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← Saint John Of God Hospitaller Services

2024-12-31-accounts

SJOG We're here to help ANNUAL REPORT making an impact 2024

CONTENTS

Trustees' Annualreport
(incorporating the Strategicreport)
Welcome from the Chair of Trustees
and Chief Executive . . . . . . . . . . . . . . . . . 01
SJogat aglance . . . . . . . . . . . . . . . . . . .02
our Strategy . . . . . . . . . . . . . . . . . . . . . . . .05
Financial Review . . . . . . . . . . . . . . . . . . . .08
plans for Futureperiods . . . . . . . . . . . . . . .09
ESgSummary . . . . . . . . . . . . . . . . . . . . . .15
independentauditor’s Report . . . . . . . . . . . . . .39
Financial Statements . . . . . . . . . . . . . . . . . . . . .43
E
C
M
O
i		 IN Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70
YOU ARE MOST
WELCOME

T ru ST ee S ANN u AL repor T

( i NC o R po R a T i N g STR a TE gi C RE po RT) for Saint John of g od Hospitaller Services (SJ og )

Charity Commission registration number 1108428 Company limited by guarantee (registered in England, company number 05324279)

01 SJOG AT A GLANCE

OUR PURPOSE:

To meet need wherever we find it.

It’s the first year of our strategy, ‘ p eople, p otential & p artnerships’, and what a year it’s been!

The work we do is built on evidence and backed by data. The research papers that we have produced in the year share this learning with others, and we make this all freely available on our website: sjog.uk

This year has seen the development of our first smart house, which both better supports the people living in the house through the better use of practical and passive monitoring technology and reduces the impact that the building has on its environment through the use of solar panels, industry leading insulation levels, low voltage lighting and improved energy monitoring, measurement and management. This will be the template for all new future developments.

We continue to support people, and this year saw the creation of ‘Here to Help’, an innovative project aimed at preventing suicide by people with autism, who are 9 times more likely than the general population to die by suicide. The service has directly supported over 2,000 people. 72,000 people, including from as far away as Finland and China, have accessed materials from the dedicated website, and we have trained 900 people from the Samaritans in how to support autistic people who contact them at a point of crisis. i t is one of our strategic aims to support others to do more good.

Supporting other organisations and working in partnership are a core part of our strategy and in the coming year we will see new housing partnerships that will provide housing for people in the south east, and in 2025 with the relocation of our head office, we can support the third sector in Darlington through the creation of a co-working hub, so that they can do more great work.

The work that we do is important and so it is important that we do this well. We achieve this because of the great support that we receive from the people that we serve, from our colleagues, and from our donors and partners, and for this we are incredibly thankful.

OUR VALUES:

HOSPITALITY

COMPASSION

RESPECT Dy

= BA LIVING

OUR VALUES

THANK YOU

OUR AIMS:

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EMMA GIBBONS
CHAIR OF TRUSTEES
– OUTGOING
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PAUL BOTT CHIEF EXECUTIVE

A charity that is true to its values. A charity that is ambitious to be of more help to more people.

A charity that is faithful to the inspiration of its founder.

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02

We’re here to help

SERVICE DELIVERY

HERE TO HELP

78,000 engagements recorded Supported 300 people on our Here to Help resource platform OUR COLLEAGUES displaced by the war 1000 hours in Ukraine of giving back to local 934 PROFESSIONALS TRAINED communities by colleagues 719 COLLEAGUES WORKING UK’S LARGEST PROVIDER on Do Good Day ACROSS 55+ SERVICES OF SAFE HOMES to people who have been subject 1085 people to modern day slavery WITH AUTISM SUPPORTED DIRECTLY 100% of colleagues 33,600 ~~[—]~~ QUALITY ° with an individualised care skills and Supported 137 people ~~[4] ny~~ | ° learning pathway academy courses to maintain their tenancies ~~————~~ [iS CQC RATE US AS 100% HOUSING ‘GOOD’ OR ‘OUTSTANDING’ 248 NEW JOBS CREATED ~~S~~ TB treatment completion across the organisation for the 98% rate at Olallo House & HOMES fourth year running ~~e ©~~ 65 INDIVIDUALS SUPPORTED 95% of the people we support who SJOG’S FIRST SMART a 33 out of hospital pathways RESEARCH completed our annual satisfaction survey HOME OPENED said they were overall satisfied with & INNOVATION the care they receive from SJ og Click here for the survey 4 of our large properties ~~a~~ MONEY run on sunshine ~~—__—_——~~ 8: 100 % The charity is now in a strong position to support Development of a new OF OUR people, both today and into the future INVESTMENT OF OVER process-driven toolset to AUTISM SERVICES to ~ £300K ON CAPITAL WORKS enable organisations to ACCREDITED BY NAS 2023 2024 TOTAL INCOME:* assess, evaluate, and report to ensure quality and improve the on their social impact (£m) 2022 homes of the people we support

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2023 2024
TOTAL INCOME:
(£m) 2022
2021
2020
2019
30.3
28.9
23.9
20.9
18
17.6
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to ensure quality and improve the homes of the people we support

Achieving rr N

( r estraint r eduction Network) Accreditation SJ og becomes a training provider certified as meeting the Restraint Reduction Network (RRN) Training Standards

GREEN TEAM

PAPERS 34 PUBLISHED i in the last 3 years

Enhancing the outdoor space and gardens for the people we support

Social media (Tik Tok)

RESEARCH PARTNERSHIPS WITH:

University Nottingham UKR i College Trent i nnovate UK London (UCL) University

INFLUENCING OTHERS TO DO MORE GOOD

123% increase in 2024

100k people reached

137k views on Facebook

7k hours including:

97m[2] of planting beds prepared 4865 spring bulbs planted 454 perennial shrubs planted 3.5 tonnes of peat-free compost used

02 OUR STRATEGY

This year was the first year of delivering on the strategy ‘People, Potential and Partnerships’ which was developed by people that use SJOG services and our colleagues.

