2025-03-31-accounts

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Report of the Trustees & financial statement for the year ending 31 March 2025

St. Petrock's (Exeter) Ltd. (A company limited by guarantee) Company registration no. 04312156

Charity registration no. 1090155

Registered in England & Wales

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~~|~~|| |---|---| |Trustees’ Report|4| |Charity Objectives|5| |Our Impact|12| |Financial Review|37| |Governance & Administrative|43| |Details|| |Statements of Financial Activities|47|

Photo credits: Liminal Media & St. Petrock’s

Trustees’ Report

The Trustees present their annual report, together with the financial statements of the charity, for the year ended 31 March 2025. These documents are also prepared to meet the requirements for a Directors’ Report and accounts for Companies Act purposes. The Trustees have adopted the provisions of 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 UK and ROI (FRS 102) (effective 1 January 2019).

Letter from St. Petrock’s Trustees

2025 marks 30 years since St. Petrock's centre first opened its doors. From the outset, St. Petrock's has been a strongly community-based organisation, bringing together people from all walks of life to address the needs of people without a home in our city. Originating as part of an umbrella organisation, it was started by local people who were concerned about the welfare of rough sleepers in the city centre in the 1990s, hoping that the services provided would no longer be needed within a few years. Sadly, 30 years later, rough sleeping and homelessness in general remain a very significant issue in Exeter and, tragically, look set to continue for some time to come.

Whilst homelessness numbers may continue undiminished, many of the underlying themes and personal stories behind the statistics are new. Over recent years, we have seen the clear impact of cumulative cuts to supported accommodation, mental health and social care services; we have supported increasing numbers of people with very significant and complex unmet needs, who have ‘fallen through the cracks’. At the other end of the spectrum – almost for the first time - we have supported people who are homeless for almost entirely economic reasons, as low-wages, soaring private rents and severe shortages of social housing create a ‘perfect storm’ from which it’s hard to escape. For both these groups, our teams have worked exceptionally hard in 2024/25 not only to adapt and meet their immediate daily needs but to address underlying causes – by speaking out against cuts, raising public awareness of challenges and (in September 2024) opening a new house to provide genuinely affordable accommodation for our homeless clients in work. Whilst these small steps may feel like a drop in the ocean at times, they are life-changing for the individuals they help. Perseverance is one of St. Petrock's core values; we are committed to being here for people without a home for as long as they need our support.

We therefore reach this 30-year milestone with mixed emotions. It is a tragedy that in 2025, so more people then ever are struggling without adequate accommodation in our city. However, St. Petrock's is here for the long-haul , and we are proud to have provided such an essential service to vulnerable members of our community over the years.

This consistent support has only been possible thanks to the sustained generosity of local people, who despite a cost-of-living crisis and wider challenges have made all our work possible through financial support, essential donations of clothing, survival equipment, volunteering time and more. Thank you to all our diverse, dedicated supporters , and to our hard-working staff and volunteers, for standing with us as we work towards a time when everyone in our city has a safe place to call home.

Mike Hutchinson Chair of Trustees

Charity Objectives

as defined by the memorandum and articles of association are:

(i) to relieve persons resident in Exeter and neighbourhood who are in conditions of need, hardship and distress, who are homeless or threatened with homelessness.
(ii)[the provision of social housing or other rented accommodation for persons who are] homeless or at risk of homelessness.

Our Vision

Is that everyone experiencing homelessness can feel safe in a place that they can call home.

Our Mission

Is to stand with and for people experiencing homelessness. We will not give up until everyone in the Exeter area can enjoy a place called home.

Our Values

We’re Exeter’s local independent, values-led homelessness charity.

Our work is informed by seven values which underpin not only what we do, but how we do it and how we relate to one another.

These are:

Respect: We believe that everyone is worthy of respect and dignity.

Compassion: We care about each individual and seek to meet them without prejudice.

Independence: By staying independent, we can always put those we help first.

Perseverance: We are here for the long haul, and will keep going for as long as the need exists.

Community: We long for those we support to feel fully part of the generous local community which supports our work.

Integrity: We commit to the highest standards of integrity and our values guide everything we do.

Accessibility: The people we help face multiple challenges, but accessing our services must not be one of them.

Why we are here

Despite its relative affluence, and a population of just 135,000, Exeter has areas of significant deprivation and has experienced high levels of homelessness since the 1990s. In 2024/25, St. Petrock's internal monitoring statistics suggest up to 45 individuals 1 sleep rough on our small city’s streets each night. Many more are experiencing hidden homelessness; sofa-surfing, sleeping in cars, empty buildings, living in unsafe accommodation or in temporary hostels, surviving without basic facilities.

1 St. Petrock's internal monitoring statistics

Our Aims

The causes of homelessness in our local area are multiple, complex and often deep-rooted at both personal and societal levels. They rarely involve merely a lack of shelter, or vanish when someone has a roof over their head. St. Petrock's works to address homelessness alongside the wider disadvantage and social exclusion that both contribute to a person becoming homeless, and make recovery challenging. From initial crisis support to supported reintegration into community, our range of holistic homelessness & housing services work together to support individuals at every stage of their journey away from homelessness. This long-term strategy is made possible by our relative financial independence , which enables us to develop innovative, adaptable services that genuinely put our clients’ needs first, and to be there for them for as long as they need our support.

We aim to:

Prevent homelessness occurring in the first place
Support people who are experiencing homelessness to address physical, social, emotional and financial needs
Increase access to housing, including by provision of our own supported accommodation Help individuals maintain their accommodation and break the cycle of repeat homelessness Improve the health, wellbeing and life expectancy of our clients
Enable access to training, volunteering and employment
Reduce re-offending and provide positive contributions to communities

All I can say to you all is thank you so much for helping me in need. If it were not for your staff I would be in hospital.

St. Petrock’s Client

Public Benefit - ensuring our work delivers our aims

St. Petrock's Trustees review our activities and strategies each year to ensure that we are effective in reaching those most in need in the local area, and in meeting our longer term aims. This review looks at what we achieved and the outcomes of our work in the previous 12 months. The review also helps us ensure our aims, objectives and activities remained focused on our stated purposes. By carrying out this review, the Trustees consider that they have complied with the duty, as outlined in Section 17(5) of the Charities Act 2011, to have due regard to general guidance published by the Charity Commission on Public Benefit and in particular its supplementary public guidance on the Prevention or Relief of Poverty for the Public Benefit when reviewing our aim and objectives and in planning our future activities.

St. Petrock's homelessness and housing services provide essential frontline interventions to some of the most vulnerable people in our community in crisis. We are often referred to as Exeter’s ‘fourth emergency service’ ; our consistent, accessible services are life-saving, providing the essential daily resources homeless individuals need to survive in very challenging circumstances and enabling them to rebuild their lives.

The services we provide also benefit the wider community in Exeter and the surrounding area. As Exeter’s key, independent local homelessness charity, St. Petrock's acts as a vital connection point between hard-to-reach individuals, support organisations, local residents, businesses and decision-makers. Our early interventions, and consistent liaison, reduces pressures on statutory services, helps allay the concerns of city-centre neighbours and improves the social environment. Our educational and advocacy work increases understanding of homelessness and helps foster community cohesion across the city for the benefit of all.

On the following pages, we examine the success of each of the key services and activities we have carried out in 2024/25 to achieve our aims, and the benefits they have brought to those groups of people we are set up to help.

Me and my dogs would not make it through without the support staff and women’s group [...] It’s a safe place for me to come.

- St. Petrock’s Client

Our services - 2024/25

For 30 years, St. Petrock's has been the first point of contact for vulnerable homeless adults in our city – and sometimes the last, when they have nowhere else to turn. Perseverance is one of our core values: our independence allows us to develop innovative, adaptable services that genuinely put our clients’ needs first, and to be there for them for as long as they need our support. Many people we support have complex needs, have experienced family breakdown, life-long deprivation, serious mental health issues or trauma, and struggle to navigate the challenges created by severe shortages of support services and affordable housing locally. Through our daily outreach around Exeter’s streets, specialist services in our homelessness centre and through our recovery housing in the community, we provide accessible, personcentred support to help people move forwards with their lives.

I think you guys do an amazing job across the board. You show an incredible amount of patience and compassion and understanding - St. Petrock’s Client

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Via 3 shared houses & 5 flats

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Client clothing donation point & income generation

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Showers, laundry, clothing, sleeping bags and more

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Nurse & mental health clinics, chiropody, haircuts

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To help people into independent living

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Meals & welfare checks across Exeter

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To shape public understanding of homelessness

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For former roughsleepers to prevent repeat homelessness

Such as the weekly women’s group

One-to-one support through the benefit system

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Referrals, advocacy & support to access accommodation & services

Impact - our year in numbers

In 2024/25, 467 people received support from St. Petrock’s and 243 new rough sleepers accessed our services.

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278 136 127 31 22
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People who accessed rough sleeper survival services

People in emergency / temporary accommodation who received support to prevent return to rough sleeping

People who were helped to access benefits and/or bank accounts

People who have found a home in St. P's own accommodation

People who received individual therapy with our clinical Psychologist

Services provided

There were 7,725 visits to survival services in our centre (an average of 29 visits per day.) We supported an average of 17 people per day on breakfast outreach and 20 on lunch outreach around the city.

In this time, we provided 635 sleeping bags, 1,057 showers and 1,404 one-to-one

homelessness key-working appointments for people sleeping rough.

Real-Life Impact

Based on the results of our 2025 centre client questionnaire, which surveys the wellbeing of beneficiaries and the impact they consider St. Petrock's to be having on their lives even whilst they are still homeless:

68% feel their overall wellbeing has stabilised or improved
74% feel their ability to cope with life has stabilised or improved
55% feel more optimistic about the future
74% feel their level of safety has stabilised or improved
71% report that their alcohol or drug consumption has stabilised or reduced
68% feel their level of happiness has stabilised or improved
68% feel their physical health has stabilised or improved
57% feel their mental health has improved since their first 1:1 support conversation at St. Petrock's

St. Petrock's has been a very positive addition to my life. All the staff are very friendly and helpful; they never stop smiling. They are also quick to offer knowledgeable advice and someone to talk to.

Even though there are so many of us who benefit from the facility, it always feels as if they have all the time in the world for us.

If they don’t know the answer to something, they will point you in the right direction or introduce you to someone who does...

St. Petrock’s Client

Key challenges & achievements in 2024/25

In 2022, St. Petrock's developed a Strategic Plan, focusing on strengthening internal systems and building resilience and capacity in response to multiple local challenges and global uncertainties as the charity emerged from the Covid pandemic. In 2024/25, we took final steps in achieving many of these goals, creating space to move beyond consolidation and look further outward (at the significant strategic role St. Petrock's can play in advocating for our homeless clients’ needs in the city), and further forward (by developing our longer term housing plans and other projects, to address some of them directly). A new Strategic Plan for 2025 – 2030 was subsequently developed and approved by Trustees in July 2025, and is discussed on p.39 below.

