayside Law Service 227 227Big Lottery Fund Research Programme 86 86Big Lottery Fund Tree Project 57 57London Councils Second Tier Services 54 54Glasgow Housing Association Glasgow Advice Service 48 48Scottish Legal Aid Board Borders Law Service 46 46Youthnet UK Shelter Helpline - England 25 25Working Links Cornish MAAP 25 25Thanet Citizens Advice Bureau Rurally Isolated Elder Persons 23 23Essex Probation Servicve Essex Probation Project 22 22Riverside Riverside Debt Advice Service 20 13Big Lottery Fund Safe and Sound Project 19 19Link Housing Older People Housing Aid 12 12Joseph Rowntree Foundation Market Assessment for Older People 9 9Crisis Cornwall Project 9 9 Total 1,868 1,860


48

23. Analysis of Net Assets between funds – group

Group Fund balances as at 31 March 2012 Unrestricted Restricted Endowment Total are represented by: Funds Funds Funds Funds £’000 £’000 £’000 £’000

Tangible fixed assets 5,404 - - 5,404 Investments 14,124 - 39 14,163 Net current assets 1,425 2,056 - 3,481 Provisions (890) - - (890)Total net assets 20,063 2,056 39 22,158



49

Thanks from Shelter – 2011/12

20 Hoxton Square Projects29th May 1961 Charitable TrustAdint Charitable TrustAlbert Hunt TrustAlice Ellen Cooper DeanCharitable FoundationAlitus AssociatesAmecAmplifyAndrews Charitable TrustAndy GreenArt in DesignArt MarketingAtass LtdAudioscopeBarbour FoundationBarclays Bank plcBaroness Maggie JonesBaroness Ruth RendellBarratt DevelopmentsBBC Children in Need AppealBeatrice Laing TrustBerkley FoundationBig Lottery FundB M SolutionsBritish GasBosch Home AppliancesBritish LandBRORABuilding Societies Trust LimitedC Brewer & SonsCaledonian ConceptsCecil and Hilda Lewis TrustChris IngramChrist’s Hospital in SherburnCity Bridge TrustClive AnsellCo-operative Financial ServicesCountrywideCoutts Charitable TrustDG Charitable TrustDMF Ellis Charitable TrustDouglas & GordonEarl of HomeEnterpriseEranda FoundationEsmée Fairbairn FoundationEstate Agency FoundationEvan Cornish FoundationEveson Charitable TrustFreshfields Bruckhaus Deringer LLP

Fulmer Charitable TrustGibson HallGraham TrustGrainger plcHomelands Charitable TrustHousing AssociationGuy MortonHenry Smith CharityHill Dickinson LLPHomeHome GroupHugh NortonHunter FoundationHyde Park Place Estate CharityIan Williams LimitedIngram TrustInterbrandIntercounty Estate AgentsJason ArdayJ & JR Wilson TrustJ Paul Getty Jr Charitable TrustJohn JonesJohn Lewis PartnershipJohn VarleyLand SecuritiesLeigh TrustLegal & GeneralLiz & Terry Bramall Charitable TrustLivingetcLloyds Banking GroupLord HaskinsLord McNallyMargaret LondonM&SMatthew LesterMax PublishingMcCarthy and StoneMetroMillfield House FoundationMiss R C R Angel Charitable TrustMrs L D Rope Third Charitable SettlementMrs Peter Edgson TrustMorrisonMuslim AidNationwide Building SocietyNewcastle Building SocietyNigel StocktonNorthwood Charitable TrustOak FoundationOlivier Roux

Oxford RAGPhillips de Pury & CompanyPilkington Charitable TrustPilkington GroupPremier Stage ProductionsRadio City 96.7Rail Freight GroupRedwood ConsultingReverend W N Monteith’s 2004Charitable TrustRichard Gordon QCRiver Farm FoundationRita and David SloweCharitable TrustRobertson TrustRockwoolRobin and Bridget PinchbeckRoger RamsdenRowan Charitable TrustSagaSavoir BedsScotshill TrustShareGiftSimon CoxSir James Knott TrustSir John Fisher FoundationStandard Life Charitable TrustStarshine MusicStolt-NielsenThe Big Little Sweet ShopThe Card and Payment AwardsThe London Marathon LtdThe Pennies FoundationThe Royal Institute of British ArchitectsThermal Coatings LtdT.M. LewinTony GadieTower 42Trust for LondonTulip Charitable TrustUK Asset ResolutionUK GreetingsVitraWalberton NurseryWH SmithWillmott DixonXperienceZochonis Charitable TrustZoopla