‘ p eople, p otential and p artnerships’ is shaping the future of the charity to more closely reflect what our community says that it needs and wants from SJ o G.

The six key areas are:

  1. ACTING WITH HOSPITALITY

  2. RESPECTING THE INDIVIDUAL

  3. EMBRACING CREATIVITY AND INNOVATION

  4. USING TECHNOLOGY TO SUPPORT PEOPLE SUPPORTING PEOPLE

  5. EVIDENCING WHAT WE DO

  6. INFLUENCING OTHERS TO DO MORE GOOD

The strategy is used to inform delivery across the charity. Each of our services and departments identify how they will both deliver and measure delivery across each of the six areas of the strategy. This forms the basis of the business plan for every part of the charity, and which aligns services and departments to help deliver on our charitable purpose.

The strategy in full can be accessed in the publications section of our website: https://sjog.uk/publications-documents.php

HAVING AN - Sa

IMPACT - Sa

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03 FINANCIAL REVIEW

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WE STRIVE
SJ o
TO BE
oat . 7 ~
=SOSt a, Se . wyyee= aNiafot
This was another challenging year for central
i> government and local government finances,
but we have worked hard with commissioners
to achieve a fair rate for the care and support
provided. This means we are able to pay our
colleagues a real living wage, and that in turn
means that we are able to recruit good
OPEN
colleagues that add to the quality of work of
the charity.
robust financial modelling that ensures their
viability and sustainability.
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SJ o G is a charity where people support people. We are primarily funded through local authorities and central government, and whilst we are not reliant upon fundraising it allows us to provide more and better services.

o ur total group income in 2024 was £30.3m (2023: £28.9m) as shown in the Statement of Financial a ctivities. Charitable expenditure was £29.6m (2023: £27.5m) and the group generated a surplus of £0.7m (2023: £1.4m). Reserves grew from £8.5m at the end of 2023 to £9.2m at the end of 2024. o f these £1.8m are restricted and £7.4m are unrestricted with £4.5m of reserves being held as fixed assets, leading to a free reserves figure of £3.1m.

This was another challenging year for central government and local government finances, but we have worked hard with commissioners to achieve a fair rate for the care and support provided. This means we are able to pay our colleagues a real living wage, and that in turn means that we are able to recruit good colleagues that add to the quality of work of the charity.

Where we create new services, we benefit from robust financial modelling that ensures their viability and sustainability.

The trustees have a responsibility to hold a prudent level of reserves to ensure the sustainability of the charity. The trustees have set a free unrestricted reserves target of £3.2m +-5% based upon a risk approach and in line with the charity’s reserve policy. Reserves are on target but we continue to keep this under review. This sum is necessary for day-to-day working capital and to cover potential financial risks, and is in keeping with the Charity Commission’s recommendations and guidance.

g ood Shepherd Services became a wholly owned subsidiary of SJ og in o ctober 2021 and so we report on the balance sheet of SJ og and the group position incorporating g ood Shepherd. g ood Shepherd Trading is the subsidiary of g ood Shepherd Services.

The charity is in a strong position to be of help, both today and into the future.

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04 PLANS FOR FUTURE PERIODS

SJ o G is a diverse charity that supports older people, disabled people, people experiencing homelessness, people who have been trafficked and subject to modern day slavery, and people displaced by the war.

The way we do this is simple, we provide housing, and we provide support, and in the coming year we will focus on:

ACTING WITH HOSPITALITY

Do g ood Day is a day of action, offering our colleagues the opportunity to volunteer, and be of real benefit in their community.

Do g ood Day 2024 saw our colleagues and the people we are here to support providing over 9,000 hours of giving back to their local communities.

The L o VED (Living o ur Values Every Day) programme continues to support our colleagues’ financial, emotional, mental and physical wellbeing both inside and outside of work.

Housing: There has been an investment in the housing team. This has increased our capacity to develop new properties to ensure that people have choice about where they live, and what their homes look and feel like. i t has also developed the way we maintain and support the 398 units of accommodation that we provide.

i n 2025, we will work with a range of housing providers, charities, housing associations and private landlords to offer a variety of properties, with a variety of tenures.

RESPECTING THE INDIVIDUAL

The p eoples Charter, developed by experts by experience, is integral to our strategy ‘ p eople, p otential and p artnerships’. The p eople’s Charter is embedded into induction processes and a report from the experts by experience comes to every board meeting.

The coming year will see the release of a film from our experts on topics that are meaningful to them.

a Colleagues Council is in development to ensure that our colleagues have a voice in how their charity is run, and the first piece of work, led by our new learning and development manager, is to focus on a wellbeing charter for all our colleagues.

EMBRACING CREATIVITY AND INNOVATION

We continue to open new services to meet the needs within our communities. Fairfields is our first smart home and is the first of its kind. i t has technology built in to reduce the environmental impact of the service, as well as providing a level of passive monitoring for people who demonstrate complex behaviours.

We also worked in partnership with the g ood Shepherd in Wolverhampton so that they could deliver a community shop and café that is of benefit to their community.