At an operational level, the ongoing impact of acute social housing shortages, unaffordable private rental accommodation and the cost of living crisis once more brought increasing numbers of vulnerable people to our doors. We supported 467 individuals across all our services last year, of whom around 250 were experiencing rough sleeping in Exeter for the first time. While demand for our services has continued to grow steadily, however, this increase is outpaced by the expanding diversity, severity and complexity of needs among those we support. The cumulative impact of repeated cuts to other mental health, social care and related services have taken a severe toll on many people in our city, contributing to increasing levels of homelessness and reduced appropriate housing options to help them move on. The resulting escalation of people with complex unmet mental health needs, trauma-related behavioural issues, and limited support options created significant challenges across our frontline services throughout the year. Amongst the most shocking combined impacts is the significant increase in premature deaths amongst the homeless and formerly homeless community, both locally and nationally.

In Exeter alone, 21 people currently or previously supported by St. Petrock's died in 2024 – up from 13 in 2023 . A growing percentage of these deaths are classed as ‘deaths of despair’, due to 3 suicide or drug-related death – to which a notable increase in issues with psychoactive and new synthetic substances has contributed. The need for compassionate, person-centred, frontline services in our city is greater than ever before.

3 The Museum of Homelessness: The Dying Homeless Project 2024 Findings Our investigation finds that 1611 people experiencing homelessness died in 2024 - a 9% increase on the previous year. — Museum of Homelessness

The evident, and tragic, real-life impact of these overlapping socio-economic factors, (which in themselves are far too great for any local charity to solve alone) strengthened our resolve to support the individuals before us as effectively as possible, develop our community partnerships and advocate more publicly and more vocally for wider systemic change. Against this extremely challenging backdrop, we therefore achieved the following against our goals for the year:

Developing and adapting our frontline homelessness services: Critical survival services in the accessible, welcoming space of our drop-in centre, enabled an average of 29 rough sleepers per day to feel clean, well-fed, supported and seen throughout the year. Meanwhile, our twicedaily outreach provided vital first contact for those new to Exeter’s streets, and maintained contact with former rough sleepers who needed extra support to avoid repeat homelessness. Through increasing our staffing provision, and continually reviewing our services, we were able to provide both consistency (though reliable daily support) and flexibility (by varying our centre services and targeted outreach) to be there for people in crisis when they needed us most.
Increasing our direct housing provision: Thanks to generous legacy funding from our designated Development reserve, we completed refurbishment of our third supported house , which opened to new residents in September 2024 and now provides a genuinely affordable home to 4 people who are moving away from homelessness into employment. This means that, in total, we are now able to provide safe, supported homes directly to 23 people who have experienced homelessness in Exeter. Meanwhile, we took significant steps towards our longerterm aim of becoming a Registered Provider of Social Housing , to ensure quality for our residents and further expand our housing provision over time. Our first stage application for Registered Provider status was submitted and accepted in 2024/25; significant work for stage two of the process is now underway.

Finishing modernisation of core systems: In 2024/25, we took significant further steps to complete the process of strengthening our internal IT, data, financial, HR and other core systems, which have been a key focus of our resilience and capacity-building over the past few years. Our homelessness centre benefitted from new, fast internet connectivity, enabling us to provide secure online access to rough-sleeping clients via wi-fi and an in-house PC. The introduction of a comprehensive cloud data storage system for staff and further development of our Inform client database transformed internal efficiency and client support by facilitating secure data sharing, accurate reporting and enabling swift, informed interaction with other agencies where relevant. Further steps to implement a new CRM to support our growing donor base were taken later in 2025.
Embedding the voice of lived experience in our governance and services: We are determined to ensure that the unique insights of people with lived experience of homelessness are heard properly and are given the opportunity to influence decision-making at multiple levels across the organisation. In 2024/25, alongside ongoing easy-access participation options, we introduced a new client wellbeing impact questionnaire and trialled a client focus group to gain more comprehensive feedback and input. We also recruited our first Trustee with lived experience of homelessness and, later in 2025, rolled out a new engagement strategy to residents in our supported housing. A fuller client engagement strategy for people accessing our centre is under development for 2026, ensuring our clients’ voices can effectively shape both our service delivery and governance.
Representing the needs of our homeless clients: Acutely aware of the scale, severity and diversity of challenges faced by our homeless clients, we have worked hard to advocate for their needs with strategic decision makers in the city this year, and have become a respected public voice on issues that affect them. Ahead of the General Election of July 2024, we published a homelessness manifesto and joint-hosted a hustings to raise awareness amongst political candidates. We published an open letter expressing our concerns about significant underreporting of Exeter’s rough sleeper numbers in the national annual ‘hotspot’ count, resulting in a change of methodology for subsequent years to improve accuracy. Meanwhile, St. Petrock's gained two new patrons in the Rt Rev Dr Mike Harrison (Bishop of Exeter) and Steve Race (MP), and four new ambassadors , who worked hard to increase understanding of homelessness in their spheres of influence within local business, media and at Exeter University.

Homelessness services

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Vulnerably Housed
41%
Rough Sleeping
59%
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Outreach sessions enabled the team to build relationships both with people currently rough sleeping and people in temporary accommodation who needed extra support to avoid sleeping rough.

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Non - binary
1%
Female
19.8%
Male
79.2%
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Our homelessness services are open to

homeless or vulnerably housed adults in and around Exeter. All our homelessness services operate on a drop-in basis, and clients can selfrefer.

Tim’s* experience shows how the trust St. Petrock's builds with people over time - and the team’s ability to act quickly and compassionately - can make the difference between stability and homelessness:

Tim, who had previously used support services at St. Petrock's whilst homeless, stayed in touch through our welfare advice service to receive ongoing benefits support. In spring 2025, he arrived at St. Petrock's door to hand in a benefits form and broke down in tears.

He was facing eviction from his private rented home in two days time and returned to the centre feeling terrified and overwhelmed, knowing it was a safe place to ask for help,

Tim had fallen behind on rent after illness and subsequent job loss; with limited literacy, he had not fully understood his landlord’s eviction notice and had hoped to be well enough to return to work.

St. Petrock's staff immediately intervened - contacting the landlord, liaising with the council’s homelessness team and supporting Tim through phone calls and forms that he struggled to manage alone.

Their swift action and advocacy led to a prevention payment that cleared half of his rent arrears and a plan with the landlord to clear the rest. Instead of losing his home and becoming homeless again, Tim remained housed, reconnected with health services and has since started part-time work as his health improves.

*Not his real name

Whilst our morning centre services focus primarily on people who are rough sleeping, our homelessness team also maintain contact with ‘Transitions’ clients - formerly homeless people who are struggling in temporary / emergency accommodation, or at risk following release from prison, hospital or mental health facilities. As an independent, trusted community presence, our team are often where people turn in crisis, enabling them to provide support, advocacy and liaison with accommodation providers to prevent repeat rough sleeping.

Homeless outreach service

~~We suppor~~ ted an average of 17 people at breakfast and 20 people at lunch on outreach - an increase of 11% over last year

13,247 meals were prepared by centre volunteers - an average of 54 per day

Many people experiencing homelessness face barriers to accessing mainstream support, often due to trauma or poor mental health. St. Petrock's homelessness outreach service bridges that gap by bringing specialist help directly to people where they are, as a gateway to wider support. Each weekday, our outreach team goes out across the city to connect with those sleeping rough or otherwise hard to reach. We offer hot drinks and freshly prepared breakfasts and lunches — cooked daily by volunteers in our centre kitchen — while building relationships based on trust and respect. This proactive approach helps us quickly identify new rough sleepers, provide immediate practical help , and encourage people to access further support at our centre. It also enables the team to stay in touch with other contacts, carry out welfare checks and spot health or safeguarding concerns early.

This consistent daily presence undoubtedly helped save lives in 2024/25, not least due to the worrying rise of ‘contaminated’ drugs, synthetic opioids and nitazenes on the streets. Often referred to as Exeter’s fourth emergency service, our first-aid trained staff – who also carry the opioid antidote Naloxone - were repeatedly called on by the public, local authority and police to assist seriously unwell individuals, often with life saving effect.

With frequent review, we were able to adjust our services according to changing need – varying our route and visiting locations of known rough-sleepers as required. Our outreach took place twice each weekday for most of 2024/25; however, with rising demand for indoor services towards the end of the year, our outreach services became more targeted, enabling us to refocus resources on our homelessness centre to cope with the increased numbers of clients.

Outreach - Warning of Potential Dangers

During outreach, the team often warn individuals of potential dangers. People experiencing homelessness are not always aware of weather warnings, or equipped to protect themselves. Extreme weather can be life-threatening if not properly addressed.

One such instance occurred in winter 2024 when the team were alerted to a riverside encampment located on a flood plain. With heavy rainfall an d high winds expected, there were concerns about the welfare of the inhabitants living in tents near the river. Upon arrival, the team found several individuals sheltering at the encampment, unaware of the impending storm. The team immediately recognised the risks posed by flooding and falling trees, and helped the group to relocate to safer ground.

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The team also provide guidance and supplies to mitigate extreme weather conditions. During the summer months, they distribute sun lotion and water bottles to prevent heat-related illnesses. In colder weather, they offer practical advice on sleeping safely and distribute sleeping bags and extra clothing to those in need.

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Survival, Support & Key-working Services in St. Petrock's Centre

St. Petrock's drop-in centre in the heart of the city is open five days a week , providing the space, warmth, non-judgmental crisis support and free facilities needed to make rough sleepers and street-attached people feel comfortable and connected.

The first priority of our skilled homelessness team is to meet people’s immediate needs, improve people’s health and establish trust, before looking for longer term solutions. Our daily survival services in St. Petrock's centre (including hot meals, showers, clothing, laundry facilities and sleeping bags) experienced intense demand in 2024-25 (alongside device charging, post, phone / computer access and more). Generous donations of clothing, survival equipment, harvest festival food and other resources from the community helped our team respond swiftly and effectively to these practical needs.

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Clothing Issued 2613
Key Working 1404
Devices Charged 1341
Showers Taken 1057
Laundry Done 778
Sleeping Bags Issued 635
Mental Health Support 569
Computer Use 252
Belongings Stored 231
Physical Health Support 182
Safeguarding 31
0 500 1000 1500 2000 2500 3000
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Our homelessness centre also offers something very simple, often overlooked, yet essential: a calm space of respite in which to just ‘be’, rest and sleep, free from fear.� When sleeping rough, people are almost always without privacy, leaving people feeling extremely vulnerable abuse and violence. Conscious of escalating external incidents of distressing behaviour, threats and violence on the streets, our team have worked hard this year to create a welcoming, non-judgmental space in our centre, where clients can relax with a hot drink and find some peace, knowing they are safe. Seeking feedback and responding to simple requests from clients around room layout and access have transformed the atmosphere, enabling them to experience a sense of dignity, ownership and belonging they don’t have elsewhere.�

The team provided 1404 key working sessions - an increase of 43% over the past 2 years.

