Esmee Fairbairn Foundation - Annual Report 2006 by Esmée Fairbairn Foundation

Annual Report & Accounts 2006

Out of control. Sleeping rough. Cut off from family. Terry was destroying his life...

... through a ten-year crack cocaine habit. Now, he has beaten the drugs, and Terry has a steady job with StreetShine, which helps the homeless back into employment.

Contents 04 Making sure our grants make a difference 09 Real projects 19 Chairmanâ&#x20AC;&#x2122;s statement 21 The Foundation 22 Programme review 23 Grantmaking aims and objectives 24 Arts and Heritage 27 Education 31 Environment 34 Social Change: Enterprise and Independence 39 TASK grants 40 Fifth fund and Cross-programme grants 41 Financial review 46 Statement of Financial Activities 56 A living memorial 57 Trustees, Committees, Staff and Advisers

After what he’s been through, the challenges of a regular job are tough. But work has given Terry a new sense of structure and purpose. Along with self-respect, he’s renewed contact with his children – and recovered his sense of humour. StreetShine has been a lifeline for Terry. And the Esmée Fairbairn Foundation has been a lifeline for StreetShine – one of dozens of organisations we support that make a difference to life in the UK.

2 EsmĂŠe Fairbairn Foundation Annual Report & Accounts 2006

Real lives Real people

EsmĂŠe Fairbairn Foundation is one of the largest independent grantmaking bodies in the UK. From our start in 1961, we have existed to help support and maintain a free, stable and socially cohesive society. For some people that means enriching their lives through programmes in the arts and education. For others, it means supporting organisations that improve the environment or provide opportunities to escape from the restrictions of poverty or dependence. Whatever we do, whether at policy level or at the grass roots, our aim is to make a real difference to individual lives.

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Making sure our grants make a difference Dawn Austwick

Nourishing grass roots; harnessing intellectual energy Since joining Esmée Fairbairn as director some 18 months ago, I have learned how closely this Foundation lives up to the ideals of its founder. Which is as it should be. Ian Fairbairn’s original generosity in memory of his wife has grown into an endowment of more than £900 million, making us one of the largest independent organisations of our type in the UK. But what is all that money for? The Esmée Fairbairn Foundation exists to improve the lives of people throughout the UK. That is a wide remit and we act accordingly, operating in four sectors: the arts and heritage, education, the environment and social change. In addition to providing direct grants for speciﬁc projects in these areas, we also fund studies and reports that stimulate debate on the topics that we feel really matter. Our independence, scale and long-term perspective help us do this without regard to fad, fashion, sentiment or politics. We also operate in advance of the mainstream. The Esmée Fairbairn Foundation was an early supporter of the Carbon Disclosure Project, which encourages and helps companies to report on their carbon emissions and formulate strategies for carbon reduction programmes.

Eclectic and effective We also recognise that social improvements are not necessarily best led from the top down. Grass roots activities can have equal impact. That is the basis for our approach to providing support for specific programmes that are aimed at improving life in the UK. It is an eclectic – but, we hope, effective – mix. In 2006 the projects we sponsored built on past achievements but also broke new ground. Our support for the Thames Valley Partnership is part of our ‘Rethinking Crime & Punishment’ programme. The project, ‘Communities Engaging with Community Service,’ is a three-year local pilot involving young offenders, probation officials and jurists in selected areas. The aim is to establish ways for the public to better understand and become involved in choosing unpaid work to be done by offenders to benefit the local community. Guiding the project is an advisory group that provides essential expertise from relevant agencies. Among the challenges the project faces is the need to balance the concerns and wishes of the local communities with the statutory requirements and underlying philosophy of community service. Rethinking Crime & Punishment is also supporting a programme of events for Judges and Magistrates to visit and discuss community sentencing options.

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Making sure our grants make a difference

A new environmental project supported by the Foundation is spreading the concept of ‘Home Zones’, a programme that reduces the domination of drivers on streets in selected areas by giving physical and psychological priority to pedestrians and playing children. Previous Home Zone projects successfully halved road traffic accidents, cut traffic speeds by nine miles per hour and gave residents greater confidence when using their streets. The downside was the cost, which was as high as £2.3 million for a single Home Zone. With our help, the concept’s originator is developing and implementing a low-cost Home Zone template to be tested in ten deprived neighbourhoods around the country. Each should cost no more than £20,000 to put in place. The rural social environment is also important to us, so the fact that some 70% of rural communities in England no longer have a village shop is a cause for real concern. Without such facilities, villages lose an important social hub as well as an outlet for locally produced goods. A spate of studies has demonstrated that village shops particularly benefit the most vulnerable members of a community, many of whom have no access to regular or reliable transport. That is why in 2006 we supported The Plunkett Foundation’s efforts to establish a series of viable community-owned village shops. Our support is worth £1 million over three years. If all runs according to plan, the local community benefits could last for decades.

We also believe that access to high quality arts events enhances our rural communities. So we have funded the work of the National Rural Touring Forum which aims to expand arts provision in under-served areas. It supports touring schemes of new and innovative work through events at village halls, churches and other community centres in isolated rural communities across England and Wales. Education remains a priority for the nation and for the Foundation. That is why in 2006 we continued support for Teach First, a programme that transforms exceptional graduates – people who might not otherwise consider a career in education – into effective, inspirational teachers and leaders. The programme currently trains over 200 new graduates per year, equipping them to work in challenging inner city secondary schools. Having started in London, Teach First is now expanding to Birmingham and Manchester. Asking the right questions Looking ahead, there are several other issues that we might consider in the months and years to come. For example, in a society beset by illegal drug use, has there been sufﬁciently high-level discussion about ﬁnding effective solutions? To that end, we are supporting the UK Drug Policy Commission to stimulate rational, impartial debate on the subject. The Esmée Fairbairn Foundation does not pretend to have the answers. But we are well placed to support those asking the right questions and enable others to engage in intelligent, informed dialogue.

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Making sure our grants make a difference

Of course, any organisation with a mission to help improve peoples’ lives should be willing to improve itself as well. At Esmée Fairbairn we are beginning the process in 2007 with a strategic review. As we approach the Foundation’s golden jubilee, we need to ask ourselves some difﬁcult questions: > How can we do things better? Should we be more open to the ideas of others and less prescriptive in our requirements? > Are we using our independence and integrity to best effect? > How can we best help to nurture civil society and help shape a nation that protects the vulnerable while building resilient and active communities? > Can we use our assets (be they money, people or knowledge) more effectively to realise our mission? > What would make us more dynamic in our response to a quickly changing world? But considering changes and improvements does not mean we are questioning our fundamental beliefs. The ideals behind the Esmée Fairbairn Foundation remain constant. We exist to help Britain become a nation of educated, involved and tolerant people, thriving in a culturally vibrant society. Our goals could be called utopian. But our funding remains focused on the lives that people really live.

Real projects

Arts & Heritage

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Making sure our grants make a difference

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The company they keep In the ﬁrst programme of its kind, we’re helping Scottish Ballet recruit a cadre of young UK-trained apprentice dancers to rehearse and perform alongside the regular company, seen here in Cinderella.

Fresh pairs of eyes A major grant to the Museums Association is enabling a programme that will result in the loan or transfer of important objects to a network of museums throughout the UK.

Widening the net Support for Fermynwoods Contemporary Arts near Kettering, Northamptonshire is contributing to development of a broader regional audience and sustaining the future of the organisation.

Signal success Esmée Fairbairn is helping with the restoration of this Grade II listed signal box in St. Albans. When completed, it will serve as a community museum and provide a meeting room and gardens open to the public. Authors & artist When the Brontë Society wanted to stage an exhibition of contemporary art by Cornelia Parker, who was inspired by the setting of the parsonage at Haworth, we were able to provide support for its development.

Real projects

Education

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Making sure our grants make a difference

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Mutual support Almost 3,000 prisoners have learned to contol their anger – and so progress in rehabilitation – through yoga courses provided by the Prison Phoenix Trust. Prison staff have also participated in the programme that we funded in 2006.

Hearts & minds The Foundation supports Higher Education, the Arts & Schools (HEARTS) in its aim of giving young children a head start in appreciating the arts. HEARTS does this by making cultural experiences – such as this urban carnival in New Cross, London – an integral part of training for primary school teachers.

Fresh ﬁelds A group of Aldeburgh school children are beneﬁting from a year-long arts programme called East Feast. Under the leadership of a musician, a potter, a circus artist, gardeners and a chef they will stage a mini harvest festival celebration.

Close up Through Cambridge University we are funding the ﬁrst major look at primary education in 40 years. The ﬁndings of this report will help to shape the future of primary education for decades to come.

Real projects

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Environment

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Making sure our grants make a difference

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Habitat help Wicken Fen National Nature Reserve in Cambridgeshire has been under the care of the National Trust since 1899. Now, in an effort to save rare species of beetles, moths, ﬂies, spiders as well as fen violets and fen ragwort we’re helping the Trust expand the area under its protection.

Scaling up sustainability With help from Esmée Fairbairn, the market for fresh fish is being transformed. By the end of a three-year programme, the Marine Stewardship Council’s ambition is for the amount of wild capture fish consumed in the UK from sustainable fisheries to rise from 9% to 20%.

Having a ﬂutter In 2006 we continued to support the charity Butterﬂy Conservation in their efforts to preserve endangered species of indigenous Lepidoptera by working with land owners and others to save habitats such as woodlands, bogs and wetlands.

Urban harvest For inner city dwellers a healthy allotment can nourish the soul as well as the body. Esmée Fairbairn has long been a supporter of allotment regeneration and that effort continued in 2006 as part of a two-year grant to the Federation of City Farms and Community Gardens.

Real projects

Social Change

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Making sure our grants make a difference

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On a roll While a roof over their heads is essential for the homeless, something underfoot is always welcome too. That is what Spruce Carpets provides, with help from Esmée Fairbairn, in the form of re-cycled, low-cost floor coverings. Combine that with professional training on floorcover fitting and installation and things suddenly start to look up.

A new perspective The Foundation has become a major supporter of Transform, an organisation that encourages new ways of tackling the UK’s growing problem of illegal drug use. Transform has contributed to the debate on drug prohibition and regulation and works closely with Government, policy makers and enforcement agencies.

The right sort of ﬁx Emmaus is an organisation that provides ‘a bed, and a reason to get out of it’ for homeless people by welcoming their participation in community-based businesses such as a bicycle repair service. Our support is helping Emmaus expand their operations, where demand for places exceeds capacity.

Bearing fruit By supporting Community Food Enterprise in East London, we are transforming the diet of school children throughout the borough of Newham; providing affordable access to fresh fruit and vegetables and information on healthy eating.

Real projects

Real Change

18 EsmĂŠe Fairbairn Foundation Annual Report & Accounts 2006

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The Report

Chairman’s statement Tom Chandos

The year 2006 was the first for Esmée Fairbairn Foundation under the directorship of Dawn Austwick and the last full year under the chairmanship of Jeremy Hardie, from whom I took over in February. Every corner of the Foundation’s activities has been illuminated by Jeremy’s four years as chairman and I offer him warmest thanks – not only on behalf of the trustees and staff, but also for the many beneficiaries of the Foundation. We are delighted that he is remaining as a trustee and look forward to his future efforts as much as we appreciate his past contribution. There has also been one departure from among the trustees. Beverly Blaize resigned in June; her impact on the Foundation had been significant in a relatively short time and we will miss her contribution. The reports that follow illustrate the depth and diversity of the projects and organisations that we have funded. They also indicate the strength of the Foundation’s financial and investment position, on which our grantmaking depends. The arrival of a new director has presented us with a natural opportunity to start reviewing what we fund and how we do it. In 2007 we should see this process continue with increased momentum.

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Chairman’s statement Tom Chandos

Finally, the work we do is dependent on the commitment and expertise of all of our staff and we are deeply grateful for their efforts. We should extend our thanks and good wishes to those who have left the Foundation during the year. Judith Dunworth, who retired as Foundation Secretary after 17 years as a member of staff, rightfully heads that list, but Anna Bussell, David Dellaire and Helen Murray have made signiﬁcant contributions in their shorter time with the Foundation. We are delighted to welcome Laura Lines, Swee Tsang and Angela Wai, who joined the Foundation during 2006.

The Foundation

Our purpose At Esmée Fairbairn we help organisations that aim to improve the quality of life for people and communities throughout the UK, both now and in the future. We make the majority of our grants in four areas: > Arts & Heritage > Education > Environment > Social Change: Enterprise and Independence The remainder is made through our other two grantmaking areas: > Fifth Fund makes grants that fall outside the speciﬁc programme priorities and focus on important practical innovations or emerging issues. > TASK (Trustees’ Areas of Special Knowledge) grants are made to organisations known to individual Trustees and in which they take a personal interest.

