THE NELSON TRUST Company Number03211815 Registered Charity Number 1056672 THE NELSON TRUST (Limited by guarantee with no share capital) REPORTS AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST CONTENTS FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST CONTEl+lTS PAGES Charity information Chair of Board of Trustees's report List of supporting organisations Trustees, report Independent auditorfs report 19 Statement of financial activities 23 Balance sheet 24 Statement of cash f5ows 25 Notes to the financial statements 27 THE NELSON TRUST CHARITY INFORMATION FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST PRESIDETrir Rt Revd Rachel Treweek. Bishop of Gloucester VICE PRESIDENTS The Hon. Hugh Tollemache The Hon. Mrs Rosie Tollemache Sue Mountstevens Annie Maw CVO TRUSTEES Dame Janet Trotter DBE, CVO Ichairl John Bensted (until 2 February 20241 Catherine Connor Jo Daubeney Dame Julie Lydon DBE Rhona MacDonald Naina Mandleker James Murray Justin Sargent Demelza Stamp James Tabor QC Claire Wynne Hughes (until 19 July 20241 Kirsty Batten Ifrom 19 July 2024) Tina Gabb lfrom 19 July 2024) Jason Kew {from 19 July 20241 Julie Sharma (from 19 July 20241 CHIEF EXECUTIVE OFFICER John Trolan COMPANY SECRETARY Louise Temple SENIOR LEADERSHIPTEAM John Trolan- Chief Executive Officer Ranja Abbott- Direttor of Finance and Assurance Kirsty Day- Director of Recovery Services Niki Gould - Direttor of Women'5 Community Services Christina Line- Chief Operating Officer Louise Temple- Director of HR REGISTERED AND PRINCIPAL OFFICE Nelson House Brimscombe Hill Brimscombe Stroud Gloucestershire GL5 2QP PRINCIPAL BANKER5 Uoyds 8ank PLC 12 Rowcroft Stroud Gloucestershire GL5 3BD SOLiaTORS Willans LLP 28 Imperial Square Cheltenham Gloucestershire GL50 IRH INDEPENDENT AUDITOR Sumer Auditco Limited Hemies House Fire Fly Avenue Swindon SN2 2GA WEBSITE wV￿I.neIsontruSt.corn @TheNelsonTrust THE NELSON TRUST CHAIR OF THE BOARD OF TRUSTEES'S REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST As Chair of the Board of Trustees throughout 202312413m delighted to present this Report. My role 15 to help the Trust build UF)on its solid foundations and enable it to do more of what it does so well. Alongside delivering service5 to an increasing number of clients the charity has made significant progress against its Strategic Objectives. That progress was essential for the charityto be able to Sustain its activities and its continued delivery of its services. There are further details of this within the Trustees, Report. At the Nelson Trust we aspire to be the best at whot we do. We exist to support people to overcome multiple disadvantage5 and deprivation including addiction, trauma and abuse. health and family i55ues and frequent contart with the Criminal Justice System. We know anyone can change if given the opportunity of the right support at the right time. We also know that we Can change organisationallyi and that we can improve how we work by focusing on our existing strengths and qualities. Our 2021-25 Strategy articulated how we would increase the number of people we support and how we would get even better at what we do by delivering a whole system approach across local partnerships and multi-agency forums. Working together we can increasingly achieve outcomes that dismantle the intergenerational cycle of trauma, abuse and disadvantage. We are needed as never before. and our greatest assets. the skill and versatility of our staff and volunteers and the loyalty of our 5UPPOrters. is awe-inspiring. During the year, we completed the purchase of a building in central Bristol to enable us further to enhan our delivery of Women's Service5. The Centre has been significantly refurbished and servi￿5 have been delivered from it during the latter part of the year: a formal opening event will take place in 2024125. Looking to the fvture, we are proud to have been successful in a number of tenders to increase our reach across the rehabilitation community and acr05S OLtr women's services. The delivery of these services brings further opportunities for collaboration and partnership. and will enable us to open further women's centres. particularly in Wales. The immediate future will continue to present challenges. A new Eovernment can bring opportunities for new funding priorities and initiatives, but it also introdu￿5 risks due to potential changes in funding level5. policies and sUPPOrt for charitable activities. If those reductions do materiali5e, it is likely that there will be an increased need for the charl￿5 ServI￿S at a time when the chartty experience5 reduced income. The team at The Nelson Trust 15 well*quipped to respond to those challenges and will continue to provide support to vulnerable people. l am honoured to have been Chair of the Board since January 2018. As my tenure comes to an end, l am delighted that Dame Julie Lydon will be my successor. Julie has been an invaluable member of the Board for two years. demonstrating exceptional skill in governance and a steadfast commttment to our mission. I have full confidence in her ability to lead the Board and the Trust and guide itto even greater achievements. l am fortunate to have been 5UPPOrted by a highly capable and passionate Board of Trustees. I thank them and all the other volunteers associated wtth the charity. across the whole spectrum of our activities including front line service delivery. Hub community recovery activities. and fundraising. l acknowledge and extend my deepest gratitude to John Benstead and Claire Wynne-Hvghes who came to the end of their term as a Trustees in February and July 2024 re5pertively. Their contribution. strategic insiEhts. exceptional service and dedication will be missed by the Board. l am. nevertheless, excited to welcome the Skills. experience and enthusiasm that our new Trustees. Kirsty Batten. Tina Gabb. Jason Kew and Julie Sharma will brin8 to the Board. The departure