l]ffiJffluoO fft@•fft atrnd fOnatrn¢OoD st(Jt(arroont8 for 31 March 2026 *AEH4EQM)* 1011212025 COMPANIES HOUSE A10 #142 Homeless Registered c.harit.y Registered company number: number: Homeless Llnk Annual Report & Accounts Report & financial statements for year ended 31 March 2025 Contents Trustees, Report Chair's introduction About U5 - Many voices, one vision Highlights from 2024-25 and future plans 1. Supporting our sector and improving services 2. Influencing change to systems 3. Developing to meet the challenge Financial review & reserves policy 15 Administrative details of the charity, its trustees and advisors 17 Structure, governance and management 18 Risk management 20 Trustees, responsibilities in relation to the financial statements 22 Auditor appointment 22 Approval 22 Independent auditors, report 23 Consolidated statement of financial activities 28 Consolidated and charity balance sheets 29 Consolidated statement of cash flows 30 Notes to the financial statements 32 Annual Report & Accounts 2024-25 Homeless Llnk Chair's introduction In this, my first Annual Report since becoming Chair of Homeless Link. I want to start by thanking my predecessor, the indefatigable Anne McLoughlin, Thanks to Anne, the board of trustees and our energetic and highly committed staff and leadership team, I have the pleasure of introducing an impressive report describing the immense impact of Homeless Link. From supporting the homelessness sector and improving services for people experiencing homelessness to raising the voice of our members to change broken systems - Homeless Link plays a unique and vital role in shaping and strengthening the collective power of the sector to achieve our shared vision of an end to homelessness in England. I'm particularly pleased that this year's results show return a small financial surplus, after three years of deficits. As for many of our members, recent years have been difficult ones, and tough choices have had to be made. Thanks to the skilful efforts of our leadership team, our highly successful social enterprises and the support of our funders and partners, we can now be confident that our organisation's ambitions are underpinned by stable and healthy finances. Of particular note this year, the Making Every Adult Matter (MEAM) cross-sector coalition marked 15 years of supporting local areas to improve the lives of people facing multiple disadvantage by becoming an independent charity. Through our representation on their board, alongside our partners Clinks, Collective Voice and Mind, we look forward to SUPPOrting MEAM'S continued success This year also saw the election of a new government, one that has made very welcome pledges to address the housing crisis and to take much needed holistic, cross-government approach to ending homelessness. However, the challenge is immense, with all forms of homelessness reaching new record highs. It is appalling that so many lives are being destroyed by being pushed into homelessness. At the same time too many of our members are at financial breaking point. We need to see an ambitious and long-term national strategy and funding model that matches the challenge and drives real change by ensuring that all government departments are accountable and working together to end homelessness. Key to this will be a focus on prevention so that fewer people become homeless in the first place and to providing rapid, effective support for those who do. Homeless Link is committed to supporting the government to achieve this, providing evidence, insight and solutions from our members. We will promote partnership between the VCS and government at all levels while knowing that strong partnerships are built on trust and a confidence to speak up when things need to change. Homeless Link will continue to be an unwavering voice for our members and for people experiencing homelessness. . Jamie Burton KC 1 October 2025 Annual Report & Accounts 2024-25 Homeless Llnk About Homeless Link Homeless Link is the national membership charity for frontline homelessness services. We work to improve services through research, guidance and learning, and campaign for policy change that will ensure everyone has a place to call home and the support they need to keep it. Our social enterprise supports the homelessness sector through specialised software. engaging training, expert consultancy, and impactful events that also helps to fund our wider work to end homelessness for good. Our Vision Our vision is a country free from homelessness. We believe that everyone should have a place to call home and the support they need to keep it. Our Mission To develop. inspire, support and sustain a movement of organisations working together to achieve positive futures for people who are homeless or vulnerably housed. Ourvalues Ambilion Empowerment oldness Diversity Curiosity Ambition: we aim high for ourselves and our members to drive innovation and improvement in services and systems Boldness: we speak up with integrity, confidence and unwavering commitment to equity and justice Curiosity: we listen and learn to develop knowledge and expertise and to create new solutions grounded in evidence Diversity: on our journey towards equity. we advocate and strive for diversity and proactive inclusion to improve collaboration and connections within our organisation, our work and our sector Empowerment: we support each other with compassion and empathy to harness strengths and unlock potential Annual Report & Accounts 2024-25 Homeless L5nk Manyvoices. onevision: uniting to end homelessness Our Strategic Ambitions 2024- 2027 This year was the first year of our new three-year strategy. We have set ourselves three bold ambitions. Supporting our sector and Improving servlces .Influenclng chonge to.syatem$ . b•vefoplng to me•t th• ¢hall•ng• Firstly, to support our members and partners to be strong, resilient and inclusive organisations delivering the excellent accommodation and support services that are at the heart of preventing and ending homelessness. Through our guidance and research, our events, training and development offer and our In-Form case management Systems, we aim to support organisations, leaders and their workforces to develop and improve. But those services operate within systems which too often act as barriers to progress. Our second goal is therefore to work with our members to influence systemic change - both local and national. We aim to be a strong voice for the sector and run collaborative campaigns that seek to harness our collective power. We will develop and promote new evidence-based approaches to preventing and ending homelessness and build strong partnerships within and across sectors to deliver them. Thirdly, to achieve these ambitions, Homeless Link must be a strong and resilient organisation and provide outstanding services to our members. We will be responsive to member5. changing needs and able to adapt to the opportunities and threats of the world around us. And we will model the best practice we promote, including being an excellent and inclusive employer and embedding equity, diversity and inclusion in everything we do. Annual Report & Accounts 2024-25 Homeless Llnk Our Approach Homeless Link's members are our greatest strength and at the heart of everything we do. It is with and through them and their beneficiaries that we will achieve our vision of an end to homelessness. We adopt a 'partnerships by default. approach to our work, meaning that we actively seek out partners including people with lived experience and work collaboratively wherever possible. We want membership of Homeless Link to be accessible to every frontline homelessness organisation, so we keep the fees affordable and take an enterprising approach to our activities and finances. We actively avoid being dependent on any one source of funding and self-generate resources wherever possible. This can be via fundraising and corporate sponsorship, and surpluses on contracts and social enterprise5 which also further our mission. We work within a fast-changing world and over the life of this strategy we will always be learning and evolving. We will enhance our use of data and take advantage of innovative technologies, while maintaining robust risk management and control systems. We are fully committed to Equity, Diversity and Inclusion (EDI) and our journey to be an anti-raci5t organisation. We airn to embed a confident and principled approach to EDI within every aspect of our work and culture. and lead by learning, embedding and sharing inclusive, accessible and equitable approaches that are rooted in the diverse experiences and needs of people experiencing homelessness. Annual Report & Accounts 2024-25 Homeless Link Highlights from 2024-25 and future plans Ambition I: Supporting our sector and improving services The sector wlll be stronger, and our members will d•velop and deliver •xc•llent servlces to prevent and end homelessness. 1. I Supportlng the sertor sjoumeyln becomlng more effectwe, innovatlve andresilien¢ with strong anddwerse leadership and contlnuous Improvementln semce dellvery. Our popular Leadership Development Programme went from strength to strength this year with 100 esiablished, senior and emerging leaders participating in the fully funded, ILM Recognised programme. An interim evaluation of the programme has shown that the opportunity to come together to problem solve and support one another was universally praised - with a particular focus on the action learning sets as a great way to do this. Our analysis has shown that the homelessness sector senior leadership is not currently representative of the wider workforce from a race and ethnicity perspective. In response we've secured funding to scope and develop a leadership programme aimed at supporting individuals from racially andlor ethnically marginalised communitie5. We have also secured funding for a new Aspiring Leaders Programme to meet an identified gap for staff not currently managing people, but who show great future leadership potential. This year saw attendance levels at in-person conferences returning to pre-pandemic levels and we held three very successful events. bringing the sector together to connect, network, reflect and provide peer support with one another. Over the year we expanded the use of event sponsorship, helping to make our events affordable for all our members. This success gave us the confidence to expand our programme for 2025-26 with our flrst residential summer conference since 2019 and an additional health focused event in the autumn. 1.2 Expandlng the capabilltles and use ofln-Form acmss the sertor, supportlng our customers to delwerbetterserwces and demonstrate theirimpact. Developed and owned by Homeless Link, In-Form is the UK'S leading case management and client relationship 501ution. Through In-Form we help our members deliver better service5 to people experiencing homelessness and to demonstrate their impact to funders and other stakeholders. We also generate a small surplus to support our charitable activities and are building an evidence base on homelessness and the impact of the sector. Our goal is to encourage as many Homeless Link members as possible to use In-Form, for it to be the default system for our sector and to make it better every year. In 2024-25 the number of In-Form customers grew by 3% to 311, with total users increasing by 5% to 23,400. 