2006 Grants > Arts and Heritage > Education > Environment > Social Change > Cross Programme

Value

No of projects

£5.46m £5.81m £6.00m £7.63m £0.42m

109 135 86 139 4

> Fifth fund Sub total

£1.13m £26.45m

3 476

> TASK grants

£0.86m

105

Total Average grant size (excluding Fifth fund and TASK grants)

£27.31m £53,478

Eligible applications received 1,549 Successful applications 25% Detailed listing of grants are set out on pages 25-40 Grantmaking by country £ per head of population Scotland

£0.37

England

£0.25

Northern Ireland

£0.25

Wales UK-wide*

£0.24 £0.17

*Grants covering two or more countries

22 EsmĂŠe Fairbairn Foundation Annual Report & Accounts 2006

Programme review

Grantmaking aims and objectives

Arts & Heritage

Environment

Arts – We currently have a primary focus on contemporary Visual Arts. We are particularly interested in Visual Arts proposals that ﬁt one or both of our main funding priorities: Serving Audiences and Supporting Artists.

The Environment programme promotes environmental improvements which balance the needs of people and wildlife. Integral to this is: > countryside which is rich in diverse habitats and species. > a reduction in carbon emissions, together with well planned, sustainable urban and rural developments, offering a good quality of life to all. > a UK food industry supplying a wide range of high quality, sustainably produced goods, which are predominantly made locally.

While we are prioritising visual arts, we will only consider applications for performing arts and multi-disciplinary arts from organisations that have received a grant since 1999. These must ﬁt one or both of our main funding priorities. > Serving Audiences: We aim to expand high-quality arts provision in parts of the UK less well served than others. > Supporting Artists: We aim to support the professional development of talented artists throughout their careers.

Within the broad objectives stated above, the programme supports three interrelated themes: > UK Biodiversity. > A Low Carbon Economy. > Sustainable Food Systems.

Heritage – The Heritage programme aims to preserve and provide public access to our national heritage, particularly outside Greater London.

Social Change: Enterprise and Independence

Education The Foundation’s Education programme covers two broad areas of interest: New Approaches to Education and Hard-to-Reach Learners. We look to support imaginative and ﬂexible approaches to learning that are unlikely to be funded through statutory education sources. Where appropriate, we will support the costs of professional and curriculum development of teachers, research and evaluation. New Approaches to Education aims to improve the quality, breadth and relevance of learning for young people (0-16) in pre-school and statutory education by testing new approaches to teaching and learning. Hard-to-Reach Learners aims to develop new ways of inspiring hard-to-reach learners to engage with education, primarily outside formal education settings.

The programme aims to enable people and communities facing disadvantage to improve their lives and prioritises those at greatest need. We support organisations which enable individuals to develop their potential, activities which are enterprising and initiatives which tackle institutional or structural barriers. We will only consider proposals for work which matches our specific funding priorities: > Enterprising Communities: We want to enable people and organisations to be more enterprising and to develop new ways of tackling the needs of those at greatest disadvantage. > Financial Independence: We want to support work which improves access to financial services for individuals, voluntary and community organisations and businesses which are unable to use traditional sources of finance.

24 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Arts & Heritage Total grants £5.46m Number of grants 109 Average grant size £50,100

In 2006 Esmée Fairbairn’s Arts & Heritage programme continued to balance an emphasis on contemporary visual arts with a focus on the nation’s heritage. We also funded projects by performing arts companies that built on previous support. These Arts & Heritage priorities are continuing in 2007. Within this framework, we concentrated our support on several areas of work. These included professional development for artists, capacity-building for organisations and touring for visual and performing arts. Within the heritage sector, our support was typified by conservation of both collections and buildings – the latter usally vernacular projects of local or regional significance - alongside our support for temporary exhibitions. We delivered professional development in a variety of ways. A new residency programme for visual artists and curators at Cove Park on the Rosneath Peninsula in the West of Scotland built on the success of a programme we previously funded, as did renewed support for the Design Museum’s bursaries for emerging designers. Art House, based in Wakefield, was funded to deliver a training programme for ten disabled and non-disabled artists who undertook residencies in a range of organisations. In the performing arts we funded Dance 4, the East Midland’s regional dance agency, to establish a new professional development programme for artists in the region. For the theatre company Paines Plough, Esmée Fairbairn contributed to the salary of a literary manager, enabling the company to develop a national programme of new writing workshops. Again, this built on a previous grant. For any cultural body, organisational capacity is essential if it is to carry out its mission with any degree of success. That is why in 2006 we funded a development post for the Fenland Archaeology Trust in Peterborough to enable it to achieve long-term sustainability. Similarly, for A Space, a new gallery in Southampton, we funded the director’s salary to ensure that he could devote all of his efforts to guiding the venue during its early years.

Since regional access to the arts is one of Esmée Fairbairn’s funding priorities, in 2006 we supported a range of touring programmes in the visual and performing arts that crossed regional or country borders and visited underserved areas. In the visual arts, tours were undertaken by the Oriel Davies Gallery in Powys to venues in Wales and England and the Bury St Edmunds Gallery to galleries in England, Wales and Scotland. Performing arts tours included the Chipping Norton Theatre’s progress around village halls and farmers’ barns in Derbyshire and Oxfordshire and Sound Affairs, which took new music to venues throughout the UK. In the field of heritage our largest ever grant was £1 million to the Museums Association for a five-year programme. Its aim is to make museum collections more dynamic and to stimulate a cultural change in the sector’s attitude to loans and disposals by developing models of good practice alongside new working methodologies and tools. In 2006 we also continued our support for conservation and restoration. A prime example was Penicuik House Preservation Trust’s new programme of onsite training in traditional building skills for 250 people as part of a restoration project of this Category A House near Edinburgh. A project that will benefit historic collections throughout the UK was our funding of a training and development manager for the Institute of Conservation. Heritage projects with strong local significance that gained our support included the restoration of the unique steam powered tug-tender, the Daniel Adamson, the grade II listed St Albans Signal Box and nine cannon for Medway Historical Ordnance. More widely, the Regional Museums Initiative, which we launched in 2003, continued throughout 2006 with exhibitions in Brighton, Norwich and other touring venues. Long-term, this £800,000 project helps to develop special exhibitions for regional museums and demonstrate their effectiveness in curatorial and audience development. The programme culminates in 2007 with two final exhibitions in Chichester and Edinburgh.

Arts & Heritage Grants List Grants approved over £20,000

Organisation

Amount (£)

Alnwick District Playhouse Trust Towards continuing to develop the range and diversity of the artistic programme.

22,500

Grizedale Arts 69,520 Towards a new residency and development programme for emerging artists over three years.

Red Rose Chain 45,000 Towards production over three years and marketing costs for three theatre projects in a rural area of Suffolk.

Art House 95,000 Towards a training programme for mid-career artists to give them the opportunity to develop new practices and work with new technologies.

Hidden Art Towards the costs of two regional projects over two years which will promote and support local designer-makers.

95,000

Royal Geographical Society 65,000 Towards the production over three years and touring costs of three photographic exhibitions developed in partnership with BME communities.

A Space Towards the salary of the director over two years.

Lighthouse Arts & Training Ltd Towards the salary of a digital arts project manager over three years.

87,934

Scottish Ballet 151,000 Towards establishing a new dancers’ apprentice scheme over three years.

Aspex Visual Arts Trust 50,000 Towards the professional development of emerging and established artists, craftspeople and curators.

Manchester Craft and Design Centre 47,733 Towards the salary of a part-time crafts programme ofﬁcer and associated costs over three years.

Site Gallery Ltd 57,600 Towards the development costs of a new residency programme over two years

Bedford Creative Arts (BCA Gallery) Towards the costs of a residency programme over three years for visual artists.

McManus Galleries and Museum Towards the costs of presenting the exhibition ‘Draw The Line’ .

67,000

68,379

Bluecoat Arts Centre Ltd 150,000 Towards the artistic programme for the centre’s relaunch in 2007 and subsequent programmes in 2009 and 2010. Butetown Artists 57,000 Towards core costs of a new gallery in Cardiff providing opportunities for artists working in traditional media. Contemporary Applied Arts Towards an exhibition programme over three years.

90,000

Cove Park 35,000 Towards the costs of a new pilot residency programme for mid-career visual artists, curators and critical writers, providing opportunities to develop new work. Dance 4 Ltd Towards the costs of a professional development programme over two years for choreographers and dance professionals based in the East Midlands.

45,112

Design Museum Towards bursaries for 15 young designers over six years.

60,000

English Heritage Towards the costs of new work for a contemporary art exhibition at Belsay Hall.

48,000

Fenland Archaeology Trust 47,710 Towards the salary of a fundraising post over two years and overall interpretation of the site to create a regional archaeological resource centre. Friends of the Harris Museum & Art Gallery Towards the costs of ten new temporary artworks over two years for Preston’s city centre.

59,830

Fruitmarket Gallery Towards the costs of new work by six mid-career artists.

90,000

50,000

Museums Association 1,045,200 Towards the costs of a programme of work over ﬁve years to make collections more dynamic and to strengthen the museum sector. Music Theatre Wales Ltd Towards commissioning costs and core costs over two years.

29,000

New Writing North 88,000 Towards the establishment of the North East New Play Consortium and production costs of an annual tour for three years. Northern Ballet Theatre 57,000 Towards the costs for a national tour of a new work by an emerging choreographer and artistic team. Northlight Art Studios Ltd 39,207 Towards a part-time arts development worker over three years to raise the proﬁle of arts and crafts makers in Calderdale. NVA Organisation Towards the costs of developing and staging a large-scale cultural event in Mid Argyll.

72,473

Paines Plough Theatre Company Towards a literary manager’s post, and a development programme for emerging new writers.

62,298

Pallant House Gallery Trust 300,000 Towards a fund to support the relaunch of the gallery, including exhibitions, marketing and core costs. Pavilion Ltd 80,973 Towards the professional development costs of eight emerging photographers and an exhibition of their work over two years. Penicuik House Preservation Trust 86,576 Towards the salary of a training ofﬁcer and accredited training in conservation masonry over three years. Photofusion 44,000 Towards the costs of a professional development manager over two years to provide nationwide access to facilities and professional development opportunities.

Spike Island Printmakers 38,083 Towards the salary of a part-time studio director over two years to take forward strategic plans to develop professional opportunities for artists in the South West. The Black Country Living Museum Towards the costs of a new women’s history curator over two years and a building reconstruction apprentice for one year.

69,300

The Clod Ensemble Towards the salary of a part-time administrator over two years and a part-time producer to develop contemporary music theatre works.

44,000

The Council for the Care 100,000 of Churches Towards the costs over two years of giving grants to individual churches for conservation work to preserve ecclesiastical heritage. The Institute of Conservation 78,380 Towards the salary and associated costs of a new training and development manager to manage a work-based training programme to address the shortage of conservation skills in the UK. The Lightbox Towards the salary of an exhibitions manager and the new exhibition programme prior to the opening of The Lightbox.

27,000

The Lowry Centre Trust Ltd 99,750 Towards site-speciﬁc new work over three years for a new gallery and an accompanying development programme for young curators. The Opera Group 61,800 Towards the salary of a producer over two years based at the Young Vic, where The Opera Group will be an associate company. The Pilgrim Trust 100,000 Towards the extension of a pilot grants scheme for archival cataloguing to four new regions, in collaboration with the Pilgrim Trust and the National Archives to reduce the backlog in archival cataloguing across the UK.

26 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Arts & Heritage Grants List Grants approved over £20,000

Grants approved up to £20,000 Thornton & Allerton 46,620 Community Association Towards three bursaries over two years to create exhibition opportunities for emerging artists, the salaries of two trainee curator posts and the salary of a part-time project co-ordinator.

Academy of St Martin in the Fields

20,000

New Media Scotland

Activate Performing Arts

19,962

New Writing South

20,000

Alford and District Civic Trust Ltd

18,840

North Lands Creative Glass

20,000

Art and Power (Community Arts Project) Ltd

19,169

Opera North

20,000

Oriel Davies Gallery

19,555

Triangle Arts Trust 61,000 (Gasworks Gallery) Towards the costs of three open-submission exhibitions for UK-based emerging artists and nine residencies over three years for international artists.

Artists Collective Gallery Ltd

20,000

Oriel Ynys Mon

7,950

Ashington Group Trustees

10,000

PRS Foundation

20,000

Royal Albert Memorial Museum

16,000

Void Arts Centre Towards the salary costs of the co-managers of the centre.

30,000

Wildworks 60,000 Towards development costs over three years to establish a new theatre production company, specialising in high-quality, site-speciﬁc work. Yorkshire Artspace Society Towards fees and costs relating to artists in residence, associated exhibitions and professional development for nine emerging/ mid-career visual artists.