of our Trustees marks both a moment of reflection and anticipation. We celebrate their achievements and embrace the opportunities that lie ahead, guided bythe principles and value5 they have exemplified. With deep appreciation and optimism. we look forward to continuing our journey of making positive differen￿ in the live5 of those we serve. As you read this report and the accompanying financial statements. I hope that you will feel heartened bv the commitment of the Trust to del¢vering only the best quality services to our clients who are impressively courageous in the fa￿ of trauma. The Board is grateful to all its staff for their unwavering commitment, compassion and dedication, and in particular. to the Senior Leadership Team who tske the Nelson Trust forward in imaginative and innovative ways. THE NELSON TRUST CHAIR OF THE BOARD OF TRUSTEES'S REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST As this report is completed John Trolan. the Trusys Chief Executive Officer, has announced his retirement as from the summer of 2025. John will be greatly missed.. he has been a pioneer and innovator and has been committed to offering only the best opportunities to our many clients. The Board has already begun its search for John'5 succe550r and hopes to have someone in place to secure a Srnc￿th transition to the new arrangements by mid 2025. l also thank our clients for continually fuelling our belief that long-term recovery leads to thriving lives,. and all our volunteers and supporters. including the organisations listed on page 5, whose significant or long- term donations. sponsorship, grants. pledges, time, resources and partnerships have enabled us to achieve Such positive outcome5 With our clients. Your contributions have provided essential resources and made lasting impact on the lives of individuals and families: your involvement has enriched our programmes and fostered a sense of belonging for those we serve. your belief in our vision ha5 allowed us to expand our semces and extend a helpinE hand to more individuals on their journey to recovery. Collectively, you are the pillars of strength that enable us to transform lives and bring hope to those who need it most thLtr o. 1164lf¢. Dame Janet Trotter, Chair of the Board of T￿￿ee5 Date: l & Lloombcr J02 THE NEL50N TRUST LIST OF SUPPORTING ORGANISATIONS FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST We offer a sincere thank you to the members of our Gloucestershire Fundraising Committee, to our supporters. volunteers, trustees and colleagues for all the change you have made possible. We thank all those individuals, and the following organisations for their support and to those with whom we have worked in partnership during the year: Active Gloucestershire Arnold Clark Albert Hunt Trust Asda Foundation Avon & Wiltshire Health Partnership Azets B & Q Foundation BBC Children in Need Babylonstoren Barnwood Trust Beatrice Hankey Foundation Better Communities Business Network Blackcake Production Fund Bristol City Council Bullough Thompson Charitable Settlement Cardiff City Council Charles Hayward Foundation CHK Foundation Community Investment Fund Cooper Associates Cotswold BMW Cheltenham EDF Energy Enterprise Mobility Fairfield Charitable Trust Fish Bros Fluck Convalescent Fund Free Hospital Trust Fund Garfield Weston Foundation Glasspool Charitable Trust Gloucester City Council Gloucestershire Clinical Commi55ioning Group Gloucestershire Community Foundation Gloucestershire Gateway Trust Gloucestershire Integrated Locality Partnership Hobson Charitable Limited JABBS Foundation John Jame5 Foundation Lister Unified Communications Medlock Charitsble Trust Midcounties Co-operative Minchinhampton Golf Club MinetyTennis Club M J Stone Charitable Trust Moore Allen and Innocent Murrays Estate Agents National Benevolent Charity National Garden Scheme National Grid Elettrical Distribution Nationwide Community Foundation Nineveh Trust Notgrove Trust Open Mental Health VCSE Partnership Parivar Trust Parochial Church Counol of St James Pobl Trust Police & Crime Commissioner-Avon & Somerset Police & Crime Commissioner- DyfedlPowys Police & Crime Commissioner- Gloucestershire Police & Crime Commissioner- South Wale5 Police & Crime Commissioner- Wiltshire Quartet Community Foundation Radstock c￿Operative Fund Renishaw plc Salus Cyber Somer5et Activity and Sports Partnership Somer5et Community Foundation Spirax Sarco Charitable Trust Stroud District Council Sumner Wi150n Charitable Trust Swindon Borough COU￿11 Swire Charitable Trust Stroud Distrirt Council Talisman Trust Taunton Soroptimists The Austin and Hope Pilkington Trust The Band Trust The Benefact Group The Berkeley Estate The D'oyley Carte Charitable Trust The Gloucestershire Society The Hedley Foundation The High Sheriff of Gloucestershire's Fund The High Sheriff of Somerseys Fund The John Armitage Charitable Trust The Julia and Hans Rausing Trust The Mary Homfray Charity The National Lottery Community Fund The NJF Family Charitable Trust The Nisbet Trust The Vintners. Company The Waterloo Foundation Vintopia Waddesdon Wines Westfield Health Charitable Trust Wiltshire Community Foundation Wiltshire County Council WSP Solicitors Zurich Community Trust THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST The Trustees, who are also the directors for the purpose of company law. present their report and the financial statements of the charity for the year ended 31 March 2024. CHARrrY's OBJECTIVES AND ACTIVITIES The Trust's objects are: l. to support those affected, both directly and indirectly, and those at risk of being affected by. SLJbstance addiction: 2. to provide education and information services in order to try and prevent persons becoming addicted to drugs, alcohol and other substance5- to provide support for the families of persons who are addicted to drugs. alcohol and other substan￿$ including advice assistance and support semces