51 % of Homeless Link full members now use either the paid for or free In-Form systems. Our annual customer survey recorded an overall satisfartion level of 88%, with customer support particularly highly regarded. Annual Report & Accounts 2024-25 Homeless Llnk This year we took the decision to bring product development in house. building up to a team of eight. In 2025-26 the team will continue to expand and our external developers in India will be stood down. We have a significant ongoing programme of product development. This includes upgrades to existing functionality and development of new functionality. The most significant of these have been the development of In-Form Housing. The team has created new Repairs and Cyclical Maintenance modules and Tenant Satisfaction Measures, which have been combined with the existing In-Form Rent functionality to form the new In-Form Housing product. The product will be released in Ql 2025-26. 1.3 Connecting and convenlng ourmembers, partners andstakeholders in creatlng Inclusive partnerships and embeddlng coprodurtlon to drlve Innovatlon Inclusion andimprovedoutcomes for people wlth dlverse experlences ofhomelessnes& Funded by government, our Partnerships team works across the country brokering relationships, developing forums and enabling organisations to access support. Through this work Homeless Link is enabling more coordinated and effective services to be delivered in local areas At the beginning of the year, we launched our Partnership Self-Assessment Framework and Toolkit which ha5 been used by more than 20 local areas to improve partnership approaches across operational and strategic levels within both statutory and non-statutory organisations. Our MHCLG funded programme, which funds 6 regional Partnership Manager posts, achieved great results Included supporting 80+ areas, convening 80 forums, delivering 300 pieces of tailored support to organisations and individuals, 5UPPOrting the creation of 25 frameworks or charters, facilitating 60 workshops, consultations or stakeholder events, and acting as a critical friend in the development of many local homelessness strategies across England. We commissioned an external evaluation of this programme. This highlighted many examples of improved joined up working across many different local areas and increased resilience of organisations across the sector due to the interventions we delivered. The London PLUS programme funded by London Councils effectively met the need5 of the sector by providing tailored and responsive training and webinars with significant improvements made to how we deliver our programme. 92% of participants said they were able to demonstrate improved knowledge and practice as a result of our programme. 1.4 Evidencing andsharing what works to Improve the design and deliveryofserwces thatprevent andrelleve homelessness. To prevent and end homelessness we need effective services, systems and workforce. Our National Practice Development team works ensures the sector has access to the information it needs to navigate changes affecting practice, as well as enabling and influencing the design, development and delivery of consistent. high quality and inclusive services for people at risk of, or experiencing, homelessness across England. With the support of key funders, this year we had more flexibility than ever before to work across a wide range of different areas of practice and to be responsive to the changing needs of the sector. Annual Report & Accounts 2024-25 Homeless Link Themes included exploring and providing support on services and interventions such rough sleeping services and Severe Weather Emergency Protocols, prison discharge. modular housing and trauma- informed care, including compassion-informed practice and moral injury. We worked on projects to help develop the right conditions for change such as improving data and commissioning practice. And we represented the sector on national practice advisory groups such as the OFSTED supported accommodation regulations group and the ADAss/LGA safeguarding and homelessness group. We have shared knowledge. expertise and advice through a range of channels including toolkits and other written resources, podcasts and communities of practise groups. We are working closely with our communications team to further develop Homeless Link'5 knowledge hub and to ensure our content is as relevant and accessible as possible and that we fully understand and reflect developments in communications and content consumption, including the use of AI. 1.55upportlng the recrultmen¢ retentlon and development ofa sertor worAforce that Is hlgh performlng. thHvlng andrepresentative ofthe communltles theyserye The homelessness workforce Is the bedrock on which the entire homelessness support system is based. Without it - without these hard-working people who are committed to making a difference in the lives of others - the system falls apart. Our National Workforce Development team leads Homeless Link's training and development offer to the sector, providing a range of service5 that enable organisations to invest in their people. This year we launched the AA that provides a professional benchmark of the knowledge, ski115 and behaviours needed for roles across the settor. The tool is designed to serve both people who are thinking of joining the sector and those wishing to develop their skills within their current role. It was developed in consultation with people working in the sector and those with direct experience of homelessness as part of our MHCLG funding. Central to the recognition of the homelessness workforce is our development of accredited qualifications. This year we have secured centre status with the Chartered Institute of Housing and have been developing plans to extend our accredited qualifications offer to include a further Level 3 and a new Level 4 course in 2025-26. This year we also convened a task and finish group for the Homelessness Minister looking at the needs of the sector workforce to enable homelessness to be prevented and ended. We are delighted that as a first step MHCLG have commissioned Homeless Link to carry out a survey of the workforce early in 2025-26. This will enable us and government to better understand its sca le, its ski Ils, its training needs and its challenges and to reflect this in plans for the future. Annual Report & Accounts 2024-25 Homeless Llnk Ambition 2- Influencing change to systems Together we wlll influence government. agencies and partners at all levels to act in a hollstic. collaborative and consistent way to prevent and end homelessness lor good. 2. 1 To be a strong volce for the sector. Influenclng natlonalpolicyand fvnding decisions to ensure preventing and ending homelessness is a cross-patyand-departmentalprlority. As the membership body for the homelessness sector we have a key role representing our members, and their beneficiaries. interests to Government. Led by our Policy team a key goal for the year has been to establish strong and effective relationships with the new Government and key parliamentarian5. Our success in this area was exemplified when our CEO was one of just 12 voluntary sector leaders invited to join Homelessness Minister's Expert Group advising the development of the new cross government strategy and asked to chair the Homelessness Workforce Task & Finish group. The most significant issue for the year was funding for homelessness services. We published two major funding policy briefing, one shortly after the election in the summer 2024 followed up in autumn by "Breaking the cycle" policy report setting out history of homelessness funding, impacted on services and outcomes and setting out principles for a future funding model. We made submissions and representation ahead of the first phase of the Comprehensive Spending Review (announced in the budget in Autumn 2024) and the second phase The Autumn Budget largely dellvered on our asks, bringing the one-year rollover of existing funding and an additional £233m of funding for homelessne55 and rough sleeping- a huge relief for us and our members who had been facing a funding cliff edge - and promised a review of homelessness funding as one of 11 key priority areas across the whole government due to be announced in summer 2025. The dominant issue of the final quarter was the government consultation on proposals for new regulation of Supported Accommodation and changes to eligibility criteria for Enhanced Housing Benefit. We ran a series of focus groups that ensured our response was informed by over 100 people from 60 of our member organisations. We took our members, voices directly to Government with two roundtable events with the key MHCLG and DWP civil servants who are developing the regulations. Although civil seNants appeared to be listening to ourselves and our members the risk of unintended consequences to the sector from regulation will need to stay high on our agenda in 2025-26. 2.2 To take a boldandlncluslve natlonaland localcampalgnlng approach, in which membersplay an active role, wlth positions and collertive campaigns rooted In member experiences andknowledge. When it comes to influencing change our members are our superpower, and their participation and insight is vital at every stage of our campaigning work. The year started with the General Election where our campaign sought to influence the manifestos of the major political parties and to establish relationships with future MPS and ministers. With our support our members engaged over 450 candidates standing for election and vitally the Labour Party included key pledges within their manifesto. including the adoption of our ask for a cross- departmental homelessness strategy. Annual Report & Accounts 2024-25 10 Homeless Link With the sector facing a funding cliff-edge in March 2025, our focus swiftly turned to campaigning for financial certainty for 2025-26 and for more significant reform thereafter. For the Autumn budget campaign we coordinated a sector letter signed by 76 members and secured the rollover of homelessness funding for 2025-26. We followed up the budget with a homelessness sector letter on the impact of employers NIC increases signed by 110 members warning that the changes could cost the sector between £50m and £60m, this sadly fell on deaf ears. As we moved towards the 2026-29 Comprehensive Spending Review due in summer 2025, we launched our Breaking the Cycle campaign at our Parliamentary reception in February attended by more than 100 member organisations. This ran alongside our joint Reset Homelessness campaign with Inside Housing within which we coordinated 15 opinion pieces from our members on the different ways the current funding system fails them and the people they're supporting. This has been a powerful way to platform the work, experience and opinions of our members on issues from short-term funding and Enhanced Housing Benefit. to Commissioning and working with non-UK Nationals. 