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The Salvation Army Trust Report and Financial Statements for the Year Ended 31 March 2020

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The Salvation Army Trust Report and Financial Statements for the Year Ended 31 March 2020 The Salvation Army United Kingdom Territory The Salvation Army Trust Report and Financial Statements for the year ended 31 March 2020 Charity Registration No: 214779 Scottish Charity Registration No: SC009359 Principal Office Territorial Headquarters: 101 Newington Causeway, London SE1 6BN www.salvationarmy.org.uk CONTENTS Trustees’ Report .......................................................................................... 3 What We Do ............................................................................................ 4 Introduction from the Territorial Commander ..................................................... 5 Explaining our Strategy, Structure and Operation ................................................. 6 2019/2020: A year in Review – Highlights, Achievements and Impact .......................... 9 Energising Church life ................................................................................. 9 Homelessness – our church-based response ........................................................ 10 Engaging Community action .......................................................................... 14 Fighting Poverty ....................................................................................... 15 Combatting Modern Slavery ......................................................................... 18 Overcoming Disability ................................................................................ 19 Celebrating Children and Young People ............................................................ 21 Living with Addiction ................................................................................. 23 Fulfilling Older People ................................................................................ 24 Busy Emergency Responses .......................................................................... 25 Friendly Prison Ministries ............................................................................. 26 Global Action for Justice ............................................................................. 27 Speaking out for Justice .............................................................................. 28 Our Approach to Fundraising ......................................................................... 29 Reviewing Finances .................................................................................... 35 Reserves Policy ........................................................................................ 39 Investing for the Future ............................................................................... 40 Structure, Governance and Management ........................................................... 43 Subsidiary and Associated Companies .............................................................. 44 Recruitment and Appointment of Directors (Trustees) ........................................... 45 • Training and Induction of Directors ............................................................ 45 • Organisational Structure and Decision Making ............................................... 45 • Directors’ Responsibilities ....................................................................... 46 • Remuneration of Key Management ............................................................ 46 • Risk Management ................................................................................. 47 • Principal Risks .................................................................................... 48 Directors ................................................................................................ 49 Advisers ................................................................................................. 50 Independent Auditors Report ........................................................................... 51 Financial Statements ..................................................................................... 54 The Salvation Army Trust Report and Financial Statements for the year ended 31 March 2020 2 Trustees’ Report OUR MISSION Called to be disciples of Jesus Christ, The Salvation Army exists to save souls, grow saints and serve suffering humanity. OUR VISION As disciples of Jesus Christ, we will be a Spirit-filled, radical, growing movement with a burning desire to lead people into a saving knowledge of Jesus Christ, actively serve the community and fight for social justice. OUR VALUES • Integrity • Accountability • Boldness • Passion • Respect • Compassion THE SALVATION ARMY TRUST’S PRINCIPAL OBJECTIVES The Salvation Army’s principal objectives are the advancement of the Christian religion and pursuant thereto the advancement of education, the relief of poverty and other charitable objects beneficial to society or the community of mankind as a whole. The following groups benefit from the work of The Salvation Army Trust • those who worship or participate in other activities at Salvation Army corps (churches) and community centres • vulnerable and disadvantaged members of society, including homeless people, older and/or lonely people, children, young people and families, people dealing with issues of substance abuse • the wider community of society as a whole The Salvation Army takes a holistic approach, engaging with people’s physical, emotional and spiritual needs, offering its services without discrimination. The Salvation Army Trust Report and Financial Statements for the year ended 31 March 2020 3 WHAT WE DO – OVERVIEW • We offer and are energised by Christian worship, teach Christian principles and encourage Christians to live out their faith in every aspect of life. We promote the Christian good news through various media including literature, music, digital media and personal evangelism. • We provide community programmes through corps (local churches) and in communities that are relevant to local needs, to assist people of all ages enhance their quality of life, self-respect, personal development and relationships with others. We work alongside local communities to ensure that we are partnering with them and other agencies to meet local need. We do that through formal and informal activities. • We seek to influence policymakers, providing information on social issues affecting people on the margins of society. We seek to amplify these voices and help society be fairer, more caring and just. • We train and equip current and future Salvation Army officers, staff and volunteers. • We financially support The Salvation Army Social Work Trust in the full range of services it provides. • We support the international mission work of The Salvation Army, including development work and providing relief to those affected by disasters overseas. • We review and adjust our strategies and programmes to respond to changing needs. • We strive to maintain four mission priorities – transformation, integration, discipleship and effectiveness (TIDE) – in everything we do. KEY STATISTICS & DIMENSIONS OF OUR MISSION The Salvation Army in the United Kingdom currently has 667 corps: 532 in England, 74 in Scotland, 40 in Wales, 17 in Northern Ireland, 3 in the Channel Islands and 1 in the Isle of Man. The Salvation Army Trust Report and Financial Statements for the year ended 31 March 2020 4 INTRODUCTION FROM THE TERRITORIAL COMMANDER Commissioner Anthony Cotterill No one gets involved with The Salvation Army to lead a quiet, uneventful life, as I believe you will see as you read this Annual Report. As a Christian church, we are passionate in our commitment to the growth of God’s Kingdom through our churches, centres, on the streets, in homes and wherever people gather together. As people who are committed to putting our faith into practice, we welcome into our churches and centres people who are grieving and lonely. We share meals with hungry people. We shelter and support people experiencing homelessness. I am inspired by the boundless energy and limitless compassion our people share every day in hundreds of communities across these nations. We battle with some of the gravest social problems of our age, such as poverty, unemployment, social exclusion, addiction, modern slavery and debt. This review celebrates many significant achievements. We have developed our work for young people with learning disabilities, with the opening of our new training centre at Strawberry Field in Liverpool. We have opened Malachi Place, an innovative new centre for homeless people in Ilford, north London. We are embracing new thinking about how we reach people with addiction problems. We are taking exciting new approaches to caring for people living with dementia. Much of our work is community-based, not following a rigid pattern or plan, but responding to the needs of local people. This is the work you will read about in this Salvation Army Trust report. What’s more, the advantages of this flexible, compassionate approach could be seen in the way we responded to the coronavirus pandemic from March 2020 onwards. In cities, towns and villages across the UK, we rose to the challenge of feeding hungry people and giving companionship and practical help to those who were isolated during lockdown. Some of our usual activities could not continue for a time because of the pandemic, but (as you will see) Salvation Army people are amazingly resourceful in finding new ways to deliver our services. So today I offer my warmest thanks to our officers, staff, members and volunteers for the tremendous work they have done. I also thank all the people who support our work
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