for the families of such person; and 4. to promote social inclusion for the public benefft by preventing people {in particular, but not limited to women who are vulnerable) from becoming socially excluded by relieving the needs of such people who are socially excluded and assisting them to integrate into society by 311 means that are charitable in law. Our services are available to the general public, induding those who are either within the Criminal Justice System, or are at risk of being so. Clients are only required to pay any contribution toward5 the support that they receive from us if they have the financial means to do so. The Trustees have paid due regard to the Charty Commission's guidance on public benefit in deciding what activities the tharity should undertake. The Trustees Consider that they have acted in the public benefit. VISION. MISSION & BEUEFS In a constantly changing environment. it is more important than everto retain a clear sense of our purposes and values which are a5 follow5.. Our Ifision: A world where both the causes and consequences of multiple disadvantages are understood, effectively tackled. and ultimately eliminated. Our Mission: We will be a Centre of excellence bringing belief. hope and long-term recovery to lives affetted by addiction and multiple disadvantage. Our Beliets: We believe that anyone can change and recover from addiction. We believe in recovery through abstinence. We believe that with the right support, understanding and empowerment. individuals can achieve their full potential. This Report details our progre55 towards achieving our Vision over the last twelve months. THE NELSON TRUST TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST DESCRIPTION OF SERVICE5 AND OPERATING BACKGROUND We are a charity which works with and beyond addiction to inspire change. We are committed to working for the benefit of ccxnmunities to prevent people from being socially excluded, to address the needs of people with substance misuse problem5. th05e who are in recovery and those affected by addiction and its associated consequences. We lead and innovate where the constellation of substance misuse, trauma. offending and abuse lead to severe and multiple deprivation which impacts on whole families often perpetuating problems from one generation to the next. We will continue enthusiastically to champion our belief in the capacity for personal change and growth and to promote the value5 of recovery from addittion. In the year ended 31 Marth 2024 we provided. at any one-time, residential treatment bedspaces for up to 44 tlient5- recovery housing and support opportunities for 18 clients,. sUPPOrt for women from each of our Women's centres in Gloucester. Swindon. Somerset. Bristol, Cardiff, Swansea and HMP Eastwood Park,. and hub recovery centre activities in two hospitality venues. through education provision and within our Maintenan￿ activities. The need for, and demands of. our seNces continue to InC￿3$e year on year, marked by escalating pressures on public sector budget5. a lack of investment in upstream proactive and preventative approaches, all set against a backdrop of soaring national debt. elevated interest rates and inflation. Changes to commissioning legislation. such as The Procurement Att120231 which focuses on longer term contracting, cost efficiencies and greater social value has increased competitiveness, whilst reducing opportunities across the charttable sector. Such stresses often coincide with an increase in issues related to the toxic-trio of substance misuse. mental health, domestic abuse and their variables. Invariably this lead5 to an increased demand for our seNices across our geography at a time when there is le55 money to fund them. Despite the challenging and often uncertain environment in which the charity operates. we have continued at pa￿ to deliver our strategic objertives. and 2023124 has been a sutcessful year for the charity. STRATEGIC REPORT. ACHIEVEMENTS AND PERFORMANCE Strategic Aim Our strategic aim is to extend the depth and breadth of our Servi￿5, and to this end we created a new 5- year Strategy in 2021122. Our Strate8ic Plan Our 5-year Strategic Plan set five objectives for 2021-25 across all of our artivities: > Quality- We strive to offer seNces which truly respond to the needs of our dients. We value the expertise of lived experien￿ to both co-produce and deliver innovative setvices. We will ensure that our services are safe. effertive, caring. we114ed and responsive to our client's needs. > People- Our people make The Nelson Trust what it is. We will attrart and retain the best people and enable each member of our team to fulfil their potential by providing a working environment where they can feel valued forwhat they bringtothe Trust, achieve and sustain a work/life balance. and feel engaged and stimutated in their work. > Sustainability- We can only make 3 transforniational change in people's lives if we can be confident in our ability to sustain serVi￿S over the long tem. Achieving operational and financial sustainability is therefore key to our strategy. This will come through extending our reach, diversifying income streams and improving internal efficiency to ensure that we are a modern and financially stable organisation. THE NELSON TRUST TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST > Reach - More people than ever need our services. Although growth is important. tt is not the driving factor behind our ambition to extend our reach. We are focused on ensuring that a5 many people as possible can access the services they need. whether they are provided directly by The Nelson Trust, by other agencies, or in partnership. We will adively pursue partnership opportunities and innovative methods of delivery to achieve Ereater reath. > Innovation- We will create tomorrov/s best practice today. We have taken the following artion against these objectives during the