2.3 To produce andpmmote trulylncluslve andanti-racistevldence andlnfluenclng appmaches which reflertandbeneflt the diverse Ilvedexperlences ofeveryone who faces homelessness. The identities and needs of people experiencing homelessness are incredibly diverse, and the best support is often that which can flexibly. holistically adapt to these on an individual basis. Specialist, person-centred services across the country can - and do - deliver amazing support every day. However, the current System too often pushes providers towards one-size-fits-all approaches, and access to specialist support is often based more on where you live rather than what you need. To effectively advocate for a system that works for all we need to ensure our own research and influencing approach and those of our members embeds equity, diversity and inclusion and clear and consistent co-production and lived experience involvement. This year our new Policy & Research EDI Assessment Framework has been used in all new projects, with EDI considerations built in as standard. We ran webinars on co-production and EDI in policy influencing and research including external speakers from Groundswell, Revolving Doors, Solace Women's Aid, Bristol University, University of Kent and Trinity College Dublin. We have also developed co-production guides for core research activities such as interviews and focus groups 2.4 To champion partnership. multl-agencyand cmss-govemmentapproaches to addresslng the systemlc causes ofhomelessness. reaching out to othersertors *￿th a compelllng narratlve that everyone has apart to play. Time and time again our members tell u5 that the best outcome5 are achieved when services work hand in hand. This is as true nationally as it is locally. Homelessness cannot be ended by one government department alone. For a significant proportion of the people Supported by our members. their homelessness is about far more than housing. We were delighted that the Labour Party manifesto included our ask for a cross-government homelessness strategy. Since rhe election they have established Interministerial Group chaired by Deputy Prime Minister Angela Rayner to develop the new strategy and are taking advice from the Expert Group we are represented on, Annual Report & Accounts 2024-25 Homeless Llnk . For Homeless Link's this means that we need to reach beyond MHCLG - to other national departments and, with increasing regional devolution. also to Mayors and Combined Authorities. Key successes this year have been the pilot of increased notice for cessation of asylum support to 56 days, continuation of the Health & Wellbeing Alliance and input into the NHS 10-year plan and excellent engagement with Welfare Minister Sir Stephen Timms MP and the DWP Housing and Universal Credit Policy team. We have continued to work closely with regional authorities and politicians in London, Manchester, Liverpool and the West Midlands and are building strong relationships in areas including West Yorkshire and the North-East of England. Progress on the new national strategy has been slower than we had hoped with it now expected at some point in 2025-26. There are positive indications that new strategy will take a prevention focus and include homelessness workforce as a foundational theme of work. however over the next year we will need to continue our work to create the consistently high level of commitment and engagement we need across government departments and regional authorities. 2.5 fo contrlbute to the advancementofknowledge Into the dlverse causes ofandsolutlons to homelessness, In collaboratlon with people wlth /Nedexperience andpartners across the sertor, academia andpubllcspheres. Homeless Link is a curious organisation and our research team is central to our evidence-based approach to developing our influencing priorities - for instance findings from our flagship Annual Review of Support to End Homelessness has underpinned this year's policy influencing and campaigning on sector funding. In September we published our Prevention Into Action research report which identified gaps and opportunities for locally-led homelessness prevention in England. This supports our work to achieve a step-change in efforts to prevent homelessness in England through a more coordinated and upstream approach to policy and funding. The research was delivered in collaboration with Cardiff and Heriot-watt universities and funded by the National Lottery Community Fund. We also made significant progress with the HOME Study. Working with health and academic partners we are seeking to link homeless accommodation data held in In-Form Systems with NHS health data to explore how homeless accommodation impacts on the health of people experiencing homelessness and to provide evidence for improvements in accommodation and health services. In 2025-26 we will publish the first phase report on typologies of homeless accommodation and move forward with data linkage. Also in 2025-26 we will publish our third Unhealthy State of Homelessness report, drawing together the learnings from local Homeless Health Needs Audits over the last three years. Annual Report & Accounts 2024-25 12 Homeless Llnk Ambition 3 -Developing to meet the challenge Homeless Link wlll be an elfective. innovatlve, agile and sustainable national membershlp body, ableto meet our members. needs and modelling best practice as an organisation. 3. 1 To ensure that the servlces weprovlde to ourmembers are re/evan¢ Incluslve and valuable. and thatour workis infomiedbyand responsive to the diverse and changlng needs ofmembers and people experiencing homelessness. Members are at the heart of Homeless Link. This year we have implemented two key membership policy changes. Firstly, new Membership eligibility criteria which clarify the eligibility requirements of different membership categories and ensure we can take a robust approach to protect both our own and all our members, reputations by refusing or terminating membership when necessary. We have also put in place a fair "grace period" for late payment of membership fees. Membership benefits now cease if fees are not paid within 3 months of renewal date. This year we were successful in securing a three-year grant to assist us in developing a new Membership Value Proposition and Strategy. Member views will be fundamental to this work which will commence in 2025-26 with a membership survey and research conducted by our partners Membership Matters. 3.2 fo ensure we are a flnanclallysustalnable organlsatlon wlth dlverse Income streams. Includlng long term grants andgrowlng soclalenterprise surpluses. alongslde membershlp fee Income. Homeless Link actively avoids being dependent on any one source of funding and self-generates resources wherever possible. This can be via fundraising and corporate sponsorship. and surpluses on contracts and social enterprises which also further our mission. We aim to do this while holding reserves that cover 3 months of expenditure. In 2024-25 we were delighted to return to financial surplus after three difficult years in financial deficit. Our key income streams grew by 7% with particular success in fundraising from major donors, trust5 and foundations and across all our social enterprises. We also saw positive results as we grew sponsorship of our events, that both improved their financial viability and gained largely positive feedback from event participants. For 2025-26, as was the case for many of our members, we were relieved to receive a one year roll- over of our statutory funding. Like many in the Sector this has simply moved the cliff edge back to March 2026 and we await news of future funding opportunities and procurement rounds. However, thanks to our long-term income diversification strategy, funding from Government now represents around 10% of our income - while a decade ago this stood at 40%. 3.3 To be a workplace of cholce, wlth a dlverse, engagedandhlghperformlng workforce whose wellbelng anddevelopmentls supported. Homeless Link's most significant asset and resource is our staff team. It is our people who support our sector, who influence change, who listen and engage with our members and who innovate to adapt our services to their changing needs as well as new opportunities and threats of the world around us, Annual Report & Accounts 2024-25 13 Homeless Llnk This year we adopted a new three-year People Strategy and commenced work on our multi-strand action plan. This year we have focused on exploration in partnership with our team - including a staff survey, conference and focus groups. This has enabled us to identify a number of areas where we can enhance our offer as an employer. We are now consulting staff on changes to pay systems. starting to implement changes such a new recruitment system and building an enhanced staff training and development offer. 3.4 To be brllllant communlcators delivering relevantinfonnatlon to the people who needl¢ In the best format andat the optimum time, to drlve change in the sertorandsociety. Effertive communication is essential to the delivery of our strategy and our small communications and marketing team support every part of our organisation. The ways in which our members and stakeholders prefer to consume information is continuously changing and it's essential that we keep up with this change. This year vle successfully implemented our new email marketing system and strategy allowing a greater personalisation and targeting of information which was reflected in a 20% increase in the readership of our fortnightly bulletins. In January 2025, we took the decision to stop posting on X across all of our social media accounts. It was not an easy decision to take, but we needed to put our values and commitment to equity, diversity and inclusion first and after several months of building engagement on other platforms we felt confident that it was the right decision for us. We were also secured funding for a three-year programme of improvements to our digital communications. This will focus on our web-based Knowledge Hub - building on this year's content review and user experience research and wi15 explore the growing use of Al and how we can embrace new formats and tools to ensure our content continues to meet our busy members, needs. 