100,000

Asian Music Circuit Ltd

6,000

8,500

Aune Head Arts

20,000

Schubert Ensemble Trust

Belfast Exposed Photography

20,000

Scottish Sculpture Workshop

20,000

Bolton Museum, Art Gallery

15,000

Serious Events Ltd

20,000

Bury St Edmunds Art Gallery

19,915

Service to the Arts in Leeds

20,000

Shefﬁeld Independent Film Ltd

20,000

CAN Project

5,000

6,200

Chipping Norton Theatre

15,000

Sound Affairs

19,261

Coventry Artspace Ltd

20,000 20,000

St Albans Signal Box Preservation Trust

15,000

Dance City Danceworks UK

10,000

Suffolk Craft Society

20,000

Fermynwoods Contemporary Arts

18,954

Swindon and Cricklade Railway

20,000

Tara Arts Group

20,000

Fife Polish Arts Group

6,380

Forest of Dean Sculpture Trust

20,000

Tete a Tete Productions Ltd

20,000

Foundation for Women’s Art

18,000

The Bronte Society

14,935

Friends & Patrons of Buckinghamshire County Museum

20,000

The Corn Exchange (Newbury) Trust 20,000

Friends of Walkden Gardens

16,000

The Daniel Adamson Preservation Society

5,000

Gwili Railway Company Ltd

20,000 20,000

The Hub Centre for Craft, Design & Making

20,000

Ikon Gallery Leicester Print Workshop

19,700

The New Art Gallery Walsall

15,000

Matt’s Gallery

20,000

The North Norfolk Exhibition Project 15,000

Medway Historical Ordance

20,000

The Opera Group

Milton Keynes Theatre & Gallery Company

20,000

Miracle Theatre Trust Ltd

11,000

Welborne Village Hall

5,195

7,500

Whitworth Art Gallery

20,000

Mostyn Gallery Limited

1,620

Theatre Sans Frontieres

20,000

Wales at the Venice Biennale of Art

19,800

Total Number of grants

5,460,414 109

Education Total grants £5.81m Number of grants 135 Average grant size £43,000

Our Education programme aims to balance grants that beneﬁt hard-to-reach learners with support for new approaches to teaching and learning. For many reasons, there are some young people and adult learners for whom mainstream education has not worked. In 2006 a number of grants were directed at helping such people. ActionAid’s focus is the teaching of English to migrants and refugees. Based on a successful literacy programme implemented abroad, ActionAid teaches the language by grounding it in everyday situations. Initially, a pilot scheme in London will work with 80 teachers of English as a second language and 240 learners. Eventually, the programme will expand to 1,000 colleges and community organisations throughout the UK. The Shannon Trust is an organisation devoted to prisoners – 75% of whom do not have the numeracy and literacy skills expected of 11 year olds. Using peer mentors, over the past seven years, it has taught 4,300 prisoners in 127 jails to read and write. With our help, the appointment of a professional director will allow the trust to expand its scope to reach all prisons in England by the end of 2007. Fostering literacy and numeracy early in a child’s education remains a strong feature of our work. Our support of Every Child a Reader will directly beneﬁt 10,000 young people, providing them with one-on-one help with reading, based on phonics. The objective is to help children master literacy at an early stage. From 2008 the Government will also provide support for this programme. Similarly, the Caxton Trust’s Catch Up project is a cost-effective intervention aimed at children who show early signs of struggling with maths. Based on work piloted by Oxford University, Catch Up is likely to be sustained through income earned by training teachers in its methods.

ICAN is a programme that helps children who enter primary schools with poor speaking and listening skills. The Foundation is funding an extension of previous work with children under ﬁve to 105 primary schools in three local authorities. Dealing with particular educational issues is one thing. Challenging educational orthodoxies is quite another. At Esmée Fairbairn we aim to do both. In 2006 the biggest independent enquiry into primary education since the Plowden Report in 1967 was launched. Based at the University of Cambridge the Primary Review aims to gather evidence from a wide range of sources, sift facts from rhetoric and stimulate debate about the future of this vital phase of education. The Primary Review will culminate in a report containing recommendations for future policies and practices. Last year also saw the start of a project examining the role of leaders in schools, assessing their impact on school performances and identifying strategies that will help head teachers raise educational standards. In 2006 several previous programmes came to fruition. Among them was HEARTS, established in 2003 to strengthen the arts in teacher training. This has led to new or modiﬁed courses in six teacher training establishments. SPARC, a project in Barnsley and the Forest of Dean, made successful use of ICT, family learning and community events to help reach marginalised adult learners. The National Literacy Trust has reached nearly 500,000 parents and teaching professionals with information on boosting the language skills of pre-nursery children.

28 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Education Grants List Grants approved over £20,000

Organisation

Amount (£)

4Children Towards a communication ofﬁcer’s salary to run a high-proﬁle heritage education awards event reaching 20,000 children.

24,765

Cardinal Hulme Centre 40,323 Towards the salary over two years of a family project worker to give around 150 parents support to help their children to learn.

High/Scope UK Towards the salary over two years of a project worker training adults working in the care and education of young children.

ActionAid 94,000 Towards introducing a new approach to the teaching of English as a second langague in the UK that will help learners to pick up language in a meaningful context.

Catch Up 297,350 Towards the salaries of part-time consultants, and the research and development of training resources to develop a self-sustaining Catch Up Numeracy Programme for children.

I CAN 180,000 Towards the salary of a project manager and other project costs to train 1,300 staff in how to improve speaking and listening skills in 25,000 primary school children.

Artlink Edinburgh & the Lothians 40,488 Towards the salary over two years of a part-time co-ordinator, artists’ fees, dissemination, travel and other associated project costs to develop new ways of supporting learning among people with profound learning and other disabilities.

Chance UK 89,211 Towards the salary of a chief executive over three years to expand the organisation’s mentoring work with disadvantaged primary-aged children, to reduce exclusion rates from primary schools and to raise achievement.

Institute of Welsh Affairs 33,900 Towards research into the implications of reorganising schools in Pembrokeshire and Powys.

Association of School and College Leaders Towards research into the impact of partnerships between secondary schools on school achievement and guidance on how to make school partnerships work.

50,000

Better Government for Older People 99,950 Towards core funding over two years to offer older people the opportunity to undertake research in a higher education institution. Blaenllechau Community 51,676 Regeneration Towards the salary of a facilitator to organise informal learning courses for 200 people aged over 50 in a deprived rural part of Wales. Bolton Carers Support 47,600 Towards the salary over two years of an outreach worker to offer informal learning opportunities to carers living in and around Bolton. Bridgeton Community Campus Ltd 45,000 Towards the salary over three years of a community development ofﬁcer, tutor costs and overheads to run a total of 15 informal learning courses for 300 hard-to-reach adult learners from Bridgeton, Glasgow. Brighton Unemployed Centre 50,000 Families Project Towards the salary over three years of an education worker to develop informal learning opportunities for 200 hard-to-reach users and help them progress onto other courses. British Association for Adoption 45,000 and Fostering Towards the costs of developing, running and disseminating a training programme over two years for foster carers to help improve the education of children in their care.

Chorlton Youth Project Towards the salary over three years of a student support worker to re-engage school excludees in mainstream education.

35,000

41,500

International Learning and 64,708 Research Centre Towards the salary of a project co-ordinator and project costs over two years to develop the speaking, listening and writing skills of 1,990 children and their parents/carers through storytelling.

Community Council of Devon 53,100 Towards the salary over two years of an outreach worker to run informal learning programmes for disadvantaged, rurally isolated learners in community venues in Devon.

Jabadao 150,000 Towards supporting the costs over three years of training early years’ practitioners across the UK in specialist movement techniques for children under ﬁve.

Deaf Action 50,513 Towards the salary over two years of a learning co-ordinator to run informal learning programmes for deaf people in Scotland.

KPMG Foundation Towards the costs of a literacy programme for children aged 5-11 in England and Wales.

Deafax 85,000 Towards the costs over two years of a deaf and hearing team to investigate uses of ICT across the curriculum of 120 young deaf people, 30 hearing people and 30 teachers of the deaf in six schools and to disseminate the outcome. Demos 130,000 Towards running costs for two projects in local authorities on vocational education and parenting. Edzone Towards the salaries of tutors over three years to support the costs of classes for young adults aged 16-25.

37,395

250,000

Leeds Asylum Seekers 52,500 Support Network Towards the salary over two years of an English at home co-ordinator, volunteer travel costs and other costs to improve the English language skills of refugees and asylum seekers who cannot attend mainstream English classes because of caring responsibilities or ill health. Listening Books Towards supporting the production of 400 audio books for children with visual impairments.

50,000

Manchester Metropolitan University 36,334 Towards project costs, including research, evaluation and dissemination to improve science learning activities for children under ﬁve.

Farringdon Jubilee Centre 35,000 Towards tutors, student support, materials, training and taster courses over two years to run informal education courses for hard-to-reach learners from Tyne and Wear.

Merthyr Tydﬁl Play Forum Towards the costs over two years of training adults to support their children’s play and education.

Glasgow ESOL Forum 51,500 Towards a development manager’s salary and volunteer training costs over two years to train and support volunteer English as a Second Language (ESOL) tutors and to support existing tutors.

National Extension College Trust Ltd 46,009 Towards the costs of developing and piloting resource materials over two years and testing them with parents and young people to support the needs of young people excluded from school.

Hayle Youth Project 60,944 Towards the salary over two years of a project co-ordinator to provide an alternative learning programme for young people, aged 16 or under from the Penwith area, who are excluded from mainstream education.

39,490

National Foundation for 49,786 Educational Research Towards staff costs, travel, focus group and ofﬁce costs to identify the support needs and provision for home educated children and their educators, from the perspective of home educators and other interested parties. National Institute of Adult 93,529 Continuing Education (Wales) Towards the salaries of a project ofﬁcer and an administrator over three years to expand a programme to promote and sustain the number of learning opportunities for elderly people in Wales. Open College of the Arts 207,000 Towards courses over three years to make 52 arts and crafts distance learning courses more accessible to 3,000 hard-to-reach learners including prisoners and people with disabilities. Ormiston Children and Families 56,236 Towards the salary over two years of a part-time development leader to provide a programme of support for 60 children with behavioural problems at risk of school exclusion and their parents/carers from eight schools in Great Yarmouth. Policy Exchange Ltd Towards the cost of researching the impact of head teachers on school performance.

48,350

Restorative Solutions 147,750 Towards a project over three years testing the value of restorative justice techniques in schools. Romsey Mill Trust 55,073 Towards the salaries over two years of a co-ordinator and an assistant to raise the educational attainment of teenage mothers, excluded from mainstream education in deprived wards in Cambridgeshire. School Councils UK 40,000 Towards improving the effectiveness of school councils in ten London secondary schools and to evaluate their impact on pupil behaviour, attainment, and staff morale. Second Chance 60,000 Towards the salary over three years of an exclusion worker to provide an alternative education programme for young people excluded from mainstream education from Portsmouth and the surrounding area. SEN Research Grant Towards a literature review, exploring learning and social outcomes for young people with moderate learning difﬁculties.

30,000

Shefﬁeld Hallam University 34,500 Towards training for the coaches and mentors to develop and pilot effective coaching and mentoring strategies for science teachers.

The Sutton Trust 98,000 Towards project costs to support three projects to enhance access to higher education for young people from disadvantaged backgrounds.

Sleep Scotland 50,500 Towards the salary over two years of a project worker to provide a transitional education programme for young people with complex needs and communication difﬁculties, on leaving school in Edinburgh.

The Sutton Trust Towards project costs to work with disadvantaged young people at risk of failing to realise their academic potential.

Specialist Schools and 200,000 Academies Trust Towards a schools innovation network over two years that will explore ways of providing pupils with better support and mentoring. St Mary’s University College 88,500 Towards the salary over two years of a development project ofﬁcer to encourage dialogue between 600 pupils from different religious backgrounds in 40 Northern Ireland schools. Teach First 186,000 Towards the salary over two years of a programme encouraging exceptional graduates into teaching. The ACE Centre Advisory Trust Towards the cost over two years of developing and piloting new communication techniques for deaf children.

50,479

The Dartington Hall Trust 82,592 Towards project costs over two years, including management, evaluation and research to support local authorities in their efforts to reduce exclusions from school. The Lighthouse Project 35,710 Towards tutor, management, outreach and materials to run informal arts and crafts courses for hard-to-reach learners in Birmingham. The National Deaf Children’s Society 42,989 Towards consultancy fees, publication and dissemination of a toolkit to improve acoustics for deaf children in schools. The Nurture Group Network (NGN) 80,000 Towards the salary over two years of a director to expand NGN’s membership, training and quality control programme and to ensure the sustainability of the organisation. The Reader 50,000 Towards the salary of a volunteer co-ordinator and an assistant project manager to extend the literacy skills of adults and recruit and manage community volunteers. The Shannon Trust Towards recruitment costs and the salary of a new director, to enable literate prisoners to coach other prisoners with reading difﬁculties.

99,000

50,000

The Who Cares? Trust 150,000 Towards projects over three years to improve the day-to-day lives of children and young people in public care in the UK. Tinsley Forum 36,022 Towards the salary over two years of a development worker and associated costs to provide an alternative learning programme, 15 hours a week for three months, for 30 excludees aged under 16 from the Tinsley area of Shefﬁeld. Tyneside Women’s Health 78,674 Towards the salary over three years of part-time course/group co-ordinator and associated project costs to offer informal learning courses for up to 450 women with mental health problems. Yarrow Housing Ltd 39,550 Towards the salary over two years of tutors, administrative support, materials and equipment to develop the literacy skills of 30 to 40 adults with learning disabilities, including those with complex/challenging needs with limited or no literacy skills.