We are expecting 2025 to deliver new services in the North East, and our innovative housing partnership to deliver accommodation across the South East that we couldn’t deliver by ourselves.

There are currently eight research projects, working in conjunction with universities, UK Research and i nnovation (UKR i ) and with other charities to develop services, frameworks and new policy that will shape the way that people who have been subject to modern day slavery are supported in the future.

USING TECHNOLOGY TO SUPPORT PEOPLE SUPPORTING PEOPLE

Following an investment in technology and the development of our quality auditing processes, our services are better placed than ever to demonstrate the impact of what they do.

i n 2024, we rolled out data visualisation tools in financial reporting to better inform decision making.

The coming year will see the further roll out of the multi-year investment program to develop the network architecture and smart building models for six of our existing services.

Work has already begun on a project to update the care management system with a planned migration taking place at the end of 2025, and we are starting to use ai tools across the charity.

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04 PLANS FOR FUTURE PERIODS

EVIDENCING WHAT WE DO

INFLUENCING OTHERS

TO DO MORE GOOD

The work that we do is important and so it is important that we do it well. For the fourth year running our services have been externally assessed by CQC as 100% ‘good’ with touches of ‘outstanding’ across the organisation. We expect the ratings to continue improving, reflecting the quality of the work that takes place within services.

a s well as developing research papers, thought pieces and magazine articles, this year saw the realisation of the pomegranate café, an idea initially developed in partnership with Northumbria University.

SJ og ’s book, ‘We’re here to help’ has been republished as a second edition. The book promotes and supports the effective management of charities. This will be promoted in the year.

a s well as external assessment of our quality we will continue to publish research papers. Thirty four have been published in the past three years, and eight further papers are planned.

The coming year will see us adding chapters to books on contextualising trauma and modernday slavery, and the relocation of our head office means that we can also create a third sector hub to provide co-working space and meeting rooms for other charities, social enterprises and voluntary groups based in Darlington.

SJ og holds accreditations in the international standards i S o 27001: i nformation Security, i S o 14001: Environmental Management and i S o 9001: Business p rocesses. 2025 will see a reaccreditation on these standards.

nformation Security, office means that we can also create a third i S o 14001: Environmental Management and sector hub to provide co-working space and i S o 9001: Business p rocesses. 2025 will see a meeting rooms for other charities, social reaccreditation on these standards. enterprises and voluntary groups based in OUR Darlington. o ur UKR i funded project, in partnership with Nottingham Trent University, will publish a midproject report on the development of an ES g V® (Environmental, Social and g overnance) toolkit for the third sector that will develop the metrics we use to evidence the positive impact on the lives of the people that we are here to serve and our impact on the environments in which we are based. HEART The work that we do is important and so it is important that we do it well. 12 Or. i

is important and so it is important that we do it well.

DANIEL*

GRAHAM

SISTER TINA

PAUL

Sister Tina, aged 99, has been nursed in bed for five years. Despite an end-oflife prognosis in 2019, dedicated care has kept her comfortable and bedsorefree. p raised by district nurses, this outstanding achievement reflects the team’s unwavering commitment to dignity, compassion, and quality of life in her final years.

a fter a year of collaborative planning, g raham now has a personalised communication tablet featuring a specialist app tailored to his needs. g raham led every meeting, supported by staff and tech partners. This tool unlocks a whole range of vocabulary, enabling g raham to express himself more fully - marking a transformative step for him.

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DAMIAN FAISAL
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With support from SJ og staff, his brother, and the church, Damian travelled abroad for the first time in over a decade, returning to Lourdes – a very special place for him. o vercoming passport delays and much anxiety, we got him to the airport where he met with the church community. This milestone reflects our commitment to inclusive, person-led care and enabling deeply meaningful life experiences.

i n 2024, Faisal a 24-year-old man with autism, reconnected with his faith and community by becoming an active member of his local mosque. With sensitive support from his key workers and mosque leaders, Faisal now confidently participates in prayers and preparations - arriving early to turn on lights and set out chairs for elderly members and finding belonging once again.

With support from staff and a generous contribution from p aul’s dad, a new sensory room was created at Bede’s Close designed around p aul’s needs. His reaction said it all—a big thumbs up, a smile, and quiet joy as he relaxed among lights and colours. a space truly made for him.

Daniel, aged 37, was inappropriately placed in an elderly care home and faced declining health. Since moving to the Minims, he now sleeps comfortably,

manages his insulin, and showers regularly. His cellulitis has cleared, and professionals praise the life-changing impact of this move—restoring dignity, health, and happiness to his daily life.

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Name changed
We’re
making an
impact
JAMIE IDA
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Since taking up walking, Jamie who has autism and complex needs, has seen remarkable improvements in fitness, routine, and emotional regulation. Time outdoors has proven therapeutic with a fantastic impact on Jamie’s quality of life. i ncidents of self-injury have dropped by 29%, and average incident duration has reduced by 73%, thanks to structured, active days.

i da joined our MDS outreach service in May 2023 as an asylum seeker. With dedicated support from her project worker, she navigated university applications and student finance. i da has now moved on - holding a temporary stay visa and accepted to university, she begins a new chapter— pursuing independence, education, and a brighter future.

*Name changed

05 ESG SUMMARY

We are an organisation that is driven by our values of Hospitality, Compassion and r espect.

BS

Environmental

ENVIRONMENT

We continue to decarbonise the properties that we use through improving insulation, upgrading double glazing, utilising solar panels, and a programme of behaviour change amongst our colleagues.

o ur g reen Team has been remarkable in developing gardens across SJ og and in volunteering in environmental projects across the north of England.