3.5 fo ensure our workand declslons are Infonnedandsupported byhlgh quallty data and robust andsecure systems andprocesses. This year we implemented a new finance system to create a more user friendly and 'live' ability for members of staff to gather the information they need to ensure robust financial scrutiny can take place. We also continued to develop our cyber security Systems. Working with our new ￿ Managed Services provider we achieve recertification for Cyber Essentials, and are working towards Cyber Essentials Plus and IS027001 certification. We moved forward with our plans to improve our CRM by establishing a CRM technical team, supported by a senior Steering Group identifying priorities for investment into our data systems. We have secured additional funding for this work and have started to map out the improvements that are needed to better integrate systems, ensure more robust and complete data and support every part of our organisation to be more effective and data informed. li Annual Report & Accounts 2024-25 14 Homeless Llnk Financial review Total income for the year, £10.04m, was similar to the previous year (2023-24 £10.03) with a change in the mix of income. The most significant changes in the year were that: MEAM became an independent entity on the 31 December 2024 and therefore income recognised by Homeless Link decreased to £0.72m (2023-24 £1.07ml but this only represented 9 months of activity. In-Form income for the year, £4.14m, increased by 17% due to higher volume of customers increasing our annual license fee income by £0.64m. Trusts and foundations funding for some of our work has naturally come to an end and not been replaced in the financial year resulting in a £0.29m fall in income. Expenditure for the year was £9.66m {2023-24 £9.76m) a decrease of £0.1 m. The majority of the savings were the decrease in staff numbers 9812023-24 110) with MEAM becoming independent in December. Our total funds still increased to £1.SOm from £1.42m in the previous year with unrestricted funds totalling £1.18m and restricted funds £0.32m Change in Accounting Policy and prior year restatement Homeless Link has been investing in our software product In-Form making improvements and enhancements to meet the demands of our customers and increase our market share. In-Form income has increased from £2.1 m in 2021 to £4.1 m in 2025 but as we have expensed all our development costs. we have no financial statement assets to reflect this investment. We have decided to change our accounting policy to capitalise the development of costs of In-Form and to restate the financial statement figures of 2024. This change better reflects our investment in the software and our financial performance in 2024 and 2025. Reserves policy This year we have reviewed our reserves policy and made changes to ensure it best reflects our organi5ation as it 15 today. We have removed the reference to MEAM expenditure as MEAM are now an independent charity. We have also removed the requirement to deduct fixed assets from our unrestricted reserves as this is typically used by organisations that hold significantly high fixed assets which is not relevant to Homeless Link. These changes sit alongside a new accounting policy to capitalise expenditure on In-Form product development, this spreads the cost of product development over the economic life cycle and creates an asset on our finance statements which more accurately reflect the value of In-Form as a realisable asset. Homeless Link holds reserves primarily in order to maintain an adequate level of resilience against financial risks, and to be able to take advantage of new opportunities as they arise. The trustees determine a minimum level of unrestricted reserves to be held on the basis of risk- weighted financial forecasts for possible future adverse events. Examples include: Annual Report & Accounts 2024-25 Homeless Llnk Ability to maintain adequate working capital in the event of a significant delay in receipt of income. or a requirement to incur significant additional expenditure,. Ability to maintain service levels in the event of105s of a funding source, until the funding can be replaced or the charity can be appropriately restructured,. In the last resort, ability to wind up the charity on a solvent basis. On the above basis, the trustees require the charlty to hold reserves that represent at least 3 months spending excluding grant-making and In-Form expenditure. At the year-end. the charity's unrestricted reserves amounted to £1,203,145 (2023124 £868.749) exceeding 3 months spending as defined in our reserves policy. The reserves policy is reviewed annually by the Board of Trustees, and they have resolved to adopt this new reserves policy as a target. Annual Report & Accounts 2024-25 16 Homelèss Llnk Administrative details of the charity, its trustees and advisors Charity Number 1089173 Company Number 04313826 Registered Office Minories House, 2-5 Minories, London EC3N I BJ Statutory Auditor Moore Kingston Smith LLP 9 Appold Street London EC2A 2AP Principal Banker Unity Trust Bank plc Nine Brindley Place Birmingham B12HB Solicitor Russell Cooke 2 Putney Hill London SW15 6AB Trustees and dlrectors Jamie Burton KC Chair Anne McLoughlin Chair Adele Duncan Vice-chair Scott Robson Treasurer Harish Bhayani Independent Angela Lennox Independent Ross Watkins Independent Derek Heath Drugs Link Simon Hewett-Avison Homeless Oxfordshire Janice Hughes Two Saints Maria Iglesias Praxis David Smith Oasis Community Housing Resigned 6 July 2024 Salma Ravat One Roof Leicester Resigned 15 August 2024 Ellie McNeil YMCA Together Elected 5 December 2024 Gill Arupke Social Interest Group Elected 5 December 2024 Appointed 19 December 2024 Resigned 18 December 2024 Annual Report & Accounts 2024-25 Homeless Llnk Company Secretary Fiona Colley Senior stsff Rick Henderson Matt Harrison Fiona Colley Peter Smith Alan Carson Chief Executive Deputy Chief Executive Director of Social Change Director of Sector Development Director of Finance & Resources Resigned 1 July 2025 Appointed 20 May 2024 Structure, governance and management structure Homeless Link is a registered charity and a company limited by guarantee and is governed by its Articles of Association. Homeless Link Social Investment Limited is a wholly owned trading subsidiary of Homeless Link. Homeless Link (Trading) Limited is a wholly owned, currently non-trading, subsidiary of Homeless Link. Governance and management The Board of trustees of Homeless Link comprises a minimum of 5 and a maximum of 17 trustee5. Tru5tee5 of Homeless Link are also directors of the company, The Board is comprised of: up to 10 trustees elected from amongst our membership up to 7 independent trustees including up to 2 trustees with lived experience of homelessness Trustees are elected or appointed for an initial term of 3 years and may be elected or appointed for further periods of 3 years. No trustee may serve for more than 9 years continuously. The Board has three sub-committees, Audit & Risk, Remunerations & Nominations and Resources & Enterprise to undertake detailed oversight in those areas and to make recommendations to the Board. This structure was adopted in 2023 and reviewed in December 2024 with some minor refinements implemented in March 2025. Whilst the trustees have ultimate responsibility for the governance and direction of Homeless Link, the operations of Homeless Link are managed by the Chief Executive and the Senior Management Team, Charity Governance Code The Charity Governance Code is a practical tool to help charities and their trustees develop high standards of governance. The Code sets out aspirational principles and recommended practice for good governance and is intended to be a tool for continuous improvement towards the highest standard. Annual Report & Accounts 2024-25 18 Homeless Llnk In June 2021 we received the finding of an independent review to appraise ourselves against the Code and to provide a governance action plan. The review found that "Homeless Link's Board demonstrates many features of good governance as set out in the Code and there is evidence of ongoing review and development. However, as with most charities a review has identified scope for improvement in systems and processes to align arrangements with recommended practice." The recommendations of this review have now been fully implemented with the completion and implementation of the review of the Board sub-committees in 2023-24. After twelve months of operation we conducted a comprehensive review of our new sub-committee structure and processes, implementing some minor enhancement5 to the structure which is working well overall. We recruited 3 new trustees to the board including our new Chairjamie Burton KC. Trustees and staff have attended training on enhancing skills. diversity and inclusion within Boards and are reviewing their skills gapslneeds. The Board self-asse5ses against the Charity Governance Code annually and has not identified any significant concerns at this time. A strategic governance review, with external support, will be conducted in 2025-26. Trustee recruitment and training Homeless Link's trustees are recruited by a combination of membership election and Board appointment. Homeless Link provides an induction programme for trustees. which provides guidance on their legal responsibilities and obligations. The induction also provides an overview of the operations and practices of Homeless Link. The trustees regularly assess the skills required to provide comprehensive oversight and appoint and co-opt trustees to fill any potential skill gaps. We have implemented an annual trustee appraisal process. EDI and skills audits, and support trustees to develop their governance skills. Key management personnel remuneration The salaries and benefits are set based on the market rates for the sector in which Homeless Link operate5. Annual Report & Accounts 2024-25 19 ,Homeless Llnk Risk management The trustees recognise that in the dynamic environment in which the organisation operates, the risks encountered are continually changing. We maintain a central register of all significant risks facing the organisation. Each quarter our Senior Management Team review the risk register and highlight areas of progress and concern. These are then addressed by the managers of each team. The Audit & Risk board sub-committee scrutinises our full risk register on a quarterly basis, considering changes since the last meeting and action plans to control or mitigate the risks. At each Board meeting the Board receive, discuss and approve a review of the key risks facing the charity. The top four key risks we have currently identified for action are as follows along with the key control and mitigation actions in place or planned: Key Risk Loss of Influence Description Homeless Link faces competition for attention of Government, local government. and media from other charities. Mitigations Our clear organisational vision. values and strategy are underpinned by the high profile of our CEO and the mandate provided by wide membership. With the new government comes both chance for others to gain more influence and a risk of less interest in single homelessness and VCS voices. We actively engage with homelessness minister, other key ministers, Mayors and senior civil servants. Our CEO is a members of the Minister's Homelessness Expert panel. Our Social Change directorate is in regular contact with MPS of all parties and maintains our profile in Westminster with parliamentary events & a strong presence at Party Conferences. We target our communications resources to maintain an effective media and social media presence that reaches decision makers. We are working closely with the new government and civil servants to build the case for continued funding. Statutory funding Our government funding from MHCLG was rolled over for 2025- 26, but comes to an end in March 2026. This is supported with evaluation of the impact of our funded work. Government will need to be persuaded to continue VCSF funding and even if they do, we expert this to be subject to a competitive bidding process with decisions ve late in 2025-26. We are also contingency planning. Annual Report & Accounts 2024-25 20 Homeless Llnk Cyber security Cyber-attack on some or all of our systems. In place Cyber Essentials certification Multi-Factor Authentication on key systems Microsoft 365 Backups Microsoft Defender and ATP security software Cyber-attacks have cause significant detriment to a number of UK businesses and organisations in recent months. With the support of our IT managed services provider we will upgrade our security certification to Cyber Essentials Plu5 in 2025 and IS027001 in 2026. This will be supported with improved policies and procedures with mandatory staff training and full device management of all devices accessin Homeless Link systems Review of systems and processes complete with changes implemented to improve automation, reduce time spent and use all capabilities of existing systems. Finance systems Internal audit in 2023-24 identified areas where we need to improve our systems and controls to enhance management information and reduce risk of fraud. We have implemented a new cloud-based finance system and digital invoice verification s stem. Annual Report & Accounts 2024.25 21 Homeless Link Trustees. responsibilities in relation to the financial statements The trustees of Homeless Link are responsible for preparing the Trustees. Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year. Under that law. the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice {United Kingdom Accounting Standards and applicable law). Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charity for that period. In preparing these financial statements. the trustees are required to: select suitable accounting policies and apply them consistently; observe the methods and principles in the Charities SORP.. make judgments and estimates that are reasonable and prudent.. state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Statement as to disclosure to our auditors In so far as the trustees are aware., there is no relevant audit information of which the charitable company's auditor is unaware; and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. Auditor appointment As part of the regular review of our governance, we carried out a review of our audit provider and decided to re-appoint Moore Kingston Smith LLP. Approval The Trustees. Report was approved on 1 October 2025 and is signed on their behalf by Jamie Burton KC. Chalrof Trustees Annual Report & Accounts 2024.25 22 Homeless Link Independent auditors. report to the members of Homeless Link Oplnlon We have audited the financial statements of Homeless Link (the 'company') for the year ended 31 March 2025 which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard Applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements.. give a true and fair view of the state of the group's and the parent charitable company's affairs as at 31 March 2025 and of the group's incoming resources and application of resources, including its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011. Basls for oplnlon We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs{UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Concluslons relatlng to golng concern In auditing the financial statements, we have concluded that the trustees. use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees Wlth respect to going concern are described in the relevant sections of this report. Annual Report & Accounts 2024.25 23 Homeless Llnk Other informatlon The other information comprises the information included in the annual report. other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connettion with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial Statements or a material mi55tatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in thi5 regard. Oplnlons on other matters prescrlbed by the Companles Art 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees. annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and trustees, annual report have been prepared in accordance with applicable legal requirements. Matters on which we are requlred to report by exceptlon In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees. annual report. We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Act 2011 require us to report to you if, in our opinion: the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or the parent charitable company's financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees. remuneration Specified by law are not made,. or we have not received all the information and explanations we require for our audit. Annual Report & Accounts 2024-25 24 Homeless Llnk Responslbllitles of trustees As explained more fully in the trustees. responsibilities statement set out on page 22, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group and parent charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so. Audltor's responslbllltles for the audlt of the flnancial statements We have been appointed as auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to 155ue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAS (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether.due to fraud or error. design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances. but not for the purposes of expressing an opinion on the effectiveness of the group and parent charitable company's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. Conclude on the appropriateness of the trustees. use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group and parent charitable company's ability to continue as a going concern. If we conclude that a material uncertainty Annual Report & Accounts 2024.25 25 Homeless Llnk exists. we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the group or parent charitable company to cease to continue as a going concern. Evaluate the overall presentation. structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit report. We communicate with those charged with governance regarding. among other matters, the planned scope and timing of the audit and significant audit findings. including any significant deficiencie5 in internal control that we identify during our audit. Explanatlon as to what extent the audit was consldered capable of detectlng Irregularltles. Includlng fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, includi ng fraud is detailed below. The objectives of our audit in respect of fraud, are., to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with. governance of the charitable company. Our approach was as follows: We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council and UK taxation legislation. We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance. We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. Annual Report & Accounts 2024-25 26 Homeless Llnk We inquired of management and those charged with governance as to any known instances of non-compliance or susperted non-compliance with laws and regulations. Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transattions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and. in respect of the consolidated financial statements, to the charity's trustees. as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company's members and trustees those matters which 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 any paty other than the charitable company, the charitable company's members, as a body, and the charity's trustees, as a body, for our audit work, for thi5 report, or for the opinion we have formed. James Saunders (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor ,9 Appold Street, London, EC1 A 2AP Date: 2 December 2025 Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006. Annual Report & Accounts 2024-25 27 Homeless Llnk Consolidated statement of financial activities Incorporating income and expenditure account Fortheyear ended 31 March 2025 Restated 2024 Total Funds 2025 Unrestrirted Restricted Funds Funds Total Funds INCOME Income from charltable actlvltles Statutory income Trusts and Foundations MEAM Services Notes 1,543.059 215,079 429,500 4,141,319 1,883,113 159,243 388,780 313,644 295,167 1,931,839 2,080,563 528,723 821.600 724,667 1,066.036 4,141,319 3,551,967 1,883,113 1,869,824 159.243 138,000 In-Form Membership Services Grants Programme Other Income Other income 311,353 357.422 8,682.666 1.355,013 668.775 500.571 10.037.679 10.028.561 Total Income EXPENDrruRE Expendlture on ralslng funds Fundraising Expenditure on charltable activities Ending Homelessness Research and Development MEAM 66.S38 66.538 26,542 1,496.874 262,583 445,475 3,605,518 1,689,710 162,874 619,714 83,273 8.349,286 1,281.841 333380 73.172 416,294 434,364 347,910 1,913,168 2,193.950 696,947 820,723 793,385 1,003,399 3,605,518 3,335,768 1,689,710 1,574,457 162,874 143,724 702,987 657,776 9,631,127 9.756.339 406,552 272,222 In-Form Membership Serwices Grants Programme Other expenditure Totsi expendlture Net movement in funds for the year Reconclllatlon of funds: Unrestricted Transfer 9-10 32,964 (32,964) 291.697 Total funds brought forward MEAM Transfer of Reserves Totsl funds carried forward 1.131,859 (295,058) 1.203,145 1,423,556 1.151.334 (295,058) 1.535.050 1.423.556 20 331.905 Allincome and expenditure are derived from continuing activities. There were no other recogni5edgains or losses other than those statedabove. The notes on pages 32 to 58 form an integralpart of the financialsratements. A comparative of the Starement of FinancialActivities for theyear ended31 March 2024 is on page 59. Annual Report & Accounts 2024.25 28 Homeless Llnk Consolidated and charity balance sheets As at 31 March 2025 Restated Restated Group Charlty 2024 2024 Group 2025 Charlty 2025 Notes Fixed Assets Intangible fixed assets Tangible fixed assets Investments 13 747,421 42,561 747,421 42,561 454,896 70,733 454,896 70,733 13 14 789,983 789.984 525,630 525.631 Debtors: amounts falling due after one year Current Assets 15 Debtors & prepayments Cash at bank Short term investments 15 3,674,100 3,674,100 1,367,057 1,367,057 136,792 136,792 5.177,949 5,177.949 3,311,270 3,212,328 1,786,062 1,510.158 139,546 139.546 5,236,878 4.862.032 16 Credltors: amounts falling due within one year Net current assets 17 (4.432,8821 {4,432.882) {4,338,9521 (3,964,106) 745,067 745.067 897,926 897.926 Total assets less current liabilities Credltors: 1,535,050 1.535.051 1.423.556 1.423.557 amounts falling due after one year Net assets 18 1,535,050 1,535,051 1.423.556 1,423.557 Represented by 2025 2025 2024 2024 Funds Unrestricted funds.. general Unrestricted funds: designated Restricted funds 19 1,203,145 1,203,146 868,749 868,750 263.110 263,110 291,697 291,697 1,423,556 1.423.557 19 20 331,905 331.905 1,535,050 1,535,051 Total Funds The accounts were approved and authorised for issue by the Board of frustees On l Ocrober2025 and signed on their behalf by.. Jamie Burton KC, Chair of the Board of Trustees Annual Report & Accounts 2024-25 29 Homeless Llnk Consolidated statement of cash flows For the year ended 31 March 2025 Restated Group 2024 Group 2025 Cash flows from operatlng activities: Net (expenditure) l income (as per the