30 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Education Grants List Grants approved up to £20,000

5x5x5

13,400

Music and Dance Education Trust

20,000

ACETS

19,490

Music for Change

10,000

Advisory Council for Social Responsibility An Munia Tuber Animarts Asha Womens Centre

8,282 20,000 5,000 20,000

Association for Education and Ageing 9,987 Barbican Centre

20,000

Bristol Children’s Playhouse

5,000

Cambridge School Classics Project

4,500

Canterbury Christchurch University College Carnegie Young People Initiative Centre for the Study of Comprehensive Schools

10,000 3,000 20,000

National Foundation for Educational Research

3,114

Network for Teaching Entrepreneurship

19,526

Norfolk County Council

20,000

North Kensington Women’s Textile Workshop

8,044

One to One Children’s Fund

2,426

One to One Children’s Fund

20,000

Pennywell Neighbourhood Centre

19,488

Personalised Education Now

10,000

Realisation: Training in Resources for Personal Growth

14,520

ReCOM Ltd

9,441

Charity Challenge

20,000

School of Education

16,300

Chartered Institute of Library Professionals

20,000

Scottish Network for Parental Involvement in Children’s Learning

Chorlton Workshop

19,945

Shefﬁeld City Council

17,700

Citizenship Foundation

20,000

13,975

Comberton Village Collage

14,000

Shefﬁeld Gypsy and Traveller Support Group

Conﬂict & Change

20,000

Snug & Outdoor

20,000

Creative & Supportive Trust

11,478

Springboard for Children

20,000

Department of Experimental Psychology

20,000

St Ebbe’s Primary School

2,750

7,500

St Wilfred’s Centre

20,000

10,000

Sticky Fingers Early Years Arts

20,000

First Take Video Ltd

20,000

Stretch

17,600

Global Link

18,561

Survivor’s Poetry

19,589

Teaching Freedom

20,000

The Foundation for Social and Economic Thinking

20,000

The Life Science Trust

20,000

Eastfeast

Harmony Training Ltd Hornsea School and Language College

3,000

Institute of Education, The University of London

18,813

The Mary Glasgow Language Trust

20,000

Jackdaws Music Education Trust

14,238

The Music Collaborative

20,000

Jubilee Waterside Centre

20,000

The Phoenix Education Trust

17,978

Leeds Metropolitan University

20,000

The Prison Phoenix Trust

20,000

Learning Skills Wales

20,000

The Runnymede Trust

Leonardo’s Protégé

10,000

The SHINE Trust

LifeLine Community Projects

16,339

University of Cambridge

19,855

London Centre for Leadership in Learning

20,000

University of Winchester

10,000

Margrave Communications

20,000

Windsor Community Arts Centre

12,800

Motorvations Motor Project Ltd

20,000

Worker’s Educational Association

20,000

Worker’s Educational Association

20,000

Multicultural Resource Centre

5,550

Total No of grants

5,000 11,633

5,811,318 135

Environment Total grants £6m Number of grants 86 Average grant size £69,513

One of the priorities of the Foundation is to support the protection and enhancement of the environment of the UK. One way we do this is by supporting organisations that use market instruments for sound environmental ends. For example, our largest grant in 2006 was to the Marine Stewardship Council. Its ambition is to have more than doubled the amount of wild capture fish consumed in the UK from sustainable fisheries from 9% to 20% within three years. In another use of an enterprising approach to achieve an environmental goal we enabled ORCA to hire a fulltime co-ordinator for their work in gathering essential data on whales, dolphins, basking sharks and other ‘megafauna’ found in UK waters. ORCA gathers this data by using as observation vessels the ferries routinely sailing in and out of British harbours. So trained volunteers can gather essential data in the North Sea, the Bay of Biscay and the Channel – without incurring the expenses of vessel hire. In this efficient and cost-effective way, ORCA is compiling data that will help conserve these magnificent species. Less imposing species deserve a chance as well. That is why in 2006 we also made a significant grant to fund the core purposes of Pond Conservation, an organisation dedicated to the well-being and biodiversity of bodies of water with a surface area of less than two hectares. In 1880 there were 1.2 million ponds in the British countryside. Today, there are fewer than 400,000 and many of them are suffering from agricultural and air pollution.

Our impact on the atmosphere is now changing the climate and at Esmée Fairbairn we recognise that the market may have a role in addressing this issue. In 2006 we provided funding that enabled The Climate Group to set the standard for voluntary carbon markets. With our help, they are also defining the concept of what it is to be a truly carbon neutral company. Research shows that butterflies and moths are declining faster than either plants or birds: seven out of every 10 species are now in decline. Butterfly Conservation is the leading UK organisation taking action to save butterflies, moths and their habitats. We supported Butterfly Conservation to work at a landscape scale across seven English regions to reduce loss and fragmentation of habitat, link important sites and encourage landowners to bring their land into favourable condition. Together the projects will benefit 26 of the 52 butterflies and moths currently listed as UK Biodiversity Action Plan priorities in England and 17 ‘candidate’ priority species. And for those who want to get away from it all, one of our most highly publicised grants in 2006 was to the Council for the Protection of Rural England. Their objective was to find and map the most tranquil areas of England. Esmée Fairbairn’s environmental support is diverse, with core interests in biodiversity, food and a low carbon economy. Different as our project areas are, they all work towards the same goal of a more sustainable nation.

32 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Environment Grants List Grants approved over £20,000

Organisation

Amount (£)

BioRegional Development Group 174,000 Towards the technical and project staff over three years required to deliver the One Planet Living Project. British Butterfly Conservation 195,000 Society Ltd Towards the salary over three years of seven regional officers to implement a programme of landscape scale habitat management projects to conserve threatened butterflies and moths in seven English regions. Buglife 142,210 Towards core support over three years for the development manager, administrator and a new biodiversity action officer, to halt extinction and achieve sustainable populations of invertebrates. Farming and Wildlife 215,000 Advisory Group Towards core costs over three years for the delivery of advisory services to farmers in Wales. Federation of City Farms and 100,000 Community Gardens Towards core funding over three years to support community gardens and city farms. Food Ethics Council 97,875 Towards an 18-month programme of research, analysis and policy development involving stakeholders to harness the potential of road pricing in promoting sustainable food systems. Freshwater Biological Association 100,000 Towards the cost over two years of employing a biological recording promotion and fundraising officer and a biological recording technical officer to support voluntary study and recording of freshwater species. Friends of the Earth International Towards the costs of salaries and legal work on greenhouse gas emission reductions.

50,000

Friends of the Earth Scotland 82,988 Towards the salaries and costs over two years of staff to undertake research and advocacy targeted at the Scottish Executive and Parliament on energy efﬁciency and microgeneration. Froglife 134,637 Towards the salary and costs over three years of a head of conservation to provide Froglife with the scientiﬁc expertise to manage existing and future conservation projects and to undertake research. Global Action Plan Towards core support for practical energy conservation and waste reduction work.

35,000

Hymettus Ltd 77,744 Towards the salary of a project ofﬁcer over three years to continue and enhance conservation of Aculeates (bees, ants and wasps) through education, advice, survey and research.

Institute for European Environmental Policy Towards activities over two years for research and analysis as well as publications and workshops to support marine protected areas as a ﬁsheries management tool and its integration into UK and European ﬁsheries policy.

99,490

John Muir Trust Ltd 180,000 Towards the salaries over three years of three wildland rangers and a biodiversity officer to improve biodiversity across 26,060 ha of the Scottish Highlands owned by John Muir Trust. Local Food Links Ltd 87,000 Towards piloting a school meals service for primary schools which supports local and organic producers and promotes healthy eating, by supporting the salary costs of a development manager over two years to roll out the model regionally and nationally. Marine Stewardship Council 808,000 Towards the costs of building a viable UK marketplace for sustainablysourced seafood. National Trust 53,130 Towards the salary costs over three years of a project officer to create a landscape scale wetland reserve to benefit people and wildlife by expanding Wicken Fen National Nature Reserve through strategic land acquisition and habitat restoration. Northern Ireland Environment Link 99,500 Towards core costs over five years to support this network of environmental organisations in Northern Ireland. ORCA 84,000 Towards the salary of a director over three years to expand long term monitoring work of cetaceans and their habitat, furthering understanding and supporting policy decisions for their conservation. Policy Studies Institute 35,450 Towards the feasibility stage of a green tax commission for the UK. Pond Conservation 234,416 Towards the costs of safeguarding UK ponds through increasing public understanding, reversing current declines, and advancing the scientific basis of their conservation. Royal Botanic Gardens, Kew 100,000 Towards the salaries of six staff members over three years for development of the Millennium Seed Bank Project’s data and knowledge on germinating wild UK Flora species, in particular to recreate or restore natural habitats.

School of Biological Sciences, 75,532 University of Sussex Towards the salary and travel expenses over two years of a research assistant to develop a reliable monitoring scheme for amphibians that can be widely used by volunteers. School of Civil Engineering 35,000 and the Environment, University of Southampton Towards assistant/student salary and laboratory costs over two years to provide the information required by DEFRA to enable the reintroduction of the Burbot. Scottish Natural Heritage 100,000 Towards removing the invasive, non-native mink from the Western Isles of Scotland in order to protect native species. South West Food and Drink 95,880 Towards the salary and associated costs over three years of a network development ofﬁcer to develop a network of marine protected areas around the coast and seas of South West England. Staffordshire Wildlife Trust 84,600 Towards the salary costs over three years of a large areas manager and two part-time members of staff to rebuild biodiversity and achieve social and economic beneﬁts across two large areas of Staffordshire: Weaver Hills and Staffordshire Washlands. Sustain 99,975 Towards the salaries over two years of two part-time workers to increase routine trading between 30 sustainable food producers and independent stores, and other mainstream outlets in South West England. Sustrans Ltd 273,875 Towards the core costs to pilot an innovative approach to creating affordable alternatives to home zones, enabling people to walk, cycle, socialise and play safely around their homes. Thames 21 Towards investigating the potential and practicalities of implementing an ecological habitat restoration programme in the central London area of the tidal River Thames.

92,137

The Ashden Awards for 135,526 Sustainable Energy Towards the UK awards for energy efficiency in 2006 and 2007 to increase public awareness and understanding of the environmental and ecological benefits of sustainable and renewable energy sources, programmes and products. The Climate Group Towards salary costs to ensure long-term independence for the Voluntary Carbon Standard and to design a framework for carbon neutrality that raises awareness and builds confidence in the low-carbon market.

99,500

Grants approved up to £20,000 The Hawk and Owl Trust 98,000 Towards the purchase of 55 hectares of arable land, to restore it to wildlife-rich floodplain grazing marsh, as part of the landscape-scale restoration of the Somerset Levels. The United Kingdom 100,000 Noise Association Towards core costs over two years to lobby Government for improvements in the noise climate. The Woodland Trust 150,000 Towards the cost of the three-year development phase of the Ancient Tree Hunt, which will map the distribution of ancient trees, raise awareness of their value and ensure their protection throughout the UK. Zoological Society of London 95,655 Towards the salary of an employee for three years to develop the Sampled Red List Index, run a series of conservation assessment workshops to assess the status of ten poorly known groups and to develop a database. UK Biodiversity Programme An initiative to support the recovery of threatened UK species. Buglife 140,500 Towards an investigation of the relationship between management and ecological quality in grazing marsh ditch systems in England and Wales. Department of Life Sciences, 129,820 Anglia Ruskin University Towards the salary over three years of a researcher to monitor and evaluate landscape fenland restoration projects in lowland England. Plantlife International 151,618 Towards the salary costs over two years of an officer to co-ordinate a programme of trial management, research and information dissemination to protect fenland species and their habitat. School of Biological Science, 141,372 University of Plymouth Towards the salaries of a post doctoral worker and two assistants to perform surveys of the lower reaches of fourteen river systems and produce a species / habitats database, a predictive model and a summary report with recommendations. School of Biological Sciences, 30,420 University of Plymouth Towards the cost of technical support, laboratory consumables and field work to improve the conservation and management of grazing marsh ditch systems.