This calm space has been of particular value to our increasing number of more vulnerable clients with complex needs, who feel they can take time to step back, take stock of their situation and receive one-to-one support to make plans going forward. By meeting people’s needs in a nonjudgmental space, our team can support people to access the wider specialist help available

addiction support and trauma-informed care to provide personalised support, referrals, access to and liaison with a range of external specialist services.

‘Bridging the gap’ with statutory services and advocating on clients’ behalf with Local Authority and housing providers, healthcare and adult social services has become an increasingly important part of our work over the past year, as service cuts have increasingly left vulnerable individuals unsupported. We have worked hard to develop new and closer relationships with local community and statutory partners, including the city-centre police, Exeter City Council Community Safety teams, Probation and statutory mental health and safeguarding services in order to improve support co-ordination and share appropriate client concerns.

These partnerships have also enabled us to extend the range of on-site services from external providers provided within our centre. Weekly drop-in sessions with an Exeter City Council Housing Officer (to help individuals make homelessness applications and access accommodation), regular clinics and shared outreach sessions with medical staff from Exeter’s Clocktower GP Surgery, the Hepatitis Trust and more have enabled clients to access specialist support in a safe familiar environment.

Although the number of visits to our centre remained fairly constant across the year, the complexity of specialist support provided by our team – and the incidents of distressed and distressing behaviour they have managed – has notably increased. Throughout 2024/25, we increased our homelessness team staffing capacity, and invested in additional specialist training and clinical supervision to equip our team to meet these frontline needs as best we can.

Stuart’s* story illustrates the critical role that St. Petrock’s services play in building trust with vulnerable individuals who are not receiving any support elsewhere and helping them to access appropriate services.

When Stuart started accessing the centre, he was quiet and found it difficult to communicate clearly. He struggled with social interactions and he began to be targeted by other street attached clients and he was physically attacked on a number of occasions.

As the team developed a rapport with Stuart, they began to piece together his history. He had lived independently for many years before experiencing a significant mental breakdown. This resulted in arrest, sectioning under the Mental Health Act and the subsequent loss of his accommodation. He was then discharged from hospital for behavioural rather than medical reasons.

This left Stuart rough-sleeping and unsupported with significant untreated mental health needs and at high risk. As the only place he was accessing for support was St. Petrock’s, the team were able to coordinate with other services and provide a space for a mental health worker to meet him in our centre. As a result, we were able to attend a multi-agency risk meeting and ultimately support him through some complex legal issues and into supported accommodation.

Stuart continued to use the centre for about a week to help him adjust until he felt ready to move on to a new chapter. *Not his real name

On-site Mental Health Support

In 2024/25:

128 one-to-one therapy appointments with a clinical psychologist were available at our centre, benefitting 22 individuals
569 wider mental health support provisions were made by our homelessness team

Many of our clients face major challenges accessing healthcare through traditional clinical routes or navigating complex systems. As a result, serious physical and mental health conditions often go untreated and unmanaged. Poor mental and emotional wellbeing also makes it harder for people to find and keep accommodation. To help break this cycle, we provide on-site health and wellbeing services within the familiar environment of our centre. Here, clients feel safe, respected, and more comfortable sharing the challenges they face, allowing them to receive the support they need to begin rebuilding their lives.

Since 2017, we have offered weekly on-site support from a clinical psychologist specialising in complex trauma, providing free one-to-one integrative therapy sessions . This highly valued service continued to experience very high demand throughout 2024/25. A majority of the service is focused on longer-term work with formerly-homeless clients (including residents in St. Petrock's own housing projects), who are settled enough to address these issues. Typically, this may include support in managing depression or anxiety, addressing substance and alcohol misuse, and equipping individuals with skills to rebuild their lives. However, over the past two years, mindful of diminishing support options and escalating need, we have worked hard to integrate this work within our homelessness services too. Whilst not a crisis service, our weekly clinics now include space for ad-hoc exploratory appointments for those in immediate need, plus increased access to one-off assessment appointments for referral to other specialist services or generation of supporting medical evidence to aid housing and welfare claims. Our clinical psychologist also accompanied our homelessness team on monthly outreach around the city in 2024/25, providing immediate advice to the team and a familiar face to clients to open up follow-up support.

Our homelessness team attend regular reflective practice sessions with a clinical psychologist to equip them to manage the increasingly complex situations they face and their own reactions to these. We increased the frequency of these sessions in 2024/25, enabling them to discuss case work, gain skills and personal support, and provide wider mental health support to the many people in need they encounter through their work.

Annie* became homeless following a relationship breakdown. She was too ashamed to tell anyone, and when she was first referred for mental health support with a clinical psychologist at St. Petrock’s, was living on the streets.

With help from St. Petrock’s, she was able to successfully apply for welfare benefits and move into temporary accommodation. In therapy it became clear that Annie had been living with Post Traumatic Stress Disorder (PTSD) her whole life, causing very high levels of hypervigilance and intense flashbacks. Annie also struggled with her temper and would easily get into arguments or conflicts. As a child, Annie was subjected to extreme violence from which she has life-long physical injuries.

To begin with she was unable to speak of her experiences, but with time has been able to share a little. Through therapy she has gained a better understanding of herself and is able to make more sense of why she is the way she is, without self-blame.

Annie has now successfully been able to move into her own tenancy and developed good relationships with many of her neighbours. She has re-established good relationships with her children and has been able to move forward with her life.

*Not her real name

Specialist Welfare Advice Services

I have good news! You helped me to chase the DWP for missing disability premium payments. I received a call yesterday to inform me they will make a - payment. This is fantastic and will keep me off the street. I’ve already celebrated: I bought a magazine and some new pants! Thank you so much. Your help and advice made all the difference.

Feedback received by St. Petrock’s Specialist Welfare Advisor after he supported a client with his application for Personal Independence Payments (PIP)

In 2024/25:

Our Specialist Welfare Advisor helped vulnerable clients to obtain £102,000+ in backdated monies owed to them.

For many of our homeless clients, who are often initially destitute with complex health problems, accessing benefits is an essential first step in obtaining accommodation. However, navigating the complex welfare system can often be overwhelming — especially for people facing homelessness, with mental health challenges, trauma, or barriers such as poor literacy and lack of ID or internet access.

In 2024/25, St. Petrock's dedicated Welfare Advice Worker provided one-to-one support to 127 clients with a recent background of homelessness, enabling them to access and maintain the benefits they need to move forwards. Support included assessing eligibility, completing applications, gathering medical evidence, advocacy, and representing clients through appeals and tribunals. Amidst the DWP’s ongoing review of disability benefits , supporting clients with multiple health needs through ‘managed migration’ away from the ‘legacy benefit’ Employment Support Allowance (ESA), and through Personal Independence Payment (PIP) reviews, was a critical focus of the year. Without this consistent, in-depth support to ensure fair outcomes, many would abandon what can often be a protracted, stressful process - leaving them without the essentials they’re entitled to and at risk of homelessness once again. Throughout the ten years he supported our homeless clients, our Specialist Welfare Adviser achieved an outstanding 99% success rate at tribunals – an outcome that is both satisfying and frustrating, given that such vulnerable people could have been prevented from significant stress and financial hardship if their claim was correctly assessed at the application stage.

From June 2025, our specialist welfare support is now being provided by our wider housing and homelessness teams as part of their ongoing key work with clients embedding these skills across our services.

I suffered homelessness when I left a relationship where I experienced domestic abuse. I got help for St. Petrock’s centre and then moved into [a local hostel]. I’m now in stable supported accommodation and on the council housing list, so fingers crossed it won’t be long before I have a forever home.

[St. Petrock’s Welfare Advisor] has been very helpful and given myself lots of great advice and support throughout my appeal process for my Personal Independence Payments (PIP). I have struggled on a daily basis to look after myself due to an accident at work and have had multiple surgeries. I rely on others to help me look after my personal hygiene and also cook for me, as I am unable to bend to do things that most people can do for themselves. I’m under pain management specialists to help me gain more confidence and independence. I recently underwent another surgery - during this time [St. Petrock’s Welfare Advisor] helped me to sort my appeal paperwork. He has taken a lot of pressure off myself by doing this and being as helpful as he was. He always kept in regular contact and checked in on me and the process.

I would like to say that [St. Petrock’s Welfare Advisor] is a kind, caring, helpful man who has helped me argue my appeal and win my entitled amount. If it wasn’t for him, I would more than likely not have appealed due to the impact of the stress it would have caused. Having PIP enables me to be more independent rather than rely on others to help me all the time, struggling. It helps me to pay for transport to appointments. It helps me live my life a little bit more normally.

- St. Petrock’s Client helped by our Welfare Advice Service, September 2024

St. Petrock’s centre hosted a hairdressing trainee programme run by Hair at the Academy (HATA) throughout 2024/25 - providing free haircuts to our clients and valuable training opportunities for those looking to develop new skills.

We were delighted that two residents in our supported housing were among the first to graduate from the six-month programme.

Example of artwork created by a client during a wellbeing group session. ae

Specialist Women’s Support

Championed by our dedicated Female Support Worker, our specialist support for women

Women often going to great lengths to avoid rough sleeping, including entering or staying in abusive relationships. Most women we support have experienced trauma or exploitation (often sexual) and struggle to access help in male dominated services. Without gender specific support, many would remain in unsafe conditions or at high-risk on the streets, facing deteriorating physical or mental health. Our dedicated Female Support Worker provides

sensitive, trauma-informed one-to-one key-working , helping women in crisis access services in a safe and personalised way.

A women-only clothing area in our centre fosters trust and comfort, encouraging disclosure of issues such as domestic abuse, mental ill-health or financial hardship. As trust develops, the

Once a week our centre becomes a women-only zone, where clients gather for refreshments, choose clothes and toiletries, have haircuts and take part in self-care activities. This highly popular Women’s Wellbeing Group went from strength to strength throughout 2024/25, attracting growing numbers of both vulnerable women and visiting professionals. The group offers a supportive space to confide in staff and receive care, creating a safe community where women

In September 2024, St. Petrock's played a key role in Exeter’s first Women’s Rough-Sleeping Census – the first of its kind to take place outside of London. As homeless women are typically under reported in statistics, this groundbreaking initiative aims to improve the accuracy of women’s representation and support the introduction of more gender-informed services.

Women typically account for 20 - 25% of centre clients, but face significant additional risks when homeless.

An Independent Domestic Advisor (IDVA) from another area contacted St. Petrock’s about a female client who had fled domestic abuse and was relocated to a hotel in Exeter for her safety. Upon arrival, she had no suitable clothing or footwear and lacked direct contact with any local support services.