Statement of Financial Activities) Depreciation Increase in short-term debtors Decrease in Homeless Link Social Investment Ltd; Long-term debtors 406,552 324.480 (362,830) 272,222 214.492 {103,671) 113,940 1,036,421 Increase in short-term creditor5 Decrease in Homeless Link Social Investment Ltd: Long-term creditors 93,930 (367.788) Return of Funds to MEAM Net Cash inflow/(oufflow) from operating activities Purchase of intangible assets Purchase of fixed assets 1295,058) 167,074 (570,874) (17,961) (588,835) 1,165,616 (491,494) (13.828) (505.322) Net Cash outflow from capital expenditure and investments Change in cash and cash equlvalents in the reporting perlod (421,759) (660.294) Cash and cash equivalents at the beginning of the reporting period 1,925,608 1,265,314 Cash and cash equivalents at the end of reportlng perlod 1.503.849 1,925,608 Analysls of cash and cash equivalents Cash in hand 1.367,057 136,792 1,503.849 1,786.062 139.546 1,925,608 Short term investments Totsl cash and cash equivalents Annual Report & Account5 2024-25 30 Homeless Llnk Consolidated statement of cash flows For the year ended 31 March 2025 Analysis of changes in net debt Other Cash non-cash At end of Flows . charges year At start of year Cash in hand 1,786,062 (419,005) 139,546 (2,754) 1,925,608 (421,759) 1374,846) 1,367,057 136,792 1,503,849 Short term investment Loans falling due within one year 374,846 Loans falling due after more than one year Changes In net debt 1,550,762 (421,759) 374,846 1,503.849 Annual Report & Accounts 2024-25 31 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 1. ACCOUNTING POLICIES Basls of preparation Homeless Link constitutes a public benefit entity as defined by FRS102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 1021 including update bulletin 2, the Charities Act 2011, the Companies Act 2006 and United Kingdom Generally Accepted Practice. The financial statements have been prepared in Sterling, which the functional currency of Homele55 Link. Monetary amounts in the financial statements are rounded to the nearest Pound. Con5011dated financial statements The financial statements consolidate the results of Homeless Link and its wholly owned subsidiary, Homeless Link Social Investment Ltd on a line-by-line basis. The subsidiary company has the same year end date of 31 March 2025. Golng Concern The trustees have assessed whether the use of Going Concern is appropriate and have considered possible events or conditions that might cast significant doubt on the abllity of the group to continue as a Going Concern. The trustees have given due consideration to the longer-term impact of the Covid-19 pandemic on the charity's operations and the current cost of living crisis. Having reviewed forecasts prepared by management, the trustees are confident that the charity and group will continue to meet its obligations as they fall due and therefore the Going Concern basis continues to be appropriate. Crltlcal accountlng estlmates and areas of Judgement In preparing the financial statements it is necessary to make certain judgements. estimates and assumptions that affect the amounts recognised in the financial Statements. There were no judgements and estimates considered by the trustees to have significant effect on the amounts recognised in the financial statements. Annual Report & Accounts 2024-25 32 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 1. ACCOUNTING POUCIES (continued) Investments Unlisted investment comprises investments in subsidiaries which are measured at cost less impairment. Income Grants, donations and legacies are recognised as income when they are receivable. Membership fees are apportioned over the period of membership. Fees from training and events are treated as income on the date the good5 or services are supplied. In-Form annual license fees are apportioned over the period of the signed contract Other income from social enterprise activities is spread evenly over the period to which the services relate. Expendlture Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement will be required, and the amount of the obligation can be measured reliably. Expenditure is classified under the following actlvity headings: Expenditure on raising funds,. and Expenditure on charitable activities. Allocatlon of support costs Expenditure that cannot be directly attributed to specific activities and services are pooled together as central overheads and are apportioned across activities and services using staff full time equivalents. Grants payable Grants payable are payments made to third parties in the furtherance of the charitable objectives of the Charitable Company. The grants are included in the Statement of Financial Activlties in the period in which the awards are made. Fund accountlng Unrestricted funds are available for use at the discretion of the trustees in furtherance of the charitable objectives of Homeless Link. Unrestricted funds include designated funds where the trustees, at their discretion. have created a fund for a specific purpose. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further details on each fund are disclosed in Notes 19 and 20. Annual Report & Accounts 2024-25 33 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 1. ACCOUNTING POUCIES (continued) Depreciatlon of Tangible and Intangible Fixed Assets It is Homeless Link's policy to capitalise assets Costing over £500. Depreciation is calculated so as to write off the cost of intangible and tangible fixed assets on a straight-line basis over their expected life. Rates of Depreciation: Computer Equipment and systems Furniture and other equipment Leasehold Improvements Three years Five years Remaining length of lease Capltallsatlon of Intanglble Flxed Assets Intangible assets are capitalised when the aggregate costs are over £10,000. Costs from internal staff and external costs that contribute to the development work of In-Form are capitalised as intangible assets. The intangible assets in the accounts will be amortised over three years. A policy change has been made to capitalise In-form development costs to reflect the investment in our software which previously was expensed in the income statement. and no value was reflected in our financial statement. Our opinion is that the financial statements were not accurately reflecting the value of the asset and therefore a decision to implement this new policy to capitalise development cost5 and restate the prior year financial Statements, Annual Report & Accounts 2024-25 34 Homeless Llnk Changes to prior year financial statements Restated 2024 2024 Difference Expendilure on chaTltable activllles In-Form 3,335,768 3,731.350 1395,5821 Total Expendlture Net movement in funds for the year Reconciliation of funds: 9,756,339 10,151.921 1395.5821 272,222 {123,3601 395,582 Totaltunds Carrled lorward 1,423,556 1,027.973 395,582 Intan ible Fixed Assels 454,896 59,313 395,582 Net Asset5 1,423.556 1,027,973 395.582 Unrestricted funds.. general 868,749 473.166 395.582 Total Funds 1,423.556 1,027.975 395.582 Penslons Homeless Link pays defined contributions into a stakeholder pension scheme set up in 2008. Contributions are charged to the Statement of Financial Activities as they occur. Leased assets Rentals applicable to operating leases, where substantially all the benefits and risks of ownership remain with the lessor. are charged to the Statement of Financial Activities as they occur. Short term Investments The trustees, having regard to the liquidity requirements of operating the charity, have invested surplus funds in short-term units. COIF Charities Investment Fund Accumulation Units, managed by CCLA. Short term investments are included on the balance sheet at their market value at the end of the financial year. Realised and unrealised gainsl(losses) are credited/(debited) to the Statement of Financial Activities in the year in which they arise. Annual Report & Accounts 2024-25 35 Homeless Llnk Notes to the linancial statements For the year ended 31 March 2025 2 STATUTORY INCOME Unrestricted Funds Restrlrted 2025 Funds Total Department for Levelling Up, Housing and Communities Greater London Authority (GLA) London Councils Department of Health and Social Care 923,656 619,403 130,867 1,054,523 619,403 154,240 154,240 103,673 103,673 388,780 1,931,839 1,543,059 Unrestrlcted Funds Restrlcted Funds 2024 Total Department for Levelling Up, Housing and Communities Greater London Authority (GLA) London Councils Department of Health and Social Care Welsh Government 1,003,615 537,300 211.632 1,215,247 5.500 542.800 188,021 188,021 132,245 132,245 2,250 2,250 539.648 2,080,563 1,540,915 Annual Report & Accounts 2024-25 36 Homeless Link Notes to the financial statements For the year ended 31 March 2025 3 TRUSTS AND FOUNDATIONS Unrestrlrted Restrlrted 2025 Funds Funds Total City Bridge Foundation Jongen Charitable Trust Lloyds Bank Foundation London Housing Foundation Salford University Nationwide Foundation St Martin-in-the Fields Charity 57,650 57,650 150,000 52,553 22,929 42,1 $0 56,694 146,747 528.723 150,000 52,553 22,929 42,150 56,694 146,747 313,644 215.079 Restrlcted Funds 2024 Funds Total Access - The Foundation for Social Investment 43,320 135,085 65,000 43,320 135,085 65,000 30,000 150,000 42,246 23,094 City Bridge Foundation Comic Relief John Laing Charitable Trust Jongen Charitable Trust Lloyds Bank Foundation London Housing Foundation National Institute for Health and Care Research National Lottery Community Fund Nationwide Foundation St Martin-in-the Fields Charity 30,000 50,000 100,000 42,246 .23,094 31.167 31,167 115.303 90,978 95,407 821.600 11 5,303 90,978 95,407 687,339 134,261 Annual Report & Accounts 2024.25 37 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 4 MEAM Unrestrlcted Funds Re5trfcted Funds 2025 Total National Lottery Community Fund Other income 328,544 100.956 266,903 595,447 28,264 129,220 295.167 724,667 429,500 Unrestrlcted Funds Restrirted Funds 2024 Total National Lottery Community Fund Other income 301,686 64,350 700,000 1,001,686 64,350 366,036 700,000 1,066,036 S IN-FORM Unrestrfcted Restrlcted 2025 2024 Funds Funds Total Total Annual Licence fees Implementations & professional sen4ices 3,603,183 3,603,183 2,964,206 538,136 4,141,319 538,136 4,141,319 587.761 3,551,967 Allln-Form Income Is unrestrlrted. Annual Report & Accounts 2024-25 38 Homeless Llnk Notes to the financial statements For the year ended 31 Morch 2025 6 MEMBERSHIP SERVICES Unrestrlcted Funds Restrlcted Funds 2025 Total 2024 Total Training Consultancy services Membership fees Events and conferences Job advertising 862,378 544,726 289,888 145,781 40,340 1,883,113 862,378 544,726 289,888 145,781 40,340 1,883,113 778,905 635,598 323,963 89,243 42,115 1,869,824 AI/Membershlp Servlces Income 15 unrestrlrted. 