year= > We set up a Board Estate's Committee which will take an overall lead in estates matters,. We purchased our women's centre in Bristol. and significantly refurbished the centre whilst delivering services working with over 5((1 women annually. A fonnal opening event of the centre will take place in 2024125- > We extended our Services further into Wales, opening a women's centre in Swansea,. Investment has been made in the development of a W5A in Avon and Somerset: > Made considerable investments in digttal infrastructure and systems and increased our use of data capture systems to aid growth and 5U5toinability through the accurate articulation of our work - examples include undertaking a data quality and impact assessment. and increased automation of reporting and use of PowerBI,' investment in a new financial and accounting system 5VPPOrting the modernisation of our systems and processes to enable growth. support ongoing sustainability and enabling the Trust to report more effecttvely- > We invested in training. coaching and development of Staff. We listened to feedback to improve the working environment, and implemented new staff wellbeing initiatives, and a digital reward platform; We continue to drive fO￿ard tools such as the WRNA. with plans to replace existing assessments across our geographical areas to support keyworkers to prioritise inteNentions according to specific needs. improwng the client journey and service quality: We built upon a number ofour partnerships. and formed new ones. As an example, we are proud to unite with Via IformerSy Westminster Drug Project) to deliver women and aftercare Services in Gloucestershire and plan to work together to develop and launch a pioneering women-only detoxification centre in the future. Shared our expertise through external training and 50 extended our social impact and national profile as field leaders- We invested and increased our trainin& development and volunteering opportunities, and successfully completed the pilot workforce development programme securing another years funding, enhancing our existing work ensuring they align with key local needs,. Embedded action learning across the organisation ensuring staff can V￿rk together to reflect and review practices. ensuring quality seThices are delivered,. > Improved upon the Opportunity Hubs offering. reopening our Gloucester hospitality centre in January 2024, and providing more volunteering opportunities whilst completing peer mentoring qualification5. Plans for future period5- What do we Intend to do next? Achieve Gold award for knved Experience Charter, an NHS England Health and Justice inbtiative which demonstrates that organisations have quality Standards. best prattice5. and a tommitment to improwng the inclusive recruitment and retention practices of people with lived experience of criminal justi￿. Further develop residential. processes systems and sta￿￿ng to ensure we remain at the forefront of innovative approaches to residential addiction treatment and recovery- > Further enhance our offer within the residential substance misuse sector. a5 a provider of end to end support for those seeking support with addictions. through launching our partnership with Via from April 2024: and develop that relationship with Via to establish a pioneering women-only THE NELSON TRUST TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST detoxification centre, combining Via's extensive experience in inpatient detoxification with The Ne150n Trusvs insights ensuring that women's experience5 are central to the design and development of thi5 innovative centre,. > Build upon our existing offer to dients, ensuring we fijrther develop the Opportunity Hubs as a reputable source of volunteerin& education, training and employment opportunities. Expand and diversify the utilisation of each Hub building as a versatile, multi-use space for community partners, our clients and our services; > Open further women's centres in Wales to increase our reach and accessibility of services: a women's centre in Newport will be opened in the financial year 2024125; > Continue to develop partnerships, to share expertise, best pradice knowledge and develop qualty services; > Continue to champion systems change, co-commissioning approaches, and leadership locally to bring partners and systems together. For example. working with the OPCC in Wiltshire to co-chair the FemalejuSti￿ 57Jpport Board; > Further embed the WRNA across our women's centres: > Further embed ourselves in local 5UPPOrt network systems. delivering services under our WSA,. > Develop stronger links wtth academic agencies subjerting our services to independent research and evaluation which creates better outcome5 for our clients - we are already collaborating with a number of Institute5. Universities and Foundations in 2024125 for studies. research, reviews and revaluations to improve the pathways of those in the criminal justice system: > Develop a comprehensive People Plan. induding a review of the reward structure- > Refine our short- and long-term Estates strategy to ensure our Estates are fit for the future,. > Redevelop our women's centre in Sv4indon in 2025. overseen by the Board Estate's Committee, funded through a combination of our existing reserves and tsrgeted fundraising efforts. Impart We set out below infom)ation on our irnpact. achievements. and activity, in the past year, together with client feedback. A copy of our unaudtted annual review ofjanuary to De￿mber 2023. is available on our website (Annual- Review-2023. df nelsontrust.com The review encopsulates the dynamic spirit of our organisation. showcasing the transformative impact of our programmes. It is a testament to the dedication of our staff. volunteers, and partners that we have expanded our reach and enhanced our 5erwtes to better serve those in need. You will find inspiring Suc￿sS stories. update5 on our strategic initiatives, and a comprehensive overview of the milestones athieved throughout the year. Recovery Servlces Our residential treatment programme is one of the longest established abstinence-based services in the UK. Since 1985 we have provided trauma-informed residential rehabilitation to clients across fifty nationwide referral pathways. Our referrals have been increasing year on year. During the financial year we had 333 referrals. 