I was able to reach out to the client, providing reassurance and gathering the necessary clothing and essentials so that her immediate needs were met that day. I also collaborated with local partner organisation CoLab Women to arrange a meeting at the woman’s hotel room. This coordinated effort provided a seamless and supportive experience where we were able to bring multiagency support directly to her.

Through our flexible and compassionate response, the client received essential clothing and immediate access to support services as well as follow up appointments.

St. Petrock’s Specialist Women’s Worker

Supported Housing

In 2024/25:

Our 5 flats and 3 houses (one new in September 2025), provided
comfortable homes and personalised support for up to 23 people who were at risk of homelessness at any one time.

Our housing team supported a total of 31 residents across the year.

In response to Exeter’s severe shortage of social housing and the growing challenge of unaffordable rents, St. Petrock's has provided supported accommodation directly to people facing homelessness since 2017. Comprised of five shared flats (leased from Exeter City Council) and three shared houses (owned by St. Petrock's), our accommodation forms a safe therapeutic environment in which people can recover after sometimes lengthy periods of homelessness.

Personalised ongoing support from our housing team is an essential part of this recovery process. Some residents’ homelessness histories, often rooted in trauma or mental health / learning difficulties, means they need considerable support to move forwards; for others, our accommodation may be their first experience of looking after a home. Whilst our housing addresses people’s immediate shelter needs, personalised support from our team helps individuals gain essential tenancy, self-care, budgeting and life-skills, connecting them with education, volunteering / employment opportunities and community, and enabling them to rebuild their lives.

Residents in our housing projects, who are referred via the Local Authority, other local partners or directly from St. Petrock's homelessness services, come from very diverse homelessness backgrounds. Our eleven new residents in 2024–25 included people who moved in directly from rough sleeping—on the streets or in cars. Some were experiencing homelessness for the first time; others, after years of repeat homelessness, felt ready to settle once they had built trust with our team. For others, including young care leavers, asylum seekers, and individuals living with autism, learning difficulties, or complex health needs, our accessible accommodation helped them avoid rough sleeping altogether.

Our range of housing consequently caters for varying types and levels of need; our city-centre flats facilitate higher levels of input from staff, whilst one house is specifically abstinence-based, with a strong ethos of peer support. We help people find longer-term accommodation when they are ready, rather than enforcing well-meaning but arbitrary time limits unrelated to the individual’s recovery journey. Our housing team will also support individuals for a suitable length of time after they move on to more permanent housing to support them through what can be a challenging time of transition. This person-centred flexibility generates smooth transitions, stability and trust.

Aware of the need for diverse housing provision, we opened our third supported house this year specifically for people with a background of homelessness who are ready to move into employment . Private rented accommodation in Exeter is unaffordable for people in low-wage work; our new house – which has rents set in accordance with the Regulator for Social Housing’s Social Rent formula – helps meet a key local need. The house, a spacious, modern family home on the outskirts of the city, was purchased in January 2024 with legacy income from our designated Development Reserve, which trustees had set aside to achieve our objective of purchasing / developing additional accommodation for people who are homeless or at risk of homelessness. The property underwent significant renovation in the early part of the year (aided by generous grants from the Beatrice Laing Trust, B&Q and Screwfix Foundations) before opening in September 2024. Its first residents included two people referred by Exeter City Council who were facing rough-sleeping despite being in employment (a concerning and growing trend seen in our homelessness centre). The house also provides a valuable move-on option for residents in St. Petrock's other accommodation who, after a period of recovery, are ready to move forwards into work.

Our team worked hard this year to strengthen housing management processes , including introduction of a new referral system, a new client database and an enhanced resident engagement strategy to ensure residents’ voices are heard. Whilst we experienced higher than anticipated voids at the start of the year (exacerbated by essential building maintenance works), by January 2025 we achieved full occupancy and have maintained this consistently ever since. Looking ahead, our team attended consultation events on the government’s proposed

Supported Housing Regulations and progressively reviewed our housing provision in preparation for full compliance with anticipated new Local Authority Licensing requirements. These preparations also helped us move towards our goal of a becoming a Registered Provider of Social Housing - a critical step in enabling us to achieve our long-term strategic goal of increasing the range and diversity of our direct housing provision for homeless clients. We were delighted that our first stage application for Registered Provider status, submitted in December 2024, was subsequently accepted; significant work for stage two is now underway.

I just want to say thank you for always being on my side and giving me the chance to turn my life around. I really do appreciate how understanding and patient you all have been with me. In the bad times it gives me great hope that there are still people like yourselves that offer such kindness to people.

Resident in St. Petrock’s supported housing

Rising rents and insecure work are bringing people who never expected they would end up homeless to St. Petrock’s door. Ben’s* story illustrates how continuous support through St. Petrock’s services into our own accommodation creates hope and stability in crisis:

When Ben first accessed St. Petrock’s survival services, he was reluctant to talk about his situation. This is a common scenario, the homeless team often have to gauge when to give people space, as pressing too early with questions can cause people to disengage.

In time, Ben began to share his story. He had a strong identity based on his friends, travelling and a successful career. Until recently he had a skilled job and was living in private rented accommodation. Then his work contract ended unexpectedly, coinciding with a substantial increase in his rent. Ben’s landlord was unsympathetic and insisted he met the increase or move out. For the first time in his life, Ben could not find another job and had no savings to fall back on. He described his reaction to the thought of being made homeless as ‘sheer panic’.

St. Petrock’s homelessness team helped Ben to claim benefits and explore housing options. Sadly, Ben had to rough sleep for a couple of months as (like many) he was not eligible for emergency housing through the Local Authority. Ben spoke powerfully about his rough sleeping experience - of having to adapt quickly to a new situation and the challenges of simply keeping warm, dry and safe.

Another shock was how quickly his friends disappeared and avoided his calls. This was very painful for Ben as he was not expecting any practical or financial help, he simply wanted their company. However, Ben remained absolutely determined to keep positive and look forwards. Our team referred Ben for a place in St. Petrock’s accommodation; as soon as space became available, he moved in. Ben volunteered to share his experiences in a collaborative project and spoke emotively about how his positive mindset and humour had helped him through. He also spoke about how the safe, consistent and welcoming support he received from St. Petrock’s had been a ‘lifeline’ and a ‘journey back to his former self’. *Not his real name

Petrock’s Place : October 2021 - December 2024

Our vintage charity shop opened as a ‘pop-up’ experimental venture in 2021 to engage the community with local homelessness issues and raise funds for our frontline work. Over time, the shop developed into a vibrant community hub, acting as an accessible public donation point for rough sleeper clothing, creating valuable volunteering opportunities and making a modest but useful contribution to the charity’s revenue. However, the end of the fixed term lease of our premises in 2024 and the proposed redevelopment of the site, created significant insecurity of tenure and made long-term continuation unviable. St. Petrock’s made the difficult decision to close the shop in December 2024, in order to focus staff time and resources on our key charitable objectives and growing frontline services for people without a home.

We would like to extend our heartfelt thanks to all the dedicated staff, volunteers and supported who worked so hard to make this project as success.

Giving Our Clients a Voice

As an independent charity, we are passionate about speaking up to ensure the real needs of our homeless clients are heard. St. Petrock's chairs a weekly Access to Accommodation panel in Exeter and contributes to strategic reviews of the partnership and process to help ensure fair allocations. Alongside advocacy for individual clients, we work strategically to increase understanding of homelessness issues with local decision makers, and the wider community. St. Petrock's has become a key contact point for local media on homelessness issues; we participated in numerous interviews and features across the year.

As a General Election year, 2024 created new opportunities to raise awareness of the significant systemic challenges impacting homelessness and campaign for change. The publication of our 2024 Homelessness Manifesto brought these issues to the attention of all local candidates without party-political bias. Exeter’s subsequently elected MP, Steve Race, became a patron of the charity in October 2024, and has frequently raised related issues in parliament on our behalf.

Elsewhere, St. Petrock's continued to chair the Exeter Homelessness Forum (EHF) to highlight sector risks and champion causes of strategic relevance on behalf of local partners. In light of the shocking increase in homelessness death statistics, we increased involvement in Exeterbased and regional working groups around ‘preventable deaths’, and on accommodation for exoffenders. Regular participation in Devon and Cornwall Rough Sleeping Partnership Meetings and the Homeless Link Day Centre Practitioners Forum enabled us to contribute on regional and national levels.

‘ Homelessness & Hardship’ hustings in June 2024, organised by St. Petrock’s and Exeter Citizen’s Advice.

St. Petrock's continued to work hard throughout 2024/25 to build relationships with the local business community (in partnership with InExeter, police and community safety teams) to increase understanding and allay public anxieties around homelessness. We are a key contributor to Exeter’s Anti-Social Behaviour (ASB) prevention strategy and have become a trusted community contact point when concerns around client welfare or behaviour arise. Creating opportunities for clients to speak directly on issues that concern them is an important part of our approach. Rough-sleeping clients who wish to vote are given opportunities to enrol on the electoral register via our homelessness centre and are supported by staff to interact with the media on relevant issues where safe and appropriate. Short videos to camera, filmed by a rough-sleeping client on his phone and shared regularly by our social media, emphasised the daily reality of homelessness to supporters. In the summer of 2024, clients shared their experiences of homelessness with nursing students at the University of Exeter, and responded to questions, within training facilitated by St. Petrock's. Meanwhile, our 2024 Christmas video, produced with generous support from All Told, brought the poetry of a former client directly to a wide audience.

Creative workshops facilitated by Exeter Cathedral’s ‘Riddler in Residence’ helped homeless clients give a voice to their experiences. Creations were shared in the community.

Community Engagement & Fundraising

In 2024/25:

46% of our income came from financial donations and legacy gifts from the local community and a further 10% from community ‘gifts in kind’.
2 new patrons and 4 new ambassadors helped to increase St. Petrock’s community profile.
New 5 year fundraising strategy launched to diversify and expand income streams.
30th anniversary events helped to raise awareness and funds.

From the outset, St. Petrock's has been a strongly community-based organisation , bringing together people from all walks of life to address the needs of people without a home in our city. As we enter our 30th year, we remain immensely grateful to receive extensive and enduring support from wide sections of the local community, whose generous gifts of finance, fundraising, skills, items and time are key to all we do.

Our team worked hard to strengthen existing supporter relationships and build more diverse networks – both building on previous successful events and introducing new ones across the year:

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Our second annual ‘Big Night Out’ sleepout event was boosted by enthusiastic participation
Our third annual Christmas video campaign , featuring a poem ‘Starry Nights’ written by a former rough-sleeping client, engaged a new, wider audience and raise critical funds for the
30th anniversary publicity prompted creative and energetic fundraising and sponsorship efforts from across the community, laying foundations for our first annual ‘Petrock’s Week’ later in June 2025.
We significantly enhanced our social media with skilled digital input, whilst new fundraising volunteers enabled us to extend our in-person presence at events such as the twice-yearly Chagford Wonderworks Craft Fayre
The launch of our ‘Free Wills’ scheme created new, accessible channels for supports to leave a lasting legacy in the lives of people without a home.