7 GRANTS PROGRAMME Unrestrlcted Funds Restrlcted Funds 2025 Total 2024 Total Albert Hunt Trust Access - The Foundation for Social Investment Homewards Fund 100,000 38,000 159,243 159,243 1 59.243 1 S9,243 138,000 Allfunds recelved for our Grants Programme are restrlrted. Annual Report & Accounts 2024-25 39 Homeless Llnk Notes to the financial statements For the year ended 31 March 202S OTHER INCOME Unrestrlcted Restricted Funds 2025 2024 Funds Total Total HL Social Investment Interest receivable Individual and Corporate Donations London Homeless Collective Other Consultancy services Other income: Secondment 25,265 51,107 47,664 315,798 341,063 51,107 47.664 41,624 122,798 64,519 668,775 46,875 21,589 114,163 71,544 185.691 60.709 500,571 41,624 122,798 64,519 311,353 357,422 Slgniflcant Donatlons Included In above £1,000 The Calypso Browning Trust Jongen Charitable Trust 3,000 100,000 3,000 100,000 Annual Report & Accounts 2024-25 40 Homeless Llnk. Notes to the financial statements For the year ended 31 March 2025 9 Analysls of expendlture Payments to partners Salaries Dlrect Support costs 2025 Total costs Ending Homelessness Research & Development MEAM 135,116 1.179,620 307.017 291,415 1,913,168 19,997 371,071 212,986 92,893 696,947 88,532 432.966 145,917 125,970 793.385 1,915,516 1,083.100 606,902 3,605,518 611,697 846,943 231,070 1,689,710 28.807 5,232 11.885 162,874 477,649 190.749 101,127 769,52S 360,595 5,017,326 2,791,944 1,461,262 9,631,127 In-Form Membership Services Grants Programme Other expenditure 116,950 Payments Salaries Direct Support Restated 2024 Total to partners costs costs Ending Homelessne55 Research & Development MEAM 245.334 1,322.182 305,869 320,565 2,193.950 26,544 552,150 115,440 126,589 820,723 111,008 591.200 136,940 164,251 1,003,399 1,736,360 964,972 634.436 3,335.768 525.529 760.833 288,095 1,574,457 5,724 138,000 143.724 412.220 173,709 98,389 684.318 382,886 5,145.365 2,595.763 1,632,325 9,756,339 In-Form Membership Seniices Grants Programme Other expenditure Annual Report & Accounts 2024-25 41 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 10 Analysls of support and governance costs Restated 2024 Support Govern 2025 Support Govern Total Total Office management IT Support Depreciation Training Premises 101,191 249,564 322,598 8.869 169,912 101,191 249,564 322,598 8,869 169.912 6,244 14.970 66,597 346,113 64,201 33.558 173,662 388,908 214,492 1 S,296 171.427 30,240 173,662 388,908 214,492 1 S,506 171.427 33.777 28,402 126,470 263,783 97,222 26.407 37,354 54,916 61,444 1,632,326 210 Legal & professional Audit fees 6,244 14,970 19,979 3.537 28.402 21,545 Senior Management Finance Support Human Resources 46,618 346,113 57,781 33,558 104,925 263,783 89,472 26.407 37,354 77,445 54.916 47,613 1,461,262 1,570,882 6.420 7,750 Insurance Bad Debts Redundancy costs 77,445 1,413,649 These governance and support costs have been allocated to charitable activities in proportion to the amount of staff time spent on these activities, 11 Analysis of stsff costs. trustees, remuneration and expenses and the cost of key management nll 2025 Restated 2024 Total Total Wages & salaries Social security Costs Employers pension costs 4,853,045 507,939 240,103 5,601,087 4,949,791 498.996 221,725 5,670.512 2025 2024 The average number of staff employed by Homeless Link (FTE) during the year 98 110 Annual Report & Accounts 2024-25 42 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 11 Analysls of Stsff costs, trustees, remuneratlon and expenses and the cost of key management personnel (contlnued) The number of employees whose emoluments amounted to over £60,000 in the year were as follows: £60,000 -£69,999 £70,000 -£79.999 £80,000 -£89,999 £90,000-£99,999 £100,000-£109,999 £110,000-£119.999 £120,000-£129,999 2025 2024 Employer's pension costs attributed to employees paid over £60,000 were: £57,216 £62.473 Homeless Link has purchased indemnity insurance in respect of the trustees and officers. No Homeless Link trustee was paid or received any other benefits from employment with Homeles5 Link in the year (2024: nil). Neither did any trustee receive payment for professional or other services supplied to Homeless Link in the year (2024.. nil). Homeless Link reimbursed o (2024: nil) trustees, travel and accommodation expense5 for meetings in the year as follows: 2025 £0 2024 £0 The key management personnel of Homeless Link comprise the trustees, the Chief Executive Officer, Deputy Chief Executive Officer. Director of Social Change, Director of Sector Development and Director of Finance and Resources. The total employee benefits for the key management personnel were £551,750 (2024: £440,526). Annual Report & Account5 2024-25 43 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 12 NEf MOVEMENTIN FUNDS Restated 2024 Net income/(expenditure) for the year is stated after charging 2025 Audit fee 14.902 28,402 322,598 214.492 86,242 189,047 Depreciation Operating lease rentals 13 TANGIBLE AND INTANGIBLE FD(ED ASSErs Totsi Tangible Flxed Assets Fixtures Leasehold Computer and Improvement Equipment Equipment GROUPAND CHARrrY Cost At 01 April 2024 Additions Disposals At 31 March 2025 58,718 330,987 17,961 58,141 447.846 17,961 58.718 348,948 58,141 465,807 Depreclatlon At 01 April 2024 Charge for year Disposals At 31 March 2025 25,082 19,705 296,452 23,866 55,579 2,562 377,113 46.133 44,787 320,318 58,141 423.246 Net Book Values At 31 March 2025 13,931 28,630 42,561 At 31 March 2024 33,636 34,535 2,562 70,733 Annual Report & Accounts 2024-25 Homeless Link. Notes to the financial statements For the year ended 31 March 2025 13 TANGIBLE AND INTANGIBLE FIXED ASSETS (continued) Restated In-Form Development Web Design Asset and Systems Total Intanglble Fixed Assets GROUPAND CHARrrY Cost At 01 April 2024 Additions Disposals At 31 March 2025 482,744 548,274 153,225 22.600 635,969 570,874 1.031.018 175,825 1,206,843 Depreclatlon At 01 April 2024 Charge for year Disposals At 31 March 2025 87,161 230,854 93,912 47,493 181,073 278,347 318,015 141.405 459,420 Net Book Values At 31 March 2025 713,001 34,420 747,421 At 31 March 2024 395,583 59,313 454,896 Annual Report & Accounts 2024-25 45 Homeless Llnk Notes to the financial statements For the yeor ended 31 March 2025 14 INVESTMENTS Group Charlty Group 2025 2025 2024 Charlty 2024 Homeless Link (Trading) Limited Homeless Link Social Investment Ltd Homeless Link (Trading) Limited is a wholly owned, currently dormant subsidiary of Homeless Link and 15 incorporated in England and Wales. Its registered ofFice is Minories House, 2-5 Minories, London. England, EC3N 1 BJ, This subsidiary is not consolidated as it is not material to the group. Change Account Limited was dissolved during the year ended 31 March 2023 with nothing realised from the investment. Homeless Link wholly owns a Special Purpose Vehicle (spv), Homeless Link Social Investment Ltd that provides blended finance to help homelessness organisations support homeless people. The subsidiary is incorporated in England and Wales with registered office at Minories House, 2-5 Minories, London, England EC3N 1 BJ. Homeless Link Social Investment Ltd provides unsecured loans and grants of between £25k and £150k repayable over a maximum of 4 years. There are no future plan5 to provide any further loans or grants. A summary of Homeless Link Social Investment Ltd's accounts are as follows: Annual Report & Accounts 2024-25 46 Homeless Llnk. Notes to the financial statements For the year ended 31 March 2025 14 INVESTMENTS (continued) Homeless Link Social Investment Ltd Proflt and Loss Account for the year ended 31 March 2025 2025 2024 Total income 323,626 46.875 Totsi expendlture Net Profitl(Loss) Transfer to Homeless Llnk Profltl{loss) on ordlnary artlvltles aftertaxatlon 25,036 298.590 298,590 46.875 Homeless Llnk Soclal Investment Ltd Balance Sheet as at 31 March 2025 2025 2024 Long-term Assets Debtors: amount falllng due after one year Current Assets Debtors and prepayments Cash and bank 98,942 275.905 374,847 Total current assets Credltors: Amounts falling due in one year Net current assets (374.846) Long term creditors Net Assets Ordinary Share Capital Owner's Equity Annual Report & Accounts 2024-25 47 Homeless Link Notes to the financial statements For the year ended 31 March 2025 15 DEBTORS AND PREPAYMENTS Group 2025 Charity 2025 Group 2024 Charity 2024 Trade debtors Prepayments Other debtors Homeless Link Social Investment Ltd Loans Accrued income 2,510,719 2,510,719 2,270,594 2,270,594 1,022.290 1.022.290 829.128 829.128 30,900 30,900 30.920 30.920 98,942 110,191 110,191 81,686 81,686 3,674,100 3,674,100 3,311,270 3,212,328 16 SHORT TERM INVESTMENTS Net Movement durlng the year 31.03.2025 01 .04.2024 COIF Charities Investment Funds Accumulation Units 139,546 {2,754) 136,792 Annual Report & Accounts 2024-25 48 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 17 CREDrroRS Amounts falllng due wlthln one year Group 2025 Charity 2025 Group 2024 Charity 2024 Trade creditors 868,066 4,164 868,066 4.164 884.173 74.980 374.846 2,972,586 2,972,586 2,321,294 2,321.294 524,484 524,484 522,557 522,557 63,582 63,582 161,102 161,102 4,432,882 4,432,882 4,338,952 3,964,106 884.173 74,980 Sundry creditors Homeless Link Social Investment Ltd Loans Deferred income Other tax and social security Accruals Deferred Income anatysls Net Movement durlng the year 31.03.2025 01.04.2024 In-Form Licensing income CHAIN Membership fees Strategic Insight Tool for Rough Sleeping in London Consultancy Training Other 1,846,355 71,480 123,284 620,659 2,467,014 (71,4801 13,515 136,799 144,000 (144,000) 65,760 65.760 {17,918) 118,257 184,756 184.756 651.292 2,972,586 136,175 2,321,294 18 CREDrroRS: Amounts falllng due after one year 2025 2025 2024 2024 Homeless Link Soclal Investment Ltd Loans This represents net amounts due to Big Society Capital Limited and National Lottery Community Fund. for the loans issued. Big Society Capital Limited has fixed and floating charge over all the assets of Homeless Link Social Investment Ltd. Annual Report & Accounts 2024-25 49 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 19 MOVEMENT ON FUNDS Restated unreSt￿tted Restrlcted GROUP AND CHARITY Total Opening balances as at 01 April 2024 Income 1,131,859 291,697 1,423,556 8,682.666 1,355,013 10,037,679 (8,349.286) (1,281,841) (9.631,127) 32,964 {32,964) (295,058) 1,203,145 Expenditure Unrestricted Transfer MEAM Transfer (295,058) 1,535.050 Closing balances as at 31 March 2025 331,905 See note 20 for detalls of restrlcted funds. Analysls of movements in Unrestrlcted Funds: Restated Funds at 01.04.2024 Funds at 31.03.2025 Income Expendlture Transfers General fund Deslgnated Fund5: MEAM Partnership fund 868,749 8,253,166 (7,951.734) 32,964 1,203,145 263,110 429,500 1.131.859 8,682.666 (397.552) (295,058) (8349.286) (262,094) Total 1.203.145 MEAM Partnership Fund: This fund has been created to provide cover for cost of closure of the partnership should winding up become necessary. MEAM has become it's own independent company and separated from Homeless Link on 31" December 2024. Annual Report & Accounts 2024-25 50 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 20 RESTRicfED FUNDS GROUP AND CHARrrY Funds at Funds at Income Expenditure Transfer 31.03.2025 01.04.2024 Capital Capacity Fund City Bridge Trust Health and Wellbeing Alliance Homelessness Practice Incubation Homelessness Prevention Project Housing First England No Recourse Project {Lloyds Bank Foundation) London Homeless Collective London Plus Project Making Every Adult Matter {MEAMI-Lottery Making Every Adult Matter {MEAMI-Policy Social