70% of which were for ourwomen-only houses. Year on Year Referrals 250 229 234 199 2￿1 150 132 97 2020-21 2021.22 2022-23 202>24 THE NEL50N TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST Our residential programme's success in helping our clients recover from addiction and alcohol abuse has provided it with a national reputation for excellence and innovation. Our service delivery model is based on the Recovery Capital model delivered through a trauma informed approach. We are able work with complex needs, and we support clients across all areas of need in client's life. with special focus on recovery from drugs and alcohol. In 2023-24 we assessed 263 clients. the m05t common unmet need5 our clients present with are shown in the table below. Needs of clients assessed crient involved in selling sex 27% Clieni was a care leaver 3frA Dlagnosed wlth mentsl illness 67% H￿rOry0f Domestk Abuse 75% Selftharm hisirxy 81% During the year. a total of 163 clients We￿ admitted into our residential rehabilitation houses. Our dedicated resettlement houses welcomed 37 clients who re￿iVed support as they re*ntered the community. During the year. 26 clients completed their Level 2 qualification in Peer Mentoring training and became Recovery Coaches - volunteering their time to support peers. Staff. recovery coaches and volunteer tutor5 delivered 3692 group interventions and activities induding: Mental Health intervention5: art therapy, drama therapy, group therapy, mindfulness, Dog therapy, mu51C therapy Psychosocial interventions: Helping Men Recover, Pattern Changing Group, Griffin Group Recovery capital intervention5-. Peer evaluations, Volunteerin& Client Council. Community meetin& Relapse Prevention, Complementary therapy inter4entions- Acupuncture. Nature Walks. Yoga. Education. Training & Ernployment activities.. WoodworK Stained Glass, Pottery, Literacy, IT sessions. Leisure, Cultural and Religious activities: Yoga, Gym, Away days, Faith Based activities, baking competitions, etc. Clients also accessed weekly 1-2-1 meetinES With recovery workers attended 1270 individual counselling sessions, on average each client attended 8 sessions during their t￿atment journey. Women's Community Servi More than 4.300 women accessed our Women's Community Services in GIou￿stershI￿, Wiltshire, Sornerset. Bristol. and Wales. Somorsot& ISSZ io THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST We are in our third year of being the prime contractor to the Ministry of Justice IMOJI to deliver the Criminal Justice Rehabilitation service for women in the Police & Crime Commissioner IPCCI areas of Avon and Somerset, Gloucestershire and Wiltshire. and the equivalent contracts in the PCC areas of South Wales, Gwent and Dyfed-Powys, which were in their final year of contratt. We are incredibly proud to have been successful in tendering for the women and young adults services in South Wales and women's services in Oyfed Powys and North Wales from April 2024. Our ONE Wales service is an innovative partnership of local and specialist organis3tions, including Media Academy Cymru Ltd, Prison Advice and Care Trust, bthechange CIC, St Giles Trust, North Wales Women's Centre and PSS {UKI. Through the delivery ofthe seThice, we will increasingly be able to dNert women and young adults away from the criminal justice system at the earliest opportunity into bespoke support. We will continue to deliver and enhance our services for women on probation orders and further develop our services in HMP Eastwood Parkto include women on remand as well as ensure continuity of care and support from prison through to the community. In partnership with Avon and Somerset OPCC. we successfully secured fundingto assist in the development of a whole system approach I￿sA°}. The WSA will assess the needs of women at risk of or in contart with the justice system at the earliest opportunity and provide gender responsive, co-ordinated multi-agency support to divert her away from offending or reoffending. Through integration of services at the local level, WSAS bring together criminal Justi￿ agencies, other statutory services le.g. health. mental health & substance misuse; accommodation; domestic abuse- and employment), and voluntary sector women's services. We continueto be part of the development of the Women's Risk Need A55e5sment {"WRNA"l. It isthe only validated and peer-reviewed instrument in the public domain designed forwomen caught up in the Criminal Justice System, which is providing robust evidence for sensible alternatives to pri50n. The WRNA serves two important purposes. Firstly. it immediately benefrt5 women as Centres use it with new clients to tailor support to their specific needs. Secondly. it generates comprehensive evidence needed to substantiate the effectiveness of Women's Centres in holistically addressing the needs of justice involved women and women facing multiple disadvantage. which can inform effective and efficient policy decisions. We delivered over 33.