50

Legal and administrative information

Ambassadors

Chris IngramBaroness Ruth Rendell

Board of Trustees

Professor ADH Crook (Chair)Hugh Norton (Vice Chair)Paola BarbarinoJulie Bentley (appointed 26 Jul 2011)Nigel Chapman (appointed 30 May 2012)Sharon FloodRosemary HilaryJon KenworthyKelvin MacDonaldDom McKenna (retired 26 November 2011)Denis Robertson Sullivan (retired 26 November 2011)John RogersonGavin Sanderson (appointed 26 July 2011)Joanna Simons (appointed 30 May 2012)Shirley-Anne Somerville (appointed 4 Oct 2011)Dr Ian Wall

Audit, Risk and Finance Committee

Sharon Flood (appointed as Chair 28 Mar 2012)Julie Bentley (appointed to Committee 30 May 2012)Rosemary HilaryAndrew Martyn-JohnsDenis Robertson Sullivan (retired 26 November 2011)John RogersonJoanna Simons (appointed to Committee 30 May 2012)

Nominations Committee

Hugh Norton (Chair)Paola BarbarinoProfessor ADH CrookJon Kenworthy Shirley-Anne Somerville (appointed to Committee 9 May 2012)

Remuneration Committee

Professor ADH Crook (Chair)Julie Bentley (appointed to Committee 15 Dec 2011)Nigel Chapman (appointed to Committee 30 May 2012)Sharon FloodRosemary Hilary (appointed to Committee 30 May 2012)Hugh NortonJackie OrmeGavin Sanderson (appointed to Committee 15 Dec 2011)

Shelter Scotland Committee

John Rogerson (appointed as Chair on 28 March 2012)Denis Robertson Sullivan (retired 26 November 2011)Graeme HardieKelvin MacDonaldIan McAlpine Rosalind Micklem (appointed to Committee 11 Oct 2011)Lindy Patterson QC Liz ShielShirley-Anne Somerville (appointed to Committee 11 Oct 2011)Dr Ian Wall

Commercial and Social Enterprise Advisory Committee

Dr Ian Wall (Chair)Richard Allan (retired 31 March 2012)Paola BarbarinoAlan Humphrey (retired 31 March 2012)Jon Kenworthy

Income Generation Committee

Dr Ian Wall (Chair, appointed to Committee 30 May 2012)Paola Barbarino (appointed to Committee 30 May 2012)Sharon Flood (appointed to Committee 30 May 2012)Kelvin MacDonald (appointed to Committee 30 May 2012)Gavin Sanderson (appointed to Committee 30 May 2012)

Development Board

Clive AnsellPaola BarbarinoMatthew LesterRobin PinchbeckRoger RamsdenOlivier RouxNigel Stockton

Chief Executive

Campbell Robb

Company Secretary

Joanna Quirk (appointed 26 March 2012)Dheepa Balasundaram (resigned 26 March 2012)


51

Legal and administrative information

Shelter, the National Campaign for Homeless People Limited

Registered Office88 Old Street, London EC1V 9HUCompany number1038133

Registered charity number

England and Wales 263710Scotland SCO02327

Solicitors

Bates, Wells and Braithwaite2–6 Cannon Street, LondonEC4M 6YH

Investment Managers

Schroders plc3rd Floor, 100 Wood Street,London EC2V 7ER

Auditors

Crowe Clark WhitehillSt Bride’s House, 10 SalisburySquare, London EC4Y 8EH

Principal Bankers

Barclays Bank plc29 Borough High Street,London SE1 1LY

Until there’s a home for everyone

In our affluent nation, tens of thousands of people wake up every day in housing that is run-down, overcrowded, or dangerous. Many others have lost their home altogether. The desperate lack of decent, affordable housing is robbing us of security, health, and a fair chance in life.

Shelter believes everyone should have a home

More than one million people a year come to us for advice and support via our website, helplines and national network of services. We help people to find and keep a home in a place where they can thrive, and tackle the root causes of bad housing by campaigning for new laws, policies, and solutions.

We need your help to continue our work. Please support us.

Visit shelter.org.uk to join our campaign, find housing advice, or make a donation.

Shelter 88 Old Street London EC1V 9HU

0300 330 1234 shelter.org.uk

Registered charity in England and Wales (263710) and in Scotland (SCO02327)

shelter annual report 2011/12

Documents

social housing

bad housing

housing need

legal advice

housing stability

intensive support

prison advice services

statement of trustees