Investment Fund Total Restrlcted Funds 130,867 57,650 103,673 146,747 125,058 97,052 109,080 149.078 64,175 86,819 5,809 1,327 40,263 466 5,407 19 10,251 63,850 18,038 7,939 325 56,694 12,087 15,213 25,019 34,460 52,553 41,624 154,240 37,239 15,212 65,685 (9581 182,157 (6,543) 45.739 71,713 266,903 318,773 (19,843) 12,890 28,264 315,798 291.697 1.355,013 29,137 (12,017) 17,588 (27,119) 1,281,841 (32,964) 271,091 331.905 Annual Report & Accounts 2024-25 51 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 20 RESTRICTED FUNDS (continued) Capitsl Capacity Fund Homeless Link received a grant from the Albert Hunt Trust to enable us to grant fund small homelessness charities to do. preparatory work on developing capital funding projects for thei r charities. Clty Brldge Trust City Bridge Trust provided funds to enable the development and launch of a leadership training and coaching programme for homelessness charities in London. Health and Wellbeing Alllance This service is funded by the Department of Health and Social Care (DHSC) to facilitate integrated working between the voluntary and statutory sectors and support a two- way flow of information between communities. the Voluntary. Community and Social Enterprise (VCSE) sector and policy leads,. and to amplify the voice of the VCSE sector and people with lived experience to inform national policy, promote equality and reduce health inequalitie5. Homelessness Prartlce Incubatlon Homeless Link received a 3-year grant from the St Martins in the Fields Charity to incubate emerging and promising practice in the sector and to unlock innovation through a series of capacity building activities. Homelessness Preventlon Project Homeless Link received a grant from the National Lottery Community Fund to carry out a research project into the nature and extent of homelessness prevention work in England and the charitable funding that supports it and to start to design what a coordinated programme of prevention might look like. This project was carried out in partnership with Cardiff and Heriot Watt Universities. Houslng Flrst England We received grant funding from Comic Relief, Nationwide Foundation and Crisis to support Housing First England. Alongside continued growth of the national movement. there is a focus on fidelity of services to the principles of Housing First in England; strategic policy influencing.. and securing housing supply to ensure that the model is sustainable and replicable. Annual Report & Accounts 2024-25 52 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 20 RESTRicfED FUNDS (contlnued) No Recourse Project Funded by Lloyds Bank Foundation and delivered in partnership with NACCOM, this is a strategic policy development project looking to understand the meaningful and practical solutions needed to support Non-UK Nationals with restricted eligibility experiencing homelessne55. Thi5 project will produce a final roadmap report setting out policy and practice changes needed to improve support, and throughout the process will inform our ongoing engagement with government officials. London Homeless Collective (LHC) Homeless Link is a member of and the administrator of the London Homeless Collective (LHCI. a grouping of 25 of London's homelessness charities working together to raise awareness and funds to end homelessness in London. We received a grant from the London Community Foundation to cover the costs of running the LHC and raised funds from the public and corporate sources for onward distribution to the members of the LHC. London Plus Project Grant aid of £164,265 was receivable in 2023-24 from the London Councils for the PLUS Project, funded under Priority 1, Strand 1.3. MEAM Lottery Grant This is a five-year grant running from 2017 to 2023 from Big Lottery Fund to support the work of the coalition on the MEAM Approach. All funds are used to promote the objects of Homeless Llnk Annual Report & Accounts 2024-25 53 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 21 RELATED PARTY TRANSAcfIoNS As Homeless Link is a membership organisation and our articles of association specify that members will be represented on the Board. As such related party transactions will always arise due to the nature of Homeless Link's activities. Homeless Link maintains a register of interests for Board and senior management team members and has adopted a conflict of interest policy for Board and staff members. All board and sub-committee meetings include declarations of any conflicts of interests which are managed in accordance with the policy and recorded in the minutes of the meeting. All of the related party transactions below are in accordance with our policies. and made on an arm's length basis, on our normal commercial terms. Derek Heath is the CEO of Druglink. They paid membership fees of £572 during the year. Simon Hewett-Avison is the CEO of Homeless Oxfordshire. They have an In-Form system provided by Homeless Link and were invoiced £15,586 in the year for this. They also paid membership, event and training fees of £7,323 during the year. Janice Hughes is employed by Two Saints. They paid membership and training fees of £28,556 during the year. Maria Iglesias is employed by Praxis. They paid membershlp, event and training fees of £4,922 during the year. Ross Watkins is a trustee of Herts Young Homeless Group, They have an In-Form system provided by Homeless Link and were invoiced £10,934 for this service in the year. They also paid membership, event and training fees of £601 during the year. Ellie McNeil is the CEO of YMCA Together. They paid membership, event and training fees of £1,478 during the year. Gill Arukpe is the Chief Executive of Social Interest Group. They paid fees of £57,570 during the year. Annual Report & Accounts 2024-25 54 Homeless Llnk. Notes to the financial statements For the year ended 31 March 2025 21 RELATED PARTY TRANSAcrtONS (contlnued) Trustees who left during the year Anne McLoughlin is a trustee of the Refugee Council. They have an In-Form system provided by Homeless Link and were invoiced £40,468 in the year for this. They also paid membership fees of £1,146 during the year. Salma Ravat is the CEO of One Roof Leicester. They paid £2,814 on membership and inform fees. David Smith is the CEO of Oasis Community Housing. They have an In-Form system provided by Homeless Link and were invoiced £48,352 for this service in the year. They also paid membership, event and training fees of £1,832 during the year. There were no other related party transactions that require disclosure in the year. Annual Report & Accounts 2024-25 55 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 22 ANALYSIS OF GROUP NET ASSETS 2025 Total Unrestrlrted Restricted Intangible Fixed Assets Tangible Fixed Assets Investments 747,421 42,561 747,421 42.561 Net current assets 413,162 331.905 745,067 Long term debtors Long term Ilabilities Balances at 31 March 2025 1,203.145 331.905 1,53S.OSO 2024 Restated Unrestrlcted Restrlcted Total Intangible Fixed Assets Tangible Fixed Assets Investments 454,896 70,733 454,896 70,733 Net current assets 606,229 291,697 897,926 Long term debtors Long term liabilities Balances at 31 March 2024 1,131,858 291,697 1.423.556 23 FINANCIAL COMMrrMENTS Commitments under non-cancellable operating leases were as follows: 2025 2024 Land and Building leases due: Within l year Between 2 - 5 years Total 86,242 102,805 86,242 189.047 86,242 Annual Report & Account5 2024-25 56 Homeless Llnk. Notes to the financial statements For the year ended 31 March 2025 24 TAX STATUS As a registered charity. Homeless Link falls within the definition of Charitable Company as defined in Part 1. Schedule 6 of Finance Act 2010 and is therefore potentially exempt from taxation of its income and gains. No tax charge has arisen during the year. 25 ULTIMATE CONTROLUNG PARTY Homeless Link Social Investment Limited and Homeless Link Trading Limited are wholly owned subsidiaries of Homeless Link, which is the ultlmate controlling party. The ultimate controlling party of Homeless Link are the trustees. 26 CAprrAL COMMrrMENTS There were no capital commitments not provided for in the financial statements (2024: None). Annual Report & Account5 2024-25 57 Homeless Llnk Notes to the financial statements For the year ended 31 March 2025 27 LONDON ACllVmES: LONDON COUNCIL SEcfioN 37 STATEMENT Grant aid of £164,265 was received in 2024125 from London Councils for the PLUS Project, funded under Priority 1, Strand 1.4. The following table illustrates how money was allocated across the partnership and that it has been used for the purposes outlined in the funding agreement: Grant Awarded Grant Spent Lead Partner- Homeless Link Delivery Partner-shelter 78.871 85,394 164.265 106,073 90,351 196,424 Breakdown for Homeless Llnk as Lead Partner Grant Awarded Grant Spent Staff costs Beneficiary costs Other costs 44,699 11,752 22,420 78,871 71.358 12.295 22,420 106,073 Breakdown for Shelter as Dellvery Partner Grant Awarded Grant Spent Staff costs Beneficiary c05tS Other costs 62,773 13,605 9,016 85,394 62.773 13.605 13.973 90,351 Homeless Link received £164,265 from London Councils for the Plus Project during the financial year ended 31 March 2025. Total expenditure during the year included £34.460 underspend from 2023124 of which £2,301 is being carried forward in 2024125. Annual Report & Accounts 2024-25 58 Homeless Llnk Consolidated statement of financial activities Incorporating income and expenditure account Forthe year ended 31 March 2024 Restated 2024 Total Funds Unrestrlcted Funds Restrlrted Funds INCOME Notes Income from charltable artlvltles Statutory income Trust and Foundations 1,540,915 134,261 366,036 3,551.967 1,869,824 539.648 687,339 700,000 2,080,563 821,600 1,066,036 3,551,967 1,869,824 138,000 MEAM Servlces In-Form Membership Services Grants Programme Other income 138.000 Other income 429,027 7,892,030 71,544 2.136.531 500,571 10.028,561 Total Income EXPENDtruRE Expenditure on ralsSng funds Fundraising Expendlture on charltable artlvltles Ending Homelessness Research and Development MEAM 26,542 26,542 1,338,106 385,435 296,364 3,335,768 1,574,457 855,844 435,288 707,035 2,193,950 820,723 1,003,399 3,335,768 1,574,457 143,724 657.776 9.756.339 272,222 In-Form Membership Services Grants Programme Other expenditure Total expenditure Net movement in funds for the year Reconclllatlon of funds: 143,724 657.776 7.614.448 277,582 9-10 2.141.891 (5,360) Total funds brought foThvard 854,277 297,057 1,151,334 Total funds carried forward 20 1,131,859 291,697 1.423,556 Annual Report & Accounts 2024-25 59 Homeless Llnk What We Do Homeless Link is the national membership charity for frontline homelessness services. We work to improve seNices through research, guidance and learning, and campaign for policy change that will ensure everyone has a place to call home and the support they need to keep it. Our social enterprises support the homelessness settor through specialised software, engaging training, expert consultancy, and impactful events that also helps to fund our wider work to end homele55ness for good. Homeless Link Minories House 2-5 Minories London EC3N IBJ @HomelessLink Let's End Homelessness Together Homeless Llnk