(￿ 1-2-1 and group interventions working wtth women by holistically addressing a wide range of needs. Using funding secured through the MOJ, we implemented Court Diversion keyworkers covering Magistrates courts in Gloucester. Swindon. Salisbury, Bristol. Bath, Taunton, Weston-super-mare and Yeovil. The overall aim for Court Diversion keyworkers is to dNert women into suitable community provision and safe accommodation options through influencing sentencers and providing real alternative options to the courts. Court Diversiorb Ke￿orkerS will work to raise awareness around women's offending drivers and increase confidence in community sentences which reduces women's imprisonment and increases the use of community sentences contributing to the delivery to the MOJ'S strategic priorities. We worked with the police and the courts in Avon & Somerset. Swindon and Gloucestershire to divert women from the criminal justice system: Over I,ICK) women were ￿ferred to our liaison and diversion projert. Over 290 women were referred to our pilot Court Diversion project, 81% of women en8a8ed in support to move away from offending. Our ability to consistently achieve excellent outcomes for our dients. and alongside this meeting the requirements of our funder5. underpins the Trusvs ongoing success. Fundraising and event5 Our fundraising events programme were an outstanding success. thanks to over 7C(l incredible supporters, generating income of over £IOO.IMI. We are especially grateful to our sponsors of our events, as well as the Gloucestershire Fundraising Committee. our employees, volunteers. and supporters who make these events possible. Support at events through expanded relationships help us to delivergreater impart and outcomes forth05e we serve, as well as adding value to local services. li THE NEL50N TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST Impart upon the lives olclients The support delivered by the Nelson Trust makes a significant differenceto lives ofthose whom we support, as expressed in their feedback. We are continuing to develop the way that we measure the impact of our range of artivities for our clients. During the year, Hope, a new and inspiring film bv John Miller was prOdU￿d, which showcases the impact of kindness. and features staff members from The Nelson Trust discussing their own recovery journeys. One story has been extracted and you can watch it here: htt outu.be CAIO E91-zk The case studies and client voice, below, sets out the impart upon three clients who have benefitted from our services. We have changed their names for confidentiality: Noomi's Story Naomi hadexperienced oddiction sinceshe w05 13 and was using heroin by 16. Herfomily life wt75 tumultuous, with hermotherht7ving depression ond herfvther leoving when she was just 10. This left Naomi withfeeling5 of being unworthy, unwantedandunloved. She wentinto care byoge 11. By 17. she storted selling sex tofund her drug ¢7ddiction, t7nd soys .1 wos not just selling my body. but a150 selling o port of my 50uI... my Ilfe over the next 20 years wasfarfrom pretty.- She felt she hod lost everything ond everyone ond attempted to toke her own life on seveml omisions. It W05n't untilshe wos referred to The Nelson Trust Women's Centre thutshe was t7ble to rnointain sobrietyfrom drugs ond olcohol. Noomi w05 resistont to acceptin9 help otfirst, but ofter2 years ofperseverance ondsupportfrom her worker. she secured a place in the speciolist residential women only rehabilitation focility ot The Nelson Trust. "My keyworker held out her hond to me onddidn't give Upi" she soys. Now several yeor5 into ffcovery. Noomi ht7s herfvmily back in her lrfe ond o network of women oround her. Reflecting on her journey. She soys -my life todoy isfvll of gratitude. my sey-esteem and seff-worth ore not on the floor. I'm now o firm believer in women empowering women os I'm o leoding exomple of thi5." She is in a loving and stable relationship* Wlth two beautiful children and works in supporting other women experiencing oddirtion. "Ifeel thot without services like the Women s Centre Jnd Residentiol Rehobilitation. my recovery wouldn't hove been possible. I hod no other sofe place to turn to. IYS onlyfoir thot I now give bock to other women. holding my hond out andsoying. '1 know the woy out.. Emily's Story Emily joined The Nelson Trustfollowing o referralfrom her sociol worker. prompted by o toxic ond obusive relotionship. Initially reserved. Emify gmduolfy opened up durin9 regult7r meetings with her keyworker. discussing the traumotic experiences She endured. including hospltolsotion and phy5icoI assuutt. Herformer portner was arrested ond remained in custody whilst Ernify engoged with The Nelson Trust. Emily's session5 focused on addressing domestK obuse and its cycle,fostering a 5tipportive environment for her recovery. After t7few months. o Sffgnificont breokthrough occurred os Emily overcame her social anxieties ond octively porticipoted in our Mums Minds Mattergmup. Completing ollsixsessions. she expressed upprecit7tion for the VGrluuble insights goinedfrom fellow porticipGnts. We provided extensive sUPPOrt when Emily prepared to attend Cmwn Court for her c05e. Despite initiol hesitotion. Emily ultimately gathered the courage to oddress her ex-portner ond the jury. Witnessing her ex plead guilty to allchorges during the triolmafkeda pivotolmomentforEmify. granting herthe dosure needed to moveforward with her life ond herchild. Emil￿5 remarkobleiourney ofpersonalgrowth and resilience is eviden¢ and we ure thrilled to witnes5 Emily 5 transformation 05 She builds O positivefuturefor herself ond herson. A Clienys voice.. "I have been coming to The Nelson Trust since 2018... If it wosn'tfor the [the Trustl. I'd probably be dead... I have made o lot of powerfulfriendships and gained insight into being t7ble to Use different tools to live by..