The many individuals and organisations who have provided assistance to St. Petrock's over the past year are far too numerous to name individually. However, the Trustees wish to extend their heartfelt thanks to all of the charity’s benefactors, volunteers, friends and staff who make our work possible.

Donated Items

Donations of clothing, sleeping bags & equipment kindly collected by individuals, in workplaces & by other groups - were the mainstay of our provision of survival equipment for our clients and were particularly appreciated at a time of increasing demand. We were particularly grateful for an unusual number of ‘as new’ high-quality donations from corporates, which provided a sense

Donations of non-perishable food from schools & churches at harvest time equipped us to

Cathedral School and West Exe School, the Hindu Cultural Centre, and keen bakers in the community who prepared regular meals, curries, cakes and other delicious treats for our clients

Business Partnerships

Our corporate partnerships developed steadily throughout 2024/25, enhanced by active participation in Chamber of Commerce, In-Exeter and the Samphire Club events. We’re immensely grateful for the wide range of businesses who have supported us through nominating St. Petrock's as their Charity of the Year , through regular monthly donations, bake sales & creative fundraising activities, putting us forward for small grants, donating specialist clothing & equipment, free meeting & storage space, professional expertise & volunteering days – thank you so much!

Our Volunteers

In 2024/25:

28+ individuals volunteered regularly in our kitchen and centre (a further 14 in our St. Petrock’s Place charity shop).
5,100+ volunteer hours were given in our centre alone.

St. Petrock's could not function without the dedication of our volunteers, whose generosity with their time, skills and energy strengthens our team and makes everything we do possible. In 2024/25, the majority of our regular volunteers helped weekly in our centre kitchen (preparing meals under the supervision of our Catering Manager) or in our Petrock’s Place charity shop (until its closure in December 2024). Mindful of the diverse skills volunteers can offer, we introduced several new volunteering roles in this year, including Stock & Logistics and Driving roles (to help receive and manage donations) and PR & Fundraising roles (for those wishing to help on a more flexible basis).

Wider volunteers generously contributed valuable professional skills and expertise, including regular provision of hairdressing and chiropody services, whilst corporate volunteering days helped us manage donations at critical times. We were particularly grateful this year Fran McElhone (Liminal Media) and Rob Harding for their stunning photography, One Voice and AB Brand & Marketing for digital marketing support, and All Told for producing our Christmas video, among many, many more.

Meanwhile, new volunteer social events in 2024/25 (including a Christmas party and summer pizza event) helped bring volunteers together from across the organisation and express our thanks for all they contribute to our work.

Financial Review

Financial position

The year ended with a surplus of £92,856. As in past years most of this arose on unrestricted funds.

The charity’s income rose to £969,083 , compared with £916,724 for the comparative period last year. Donations from the community (businesses, churches, faith group, individuals and other small groups) amounted to £263,095 , down £73,989 from the previous year, which no doubt reflects the much tougher environment for fundraising which both existed in the year under review and continues to date.

During the year the charity was very fortunate to receive legacy income of £175,372 which of course strongly contributed to the overall financial result for the year.

Expenditure rose £55,309 in the year to £876,227 , including a staff costs increase of £24,265 . Our housing projects continue to provide a steady source of income for the charity covering the cost of maintaining and managing our properties. The cost of providing support to our clients is met primarily from our wider donor income.

Our shop “Petrock’s Place” until its closure was making a small contribution to the charity’s funds after all costs were deducted. Our shop lease had come to an end, and the future was very uncertain due to the imminent redevelopment of the site we occupied. That, combined with the significant amount of management time the shop it took up, deflecting our focus from core activities, led to the decision to close.

We have a very strong cash position . It is not the policy of the charity to hold funds other than to safeguard its immediate future and ensure continued support for its clients (see reserves policy below).

An amount of £150,000 has been transferred to our Development fund reserve for the provision of additional housing, in line with our policy of committing legacy income as far as possible to the buying or developing of homes for people who are homeless or at risk of homelessness - one of our key strategic objectives.

During the year the charity spent £60,070 to bring the new property bought in the previous financial year up to the standard required for us to use it for housing clients. It is now fully let.

Investments

Our policy is that any funds in excess of the amount immediately required be safely invested, readily available and earning interest. At present as in past years such funds are held in a Charities Official Investments Fund account.

Registered Provider Status

As mentioned in “plans for future periods”, we continue to make good progress with our application to become a Registered Provider of Social Housing. That status will enable us to apply for match funding for future property acquisitions.

Reserves policy

We updated our reserves policy in the year to ensure compliance with Charity Commission guidance CC19 (“Charities and Reserves”) and The Governance and Financial Viability Standard issued by the Regulator of Social Housing.

We have the following designated funds :

The Development reserve. This stands at £1,017,695. This reserve has arisen from the very generous legacy income enjoyed by the charity over the last several years. It forms the basis of the charity’s strategic plan to acquire further property to meet our clients’ need for good quality accommodation. As above, it is anticipated that we would seek match funding for any further acquisitions after Registered Provider status has been achieved.
The Major Maintenance fund stands at £66,000 . This is designed to cover major repairs and planned major maintenance to properties we own and lease.

In past years we had a Staff Redundancy reserve which was created at the inception of the charity when trustees were anxious that there should be no chance of employees being disadvantaged should the charity fail. On review the Trustees felt there was little logic to this fund, given that statutory redundancy would be available in the unlikely event of financial failure. That reserve has been transferred into general funds in these figures.

The Trustees have assessed the financial risks facing the Charity and determined that the following minimum reserves should be held at all times:

Free Reserves (i.e. unrestricted funds not held as fixed assets or designated funds) equivalent to between 4 months and 6 months of annual operating expenditure (excluding any housing development costs being met from the Development fund).
In addition, trustees should be satisfied that sufficient Free Reserves are held as cash at all times to ensure liquidity. In particular, cashflow forecasting should be used to ensure that adequate levels of cash reserves will be maintained throughout the development process before signing off any significant housing acquisition or works.

The charity meets both these requirements for the period under review.�

Year-end reserves

At the year ends the total reserves were £2,182,611 , including restricted reserves of £17,748 , the Development fund of £1,017,695 , the Major Maintenance fund of £66,000 and the balance being general free reserves.

Reserves at year end 2025	Reserves at year end 2025	Reserves at year end 2025	Reserves at year end 2025
		£	Purpose
	Fixed Assets	£700,139
	Restricted Reserves	£17,748
Designated Funds	Development Fund	£1,017,695	Acquisition/development of new residential property
	Major Maintenance Fund	£66,000	Future Major Maintenance of our properties
	General Free Reserves	£381,029	Equivalent to approx. 5 months’ operating costs
	Total Assets	£2,181,611

Plans for Future Periods

In July 2025, following widespread consultation and input, St. Petrock's approved a new five year Strategic Plan for 2025-2030. Having achieved many of our previous goals in terms of internal systems, resilience and capacity-building, our new Strategic Plan follows significant reflection on the distinct role our charity can play to support people without a home in Exeter. Taking into account the very real ongoing threats posed to our homeless clients by external service reductions / closures, the Plan maps out key priorities, sets realistic parameters, seeks to maximise our limited resources and ensure their effective use. Moreover, it reaffirms our identity as an independent, values-driven charity , rooted in our local community, and looks to respond pro-actively and flexibly to escalating need.

Key priorities include:

Increasing the Impact of our Frontline Services: In order to achieve our long-term commitment to helping everyone in the Exeter area enjoy a place called home, we want to work to increase both the scale of what we do, and the quality of what we deliver. This will involve:

Homelessness Services:

In anticipation of increasing numbers in our centre, we aim to i ncrease team capacity, including through creation of new entry-level roles and use of skilled volunteers in provision of survival services where safe and appropriate. Through continual review, we will also provide a f lexible, targeted approach to outreach as needs change. In freeing up and upskilling experienced team members, and reassessing use of physical centre space, these steps will provide more one-to-one key-working

opportunities, including specialist support with benefits, health and housing and employment. This will also help us develop a more structured transitional response to prevent repeat homelessness.

Housing Services:

Mindful of long-term shortages of appropriate local accommodation, over the next 5 years we aim to increase our direct provision of supported housing to those facing homeless by acquiring further freehold properties. Following the success of our newest house, at least one of these new properties will provide more genuinely affordable housing for those entering employment, with a focus on helping people achieve economic independence. Further steps towards this goal in the year ahead will include significant ongoing steps to strengthen our governance and housing related policies, work towards Registered Provider status and review of our current residential leases in light of anticipated Supported Housing Regulations and financial sustainability.

Achieve Registered Provider status with the Regulator for Social Housing: Following

acceptance of our stage one application, significant work on stage two will be a key focus in the year ahead. We aim to complete this challenging process by Summer 2026, requiring intensive input from our senior team and Trustees. Whilst continually improving the quality of our existing homes and support, attainment of this goal will enable us to maximise use of our designated Development fund without commercial borrowing, thereby increasing the number of freehold homes we can sustainably provide.

Further embed the voice of lived experience in our governance and services: Building on the significant progress made in 2024/25, we will continue to develop new, accessible and effective ways of engaging clients and others with lived-experience of homelessness at every level of our work. Next steps will include full roll-out and review of a resident engagement strategy for residents in our housing (ensuring we meet or exceed the Consumer Standards of the Regulator of Social Housing), repeating, reviewing and extending our successful homelessness client impact study and introducing creative, meaningful ways for rough-sleepers in our centre to contribute effectively to service design.

Maintain a strong voice advocating for people experiencing homelessness: Our core values of Respect, Compassion, Independence and Integrity are all expressed clearly in the way in which we speak out boldly and publicly on matters that affect our clients, including challenging prejudice and stigma, advocacy and influencing public and political narratives around homelessness. We will both maintain and strengthen this vital work in the year ahead, whilst supporting clients who wish to do so to make their own voices heard in the public realm. Key issues in the year ahead are likely to include highlighting the likely impact of funding and service cuts (and the need for appropriate alternatives), advocating for improved emergency severe weather shelter, and access to mental health and social care. Further development of our social and digital media, drawing on the expertise of a new Communications & Fundraising Officer, will help us improve and monitor engagement in all these areas.

Resource our growing service provision: To achieve our ambitions at a time of escalating need and rising costs, we must increase our financial and volunteer resources as well as ensure our premises are adequate to deliver these increased services from. Other than our housing, the majority of our income comes from public donations - one of the key factors that enables us to retain our ability to speak and act independently of political pressures. Our new 5 year fundraising strategy therefore includes significant steps to strengthen, diversify and grow our community fundraising, as well as our grant income. We aim to build sustainability through encouraging the volume of regular giving and building an exciting calendar of events and campaigns throughout the year, reducing seasonal variations. Our new ‘Big Night In’ dinner event in February 2026 will be a key focus. We will also take steps to increase our presence amongst the business and faith communities, who are generous supporters of our work. Meanwhile, introduction of a new CRM and website will improve efficiency, strengthen our relationship with our supporters, and help us effectively meet these aims.