Work continues to support food businesses to reduce food waste. We reduce food waste of food businesses by supporting them to divert good food that would otherwise go to waste, to feed people in Wolverhampton and at o lallo House.

a s part of our i S o commitments pertaining to i S o 14001, we have an environmental management system in place that covers everything from Co2 emissions for employees commuting to waste disposal.

ENERGY

We have published the intention to reduce the amount of purchased energy by 40% by the end of this three-year strategy.

i n our updated environmental policy, we have undertaken to decarbonise our housing stock, and this work continues. o ur commitment is that all our properties will receive an energy performance certificate (E p C) rating of B by \ the end of 2027. This year we developed Fairfields, our first RESPECT Pm smart property, which has solar panels, a new energy efficient boiler, low energy lighting and other efficient technologies built in from the SJ ar : oe start. This will be the model for future developments. FOR THE o ur colleagues and the people we support are being encouraged to make behavioural changes, both at work and at home, through better information, training and conference PEOPLE WE sessions. WAST e SERVE

SJ og is committed to reducing waste and aspires to sending zero waste to landfill within 2025. We are developing our understanding of the types and quantities of waste, and how to track our progress. The environmental audit and research project has provided a baseline of the charity’s current impact.

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05 ESG SUMMARY

Governance

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Social
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We are an organisation that is driven by our values of Hospitality, Compassion and Respect. We say that that our values on the wall are the same that you will see on the floor of any of our services and offices.

SJ og has developed a comprehensive package of support for our colleagues’ mental health. We have an aspiration to have mental health first aiders in every service and office across the country. We operate Brightline, a support service for colleagues, run by colleagues, and an escalation process that provides access to professional counselling.

We have achieved 50% female representation on our boards and in our senior management team, and we are committed to improving the ethnic diversity representation on our board.

o ur colleagues continue to deliver real life changing impact in the 60 communities that we serve across the u K.

SJ og is the trading name of Saint John of g od Hospitaller Services and is led and governed by a trustee board. The trustees are volunteers and give their time and experience freely.

SJ og operates throughout the UK and is a charity registered in England and Wales (Charity Commission registration number 1108428) and a company limited by guarantee registered in England (company number 05324279).

The charity is governed by its a rticles of a ssociation, which were last reviewed and revised in 2023. The a rticles of a ssociation set out the charitable purposes for public benefit in the following terms:

|_| distress and disabled persons. the relief of poverty, sickness, old age,

to further the charitable purpose for the time being, of the Hospitaller Order of Saint John of God and in a manner that is consistent with Catholic Social Teaching.

SJOG abides by the Charity Governance Code, which sets the principles and recommended practice for good governance. These cover the areas of:

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05 ESG SUMMARY

Conflicts of Interest

SJ og operates a conflict of interest policy for all trustees. Conflicts of interest are collated annually and new declarations of conflict of interest are made and recorded at the start of every formal meeting.

INFLUENCING OTHERS

There are two regular committees: Finance, a udit and Risk Committee and Quality Committee; and an annual g overnance Review Committee.

ORGANISATIONAL PURPOSE

The charity’s purpose is detailed in the charity’s governing documents. These a rticles of a ssociation state that the charity’s purpose is to meet need and to progress the aims of the Hospitaller o rder of Saint John of g od.

This year the level of assurance was aided by the work of the a dvisory Council, which comprises people who use the services that SJ og provides.

The trustees are clear on this purpose and are mindful of these in decision making.

The trustees are volunteers and bring a range of skills and experience to the charity.

LEADERSHIP

The trustees delegate the day-to-day running of the charity and the delivery of the strategy to the chief executive, chief finance officer, chief operating officer and the chief development officer as the most senior managers in the charity and hold them to account for the performance of the charity.

SJ og is both a registered charity and a company limited by guarantee. Trustees are both trustees of the charity and the legal directors of the company.

The trustees have complied with their duty in accordance with the Charities a ct 2011 to follow the Charity Commission’s guidance on the operation of public benefit.

SJ og can have up to twelve trustees on the board, each of whom serve a three-year term, after which they are eligible for re-appointment. The board met formally four times between January 2024 and December 2024, though there were also nine committee meetings. a ll meetings were quorate, and no member was absent for more than two meetings.

The trustees and executive team review all declarations in line with the Charity Commission’s disqualification criteria guidelines, the accounting requirements for charities laid down in the Statement of Recommended p ractice (S o R p ) and HMRC ‘fit and proper persons’.

Saint John of g od Hospitaller Services g roup remains the sole member of the charity.

TO DO MORE GOOD

INTEGRITY

Transparency and Trust

a s a charity, it is incumbent on SJ og to demonstrate that we use our supporters’ generous donations of time and money wisely. We have rigorous financial controls to ensure funds are monitored, tracked and go to the right places at the right time. These are regularly reviewed internally and are externally audited annually.

i ntegrity is about doing what is right and being open and transparent to demonstrate this.

We have a formal g overnance Review Committee that scrutinises the decision making to ensure we meet the standards we set ourselves, as well as those set by regulators such as the Charity Commission, the Care Quality Commission and the Fundraising Regulator.

We record positive feedback as well as complaints, and declare fundraising complaints annually, though there were none in 2024.

To protect the public, the trustees decided to step away from face-to-face fundraising and consequently do not to use third party fundraisers. Donations are primarily from legacies, grant-making trusts and corporate donors. There were no breaches of the Fundraising Regulator Code.

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05 ESG SUMMARY

SJ o G is supported by great volunteers with a range of professional and personal skills.