- ond leamt my worth ond thot I motter. I have let7mt to be o better mother even though my children don't live with me... I wont to suC￿ed. ond The Nelson Trust hove given me hope that I con. even though I hove a crlmlnol record. I hove been putforward to be o peermentorond they ct7n see mypotentiol... The Women s Centre is o safvty blonket where I can come ond be myseir 12 THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSONTRUST FINANCIAL REVIEW Annual Movement In Funds The Trust's Total Funds decreased by £188.488 in the year ended 31 March 2024 12023= increase of £870,046>: An increao in total Unrestricted Funds of £605,74812023: increase £1,182,162): A decrease of £792,792 in Restricted Funds12023.. decrease £304.1621, reflecting our expenditure of funds to deliver services from funds received in earlier years. Further information on the charit￿5 Restricted Funds is contained in Note 24 to the accounts. Income and Expenditure- Unrestricted The Board recognises the need to operate with unrestricted income in excess of expenditure. The operating environment of the hospitality elements of our Opportunity Hubs continues to be challengin& and short- term investment of unre5trirted funds in those activities is likely to still be required. Inve5tment5 and Cash Balances In view of the ongoing uncertainty of the economic outlook. the Trust holds all its cash funds on current and short-term deposit accounts with its bankers, and using short-term deposits through a CAF Charity Deposit Platform account. The CAF Charity Deposit plarform gives charities the opportunity to earn more interest income and reduce risk through diversification by providing secure online access to market4eading and exclusive deposit rates from an extensive panel of banks and building societies. The charity only deposits into approved banks and building Societies covered by the Financial Servi￿5 Compensation Scheme. Cash at bank and in hand amounted to £3,416.026 as at 31 March 202412023- £4.152.486}. Cash balan￿S relating to unrestritted funds £1,316.55312023: £2,302.634} Cash balan￿5 relating to Restritted Funds £2.099.47312023= £1,849.8521 The Trust also holds units in the COIF Charity Funds"Charities Property Fund Income Units. in respect of its Permanent Endowment Fund, as set out in Note 24. ReseNes and ReseThes Policy The term"reserves" lin accordance with the Charities SORP IFRS 102) definition) is used to describe income fund5 that are freely available to help the Trust meet its objectives. Unrestricted General Fund51"Free Reserves") are represented by the Yotal Funds" under our control less "Restrirted Funds" and "Designated Funds As at 31 March 2024: our Free Reserves stood at £756,89312023: £843.428): our Totsl Funds stood at £8.828.29712022: £9.016,7851- Permanent Endowment Funds being £37.92312023: £39.367}- Restricted Funds being £3.282,45212023: £4,075,244): Designated Fund- Fixed Asset of £3.743.72912023- £2.999.2861- Designated Fund future property investment, maintenance, and strategic development £I,c(17,30012023: £1,059.4601: ond > Unrestricted General Funds l.free reserve<) of £756.89312023.. £843,428}. 13 THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST Reserves and Reserve5 Policy {continued) Designated Funds are those unrestricted ftjnds that have been set aside by the Trustees for specific purposes. The Trustees are mindful of the need to review and assess the reserves wlicy of the charity. In April 2022, the Trustees formally approved a designated fund for future property investment, future spend on maintaining the condition of owned properties, and the strategic development of the charitV5 activities. During the year. and prior year. designated funds were released to support building project5 and the purchase of our building in Swindon. further projects are anticipated in late 2024125 and beyond. Movements in the funds can be found in more detail in Note 24 to the accounts. Over recent years the Trust has received a substantial amount of restritted grants to fund service delivery on multi-year projects. Delivery on these projects is in progress. The unspent balance of this funding is held within Restrbcted Funds. In future years there will be costs on these projects. for which no income will be recognised in future financial statements. The Board of Trustees reviewed the Reserves Policy in response to the Trust's main risks, the generol operating environment and current funding streams. The Nelson Trust aims to hold sufficient resources to enable the Trust to- SUPPOrt the investment in sustsinable ServI￿S and to support clients. manage short and long-term risk5 to which the Trust is exposed- finance future capital expenditure and future plans: and to meet its financial. legal and moral obligations to its client5. employee5 and volunteers and to all relevant authortties. The Trustees are aware of the need to maintain sufficient free reserves to enable the Trust to support the investment in sustainable servi￿$ and to support clients. The Policy will be reviewed every two years. alongside regular reviews of the risks facing the Trust. to ensure that appropriate Unrestricted Free Reserves exist or can be generated. The Finance, Performan￿ and Risk Committee 15 ￿spOnSible for regularly reviewing the general financial performance of the Trust. its Current and forecast Reserwes and Cash positions, monitoring income and expenditure against budget forecasts within the context of known risks and the annual and medium-term financial p13n. The committee reports tothe Board at every meeting and will alertthe Board to any concerns that it has in respect of these, together with any recommended actions arising from those concerns. This policy is subjett to regular review a5 the scale of the TrusY5 operations change. The Board of Trustees review the level of free reserves at each Board Meeting, and are Satisfied with their level a5 at 31 March 2024,. bearing in mind that, in addition to the free reserves and cash balance. the charity is also able to borrow funds against its property asset base. The balance sheet includes freehold and long leasehold properties at a net book value of £4.75m a5 at 31 March 202412023- £4.16ml. and secured borrowing5 of £134,(￿{2023'. £146,0￿1. These figures indicate the Tru5Vs asset strength and its ability to obtain additional cash funds. if needed. STRUCTURE, GOVERNANCE & MANAGEMENT The Nelson Trust is constituted as a company limited by guarantee I￿giStered in England and Wale51. incorporated on 13 June 1996 and is govemed by its Memorandum and Artides of ASsociatic￿. The company is a registered charity and acts entirely as a non-profrt-making organisation. The registered company number is 03211815. The registered charity number is 1056672. There are no subsidiary undertakings. 