Principal risks and uncertainties

Risk management objectives and policies

Whilst it is impossible to completely eliminate wider risks given the nature of our frontline services, systems and procedures have been established to identify and manage those risks .

Risk register: The Trustees give consideration to the major risks to which the charity is exposed via a risk register, which is reviewed and updated at Board meetings throughout the year. These include reviews of internal and external governance, operational, financial, compliance and reputational risks that, if occurring, would be likely to affect the ongoing work of the charity. The Trustees are satisfied that procedures and systems are in place to monitor and control these risks and to mitigate any impact that they may have on the charity and in its future operations.

Health & safety: St. Petrock's receives advice and support from a specialist Health and Safety consultancy firm, who carry out annual reviews and provide assistance to ensure ongoing compliance, internal audits, and record-keeping. Our health & safety policy and risk assessments are regularly reviewed and updated. All staff receive mandatory health & safety and fire warden training, which is updated regularly. Staff and volunteers also receive IOSH training, food hygiene and first aid training as appropriate to their role.

Safeguarding: As we work with vulnerable adults, all staff and volunteers must comply with the extensive measures set out in our safeguarding policy. All staff and volunteers undergo DBS checks at the highest permissible level, alongside other recruitment checks, and receive mandatory professional boundaries training. Staff undertake mandatory safeguarding training at a level appropriate to their role.

Data protection: St. Petrock's takes data protection seriously. We regularly review our policies and practices to ensure compliance with the UK General Data Protection Regulations (GDPR) and are registered with the Information Commissioners Office (ICO) with registration number Z7463947.

IT & cyber security: Ongoing managed support from a professional IT company, including full systems monitoring & maintenance, anti-virus & security software and data back-up, helps ensure appropriate data security and cyber security measures are in place. Significant measures to strengthen IT security and secure data storage, were introduced in 2024 following installation of new fibre-optic internet services and we will seek to obtain full Cyber Essentials Certification in 2025/26.

HR compliance: St. Petrock's maintains a comprehensive staff handbook and appropriate policies for staff and volunteers. This includes policies covering data protection, equal opportunities, health & safety, safeguarding, confidentiality, expected behaviour and complaints. Our policies and handbook are currently being thoroughly reviewed with input from a professional HR consultancy, who provide ongoing managed support and an appropriate review schedule implemented.

Financial controls: Our financial controls document ensures a range of appropriate controls and internal monitoring processes are in place to provide reasonable assurance against fraud and error. Quarterly management accounts aid endeavours to keep expenditure in line with budget, track trends and forecasts, and are balanced against expected income streams and maintenance of appropriate reserves.

St. Petrock's maintain appropriate insurance cover across all our operations, including public liability and Trustee indemnity insurance. We are registered with the Fundraising Regulator for external accountability for our fundraising practices.

Structure, Governance and Management

Governing document

The charity is constituted as a company limited by guarantee and not having a share capital. The memorandum and articles of association (incorporated 26 October 2001 and as amended on 25 May 2004, 2 January 2007 and 6 December 2023) are the governing documents of the charity.

Organisational structure

The charity is governed by the Council of Management (often referred to as ‘the Board’), who are Trustees for charitable purposes as well as company Directors. (The terms ‘Council of Management’ / ‘Board’, and ‘Trustee’ / ‘Director’ / ‘Board member’ are used interchangeably hereafter.) The purpose of the Board is to direct St. Petrock's (StP) affairs in accordance with its Governing Document, relevant legislation and regulation, and its Mission statement and Values. All Board members share responsibility for its decisions, acting only in the interests of StP and ensuring compliance with the organisation’s chosen Code of Governance and Code of Conduct (see below).

The Board is responsible for the strategic direction and ethical framework of the organisation including the monitoring and compliance with Charity and Company law, as well as the Economic and Governance Standards and Consumer Standards of the Regulator of Social Housing. The Board has overall responsibility to control the business of the organisation so that it achieves its strategic objectives and can satisfy itself that the organisation’s affairs are conducted lawfully, and in accordance with its contractual obligations and generally accepted standards of performance and propriety.

The St. Petrock's Board has agreed to accept and comply with the Charity Governance Code for Smaller Charities, which was adopted in January 2023 as the most appropriate recognised Governance Code for a charity of our size and focus. In October 2025, the Board also adopted the National Housing Federation Code of Conduct 2022 which sets out principles of individual and corporate behaviour.

Full Trustee meetings take place on a quarterly basis. The Board delegates powers to a series of subcommittees for Finance, Personnel, Fundraising & PR, Client Services and Capital Development. Each subcommittee comprises at least 3 Trustees, who meet regularly and report back to the full Board at the quarterly meetings. In addition, individuals who are not Trustees but have specific relevant skills may be co-opted onto committees to provide expert advice, but do not have voting rights.

Responsibility for day-to-day management and leadership of the charity rests with an employed Chief Executive (who, as an employee of the charity, is not a Trustee or company Director). The Chief Executive reports to the Trustees and facilitates strategic insight into discussion from an operational perspective. He is responsible for operational leadership and management of the charity, supervision of the senior staff team and representation of the charity to partner agencies and government authorities. He is also responsible for overseeing maintenance of accounting records and for preparation of proposals to funding bodies, under the supervision of the Treasurer and Trustees. The Chief Executive is supported by a Senior Management Team of 3 departmental managers in implementing measures across the organisation.

The charity has 20 full / part-time employees, and benefits from the support of around 30 regular volunteers.

Council of management appointment procedure

St. Petrock’s aims to maintain a gender and age balance within the Board, and to reflect the ethnic composition of the people the organisation serves. We are also committed to ensuring we have people with lived experience of homelessness on the Board and that these are supported, if needed, to be able to make a genuine contribution to the governance of the charity. The Board carries out a skills audit from time to time to identify to identify any skills gaps within the current membership so that this can inform recruitment of additional Trustees when vacancies arise. In accordance with our governing document, the charity must have a minimum of 5 and maximum of 12 Board Members at any one time.

The recruitment process for Board Members is set out in the relevant section of our Volunteer Policy. Nominated individuals, who must be members of the company, are elected to the Council by the company sitting in general meeting. Alternatively, they may be appointed by members of the council provided two thirds of the members of the council concur in the appointment. One third of the council members retire by rotation at each annual general meeting but are eligible for re-election. In accordance with the Small Charities Governance Code, Trustees serve a maximum of 9 years, other than in exceptional circumstances, which must be documented. An induction process and copies of relevant organisational policies and procedures, including the responsibilities of charity Trustees, is provided to all new Trustees. Trustee role descriptions, and a Board Members Handbook were updated in 2025.

All the members listed below, except for those who had retired before or been appointed after the year end, were members of the company at 31 March 2025. As such they undertake to contribute to the assets of the charity in the event of a winding up, such contribution being limited to £1 per member.

Related parties and collaboration with other organisations

No Trustee receives remuneration or other benefits from the charity. The company is an independently managed charity. However, we have developed excellent collaborative relationships with both statutory and voluntary organisations to promote the sharing of ideas and resources and avoid duplication of services.

Registered Company Number: 04312156 Registered Charity Number: 1090155 Registered Office Address: 10 Cathedral Yard, Exeter, Devon, EX1 1HJ

q M J Hutchinson Chair

P M Turner C R K Albery D H Beaven C M Fursdon

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R G Jones
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K A Holland R Maynard J F J Sidaway D J Greensmith Resigned 3 March 2025 R M Whitson Resigned 31 October 2024 T G Cook Appointed 24 April 2025 S Ashbury Appointed 31 July 2025 C Candlish Appointed 31 July 2025

Reference & administrative details

We are very grateful for all that our Trustees, past and present, have contributed to the

The Royal Bank of Scotland plc, Sheffield Church Street (L) Branch, 1 Hardman Boulevard,

Small companies provision statement

This report has been prepared in accordance with the small companies regime under Companies Act 2006.

The annual report was approved by the trustees of the charity on 12th December 2025 and signed

Jeremy Sidaway

Trustee: Jeremy Sidaway

Photo credits: Liminal Media & St. Petrock’s

St Petrock's (Exeter) Limited Independent Examiner's Report to the trustees of St Petrock's (Exeter) Limited (‘the Company’)

| report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2025. Responsibilities and basis of report As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, | report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination | have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act. Independent examiner’s statement Since the Company's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. | confirm that | am qualified to undertake the examination because | am a member of the ICAEW, which is one of the listed bodies. | have completed my examination. | confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 1. accounting records were not kept in respect of St Petrock's (Exeter) Limited as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)]. | have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Fal Po 2 LLAe™ h ‘S

Catherine Williams FCA DChA Independent Examiner Westcotts (SW) LLP 47 Boutport Street Barnstaple Devon EX31 1SQ Date. | 27 “hem mice 222

Page 47

St Petrock's (Exeter) Limited

Statement of Financial Activities for the Year Ended 31 March 2025 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)

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Unrestricted Restricted Total Total
funds funds 2025 2024
Note £ £ £ £
Income and Endowments from:
Donations and legacies 3 515,830 82,914 598,744 559,824
Charitable activities 4 234,053 - 234,053 207,266
Other trading activities 5 78,914 - 78,914 83,057
Investment income 6 57,372 - 57,372 66,577
Total income 886,169 82,914 969,083 916,724
Expenditure on:
Expenditure on raising funds:
Fundraising, PR &
Campaigning 7 (62,862) - (62,862) (52,535)
Trading activities 7 (76,183) - (76,183) (88,792)
Charitable activities 8 (669,780) (67,402) (737,182) (679,591)
Total expenditure (808,825) (67,402) (876,227) (820,918)
Net income 77,344 15,512 92,856 95,806
Transfers between funds 8,001 (8,001) - -
Net movement in funds 85,345 7,511 92,856 95,806
Reconciliation of funds
Total funds brought forward 2,079,518 10,237 2,089,755 1,993,949
Total funds carried forward 20 2,164,863 17,748 2,182,611 2,089,755
All of the charity's activities derive from continuing operations during the above two periods.
The funds breakdown for 2024 is shown in note 20.
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The notes on pages 52 to 66 form an integral part of these financial statements. Page 48

St Petrock's (Exeter) Limited (Registration number: 04312156) Balance Sheet as at 31 March 2025

Fixed assets Tangible assets Current assets Stocks Debtors Cash at bank and in hand

Creditors: Amounts falling due within one year Net current assets Net assets

Funds of the charity:

Restricted income funds Restricted funds

Unrestricted income funds Designated Funds Unrestricted Funds Total unrestricted funds

Total funds

2025 2024 Note £ £ 15 700,139 651,045 16 105 251 17 60,263 42,016 18 1,452,297 1,420,846 1,512,665 1,463,113 19 (30,193) (24,403) 1,482,472 1,438,710 2,182,611 2,089,755 17,748 10,237 1,083,695 1,056,765 1,081,168 1,022,753 2,164,863 2,079,518 20 2,182,611 2,089,755

For the financial year ending 31 March 2025 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

Directors’ responsibilities: ¢ The members have not required the charity to obtain an audit of its accounts for the year in question in accordance with section 476; and ¢ The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. These financial statements have been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006.