Modern Slavery and Human Trafficking

a s a charity directly supporting people who have been subject to modern slavery and human trafficking, SJ og is committed to ensuring modern slavery and human trafficking are not present in its supply chains. We are working with our partners and suppliers to ensure compliance with the UK Modern Slavery a ct 2015.

We have introduced, and will continue to develop, processes and procedures to ensure we understand our suppliers’ ethical, environmental and social practices.

Equality and Fairness

SJ og is supported by great volunteers with a range of professional and personal skills. The charity is also led by a volunteer trustee board.

SJ og employs colleagues to run and support complex services. They manage the difficult balance of making sure that they are delivering them as safely as possible whilst ensuring maximum benefit to the people that we are here to support.

4 my EVERY y ‘ SJ og undertakes a full and fair consideration fiyof applications for employment made by J:E PERSON IS disabled persons, having regard to their particular aptitudes and abilities. We arrange training for employees who have become disabled persons while employed and also consider the training and career development and promotion of disabled persons. Pay UNIQUE

Pay

We recognise that we have a financial responsibility to our colleagues. i n 2022, SJ og became a Real Living Wage organisation, and trustees reaffirmed that commitment in 2023, 2024 and now for 2025.

i n reaching decisions about levels of pay, the board receives reports on the prevailing market conditions, the pay practices in other similarly sized charities, the local market, relevant external benchmarks, our future plans and past performance.

i n 2024, a 5% pay rise was awarded to all colleagues to meet the real challenges presented by the cost-of-living crisis. This was in line with the recommendation by the Resolution Foundation.

Supporting people to live as independently as they choose, whatever their ability

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05 ESG SUMMARY

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Gender Pay Gap

SJ og has a commitment to fairness in recruitment, pay, promotion and development. We have a requirement to report in line with the UK Equality a ct 2010 ( g ender p ay g ap i nformation) Regulations.

i n 2024* we were pleased to note that SJ og ’s mean gender pay gap was 5.5% and significantly lower than that of other organisations. i t is also favourable to the UK gender pay gap percentage of 7%.

SJ og ’s median gender pay gap is 0%, meaning the median pay in 2024 was equal for both males and females. This compares favourably to the median pay gap in 2023 which was 9%.

We are not complacent, and more work will be undertaken in the year. The details of the gender pay gap are published on the government’s designated website and sjog.uk.

Ethnicity Pay Gap

We publish our ethnicity pay gap report each year and this is in line with government regulations for calculating gender pay gaps.

The ethnicity pay gap is the average difference in hourly rate of pay between white and black, a sian and minority ethnic colleagues.

We have an aspiration for our colleagues to reflect the communities that they work in, and for this to be evident across the charity, particularly in senior roles. a chieving this will have a positive impact on the ethnicity pay gap.

Pay Principles

p ay is reviewed consistently using the same approach for all colleagues, including the executive team and the chief executive. No individual performance bonuses are paid. a nnual pay budgets take into account affordability, economic trends and external market pay movement and are agreed by the trustees during the setting and signing off of the annual budgets.

Senior Pay Disclosure

We recognise the recommendations made following the report of the i nquiry into Charity Senior Executive p ay and guidance for trustees on Setting Remuneration by the National Council for Voluntary o rganisations (NCV o ). Consequently, we have provided information on the pay of the executive team.

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05 ESG SUMMARY

o ur risk management arrangements and processes therefore have to be robust, which is why we have them externally audited, accredited and certified by CH a S (Contractors Health and Safety a ssessment Scheme). Further assurance comes from our international standards: i S o 27001 i nformation Security, i S o 14001 Environmental Management and i S o 9001 Business p rocesses. We have a head of quality, head of iso, and head of health and safety to strengthen our systems around decision making, risk and control.

DECISION MAKING, RISK AND CONTROL

Finance Oversight

Financial Reporting

The trustees are responsible for safeguarding the assets of the charity and the group. This is enabled through SJ og ’s financial policies and procedures. Compliance with these policies and procedures is mandatory for all employees, honorary officials and volunteers of SJ og .

There are two elements to financial reporting: reporting on annual report and accounts, and monthly accounts. The monthly accounts and associated reports are of sufficient detail to allow the executive team to make ongoing financial decisions.

We want to be successful in what we do, and that success is reliant on making good decisions and managing risk effectively.

We work with people: disabled people, older people, people who are experiencing homelessness, people who have been subject to modern day slavery. The work that we do is not without risk.

The board delegates the implementation of that strategy and the day-to-day management of SJ og to the chief executive, the executive team and through it to individual budget holders following a detailed scheme of delegation that approves specified levels of expenditure.

Finance, Audit and Risk Committee

The Finance, a udit and Risk Committee is a standing committee of the trustee board and has delegated authority to act on behalf of the board in relation to the matters set out in its terms of reference. The Committee is chaired by a trustee with significant senior leadership and management expertise.

o ur key risks are contained within the risk register that is reviewed at each board meeting, and deep dives on particular risks are taken at committee level. The board also receives reports on our quality assurance systems, and through our integrated software, better information has reduced the risk in services and has resulted in a demonstrable improvement in externally regulated quality ratings.

SJ og exists to facilitate changes in the lives of the people that we are here to serve, and this can only be achieved by taking positive risks to get positive outcomes. We are fully committed to ensuring that these risks are managed so that the people supported, volunteers and colleagues are as safe as possible.

Each year, budget holders put together a costed plan to deliver on the strategic aims of the charity. The plans are aggregated into departmental and then an organisational business plan.