14 THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST Structure and declsloTrmaking process The Goveming Body of The Nelson Trust is the Board of Trustees. This currently comprises twelve members and meets at least four times a year for Board meetings. one of which includes an "awav. day for strategic planning. Trustees can be appointed or re-appointed at a general meeting or by the Trustees subjert to the conditions set out in the Articles of Association. Typically, Trustees are appointed for a three-year term of office and. if eligible. may offer themselves for re-election up to a maximum of 3 terms of three years. The Trustees are a body ofvolunteers drawn from a wide range of ￿levant areas ofexpertise. New Trustees are appointed, as required, by the Board with reference to these areas of relevant experience. On appointment, new Trustees are given an induction programme to familiarise themselve5 Wlth the work of The Trust and their role and responsibilities. and are introduced to Charity Commission guidance. This programme include5 meeting with existing Trustees and spending time with the Chief Executive Officer. Senior Managers and departmental team leader5. The Trustees are encouraged to attend relevant training courses. and these are regularly brought to their attention. Committees including Trustees and relevant senior managers meet to review specific issues such as estates strategy. finan￿ and performance. ￿muneration, and fundroi5ing with reports to the full Board as required. The Trustees as a Board have the decision-making authority in the following areas: Approval of the Strategic plan: Approval of Bu5ine55 Plans. Approval of Annual Budgets,. Appointment of key executNe staff,. and Authority for the Trust to enter into significant transartions involving the: Acquisition and disposal of property: Entering into loan or other borrowing agreements: Entering into significant contracts to deliver services: Application for capital and significant ￿VenUe grants committing the Trust to buy property or provide services. A scheme of delegation 15 in place and day to day responsibility for the provision of the services rest with the Chief Executive Officer, along with the Senior Leadership Team I"SLf'}. The Chief Executive Officer is responsible for ensuring that the charity delivers the services specified and that key performance indicators are met. The SLT have responsibility for the day to day operational management of the Trust. individual supervision of the staff teams and also ensuring that the team continue to develop their skills and working practices in line with good practice. The SLT meets at least once per month, depending on the business need. and carries operational responsibilities. The members of the SLT attend all Board meetings. The remuneration of the Chief Executive Officer is considered by the Remuneration Committee and is determined by the Trustees, with reference to comparable positions in non-profit or8anisations of a similar size and complexity. The salaries of other members of the SLT are determined by the Chief Executive Officer with reference to the Rernuneration Commsttee. Risk management The Board of Trustees is committed to protecting the safety and wellbeing of its staff, clients. volunteers, Visitors. the Trusvs assets and reputation. The Trust fa￿5 many risks which could prevent it from achieving its objectives. Risk is considered in its widest context and includes not only adverse events but also missed opportunities. Risk management is therefore an integral part of the deci5ion-making process adopted by the Board and the SLT in order to ensure the Trust meets its aims and objettives. 15 THE NELSON TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2024 THE NELSON TRUST Risk management (continued) In assessing our risks, it is important to acknowledge and address the inherent risks that may impact our harit¢s objectives. The nature of our contracts and grants and their short lifespan. regulatory changes and geopolitical instability could pose significant challenges to our financial stability and operational continuity. We recognise that these risks are dynamic. evolve over time and become more or less imminent, which requires us to remain aglle in our risk management approach. Addressing our risk demands a strategic approach, wgilant monitoring and proartive mitigation measures. ensuring robust risk management frameworks are in place to safeguard our assets, uphold regulatory compliance. and preserve integrity and trust. The Board of Trustees delegates responsibility to the SLT and other stsff for establishing systems, contro15 and procedures to eliminate or control significant risks. The Finance. Performance and Risk Committee IFPRCI is tasked with reviewing these procedures to ensure that the interests of the Board are protected. Issues relating to corporate governance remain the responsibility of the Board of Trustees and are overseen by the Company Secretary. A central risk register, which is populated with input from all areas of the Trust, is maintained, updated and reviewed regularly. The top risks are highlighted to the Board of Trustees. Risk management and the risk register are an agenda item at each FPRC and SLT meetings. The main risks identified and the mitigating responses to manage these risks include.. C4ttÉory Operaiiohal ¢ts)rtsts*ddresstsk Th¢ N¢bonTnJrtL￿￿l0p¢ornF￿hEnSr1¢im1de￿ÉfftIO1￿nkqIry51rI 4r*F¢ld*hpartr￿$ar￿tar￿￿h1I￿r¢r5.. IEPI ¥dspeclaNstittkn• sryead Sqcudty.fin4￿•I¥￿t•.pErfOrTmrftQ¢¢ •itrrtt • Econurric>uuLYqS • PolItk￿l￿ffts ttlu115w￿pthlEfuThJr￿e • Ralelu5e pfi￿￿￿￿￿1ry5Yrt￿￿Irt¢4d rnSiwef5'. Vn5LVES