Anti-Apathy Association for Protecton of Rural Scotland

20,000 575

Botanical Society of the British Isles

17,000

Calvert Trust Exmoor

20,000

Castlewellan Regeneration Ltd

3,260

ClientEarth

20,000

Community of Arran Seabed Trust

20,000

Corporate Watch

10,666

Nettlebed & District Commons Conservators

10,000

New Economics Foundation

20,000

Oxfordshire Nature Conservation Forum

20,000

P3 Capital

20,000

Policy Foresight Programme, 10,000 Institute for Science and Civilization Policy Studies Institute

Council for National Parks

4,000

School of Biological Sciences, University of Liverpool

CPRE

6,200

9,625 19,500

Sponge Sustainability Network Ltd

10,000

Environmental Change Institute

10,300

Stop Climate Chaos

20,000

Fairshare Educational Foundation

20,000

The Climate Group

14,300

Food Climate Research Network

19,800

The Ecology Trust

15,000

Frome, Piddle & West Dorset Fishery Association

12,000

The Friends of Wychwood

20,000

The Game Conservancy Trust

20,000

Granthan Canal Partnership

20,000

Greater Village Regeneration Trust

19,907

Green Light Trust

17,932

Helford Voluntary Marine Conservation Advisory Group

10,500

The Herpetological Conservation Trust The Institute for Fiscal Studies

14,110

The Noise Abetment Society

11,550

The Wildscreen Trust

20,000 20,000

IFEES

5,840

Wildlife and Countryside Link

Invertebrate Link (JCCBI)

4,475

Wildlife Conservation Research

JPM Parry & Associates Ltd

20,000

Marine Conservation Society

19,500

Moor Trees

20,000

9,137

3,125

Wildlife Trust for Birmingham and the Black Country

15,000

Wildlife Trust Worcestershire

20,000

Women’s Environmental Network Trust

20,000

Total No of grants

6,044,422 86

34 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Social Change: Enterprise and Independence Total grants £7.63m Number of grants 139 Average grant size £54,900

Enterprise and independence are proven routes out of poverty and social exclusion. That is why at Esmée Fairbairn, we support programmes that help people to help themselves. In a new partnership with the Plunkett Foundation we provided £1 million to accelerate the growth of community-owned shops in rural English communities. In some cases this means saving existing shops from closure by transferring them to community ownership; in others it means creating new outlets. The programme provides grants up to £20,000 for each location. These are conditional on the same amount of money being raised from within each village and the granting of a loan from Co-operative and Community Finance, a recognised Community Development Finance Institution. During the course of this programme, which extends into 2008, we hope to fund 60 village shops. Other grants to enterprising communities included £57,850 to Aberdeen Foyer for a Ben & Jerry’s franchise that will help the organisation’s work in providing training and work experience for young people in the city. In Bristol we supported Babeco in expanding its re-usable nappy service and other environmentally friendly approaches to childcare – all of which will also provide training and employment for local people. During the year we also supported mainstream charities in their efforts to strengthen management and planning as a way of improving long-term sustainability or to start a small trading project. For Oxford House in Bethnal Green, for example, we provided tapering support for a social enterprise manager. This manager is helping the charity to maximise the potential of its new arts centre and café and also plans to launch a bicycle recycling enterprise that will provide training for local youth. A grant to Fresh Horizons in Huddersfield is to strengthen the financial management of this local development trust. Similarly, support for Help the Hospices will assist in the development of a new service enabling members to benefit from economies of scale through shared procurement.

Leeds City Credit Union is one of the largest credit unions in England. Our support will allow it to expand its service into two areas, Seacroft and Armley, where it has been traditionally less active but where the levels of economic disadvantage are among the highest in the city. Two offices in well-established centres are being provided rent-free by Leeds City Council. The funding package from the Foundation, which includes a loan and grant support worth £420,000 in total, will contribute to the salaries and running costs of the new offices and provide initial lending capital; after two years there should be enough new members for the branches to be self-financing. Increasing financial independence for people who do not have access to mainstream financial services is a priority for the Social Change programme. Social enterprise projects are also appealing to the Foundation. Those that work well generate unrestricted funds, which can far exceed the original project-related donation. Just as important, the beneficiaries play an important role in the projects’ – and their own – success. The real work provided by StreetShine and the high quality training given to Jamie Oliver’s Fifteen participants are excellent examples. However, any enterprise involves an element of risk and social enterprise is no exception. It can be difficult to balance the financial bottom line with the demands of providing a service with strong social benefits. Providing training and employment for disadvantaged people to do this makes the task even harder. It is not therefore surprising that more of the projects we have supported have taken longer than expected to get going, or have failed to reach sales targets. Balancing passion and ambition with the demands of the marketplace is challenging but it is also what makes this such an important and interesting area. Good ideas deserve wider application. To that end, our support has included funding for UnLtd, the Foundation for Social Entrepreneurs. Their conclusions so far highlight the problem of replication of social projects and suggest that such efforts are most effective when focused on simpler concepts and processes. Complex franchise arrangements, for example, are likely to be better suited to mature organisations than to start-ups. Further findings from UnLtd will give us a better understanding of the issues involved in the wider application of the Foundation’s successes in achieving social change.

Social Change: Enterprise and Independence Grants List Grants approved over £20,000 Organisation

Amount (£)

Aberdeen Foyer 57,850 Towards the salary over two years of a business development manager to oversee the development of a social enterprise offering supported training and employment to young people at risk.

Buttershaw Christian Family Centre 57,289 Towards the salary of a manager over two years to oversee the transition of the family centre to become a ﬁnancially stable social enterprise, and to ensure the continued delivery of support services to families in south Bradford.

ART 40,000 Towards core costs over two years to support ART with revenue shortfall as it moves towards operational sustainability, while providing ﬁnance to those who cannot borrow from mainstream lenders.

CAADA 75,000 Towards the salary of a development director over three years to support domestic violence charities to implement independent advocacy in a consistent and effective manner.

Babeco UK Ltd 73,229 Towards the salary over 31 months of a project manager to oversee the expansion of Babeco’s retail activities and local job/training activities. Bewdley Development Trust 98,232 Towards the salary of a development manager over three years to develop a ﬁnancially self-sustaining organisation through the provision of community facilities, business starter units, events management, training provision and fuel supply ventures. BIGinvest Limited 68,001 Towards the costs over 18 months of starting costs to develop this CDFI to greater sustainability in its lending to social enterprises which create opportunities and economic independence for disadvantaged people. Blisland Community Association 45,000 Towards the salary of the manager of a new community-owned facility providing a village shop, meeting space, consultation rooms and small business units. Bonny Downs 59,629 Community Association Towards the salary of a chief executive over three years to improve access to a range of community activities and exploit opportunities for income-generating enterprises in a disadvantaged area of London. Bromley by Bow Centre 27,149 Towards an operations manager who will oversee the day to day running of the Green Dreams enterprise and help move it towards ﬁnancial sustainability. Build Community Development 41,300 Towards the costs over two years of providing educational and recreational services to young people from ethnic minorities in the Leicester area within a framework that recognises and responds to the cultural and religious identity of the community. Burton upon Trent YMCA 39,486 Towards the expansion of the furniture recycling enterprise over three years, into Swadlincote and Uttoxeter, providing further employment, volunteering and training opportunities, while providing low-cost furniture to families in need.

Caerphilly and District Credit Union 31,526 Towards the salaries of a financial inclusion officer and part-time administration assistant to promote the organisation as a source of fair credit, advice and financial education for the benefit of local members. Camden Garden Centre Ltd 80,246 Towards the salary over three years of a training manager to oversee the delivery of a scheme offering employment and vocational training for vulnerable young people. Carers Action 92,625 Towards the salary over three years of a part-time project manager and project worker to develop a financially self-sustaining carers support project, in collaboration with GP practices and CABx, in Herefordshire. CART 60,000 Towards the running costs over three years of this community development finance institution to support its lending to small businesses who cannot borrow from mainstream lenders. CLINKS 90,000 Towards core costs over three years to support its work in strengthening and developing the independence of the voluntary sector working in the criminal justice field. Common Wheel 70,874 Towards the salary and core costs over three years of a project supervisor to provide meaningful work for people with mental-health problems, helping them back into society and generating income for the charity. Community Food Enterprise 88,329 Towards the salary of a chief executive and core costs over two years to support the development of food access projects through partnerships and enable local communities to embrace healthier eating and generate new streams of income. Community Links 60,000 Towards market research and a pilot test to develop a new way to fundraise by individuals selling unwanted items on e-Bay, using charity shops as drop-off points.

Community Links 38,000 Towards staff time, production of a practical toolkit and materials, a conference and a series of seminars, and an on-line resource on values to deliver a programme of practical activities to celebrate, invigorate and safeguard the values of the third sector, focussing on an earlier investigation into the values of the third sector. Community Projects North Devon 69,358 Towards project costs over two years to support CPND’s Jigsaw project in its efforts to increase opportunities for marginalised beneﬁciaries while becoming a viable social enterprise. Community Technical Aid Centre 42,755 Towards the salary of a worker over three years who will mentor ten community groups in developing and resourcing sustainable projects and train 20 local infrastructure organisations to provide similar mentoring to improve the sustainability of local voluntary groups. COUI UK 85,500 Towards the salary of a research ofﬁcer over three years to strengthen the evaluation of Teens and Toddlers to demonstrate its effectiveness and support its expansion. Creggan Community Cafe 25,000 and Catering Ltd Towards the salary over two years of a catering manager to continue to run a community café for people from the Creggan area of Derry. Datblygu Bangor Development Cyf 72,448 Towards the salary over two years of an enterprise development worker and project costs in the initial development stage of the Trust which will establish volunteering opportunities for 50 people, provide enterprise training for 60 people and develop six community enterprises (or support others to do so) in Bangor, North Wales. Dundee International 29,594 Women’s Centre Towards the salary of a project manager who will be responsible for the overall management and co-ordination of income generation projects. Edinburgh Cyrenians 50,000 Towards the costs over three years of supporting staff and developing economic independence by growing commericial income, while creating more opportunities for vulnerable people to take part in supportive work. Emmaus UK 150,000 To provide additional business support to Emmaus Community Businesses, and a contribution to core costs. Ethical Property Foundation 120,000 Towards the core costs over three years of developing a comprehensive property advice service to the voluntary and community sector in Bristol and the surrounding area.

36 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Social Change: Enterprise and Independence Grants List Grants approved over £20,000

Focus to Work Trust Ltd 45,000 Towards the salary of a managing director over two years to develop the organisation and in particular two new social firms employing people from disadvantaged backgrounds. Forward Thinking 440,000 Towards the core costs over five years of the charity’s work in improving understanding between British Muslims and the establishment. Fresh Horizons 45,000 Towards the salary over three years of a management accountant to develop robust financial sustainability systems for this social enterprise. Granton Youth Centre 54,000 Towards the salary of a development worker over three years to train and support young people to increase their employability. Halton Credit Union 58,676 Towards the salary of a development worker over three years related to working towards greater self-sufficiency. Hastings Furniture Service 63,500 Towards the costs of employing a placement support worker, participant costs, training and equipment for a project that supports the long-term unemployed moving towards employment. Helping Hands Community Trust 40,793 Towards the salary of a part-time manager over three years to develop, manage and promote a self-sustaining enterprise that provides training opportunities to disadvantaged people. Howard League for Penal Reform 115,000 Towards the salary and running costs over two years of ‘Barbed Design’, a new social enterprise in a prison providing real work for prisoners. HURT Trust 51,028 Towards the salaries of three key staff until this social enterprise becomes financially self-supporting. Kids City (Formerly Trojans Scheme) 119,059 Towards the salaries of a training co-ordinator and a training administrator, to run a volunteering into employment programme within the play and childcare sector and to develop greater sustainability. Landau Consultants Ltd 58,756 Towards the salary costs over two years of a charity manager to support people with learning difficulties to gain paid employment through the provision of supported work placements. Leeds City Credit Union (LCCU) 169,766 Towards the core costs over two years of two new branches to provide credit union services and challenge financial exclusion in Armley and Seacroft by establishing LCCU branches in former council offices.

Legal Action Group 90,000 Towards the salary of a business development manager over two years to improve the financial sustainability of the organisation and its ability to achieve its aims of promoting access to justice for socially excluded or vulnerable people. Media for Development 192,116 Towards the salary over three years of an operations manager to roll out the prison media training programme across England. New Easterhouse Credit Union Ltd 33,000 Towards the salary of a development manager and administrator and rental costs of a main office to continue working towards financial sustainability. Noel’s Kitchen Café 48,334 Towards a chef/co-ordinator’s salary over three years to build a parent-initiated community café, providing healthy and affordable food as a sustainable social enterprise, specifically targeting isolated and socially excluded families. Oxford House in Bethnal Green 64,910 Towards the salary over two years of a social enterprise manager to improve the financial sustainability of the organisation as a whole and develop new enterprise models for delivering social outcomes. Oxford House in Bethnal Green 90,000 Towards the salary over two years of a technical manager to deliver youth focused vocational training and employment through recycling and repairing second-hand bikes. Penumbra, Scotland 23,000 Towards the cost of employing, training and managing a store manager for a health food retail warehouse providing training and employment opportunities for people with mental health problems. Pepys Community Forum 58,037 Towards the establishment over two years of a self-sustaining community recycling venture that will provide employment, volunteering and work experience placements within a deprived community. Plunkett Foundation 1,000,000 Towards a partnership over three years to accelerate the growth in community-owned shops in deprived rural areas through a package of technical support, loans and grants to viable enterprises. Release 90,403 Towards the salary of a director and head of legal services over two years to increase Release’s self-generated income so that its services relating to drugs and the law are more sustainable. Re-Union Canal Boats 50,000 Towards the salary and expenses over two years of a business development manager to develop income streams.

Revive Healthy Living 38,275 Towards the salary over three years of a project manager to establish a viable community café. Salterbeck ACE 36,000 Towards the salary and associated costs for the manager to continue the development of ACE towards independent sustainability through improvement of existing services and the development of new services and facilities. Solstice Nurseries 54,323 Towards the salary of a business manager over two years to lead the strategic direction of the horticulture enterprise in order to maximise commercial opportunities. Sound Bites 27,199 Towards the salary over three years of a part-time delivery worker for a health food related social enterprise. Spitalﬁelds City Farm 29,272 Towards the salary of a part-time director over two years to increase sustainability through streamlining existing enterprises and developing new ones including a cafe, garden centre outlet, farm shop and a location hire and events management business. Springboard Community Enterprise 48,235 Towards the salary of a project worker over three years to help people with mental-health problems in South West London to secure and maintain supported work. St Giles Trust 80,800 For the costs over two years of an approved evaluation of the Prison Peer Advice Services to establish its value and develop operating systems to enable its wider roll out. Street North East Ltd Towards the costs over three years of a client relationship manager to support micro businesses in the North East.