The Committee’s main duties are to:

 review and challenge the work of the executive team and of the internal and external auditors, and

The trustees approve both the business plan and the detailed annual budget that defines specific projects and detailed departmental plans for the next financial year.

The finance team is involved in any major project or programme work, providing the necessary support to the right financial decisions.

project or programme work, providing the management, and regulatory compliance necessary support to the right financial procedures of SJ og . decisions. HEARING THE VOICES OF THE PEOPLE WE SUPPORT

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05 ESG SUMMARY

External Audit

External auditors review SJ og ’s annual financial statements and give an opinion on them. The board approves the appointment, remuneration, re-appointment and removal of the external auditors in relation to statutory audit arrangements.

Financial Risk

The most significant financial risks for SJ og are income uncertainty and the ability to operate services within the staffing budgets.

SJ og reviews its financial plans on a regular basis and manages these significant risks accordingly through income pipelines, budgetary control, programme management and capital planning.

i ncome uncertainty has reduced significantly within the year and there has been a real focus on negotiating a fair rate for the care provided. This has led to a significant improvement in like for like income.

Risk Management

Effective risk management is also key to successfully delivering our strategy and developing SJ og for a sustainable future. We are now making better use of our risk data to help shape and prioritise SJ og ’s future delivery of programmes and projects, providing a sharper focus on those things that present the greatest threats and opportunities.

We hold i S o 9001 Business p rocesses, i S o 14001 Environmental Systems and i S o 27001 i nformation Security. Better systems, better monitoring and measurement, and both internal and external audit systems, help to ensure a robust risk management system throughout the charity.

Health and Safety Risks

We are fully committed to looking after our people and anyone who could be affected by our actions. To do this:

Information Risks

We have continued to improve information security management in the year so that we can protect all information assets.

This includes security that can be applied through technology, but perhaps more crucially, the behaviour of the people who manage information. o ur processes have received accreditation through the international standard for information management i S27001.

The aim of our approach is to preserve:

CONFIDENTIALITY

a ccess to data shall be confined to those with appropriate authority.

INTEGRITY

i nformation shall be complete and accurate. a ll systems, assets and networks shall operate correctly, according to specification.

AVAILABILITY

i nformational shall be available and delivered to the right person, at a time when it is needed.

o ur quality framework has delivered ‘good’ and ‘outstanding’ ratings across all of services by our external regulators.

We have continued to improve our i T security this year, improving the defensiveness of our i T systems from unauthorised access or misuse.

The process of review and improvement as we prepared ourselves for i S o 27001 strengthened our information governance framework and continues to improve our management of associated risks.

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05 ESG SUMMARY

o ur colleagues have been fantastic, and we are working hard to keep them safe, and to support them so that they can continue to support others.

People Risks

We are a charity of people supporting people. The challenge of recruiting colleagues has led to the improvement in pay and non-pay rewards, which form part of the L o VED (Living o ur Values Every Day) programme.

We recognise that people have a choice about where they work and we have improved the information about the work that we do, and that we are a great place to work. o ur annual survey, focus groups and the annual conference have confirmed that our colleagues love working at SJ og , and we continue to benefit from their membership in our community. Recruitment risks are reduced and retention is much improved, but there is still more work to do on reducing the number of people who leave in the first year. Work on recruitment and induction is being undertaken in the charity.

Quality and Compliance

We provide care and support to people. We are heavily regulated, and we are committed to delivering a service that is exceptional and to reflect the value of each and every person that we work with.

o ur quality framework has delivered ‘good’ and ‘outstanding’ ratings across all of services by our external regulators.

Pandemic Risks

Whilst the impact of Covid has abated, the risk from pandemics has not gone away.

o ur business continuity plans (BC p s) worked effectively and have continued to evolve.

We benefit from the strength of our core services that are funded through statutory authorities, and we envisage that this funding will continue. Fundraising remains a small but important part of our income.

, op NUNS a 8 is” f , > -“ \' 4% /; eG ON. 2ga ay)iat SUPPORT

a s staffing is the single biggest area of expenditure for the charity, levels of sickness for our colleagues are closely monitored. The trustees have reviewed detailed forecasts and cash flows for the next twelve months which provide assurance that going concern is not an issue for the charity.

Detailed financial reporting is reviewed monthly by the executive management team and quarterly by the board. i ncome and costs are continually monitored.

We have great people and have continued to grow services thanks to our colleagues' desire to be of more help to more people. o ur colleagues have been fantastic, and we are working hard to keep them safe, and to support them so that they can continue to support others. The work that has been undertaken in the past years, supporting our colleagues better, ensuring that the charity is financially sustainable, building partnerships and investing in i T, all improves our preparedness for future pandemics.

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05 ESG SUMMARY

IT’S ALL ABOUT | ry hs - , 7 3 TRUST

TRUSTEE BOARD EFFECTIVENESS

Trustee recruitment is undertaken through an external organisation to ensure an open process. Whilst the board better reflects the communities that we work in, there is more to do. The board has been recruiting three trustees a year due to retirement of trustees. This was true in 2024 and allows for the recruitment of skills that reflect the new areas of focus within the charity’s strategy, which includes i T, ai and marketing.

Independence of Thought

SJ og ensures that it can demonstrate that any decision or action is aligned with the delivery of our charitable aims and there is no personal or individual bias. a ll trustee board decisions are recorded in a decision log at the end of each meeting’s minutes. These are reviewed at the following board meetings and are reviewed annually by the g overnance Review Committee.