The notes on pages 52 to 66 form an integral part of these financial statements. Page 49

St Petrock's (Exeter) Limited

(Registration number: 04312156) Balance Sheet as at 31 March 2025

The financial statements on pages 48 to 66 were approved by the trustees, and authorised for issue oni 12 (iz J2zg and signed on their behalf by:

vey Saay

Trustee

The notes on pages 52 to 66 form an integral part of these financial statements. Page 50

St Petrock's (Exeter) Limited

Statement of Cash Flows for the Year Ended 31 March 2025

Cash flows from operating activities Net cash income Adjustments to cash flows from non-cash items Depreciation Investment income

Working capital adjustments Decrease in stocks (Increase)/decrease in debtors Increase/(decrease) in creditors Net cash flows from operating activities Cash flows from investing activities Interest receivable and similar income Purchase of tangible fixed assets Net cash flows from investing activities Net increase in cash and cash equivalents Cash and cash equivalents at 1 April Cash and cash equivalents at 31 March

2025 2024 Note £ £ 92,856 95,806 7 14,688 12,687 6 (57,372) (66,577) 50,172 41,916 16 146 262 17 (18,247) 317,829 19 5,790 (20,474) 37,861 339,533 6 57,372 66,577 15 (63,782) (264,005) (6,410) (197,428) 31,451 142,105 1,420,846 1,278,741 ~~1,452,297 1,420,846~~

All of the cash flows are derived from continuing operations during the above two periods.

The notes on pages 52 to 66 form an integral part of these financial statements. Page 51

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St Petrock's (Exeter) Limited
Notes to the Financial Statements for the Year Ended 31 March 2025
1 Charity status
The charity is limited by guarantee, incorporated in England and Wales, and consequently does not
have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards
the assets of the charity in the event of liquidation.
The address of its registered office is:
10 Cathedral Yard
Exeter
Devon
EX1 1HJ
2 Accounting policies
Summary of significant accounting policies and key accounting estimates
The principal accounting policies applied in the preparation of these financial statements are set out
below. These policies have been consistently applied to all the years presented, unless otherwise
stated.
Statement of compliance
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 UK and Republic of Ireland (FRS
102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard
applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Basis of preparation
St Petrock's (Exeter) Limited meets the definition of a public benefit entity under FRS 102. Assets and
liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the
relevant accounting policy notes. The accounts are prepared in sterling which is the functional
currency of the charity.
Going concern
The trustees consider that there are no material uncertainties about the charity's ability to continue as
a going concern nor any significant areas of uncertainty that affect the carrying value of assets held by
the charity.
Income and endowments
All income is recognised once the charity has entitlement to the income, it is probable that the income
will be received and the amount of the income receivable can be measured reliably.
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St Petrock's (Exeter) Limited
Notes to the Financial Statements for the Year Ended 31 March 2025
Donations and legacies
Donations are recognised when the charity has been notified in writing of both the amount and
settlement date. In the event that a donation is subject to conditions that require a level of
performance by the charity before the charity is entitled to the funds, the income is deferred and not
recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly
within the control of the charity and it is probable that these conditions will be fulfilled in the reporting
period.
Legacy gifts are recognised on a case by case basis following the grant of probate when the
administrator/executor for the estate has communicated in writing both the amount and settlement
date. In the event that the gift is in the form of an asset other than cash or a financial asset traded on
a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable
with a degree of reasonable accuracy and the title to the asset having been transferred to the charity.
Grants receivable
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to
the grants have been met. Where performance conditions are attached to the grant and are yet to be
met, the income is recognised as a liability and included on the balance sheet as deferred income to
be released.
Gifts in kind
Gifts in kind are recognised in different ways dependent on how they are used by the charity:
(i) Those donated for resale produce income when they are sold. They are valued at the amount
actually realised.
(ii) Those donated for onward transmission to beneficiaries are included in the Statement of Financial
Activities as incoming resources and resources expended when they are distributed. They are valued
at the amount the charity would have had to pay to acquire them.
(iii) Those donated for use by the charity itself are included when receivable. They are valued at the
amount the charity would have had to pay to acquire them.
Investment income
Dividends are recognised once the dividend has been declared and notification has been received of
the dividend due.
Expenditure
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is
probable settlement is required and the amount can be measured reliably. All costs are allocated to
the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot
be directly attributed to particular headings they have been allocated on a basis consistent with the
use of resources, with central staff costs allocated on the basis of time spent, and depreciation
charges allocated on the portion of the asset’s use. Other support costs are allocated based on the
spread of staff costs.
Raising funds
These are costs incurred in attracting voluntary income, the management of investments and those
incurred in trading activities that raise funds.
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St Petrock's (Exeter) Limited
Notes to the Financial Statements for the Year Ended 31 March 2025
Charitable activities
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities
and services for its beneficiaries. It includes both costs that can be allocated directly to such activities
and those costs of an indirect nature necessary to support them.
Support costs
Support costs include central functions and have been allocated to activity cost categories on a basis
consistent with the use of resources, for example, allocating property costs by floor areas, or per
capita, staff costs by the time spent and other costs by their usage.
Governance costs
These include the costs attributable to the charity's compliance with constitutional and statutory
requirements, including audit, strategic management and trustees meetings and reimbursed
expenses.
Taxation
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010
and therefore it meets the definition of a charitable company for UK corporation tax purposes.
Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains
received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section
256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are
applied exclusively to charitable purposes.
Tangible fixed assets
Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation
and subsequent accumulated impairment losses.
Depreciation and amortisation
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any
estimated residual value, over their expected useful economic life as follows:
Asset class Depreciation method and rate
Freehold buildings 2%iy} per annum calculated ona
straight line basis
Short 10% per annum calculated on a
leasehold property straight line basis
: wags . 25% per annum calculated on a
Fixtures, fittings and equipment straight line basis
Stock
Stock is valued at the lower of cost and estimated selling price less costs to complete and sell, after
due regard for obsolete and slow moving stocks. Cost is determined using the first-in, first-out (FIFO).
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St Petrock's (Exeter) Limited
Notes to the Financial Statements for the Year Ended 31 March 2025
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly
liquid investments that are readily convertible to a known amount of cash and are subject to an
insignificant risk of change in value.
Fund structure
Unrestricted income funds are general funds that are available for use at the trustees discretion in
furtherance of the objectives of the charity.
Designated funds are unrestricted funds set aside for specific purposes at the discretion of the
trustees.
Restricted income funds are those donated for use in a particular area or for specific purposes, the
use of which is restricted to that area or purpose.
Financial instruments
Classification
Financial assets and financial liabilities are recognised when the charity becomes a party to the
contractual provisions of the instrument.
Financial liabilities and equity instruments are classified according to the substance of the contractual
arrangements entered into. An equity instrument is any contract that evidences a residual interest in
the assets of the charity after deducting all of its liabilities.
Recognition and measurement
All financial assets and liabilities are initially measured at transaction price (including transaction
costs), except for those financial assets classified as at fair value through profit or loss, which are
initially measured at fair value (which is normally the transaction price excluding transaction costs),
unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing
transaction, the financial asset or financial liability is measured at the present value of the future
payments discounted at a market rate of interest for a similar debt instrument.
Financial assets and liabilities are only offset in the statement of financial position when, and only
when there exists a legally enforceable right to set off the recognised amounts and the charity intends
either to settle on a net basis, or to realise the asset and settle the liability simultaneously.
Financial assets are derecognised when and only when a) the contractual rights to the cash flows
from the financial asset expire or are settled, b) the charity transfers to another party substantially all
of the risks and rewards of ownership of the financial asset, or c) the charity, despite having retained
some, but not all, significant risks and rewards of ownership, has transferred control of the asset to
another party.
Financial liabilities are derecognised only when the obligation specified in the contract is discharged,
cancelled or expires.
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St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

3 Income from donations and legacies

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Unrestricted
funds Restricted Total
General funds 2025
£ £ £
Community Donor Income 253,491 9,604 263,095
Legacies 175,372 - 175,372
Gift aid reclaimed 10,500 - 10,500
Grants 9,351 73,310 82,661
Gifts in kind 67,116 - 67,116
515,830 82,914 598,744
Unrestricted
funds Restricted Total
General funds 2024
£ £ £
Community Donor Income 337,084 - 337,084
Legacies 9,993 - 9,993
Parish of Central Exeter (Rent Gift in Kind) 16,950 - 16,950
Grants 81,954 74,960 156,914
Gifts in kind 38,883 - 38,883
484,864 74,960 559,824
Grants were gratefully received during the year from the following (in addition to other small grants not
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Grants were gratefully received during the year from listed here):

B & Q Foundation Devon Community Foundation John Lewis PLC (Waitrose) Lottery Awards For All Mabel Cooper Charitable Trust Maristow Charity Miss Bridget Catherine Johnson Trust Nicholas Spicer Charity Sainsbury's Foundation Screwfix Foundation Sunrise Sidmouth Charity The Albert Hunt Trust The Beatrice Laing Trust The Jamieson-Bystock Trust The JD Foundation The Norman Family Trust

Page 56

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

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4 Income from charitable activities
Rent & service charges from resettlement accommodation
Rent & service charges from resettlement accommodation
5 Income from other trading activities
Petrock's Place shop income
Miscellaneous other income
Petrock's Place shop income
Miscellaneous other income
6 Investment income
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Bank interest receivable
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Bank interest receivable
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Unrestricted funds Total General 2025 £ £ ~~234,053 234,053~~ Unrestricted funds Total General 2024 £ £ ~~207,266 207,266~~ Unrestricted funds Total General 2025 £ £ 75,761 75,761 3,153 3,153 78,914 78,914 Unrestricted funds Total General 2024 £ £ 79,805 79,805 3,252 3,252 83,057 83,057 Unrestricted funds Total General 2025 £ £ 57,372 57,372 Unrestricted funds Total General 2024 £ £ 66,577 66,577

Page 57

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

7 Expenditure on raising funds

a) Fundraising, PR & Campaigning

Unrestricted funds Total Total General 2025 2024 Note £ £ £ Staff costs 46,803 46,803 35,764 Other direct costs 2,132 2,132 6,885 Allocated support costs 9 13,927 13,927 9,886 62,862 62,862 52,535 b) Trading activities Unrestricted funds Total Total General 2025 2024 Note £ £ £ Shop overheads 12,781 12,781 10,234 Staff costs 46,803 46,803 58,117 Depreciation 2,672 2,672 4,377 Allocated support costs 9 13,927 13,927 16,064 76,183 76,183 88,792 All expenditure on raising funds for 2025 was unrestricted