75,000

Thames Reach Bondway 140,000 Towards the salary of a development worker, beneﬁciary costs and running costs over three years to develop a painting and decorating social business that provides training, employment and volunteering opportunities to homeless and socially excluded people. The 1990 Trust 65,000 Towards the development costs of a trading arm enabling the trust to become more ﬁnancially self-sustaining. The Bridge Centre Trust 44,000 Towards the salary of a centre manager to redevelop a former secondary school as a self-sustaining community resource, funded through the rental of small business units.

The Credit Union of 74,094 Bournemouth Ltd Towards the salary over three years of an outreach worker, who will recruit and train volunteers to help make basic financial services more accessible to people living in the most disadvantaged communities in Bournemouth, Poole and Christchurch. The Enterprise Fund Ltd 50,000 Towards revenue support to promote the economic and social development of Manchester areas by providing loans to entrepreneurs who are struggling to raise commercial loans from mainstream lenders. The Keyfund Federation 100,000 Towards core costs over three years to enable the charity to develop a new model of expansion in its work with young people. The Linksill and North Tyneside 58,797 Community Development Trust Towards the employment over three years of a business development officer and an administrator to develop additional enterprise activity which will lead to long-term sustainability. The Network (Worcestershire) 80,000 Towards the costs over two years of an expansion plan that will enable the organsiation to become financially self sustaining whilst offering a greater number of training places and employment opportunities. The Peepul Centre 106,110 Towards the salary of a head of operations over two years to establish the innovative Peepul Centre, a large BME-led social enterprise in Leicester. The Village Garden 75,473 (Broughshane) Ltd Towards the salary and costs over two years of a development manager to develop financial self-reliance and provide support to the local voluntary and community sector. The Young Foundation Towards core costs over two years.

100,000

Transform Drug Policy Institute 113,851 Towards the salary of a director over three years to enable Transform to continue its drugs policy work. Voice UK 71,379 Towards the salary of a development manager to maximise Voice UK’s training and consultancy potential, generating a net revenue stream through sales. West Bromwich African Caribbean 62,154 Resource Centre Towards the salary over two years of an experienced caseworker who will provide employment related support to 100 people per year, of which 50 will secure paid employment.

Wholefood Planet Norwich Ltd 58,772 Towards the salary of a business manager, rent and rates, to establish a social firm selling wholefood produce and providing job opportunities for people with learning difficulties and/or mental health problems. Witness 50,000 Towards the salary of an information and education officer to take forward the commercialisation of new and existing products, to maximise existing markets, explore new ones and increase the level of self-generation income. Women Like Us 40,000 Towards core costs to provide flexible employment and enterprise opportunities and support for women returners, including a job-brokerage service. Women’s Employment Enterprise 70,000 and Training Unit Towards a programme of short training courses, work shadowing initiatives and recruitment support over two years providing 200 women with the skills and confidence to secure employment. Working for Opportunities Trust Towards the core costs over three years to support disabled people into paid employment.

96,000

38 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Social Change: Enterprise and Independence Grants List Grants approved up to £20,000

Action for Differently Abled People in Tynedale

20,000

ADAFM National Awel Amen Tawe Bathford Enterprise for All BEAP Community Partnership Belle Isle Family Centre Ltd

8,000

13,750

Love and Joy Ministries

17,909

20,000

Luqman Foundation

20,000

7,000

Manchester Jewish Communities Centre

9,000

Leeds City Credit Union 250,000 Towards two new ofﬁces at Seacroft and Armley to enable Credit Union loans to be made to ﬁnancially excluded members.

9,000

Total value of loans

3,500 20,000

May-Tag Ltd

Brain & Spinal Injury Charity (BASIC) 20,000

North Somerset People First

20,000

Brent Homeless User Group

5,875

Pack-it North Ltd

20,000

Chandos Children’s Learning Centre

7,000

Pentreath Industries Ltd

19,500

14,499

Portsmouth Savers Credit Union

11,522

13,500

RCI

Community Dialogue

20,000

Senscot

15,000

Compass (Peterborough) Ltd

19,520

Sign

18,000

Clowne Enterprise Ltd Co-active

6,105

Disability Wessex

4,770

Springbank Community Association 20,000

Disabled Living Manchester

1,500

Spruce Carpets Ltd

10,000

18,700

St Barnabas Community Centre

10,000

ECHO

10,000

Strathpeffer Community Association 11,000

Finance ReDirect

20,000

The An Viet Foundation

18,732

Food for Thought Glasgow

20,000

The Baring Foundation

20,000

Furniture Plus

13,000

19,480

Furniture Project (Stranrear) Ltd

10,312

The Centre for Innovation in Voluntary Action

East Camp Trust

Greysteel Community Enterprises Groundwork West London Heanor Parish Church Salcare

5,000 20,000 8,000

Help the Hospices

20,000

Highﬁelds Community Partnership

13,813

IACD

Loans

Longheath Community Care & Church Centre

2,577

The Dialogue Trust

4,970

The Lenton Centre

19,888

The Loft Youth Project

15,000

The Social Enterprise Coalition (SEC) 20,000 Watch Us Grow

16,000

Welcombe Community Shop and Post Ofﬁce

12,885

Initiatives for Social Entrepreneurs

20,000

Westray Development Trust

17,882

Inspire at St Peter’s Ltd

20,000

Young Co-operatives

20,000

Just the Job Environmental Enterprises

20,000

Your Say Advocacy

Kainos

15,000

Total No of grants

7,000 7,627,721 139

Total number of loans

250,000 1

TASK Grants List

TASK (Trustees’ Areas of Special Knowledge) grants are made to organisations known to individual Trustees and in which they take a personal interest. Organisation

Amount (£)

999 Club Trust ACE-UK Airbourne Assault Duxford

1,000 6,000 10,000

ARC - Addington Fund

5,000

Army Benevolent Fund

4,500

Artichoke Ltd

5,000

Bard School

10,000

Bonachela Dance Company

10,000

BookAid International

14,000

Hampshire and Wight Trust for Marine Archaeology

5,000

Headcorn Village Hall

2,000

St Paul’s Steiner Project

10,000

5,000

St Peter’s Church, Taunton

15,000

Headway, Tunbridge Wells & District

5,000

Stepping Stones Trust

12,500

Helmsley Walled Garden

2,500

Students Partnership Worldwide

5,000

Hemihelp

2,500

Sutherland Trust

3,000

Hereford Cathedral and Perpetual Trust

5,000

Tavaziva Dance

15,000

Hope and Homes for Children

10,000

Household Cavalry Museum

15,000

5,850

Jessie’s Fund

5,000

The Child Bereavement Trust

7,500

John Smith Memorial Trust

5,000

The College of Arms Trust

3,000

5,000

The Friends of Milstead and Frinstead Primary School

5,000

3,500

The Friends of St Peter’s and St Gildas Schools

3,000

5,500

Kent Association for the Blind

Canterbury Cathedral Development Ltd

14,500

Caring for Ex-offenders

15,000

Chelsea and Westminster Children’s Hospital School, Collingham Psychiatric Unit ChildHope (UK) Child-Link International Aid Foundation

900

Kids Company

3,000

Chiswick House and Gardens Trust

20,000

CINI UK

10,000

City University

20,000

Conﬁdential and Local Mediation

10,000

Death Penalty Charitable Project Edinburgh Youth Orchestra Society

10,000

London Philharmonic Orchestra

2,500

Magdalen College School

7,000

Mary Hare Foundation

10,000

Mary Hare Foundation

10,000

Mid-Norfolk Railway Preservation Trust Museum of Army Flying National Campaign for the Arts

10,000

5,000 15,000

The Cathedral Church of St Peter & St Paul

Canterbury Cathedral Development Ltd

4,000

The Achievement Trust

5,000

Charlie’s Challenge

The Academy of Ancient Music

Inforce Foundation

Cambridge Handel Opera Group

1,000

10,000

Headway, Tunbridge Wells & District

Joseph Weld & Trimar Hospice and Cancercare Dorset

Catholic Children’s Society

10,000

St Paul’s Church

500

5,000

9,000

11,300

St Paul’s Cathedral

Headway, Tunbridge Wells & District

Building of Bath Museum

Carribean Heritage Centre 2000 Ltd

St Mary the Virgin, Luccombe

750 2,500 15,000

National Centre for Young People with Epilepsy

5,000

National Council for the Conservation of Plants & Gardens

7,500

The Grange Centre for People with Disabilities

15,000

The Grateful Society

10,000

The Landmark Trust

15,000

The North East of Scotland Music School

1,500

The Oxford Philomusica

5,000

The PACE Centre

7,000

The Public Catalogue Foundation

20,000

The Rambert School of Ballet and Contemporary Dance

20,000

The Royal Horticultural Society

3,000 10,000

20,000

The Royal Society of Edinburgh

Newbridge School Parents and Friends Association

2,700

The Social Market Foundation

15,000

The Tick Tock Club

13,000

10,000

North London Rudolph Steiner School

3,500

10,000

Offscreen

10,000

National Library of Scotland

Elizabeth Fitzroy Support

3,600

openDemocracy

10,000

Emmaus UK

3,000

Pushkin Prizes in Scotland

15,000

The Two Moors Festival

2,000

Tonbridge School Foundation

2,000

UCanDo IT

10,000

Victim Support Kent

3,000

Voce Chamber Choir

10,000

English National Opera

15,000

Royal Choral Society

15,000

Exford Youth Club

11,300

SCCWID

10,000

Wantage Nursing Home Charitable Trust

Forward Arts Foundation

15,000

St Luke’s Church, Simonsbath

10,400

Wells Cathedral

Freshstart Counselling for Young Children and Families

5,000

St Mary and the Holy Cross Church, Milstead

10,000

Welsh Youth Classical Music Foundation

10,000

Frinstead Village Hall

4,000

St Mary of Charity, Faversham

Worcester College

10,000

4,000

105 grants

5,000 5,000

859,800

40 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Fifth fund and Cross-programme Grants List

Fifth Fund Organisation

Cross-programme grants Grant Amount (£)

Charity Bank 15,000 Towards the administration costs of the Esmée Fairbairn loans programme.

Organisation

Amount (£)

18,500

Family Service Unit Scotland (FSUS) 100,000 Towards the salary and costs of a director and ﬁnance ofﬁcer to enable FSUS to maintain, sustain and develop its work with hard to reach children at risk of school exclusion, across Scotland. Funded jointly by Education and Social Change: Enterprise and Independence.

UK Drug Policy Commission 1,011,000 Towards the start-up and core costs of a new organisation to improve media, public and political understanding of the key drug policy issues in the UK and advocate for more rational, evidence-based policies.

Gemin-i.org 100,000 Towards the costs of reﬁning and rolling out an educational social enterprise to improve global communication and understanding between schools. Funded jointly by Education and Social Change: Enterprise and Independence.

The Smith Institute Towards a short review of the effectiveness of restorative justice activity and to hold a high level seminar in Autumn 2006.

Total No of grants

1,044,500 3

PeaceMaker 153,481 Towards the salary of a peer education training ofﬁcer to expand programmes aiming to reduce discrimination and increase active citizenship for school children in Oldham. Funded jointly by Education and Social Change: Enterprise and Independence. The Runnymede Trust 64,210 Towards project costs to analyse the implications of faith schools for community cohesion and good race relations. Funded jointly by Education and Social Change: Enterprise and Independence. Total No of grants

417,691 4

Financial Review

42 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Financial review

During 2006, the Esmée Fairbairn Foundation committed £27.3 million in grants to 581 organisations (2005: £29.6 million). There was an 8 percent reduction in new grants approved in 2006, which reflected a 20 percent reduction in applications received by the Foundation during the year. The support costs of the Foundation’s grantmaking activities remained level at £1.8m (2005: £1.8m). Governance costs were down by 60% at £147,000 (2005: £374,000) mainly due to the amount of exceptional costs incurred in 2005. The cost of generating funds comprised investment management, custody, advisory and other due diligence and administration cost. The total of these costs was £9.1 million for the year (2005: £8.7 million) and included management and performance fees charged against capital. This cost represented one percent of the value of investments under management at the end of the year. The Foundation also had £1.1 million in programme related investments at the end of 2006 (2005: £0.9 million) in the form of loans to charitable organisations. All of the Foundation’s funds are unrestricted and in the Statement of Financial Activities a single unrestricted fund presentation has been adopted. In previous years capital and income were separated into an expendable endowment and income reserve. Risk Assessment Trustees have examined the major strategic, operational and financial risks, which the Foundation faces and are satisfied that systems have been established to mitigate exposure to them. Reserves The Foundation sets a charitable expenditure budget each year, after taking account of its aim to generate a sustainable level of income equivalent to four percent of the three-year rolling average market value of investments. Investment Review Investments in the year achieved a total return of 14.8 percent (2005: 16.4 percent). The market value of investments rose to £936 million (2005: £846 million). The income yield for the year on investments was 4.3 percent (2005: 5.1 percent).