Length of Service

Trustee board members serve a three-year term and may be reappointed for up to a further two terms. We aim to match the skills on the board to our strategic goals and business plan needs as well, and the use of the i nstitute of Directors’ framework focusing on skills, knowledge and mindset.

Board Meetings

The trustee board meets formally at least four times a year. We have a list of standing agenda items covering strategy, performance, risk and compliance matters.

Whilst the chief executive and executive team are present at the trustee board meetings, they do not have any voting rights. Decisions lie with the trustees.

o nce a year, trustees and the executive team meet to discuss the strategic opportunities and risks we may face in the future.

Trustee Board Skills and Knowledge

For the trustees appointed in the year, the induction process created in 2020 was again used to provide formation on the history of the charity, the Hospitaller o rder and the life of Saint John of g od. The induction covers governance and the trustees’ role requirements, core responsibilities, as well as the strategy, performance and structures within the charity.

Trustees are briefed throughout the year on changes to regulation and standards throughout the year as part of the board meeting papers. Examples of this include our review and implementation of information governance arrangements and the trustees’ new roles with regards to i S o 27001 accreditation.

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05 ESG SUMMARY

SUPPORTING PEOPLE TO LIVE THE LIVES INCLUSION AND DIVERSITY Hearing the Voices of the People We Support Gender Balance The strategy included a drive to better hear the Historically the board has been made up of voices of the people we are here to serve. The Brothers from the Hospitaller o rder of Saint a dvisory Council of people that we are here to THEY John of g od. This has meant that the board serve was created in 2020. The initial plan was has been exclusively male, though there has that they would meet in the weeks before the been an opening up to people who are not board meeting to review the agenda and Brothers of the o rder. papers and offer their comments on matters going to the board, so that their voices can be Due to reviews and progress made over the heard when trustees come to make decisions. CHOOSE

Due to reviews and progress made over the past three years, there are five women and five men on the board. Emma g ibbons became chair of trustees of SJ og in December 2020 taking over from Brother Donatus Forkan.

The a dvisory Council have however decided to take a different path and instead have started a process of review of policies and practices within the charity and have created a p eople’s Charter. This forms the underpinning of our new strategy, ‘ p eople, p otential and p artnerships’.

Ethnicity

Across the charity 76% of colleagues identify as female.

i n time the a dvisory Council will undertake an annual audit of each regulated service and form part of an expert by experience panel looking at the culture of our services.

The a dvisory Council have produced films to inform colleagues and trustees, spoke at the organisation’s conference, and continue to be a presence in their communities around issues such as transport and accessibility for disabled people.

We have an aspiration for our colleagues to reflect the communities that they work in, and for this to be evident across the charity, particularly in senior roles. Whilst our ethnicity pay gap is better than the national average, we strive to be better, and work continues on engaging our colleagues. a colleague engagement lead was recruited in 2023 to progress this, and initial focus groups will be followed by visits by the EMT to every service in the UK to further engage our colleagues.

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05 ESG SUMMARY

e ach year we openly share our work and the progress we have made.

OPENNESS AND ACCOUNTABILITY

We strive to be open in our charitable work and accountable for our activities and actions. We aim to keep our communities, supporters and stakeholders appropriately informed of our work, and hope that with their support and engagement we can deliver on our purpose providing real public benefit.

Each year we openly share our work and the progress we have made in our annual report, in an annual review, and we publish our research papers and publications on our charity website and in other public communications.

Raising Concerns

There are lots of ways for SJ og people to flag a concern, from starting with a simple conversation with a colleague and, if necessary, chatting to a line manager, through to using the services of the grievance or whistle blowing process.

o ur values encourage us to be compassionate, strive for justice and operate in an environment where we respect each other. Speaking up is an important way of doing this. a ll SJ og colleagues and volunteers agree to behave by the Colleagues Code of Conduct or Volunteer Code of Conduct.

We had hoped to establish a Colleagues’ Council in 2023 to fulfil a similar role to the work of the a dvisory Council, but this work will now be driven forward by the colleague engagement lead with the first piece of work being a wellbeing charter for our colleagues.

Safeguarding

SJ og ’s safeguarding policy was rewritten and strengthened in 2019 and reviewed in 2022, 2023 and 2024. This and the code of conduct apply across the whole organisation and are supported by a range of policies and procedures to reduce the risk of harm to beneficiaries, supporters, colleagues and volunteers.

We work with some of the most vulnerable adults and families, and all our colleagues are therefore trained in safeguarding. i n 2021 we introduced e-learning modules around safeguarding to supplement the face-to-face training that is already in place. The e-learning provides an auditable record of knowledge and competence in safeguarding and is mandatory across the charity.

We have reviewed and strengthened the reporting lines, and improved reporting mechanisms, ensuring that we notify and work with statutory partners. We work closely with partner organisations to help ensure that children, vulnerable adults and their families receive appropriate community support.

Feedback

We continue to record and report on complaints and compliments we receive, and we review this information in reports to the trustee board and the two committees. o ur focus in 2025 will be on further developing the work undertaken in previous years and the introduction of data visualisation and ai tools will improve our trend analysis to target areas for improvement.

The work of the a dvisory Council provides a further level of assurance.