Page 58

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St Petrock's (Exeter) Limited
Notes to the Financial Statements for the Year Ended 31 March 2025
Allocated
support Total
Direct costs costs 2025
£ £ £
Costs of generating donations and legacies 48,935 13,927 62,862
Costs of trading activities 62,256 13,927 76,183
111,191 27,854 139,045
Allocated
support Total
Direct costs costs 2024
£ £ £
Costs of generating donations and legacies 42,649 9,886 52,535
Costs of trading activities 72,728 16,064 88,792
115,377 25,950 141,327
8 Expenditure on charitable activities
Unrestricted
funds Restricted Total
General funds 2025
£ £ £
Homelessness Services 288,476 67,402 355,878
Supported Housing Services 381,304 - 381,304
669,780 67,402 737,182
Unrestricted
funds Restricted Total
General funds 2024
£ £ £
Homelessness Services 219,797 87,907 307,704
Supported Housing Services 371,887 - 371,887
591,684 87,907 679,591
Activity Activity
undertaken support
directly costs 2025
£ £ £
Homelessness Services 293,206 62,672 355,878
Supported Housing Services 332,559 48,745 381,304
625,765 111,417 737,182
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Page 59

St Petrock's (Exeter) Limited Notes to the Financial Statements for the Year Ended 31 March 2025 Activity Activity undertaken support directly costs 2024 £ £ £ Homelessness Services 255,804 51,900 307,704 Supported Housing Services 326,166 45,721 371,887 581,970 97,621 679,591 9 Analysis of governance and support costs Support costs allocated to charitable activities Fundraising, Supported PR& Trading Homelessness Housing Total Total Campaigning activities Services Services 2025 2024 £ £ £ £ £ £ Payroll & personnel support 1,256 1,256 5,651 4,395 12,558 5,900 Other support 112 112 505 393 1,122 2,446 Bank charges 149 149 671 522 1,491 1,572 Subscriptions & books 1,486 1,486 6,685 5,200 14,857 8,302 Staff costs 7,937 7,937 35,717 27,780 79,371 76,078 Premises costs 799 799 3,596 2,797 7,991 7,910 Liability insurance 893 893 4,020 3,127 8,933 8,527 Equipment repairs, renewals & maintenance 174 174 783 609 1,740 1,824 Telephone (including mobiles) 197 197 886 689 1,969 1,240 Printing, postage, stationary and office consumables 256 256 1,152 896 2,560 2,532 Accountancy 240 240 1,080 840 2,400 2,700 Independent Examiner's remuneration 230 230 1,035 805 2,300 2,554 Other costs 131 131 591 459 1,312 1,471 Depreciation of tangible fixed assets 67 67 300 233 667 515 13,927 13,927 62,672 48,745 139,271 123,571 Support costs are allocated in ratio of income within each area of the charity.

Page 60

St Petrock's (Exeter) Limited Notes to the Financial Statements for the Year Ended 31 March 2025

10 Net incoming/outgoing resources

Net incoming resources for the year include: Depreciation of fixed assets Examination of the financial statements

2025 2024 £ £ Depreciation of fixed assets 14,687 12,687 Examination of the financial statements 2,300 2,995 11 Trustees remuneration and expenses No trustees, nor any persons connected with them, have received any remuneration from the charity during the year. No trustees have received any reimbursed expenses or any other benefits from the charity during the year. 12 Staff costs The aggregate payroll costs were as follows: 2025 2024 £ £ Staff costs during the year were: Wages and salaries 487,837 470,355 Social security costs 38,939 34,134 Pension costs 20,620 18,642 547,396 523,131 The monthly average number of persons (including senior management / leadership team) employed by the charity during the year was as follows: 2025 2024 No No Homelessness Services 9 9 Supported Housing Services 3 3 Trading activities 1 1 Fundraising, PR & Campaigning 1 1 Core Support Services 5 5 ~~19 ND~~

The monthly average number of persons (including senior management / leadership by the charity during the year was as follows:

Homelessness Services Supported Housing Services Trading activities Fundraising, PR & Campaigning Core Support Services

No employee received emoluments of more than £60,000 during the year.

Page 61

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

13 Independent examiner's remuneration

Examination of the financial statements

2025 2024 £ £ 2,300 2,555

14 Taxation The charity is a registered charity and is therefore exempt from taxation. 15 Tangible fixed assets Furniture Freehold Short and property leasehold equipment Total £ £ £ £ Cost At 1 April 2024 656,062 9,975 103,268 769,305 Additions ~~60,070 - 3,712 63,782~~ At 31 March 2025 716,132 9,975 106,980 833,087 Depreciation At 1 April 2024 18,503 6,176 93,581 118,260 Charge for the year 6,910 998 6,780 14,688 At 31 March 2025 25,413 7,174 100,361 132,948 Net book value At 31 March 2025 690,719 2,801 6,619 700,139 At 31 March 2024 637,559 3,799 9,687 651,045

Page 62

St Petrock's (Exeter) Limited Notes to the Financial Statements for the Year Ended 31 March 2025

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16 Stock
Stocks
17 Debtors
Trade debtors
Prepayments
Accrued income
VAT recoverable
18 Cash and cash equivalents
Cash at bank
19 Creditors: amounts falling due within one year
Trade creditors
Other creditors
Accruals
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2025 2024
£ £
105 251
2025 2024
£ £
24,725 3,531
13,474 13,667
21,997 24,380
67 438
60,263 42,016
2025 2024
£ £
1,452,297 1,420,846
2025 2024
£ £
3,780 2,505
4,132 4,857
22,281 17,041
30,193 24,403
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Page 63

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

20 Funds

Balance at Balance at 1 April Incoming Resources 31 March 2024 ~~ ~=resources expended Transfers 2025 £ £ £ £ £ Unrestricted funds General General funds 1,022,753 886,169 (808,825) (18,929) 1,081,168 Designated Staff redundancies 70,000 - - (70,000) - Major maintenance funds 59,000 - - 7,000 66,000 Development fund 927,765 - - 89,930 1,017,695 1,056,765 - - 26,930 1,083,695 Total unrestricted funds 2,079,518 886,169 (808,825) 8,001 2,164,863 Restricted funds Client specific 204 - - - 204 Other 10,033 82,914 (67,402) (8,001) 17,544 10,237 82,914 (67,402) (8,001) 17,748 Total funds 2,089,755 969,083 (876,227) - 2,182,611

Page 64

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

Balance at Balance at 1 April Incoming Resources 31 March 2023 resources expended Transfers 2024 £ £ £ £ £

Unrestricted funds

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General
General funds 748,765 841,764 (733,011) 165,235 1,022,753
Designated
Staff redundancies 70,000 - - - 70,000
Major maintenance funds 52,000 - - 7,000 59,000
Development fund 1,100,000 - - (172,235) 927,765
1,222,000 - - (165,235) 1,056,765
Total unrestricted funds 1,970,765 841,764 (733,011) - 2,079,518
Restricted funds
Client specific 204 - - - 204
Other 22,980 74,960 (87,907) - 10,033
23,184 74,960 (87,907) - 10,237
Total funds 1,993,949 916,724 (820,918) - 2,089,755
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Designated funds
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Staff Redundancies

This historic reserve was created in a different financial context to ensure the charity had sufficient funds to meet its statutory redundancy obligations. Trustees feel that our finances are now sufficiently strong that this is no longer needed as a separate fund.

Major Maintenance Fund

This maintenance fund sets aside sums to cover the cost of future major repairs to the charity's properties.

~~Development Fund~~ This designated development fund has been established to help meet the costs of future building developments, including the purchase and renovation of further residential properties for our clients.

Page 65

St Petrock's (Exeter) Limited

Notes to the Financial Statements for the Year Ended 31 March 2025

Restricted funds

~~Client Specific Funding~~ This fund represents individually small amounts received for the benefit of specific clients and often only for specific purposes.

Other Restricted Funds

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These funds represent other grants and donations given for specific purposes. Restricted funds
included small grant funding towards refurbishments costs in our new supported house, food &
survival equipment costs for rough sleepers, a mental health service in our homelessness centre, and
other homelessness and housing service specific costs.
21 Analysis of net assets between funds
Unrestricted Total funds
funds Restricted at 31 March
General funds 2025
£ £ £
Tangible fixed assets 700,139 - 700,139
Current assets 1,494,917 17,748 1,512,665
Current liabilities (30,193) - (30,193)
Total net assets 2,164,863 17,748 2,182,611
Unrestricted Total funds
funds Restricted at 31 March
General funds 2024
£ £ £
Tangible fixed assets 651,045 - 651,045
Current assets 1,452,876 10,237 1,463,113
Current liabilities (24,403) - (24,403)
Total net assets 2,079,518 10,237 2,089,755
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Total net assets

Tangible fixed assets Current assets Current liabilities Total net assets

22 Related party transactions Unrestricted donations including gift aid of £5,440 (2024: £1,900) were received from Trustees and their related parties. There were no other related party transactions

Page 66

CONTENTS

Trustees’ Report

Letter from St. Petrock’s Trustees

Charity Objectives

Our Vision

Our Mission

Our Values

Why we are here

Our Aims

Public Benefit - ensuring our work delivers our aims

Our services - 2024/25

h -

Impact - our year in numbers

Services provided

Real-Life Impact

Key challenges & achievements in 2024/25

Homelessness services

Our homelessness services are open to

Tim’s* experience shows how the trust St. Petrock's builds with people over time - and the team’s ability to act quickly and compassionately - can make the difference between stability and homelessness:

Homeless outreach service

Outreach - Warning of Potential Dangers

Survival, Support & Key-working Services in St. Petrock's Centre

On-site Mental Health Support

In 2024/25:

Annie* became homeless following a relationship breakdown. She was too ashamed to tell anyone, and when she was first referred for mental health support with a clinical psychologist at St. Petrock’s, was living on the streets.

Specialist Welfare Advice Services

In 2024/25:

Specialist Women’s Support

Supported Housing

In 2024/25:

Petrock’s Place : October 2021 - December 2024

Giving Our Clients a Voice

Community Engagement & Fundraising

In 2024/25:

Donated Items

Business Partnerships

Our Volunteers

In 2024/25:

Financial Review

Financial position

Investments

Registered Provider Status

Reserves policy

Year-end reserves

Plans for Future Periods

Homelessness Services:

Housing Services:

Achieve Registered Provider status with the Regulator for Social Housing: Following

Principal risks and uncertainties

Risk management objectives and policies

Structure, Governance and Management

Governing document

Organisational structure

Council of management appointment procedure

Related parties and collaboration with other organisations

Reference & administrative details

Small companies provision statement

Jeremy Sidaway

Staff Redundancies

~~Major Maintenance Fund~~

Major Maintenance Fund