At 31 December 2006, the asset allocation of our investments comprised: Equities Fixed Income Private Equity/Venture Capital Hedge funds Property Cash

2006 %

2005 %

64 2 2 13 11 8

57 16 1 10 11 5

Total market value of investments at the end of 2006 is detailed in note 9 to the accounts. It consisted of £877.7 million fixed asset investments (2005: £791.6 million), £48.7 million current asset investments (2005: £44.1 million) and £6.6 million accrued investment income (2005: £10.6 million). Investment Policy The Foundation’s long-term aim is to maintain the real value of its investment capital whilst providing a stable and sustainable level of real income to support the Foundation’s activities. The Foundation’s asset allocation policy is influenced by the objective of generating income of at least four percent of rolling market value. For some asset classes this may be in the form of a synthetic yield. The Board has given the Investment Committee the task of guiding investment policy, overseeing policy implementation, managing asset allocation, monitoring performance and reporting regularly to Trustees. The Committee comprises four Trustees and one co-opted member, and is advised by Cambridge Associates Limited. The Foundation’s policy is that all investments are externally managed by investment managers appointed by the committee, with advice from Cambridge Associates. The Foundation’s investments are under the safe custody of State Street Bank and Trust Company. Investment monitoring is achieved through custody reporting, independent quarterly performance reports and regular manager review meetings. Diversification is by asset class, investment manager and investment style. Currency hedging facilities are used as appropriate. The Foundation’s segregated equity portfolios do not invest in companies that derive their main sources of revenue from tobacco related products.

Governance

Charitable Scheme The operation of Esmée Fairbairn Foundation is governed by a Charity Commissioners’ Scheme, dated 14 January 2002, which enables the assets to be applied by the Trustees at their discretion for general charitable purposes. The scheme supersedes the original Trust Deed made on 20 January 1961 and a Charity Commission order granted on 20 January 2000 giving Trustees investment delegating powers. The Foundation is a charity registered in England and Wales, No. 200051. The Foundation’s Trustees are listed on the inside back cover of this report. The Trustee Board meets quarterly to take decisions on grant applications and agree overall strategy. A number of Trustee committees support the work of the Foundation. The current membership of each of these can be found on the inside back cover. Programme Groups The Foundation operates four main grants programmes: Arts & Heritage, Education, Environment and Social Change: Enterprise and Independence. There is a Programme Group of Trustees for each of the four grantmaking programmes who take decisions on grants up to £100,000, with the board taking decisions above this level. Decisions on grants up to £20,000 are taken by staff committees and reported to Trustees.

Audit Committee The Audit Committee reviews and recommends systems of internal control on ﬁnancial, governance and operational risks. It also reviews the draft annual report and accounts, meets with the Foundation’s external auditors and reports to the board. Finance and Administration Committee The Finance and Administration Committee reviews and recommends to the board annual budgets, annual accounts, staff remuneration and beneﬁts, and human resources policies and procedures. It also oversees major property, IT, governance and other projects. Nominations Committee An ad-hoc Nominations Committee meets to make recommendations to the board on the appointment of new Trustees. Investment Committee The Investment Committee formulates investment policy, oversees its implementation, manages overall asset allocation, monitors investment performance and reports to the board.

44 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Trustees’ responsibilities statement

Charity law requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the Foundation at the end of the financial year and of the incoming resources and application of resources of the Foundation for that period. In preparing those accounts, the Trustees are required to: > select appropriate accounting policies and then apply them consistently > make judgements and estimates that are reasonable and prudent > state whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the accounts > prepare the accounts on a going concern basis unless it is inappropriate to presume that the Foundation will continue in business. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Foundation and to enable them to ensure that the accounts comply with the Charities Act 1993. They are also responsible for safeguarding the assets of the Foundation and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The annual report was approved by the Trustees on 22 March 2007 and signed on their behalf by:

Tom Chandos Chairman 22 March 2007

Independent auditor’s report to the trustees of the Esmée Fairbairn Foundation

We have audited the financial statements of Esmée Fairbairn Foundation for the year ended 31 December 2006 which comprise the Statement of Financial Activities, the Balance Sheet and the related notes. These financial statements have been prepared under the accounting policies set out therein. This report is made solely to the charity’s trustees, as a body, in accordance with the regulations made under the Charities Act 1993. Our audit work has been undertaken so that we might state to the charity’s trustees 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. Respective responsibilities of trustees and auditors As described in the Statement of Trustees’ Responsibilities the charity’s trustees are responsible for the preparation of the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). We have been appointed as auditors under section 43 of the Charities Act 1993 and report in accordance with regulations made under section 44 of that Act. Our responsibility is to audit the financial statements in accordance with relevant legal and regulatory requirements and International Standards on Auditing (UK and Ireland). We report to you our opinion as to whether the financial statements give a true and fair view and are properly prepared in accordance with the Charities Act 1993. We also report to you if, in our opinion, the Trustees’ Report is not consistent with the financial statements, if the charity has not kept proper accounting records, if we have not received all the information and explanations we require for our audit. We read the Trustees’ Report and consider the implications for our report if we become aware of any apparent misstatements within it.

Basis of audit opinion We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements. It also includes an assessment of the significant estimates and judgements made by the trustees in the preparation of the financial statements, and of whether the accounting policies are appropriate to the charity’s circumstances, consistently applied and adequately disclosed. We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion we also evaluated the overall adequacy of the presentation of information in the financial statements. Opinion In our opinion the financial statements: > give a true and fair view, in accordance with United Kingdom Generally Accepted Accounting Practice, of the state of the charity’s affairs as at 31 December 2006 and of its incoming resources and application of resources in the year then ended; and > have been properly prepared in accordance with the Charities Act 1993.

haysmacintyre Registered Auditors Fairfax House 15 Fulwood Place London WC1V 6AY 22 March 2007

46 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Statement of Financial Activities 12 months ended 31 December 2006

Total Funds 2006 £’000

Total Funds 2005 £’000

2 2 2

36,000 218 733 36,951

38,368 153 680 39,201

(9,134)

(8,683)

4 5 6

(27,310) (1,844) (147) (38,435)

(29,616) (1,800) (374) (40,473)

(1,484) 92,802

(1,272) 88,924

Net Movement in Funds for the Year Balance at 1 January 2006

91,318 825,621

87,652 737,969

Balance at 31 December 2006

916,939

825,621

Notes

Income and Expenditure Incoming Resources Investment Income Interest Other Incoming Resources Resources Expended Cost of Generating Funds Charitable Expenditure Grants Support Costs Governance Costs

Net Outgoing/Incoming Resources Gross Transfers Between Funds Gains on Investment Assets

The notes on pages 49 to 55 form part of these accounts. The Foundation has no recognised gains or losses other than the net movement in funds for the year. The net incoming resources and resulting net movement in funds in each of the ﬁnancial years are from continuing operations.

Balance Sheet At 31 December 2006

Notes

2006 £’000

2005 £’000

8 9 10

7,691 877,704 1,109 886,504

7,759 791,554 947 800,260

Current Assets Debtors Investments Cash at Bank

11 9

10,085 48,655 6,087 64,827

10,639 44,156 4,331 59,126

Creditors: Amounts falling due within one year

(28,812)

(29,496)

36,015

29,630

922,519

829,890

Fixed Assets Tangible Assets Investments Programme Related Investments

Net Current Assets Total Assets less Current Liabilities Creditors: Amounts falling due after one year

(5,580)

(4,269)

Net Assets Representing Unrestricted Funds

916,939

825,621

The notes on pages 49 to 55 form part of these accounts . The accounts were approved by the Trustees on 22 March 2007, and signed on their behalf by:

Tom Chandos Chairman

48 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Cash ﬂow statement Year to 31 December 2006

2006 £’000

Operating Activities Investment Income Received Other Income Received Grants paid Other Expenditure Paid Net Cash Inflow from Operating Activities Investments and Capital Expenditure Cash Inflow from Sale of Investments Cash Outflow from Purchase of Investments Cash Outflow from Tangible Assets Cash Outflow from Programme Related Investments

2005 £’000

36,487 951 (26,093) (11,512)

34,909 833 (27,120) (10,918)

(167)

(2,296)

1,004,597 1,297,875 (997,945) (1,289,976) (68) (25) (162) (947)

Net Cash Outﬂow from Investments

6,422

6,927

Cash Increase in Cash

6,255

4,631

Analysis of Change in Cash Cash Balance at 1 January 2005 Net Cash Inﬂow

48,487 6,255

43,856 4,631

Cash Balance at 31 December 2006

54,742

48,487

(1,484) 121 6,653 (53) (162) 554 (685) 1,311

(1,272) 112 7,899 (58) (841) (3,514) 1,009 1,296

6,255

4,631

Reconciliation of Net Incoming Resources to Net Cash Inﬂow from Operating Activities Net Incoming Resources Depreciation Increase in Investments Increase in Tangible Assets Increase in Programme Related Investments (Increase) / Decrease in Debtors Increase in Creditors due within one year (Decrease) / Increase in Creditors due after one year Net Cash Inﬂow from Operating Activities

Notes to the accounts

1. Basis of Accounting and Accounting Policies Basis of accounting The accounts have been prepared under the historical cost convention, modiﬁed by the revaluation of investments, and in accordance with the Charities Act 1993, Statement of Recommended Practice (‘Accounting and Reporting by Charities’ revised 2005) and applicable standards. A description of the nature and purpose of the Foundation is set out on pages 21 and 43. The Trustees consider all the funds to be unrestricted. Investments Listed and marketable unlisted investment assets are included at market value at the Balance Sheet date as described in note 9. Unlisted non-marketable investment assets are included at cost. Realised and unrealised gains and losses on investments are included in the Statement of Financial Activities. Programme related investments are included at cost. Incoming resources Investment income and bank deposit interest are accounted for on an accruals basis. Other income comprises grants repaid and cancelled.

Tangible fixed assets and depreciation Freehold property is used by the Foundation and is included in the balance sheet at cost. The building element of freehold property is depreciated on a straight line basis of 2% per annum. Freehold land is not depreciated. Office equipment is depreciated between 33% and 20% per annum. Leasing and hire purchase Assets obtained under finance leases are capitalised as tangible fixed assets and depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the Foundation. Obligations under such agreements are included in creditors net of the finance charge allocated to future periods. The finance element of the rental payments is charged to the Statement of Financial Activities over the period of the lease. 2. Incoming resources Investment Income Equity Investments Fixed Interest Investments Property Investment Unquoted Investments

Resources expended All expenditure is accounted for on an accruals basis Cost of generating funds includes investment management and custody fees and a proportion of shared and indirect costs. This includes management and custody fees charged to capital.

24,587 4,515 3,292 3,606

19,473 11,427 4,741 2,727

36,000

38,368

Other incoming resources represents returned and cancelled grants from previous years. 3. Cost of Generating Funds

Governance costs include external audit, legal advice on governance matters, Trustees’ expenses and an apportionment of shared and indirect costs.

Staff Costs Ofﬁce, Premises and ICT Legal and Professional Investment Management

Grants are accounted for in the year in which they are approved, irrespective of the period covered by the grants. Grants awarded but not yet paid are recorded as grant commitments in the balance sheet.

2005 £’000

Interest comprises bank interest and interest received from programme related investments.

Direct charitable expenditure consists of direct, shared and indirect costs associated with the main activities of the Foundation. This includes approved grants and support costs.

Shared and indirect costs are apportioned on the basis of the number of full-time equivalent staff.

2006 £’000

2005 £’000

85 34 123 8,892

50 21 105 8,507

9,134

8,683

Investment Management costs include fees charged to capital as well as income. Staff costs and ofﬁce, premises and ICT costs are apportioned on the basis of the number of full-time equivalent staff.

50 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Notes to the accounts

4. Grants

Arts & Heritage £’000

Education Environment £’000 £’000

Social Change £’000

Other Activities £’000

2006 £’000

2005 £’000

Grants Programme Grants TASK Grants

5,460 395

6,020 103

6,004 11

7,837 351

1,129

26,450 860

28,669 947

Total for 2006

5,855

6,123

6,015

8,188

1,129

27,310

29,616

Total for 2005

7,230

5,749

6,432

9,144

1,061

29,616

All grants are made to organisations. Grants approved in 2006 are listed in the annual report accompanying these accounts. Other activities comprise grants under the Fifth Fund and a top-up on a 2005 grant. Cross Programme grants are included within each respective activity. 5. Support Costs

Arts & Heritage £’000

Education Environment £’000 £’000

Social Change £’000

Other Activities £’000

2006 £’000

2005 £’000

Grants Plus Staff Costs Ofﬁce, Premises and ICT Consultants and Advisers Legal and Professional

285 115 6 -

22 279 112 17 -

11 235 95 19 -

16 426 172 34 -

49 1,225 494 76 -

61 1,221 362 119 37

Total for 2006

406

430

360

648

1,844

1,800

Total for 2005

437

385

336

642

1,800

Grants Plus is the cost of adding value over and above the grants we make in appropriate cases, such as providing additional funding for research and development, training or planning, or organising networking opportunities between grantees. Staff costs and ofﬁce, premises and ICT costs are apportioned on the basis of the number of full-time equivalent staff allocated to each activity. All other support costs are allocated directly to the activity they relate to.

6. Governance Costs Staff Costs Ofﬁce, Premises and ICT Consultants and Advisers Trustees’ Expenses Auditors Remuneration Legal and Professional Exceptional items

2006 £’000

2005 £’000

78 35 3 18 13 -

116 22 4 18 12 4 198

147

374

Trustees’ Expenses for travel and subsistence totalling £18,023 (2005: £17,991) were reimbursed to 11 Trustees (2005: 14 Trustees). Staff costs and ofﬁce, premises and ICT costs are apportioned on the basis of the number of full-time equivalent staff. 7. Staff Costs Salaries NI Contributions Pension Contributions Other Beneﬁts Temporary Staff Sundry Expenses

2006 £’000

2005 £’000

1,037 115 151 50 14 21

969 108 124 23 30 133

1,388

1,387

Average number of employees during the year calculated on a full-time basis

Cost of generating funds Arts & Heritage Programme Education Programme Environment Programme Social Change Programme Governance costs

2006

2005

2 5 5 4 8 1

1 5 5 5 8 1

The Foundation operates a Norwich Union Grouped Personal Pension Plan and makes employer contributions of 12.5%. During 2006, 2 employees received remuneration of more than £60,000 in the year (2005: 2):

£60,001 - £70,000 £70,001 - £80,000 £80,001 - £90,000

2006

2005

1 1

52 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Notes to the accounts

8. Tangible Assets

Cost At 31 December 2005 Additions in Year to 31 December 2006 Cost of disposals

Accumulated Depreciation At 31 December 2005 In Year to 31 December 2006 Depreciation on disposals

Net Book Value At 31 December 2006 At 31 December 2005

Freehold Property £’000

Ofﬁce Equipment £’000

Total £’000

8,047 -

237 53 (73)

8,284 53 (73)

8,047

217

8,264

394 65

131 56 (73)

525 121 (73)

459

114

573

7,588 7,653

103 106

7,691 7,759

The building element of freehold property is depreciated on a straight line basis of 2% per annum. Freehold land is not depreciated. Ofﬁce equipment is depreciated at 33% or 20% per annum. The net book value of assets held under ﬁnance leases is £20,421 (2005:£33,456) and the depreciation charged is £13,035 (2005:£19,739)

9. Investments

Equities Fixed Interest Alternatives Property

Historical Cost 01.01.06 £’000

Market Value 01.01.06 £’000

Purchases £’000

371,734 117,966 88,117 70,844

477,715 129,381 90,601 93,857

739,968 210,307 34,950 12,720

648,661

791,554

997,945

Investment Gain/(Loss) £’000

Market Value 31.12.06 £’000

Historical Cost 31.12.06 £’000

(692,227) (287,139) (2,824) (22,407)

69,049 7,159 (1,074) 17,668

594,505 59,708 121,653 101,838

427,700 56,945 100,100 70,844

(1,004,597)

92,802

877,704

655,589

Sale Proceeds £’000

Alternatives comprise unlisted hedge funds and venture capital investments. In addition to Fixed Assets Investments shown in the Balance Sheet, investments shown in Current Assets and accrued income shown in Debtors in note 11 are part of investments managed by the Foundation’s Investment Committee. Total assets, cash and accrued income under investment at 31 December 2006 were:

Fixed Asset Investments Current Asset Investments Accrued Investment Income

UK Investments Non-UK Investments

Listed Investments Unlisted Marketable Investments Unlisted Unmarketable Investments

Historical Cost 01.01.06 £’000

Market Value 01.01.06 £’000

Market Value 31.12.06 £’000

Historical Cost 31.12.06 £’000

648,661 44,156 -

791,555 44,156 10,528

877,704 48,655 10,040

655,589 48,655 -

692,817

846,239

936,399

704,244

Market Value 01.01.06 £’000

Market Value 31.12.06 £’000

618,398 227,841

544,320 392,079

846,239

936,399

Market Value 01.01.06 £’000

Market Value 31.12.06 £’000

656,897 180,855 8,487

709,487 209,945 16,967

846,239

936,399

54 Esmée Fairbairn Foundation Annual Report & Accounts 2006

Notes to the accounts

The Foundation’s investments were managed by the following investment managers during the year: Alliance Bernstein LP Banquo Credit Management LLP Dalton Strategic Partnership LLP FF&P Private Equity Ltd Grosvenor Investment Management Ltd M&G Investment Management Ltd M&G Securities Ltd

Morley Fund Management Ltd Morant Wright Management Ltd Newton Investment Management Ltd Olim Ltd PIMCO Europe Ltd Sloane Robinson LLP Wellington Management Company LLP

The Foundation also had a portfolio of unlisted marketable hedge funds managed by 23 investment managers. This portfolio was managed by Cambridge Associates on an advisory basis. Commitments totalling £26.8 million had been entered into with eight private equity and venture capital limited partnership funds. This has not been included in the Foundation’s Balance Sheet. These funds comprise a non-marketable alternatives portfolio managed by Cambridge Associates on an advisory basis. One unlisted non-marketable investment was made through a subsidiary undertaking, EF Investments. The results of this subsidiary company has not been consolidated as the company’s results was not material to the Group. EF Investments is an unlimited company and is a wholly owned subsidiary of the Esmée Fairbairn Foundation. State Street Bank and Trust Company acted as global custodian to the Foundation’s segregated portfolios. 10. Programme Related Investments

Charitable loans

Balance at 01.01.06 £’000

Additions £’000

Repayments £’000

Gain/(Loss) £’000

Balance at 31.12.06 £’000

947

215

(53)

1,109

In addition to charitable loans drawn down, there are commitments totalling £350,000 to two other organisations. 11. Debtors Prepayments Accrued Dividend Income Accrued Fixed Interest Income Accrued Property Income Accrued Non-marketable alternatives Other Debtors

12. Creditors: Amounts falling due within one year

Grant Commitments Accruals Trade and Other Creditors Commitments due under Finance Leases

2006 £’000

2005 £’000

30 2,155 531 328 7,026 15

95 2,145 3,499 1,462 3,422 16

10,085

10,639

Balance 01.01.06 £’000

Utilised £’000

Additions £’000

Transfers £’000

Balance 31.12.06 £’000

27,522 1,957 5 13

(26,093) (2,214) (1,934) (13)

21,114 2,264 1,934 13

4,249 -

26,792 2,007 13

29,497

(30,254)

25,325

4,249

28,812

13. Creditors: Amounts falling due after one year

Grant Commitments Commitments due under Finance Leases

Balance 01.01.06 £’000

Additions £’000

Balance 31.12.06 £’000

4,249 20

5,573 -

(4,249) (13)

5,573 7

4,269

5,573

(4,262)

5,580

Transfers £’000

Grant Commitments comprise grant payments due for 2006 and beyond. 14. Reserves

Unrestricted Funds

Balance 01.01.06

Incoming

Outgoing

Investment Gain/(Loss)

Balance 31.12.06

£’000

825,621

36,951

(38,436)

92,802

916,938

15. Related Party Transactions Material transactions where Trustees, staff, advisers or their immediate family had a connection with a transacting organisation are listed below. The Foundation’s policy is for related parties (Trustees, staff or advisers) to declare their interest and exempt themselves from all relevant discussions and decisions relating to the respective transacting party. Transacting recipient

£’000

Grants Forward Thinking British Butterﬂy Conservation Trust

440 195

Woodland Trust Scottish Natural Heritage

150 100

The Young Foundation

100

Canterbury Christ Church University

University of Plymouth

Investment Managers Grosvenor Investment Management Ltd 81,930 Charifund (M&G Securities Ltd)

35,903

Dalton Strategic Partnership LLP

19,545

Esmée Fairbairn (EF) relationship between the parties William Sieghart (EF Trustee); trustee of Forward Thinking Dr Martin Warren (EF advisor); Chief Executive of the British Butterﬂy Conservation Trust Dawn Austwick (EF Director); trustee of Woodland Trust Hugh Raven (EF advisor); board member of Scottish Natural Heritage The wife of Jeremy Hardie (EF Trustee); trustee of the Young Foundation Hugh Lawlor (EF advisor); Professor of Education at Canterbury Christ Church University Prof. Stephen Hawkins (EF advisor); employed by University of Plymouth Rod Kent (EF Trustee & Investment Committee member); Grosvenor Group, Chairman of Britain & Ireland Tom Chandos (EF Trustee & Investment Committee member); director of Charities Investment Managers Ltd, Charifund Administrator Rupert Caldecotte (EF Investment Committee member); partner in the Dalton Strategic Partnership

56 Esmée Fairbairn Foundation Annual Report & Accounts 2006

A living memorial

In 1961 Ian Fairbairn, a leading City figure, decided to endow a charitable foundation with the bulk of his holdings in the company he had joined some 30 years before, M&G. M&G was a pioneer of the unit trust industry in the UK. It grew out of Ian Fairbairn’s determination that investments in equities, previously the preserve of the affluent, should be available to all - giving everyone the potential to own a stake in the nation’s economy. His purpose in establishing the Foundation was two-fold. In the interests of wider prosperity, he aimed to promote a greater understanding of economic and financial issues through education. He also wanted to establish a memorial to his wife, Esmée, who had played a prominent role in developing the Women’s Royal Voluntary Service and the Citizens Advice Bureaux. She was killed in an air raid during the Second World War. Esmée Fairbairn’s sons, Paul and Oliver Stobart, also contributed generously to the Foundation established in their mother’s memory.

In 1999 the Foundation sold its holding in M&G as part of the company’s takeover by Prudential Corporation PLC. As a result of this sale, the Foundation’s endowment grew signiﬁcantly in value. So did the size and scope of the grants it was able to make. Today, the Esmée Fairbairn Foundation is one of the largest independent organisations of its type in the UK, supporting programmes in the arts and heritage, education, the environment and social change. Its size notwithstanding, it remains true to the values of both its founder and the woman who inspired him.

Trustees, Committees, Staff and Advisers As at 22 March 2007

Trustees Tom Chandos Chairman Ashley G Down Beverly Blaize (resigned June 2006) Felicity Fairbairn John S Fairbairn Jeremy Hardie James Hughes-Hallett Rod Kent Kate Lampard Martin Lane Fox Baroness Linklater William Sieghart

Staff Social Change: Enterprise and Independence William Sieghart Chairman Felicity Fairbairn Jeremy Hardie Tom Chandos Finance and Administration Committee Tom Chandos Chairman John Fairbairn Jeremy Hardie Audit Committee John Fairbairn Chairman Tom Chandos

Trustees’ Programme Groups and Committees Arts & Heritage Rod Kent Chairman John Fairbairn Jeremy Hardie Tom Chandos Education James Hughes-Hallett Chairman John Fairbairn Baroness Linklater Tom Chandos Environment Kate Lampard Chairman Felicity Fairbairn Martin Lane Fox Tom Chandos

Kate Lampard Jeremy Hardie Investment Committee Rod Kent Chairman Tom Chandos Ashley Down John Fairbairn Rupert Caldecott Ex-0fﬁcio member

Dawn Austwick Director Tricia Brown PA to the Director Arts & Heritage Amanda Jones Programme Director Finella Boyle Grants Manager Alison Holdom Grants Ofﬁcer Education Hilary Hodgson Programme Director Jo Rideal Grants Manager Nikki Thompson Grants Administrator Environment Danyal Sattar Programme Director

Social Change: Enterprise and Independence Nicola Pollock Programme Director John Mulligan Grants Manager Laurence Scott Grants Manager (Environment and Social Change) Sharon Shea Grants Manager Annabel Durling Grants Administrator Angela Wai Grants Administrator

Finance Ron Clarke Finance Director Vandana Gopalji Finance Manager Liliana Lance Finance Assistant Bharat Naygandhi Finance Assistant

Resources James Wragg Head of Resources Mairi Kennedy ICT and Facilities Ofﬁcer Tereasa Robinson Administrator - Reception Laura Lines Administrator-Communications and Resources Rachel Faulkes Grants Administrator (Environment) Swee Tsang Administrator-Grantmaking

Advisers Legal and Financial haysmacintyre Auditors Fairfax 15 Fulwood Place London WC1V 6AY Berwin Leighton Paisner Solicitors Adelaide House London Bridge London EC4R 9HA Allen & Overy Solicitors One New Change London EC4M 9QQ Royal Bank of Scotland plc Bankers London Victoria (A) Branch 119/121 Victoria Street London SW1E 6RA Cambridge Street Associates Ltd Investment Adviser 105 Wigmore Street London W1U 1QY State Street Bank and Trust Company Custodian One Canada Square London E14 5AF

Esmée Fairbairn Annual Report & Accounts 2006

Esmée Fairbairn Foundation 11 Park Place London SW1A 1LP T 020 7297 4700 F 020 7297 4701 E info@esmeefairbairn.org.uk www.esmeefairbairn.org.uk Registered charity 200051

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