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES FOR AN INCORPORATED CHARITY

The trustees (who are also directors of Saint John of g od Hospitaller Services for the purposes of company law) are responsible for preparing the Trustees’ Report (incorporating the strategic report and directors’ report) and the financial statements in accordance with applicable law and United Kingdom a ccounting Standards, included Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of i reland (United Kingdom g enerally a ccepted a ccounting p ractice).

 state whether applicable UK a ccounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and

 prepare the financial statement on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies a ct 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the income and expenditure, of the charitable group for that period. i n preparing these financial statements, the trustees are required to:

  • select suitable accounting policies

  • and then apply them consistently;

STATEMENT OF DISCLOSURE TO AUDITOR

i n so far as the trustees are aware at the time of approving our trustees’ annual report:

 there is no relevant audit information of which the charitable company's auditors are unaware;

 the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

RSM UK a udit LL p has indicated their willingness to continue as auditor.

a pproved by the trustees on: 22 June 2025

Duncan B Reid

Duncan Reid Trustee

  • observe the methods and

  • principles in the Charities S o R p ;

 make judgments and accounting estimates that are reasonable and prudent;

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INDEPENDENT AUDITOR'S REPORT

To the members of Saint John of God Hospitaller Services

Opinion

We have audited the financial statements of Saint John of g od Hospitaller Services (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 December 2024 which comprise the Consolidated Statement of Financial a ctivities including i ncome and Expenditure a ccount, the Charity Balance sheet, the Consolidated Balance Sheet, the Statement of Consolidated Cashflows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom a ccounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of i reland” (United Kingdom g enerally a ccepted a ccounting p ractice).

i n our opinion the financial statements:

  • give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 December 2024 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

  • have been properly prepared in accordance with United Kingdom g enerally a ccepted a ccounting p ractice; and

  • have been prepared in accordance with the requirements of the Companies a ct 2006.

Basis for opinion

We conducted our audit in accordance with i nternational Standards on a uditing (UK) ( i S a s (UK)) and applicable law. o ur responsibilities under those standards are further described in the a uditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

i n auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

o ur responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the a nnual Report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the a nnual Report. o ur opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

o ur responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. i f we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. i f, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

i n our opinion, based on the work undertaken in the course of the audit:

  • the information given in the Trustees’ Report, which includes the Directors’ Report and the Strategic Report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

  • the Directors’ Report and the Strategic Report included within the Trustees’ Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

i n the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Directors’ Report or the Strategic Report included within the Trustees’ Report.

We have nothing to report in respect of the following matters where the Companies a ct 2006 requires us to report to you if, in our opinion:

  • adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

  • the parent charitable company financial statements are not in agreement with the accounting records and returns; or

  • certain disclosures of trustees’ remuneration specified by law are not made; or

  • we have not received all the information and explanations we require for our audit.

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Responsibilities of trustees

a s explained more fully in the Statement of Trustees’ responsibilities set out in the Trustees’ Report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

i n preparing the financial statements, the trustees are responsible for assessing the group’s and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

o ur objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with i S a s (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which the audit was considered capable of detecting irregularities, including fraud

i rregularities are instances of non-compliance with laws and regulations. The objectives of our audit are to obtain sufficient appropriate audit evidence regarding compliance with laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements, to perform audit procedures to help identify instances of non-compliance with other laws and regulations that may have a material effect on the financial statements, and to respond appropriately to identified or suspected non-compliance with laws and regulations identified during the audit.

i n relation to fraud, the objectives of our audit are to identify and assess the risk of material misstatement of the financial statements due to fraud, to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud through designing and implementing appropriate responses and to respond appropriately to fraud or suspected fraud identified during the audit.

However, it is the primary responsibility of management, with the oversight of those charged with governance, to ensure that the entity's operations are conducted in accordance with the provisions of laws and regulations and for the prevention and detection of fraud.

  • inquired of management, and those charged with governance, about their own identification and assessment of the risks of irregularities, including any known actual, suspected or alleged instances of fraud;

  • discussed matters about non-compliance with laws and regulations and how fraud might occur including assessment of how and where the financial statements may be susceptible to fraud.

a s a result of these procedures we consider the most significant laws and regulations that have a direct impact on the financial statements are FRS 102, Charities S o R p (FRS 102), Companies a ct 2006, Charities a ct 2011, and the parent charitable company’s governing document. We performed audit procedures to detect non-compliances which may have a material impact on the financial statements which included reviewing the financial statements including the Trustees’ Report, and remaining alert to new or unusual transactions which may not be in accordance with the governing documents.

The most significant laws and regulations that have an indirect impact on the financial statements are those in relation to the Care a ct 2014 and the Data p rotection a ct 2018. We performed audit procedures to inquire of management whether the group is in compliance with these law and regulations and inspected correspondence with regulatory authorities where appropriate.

The group audit engagement team identified the risk of management override of controls and cut off of revenue recognition as the areas where the financial statements were most susceptible to material misstatement due to fraud. a udit procedures performed in relation to management override of controls included but were not limited to testing manual journal entries and other adjustments, evaluating the business rationale in relation to significant, unusual transactions and transactions entered into outside the normal course of business, challenging judgments and estimates. a udit procedures performed in relation to cut off of revenue recognition included but was not limited to verification to third party supporting documentation, and analytical review of income based on supporting documentation, and reviewing income transactions around the year end to consider if it has been recorded in the correct period.

a further description of our responsibilities for the audit of the financial statements is provided on the Financial Reporting Council’s website at http://www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of p art 16 of the Companies a ct 2006. o ur audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

i n identifying and assessing risks of material misstatement in respect of irregularities, including fraud, the group audit engagement team:

  • obtained an understanding of the nature of the sector, including the legal and regulatory frameworks that the group and parent charitable company operates in and how the group and parent charitable company are complying with the legal and regulatory frameworks;

Lucy r obson

(Senior Statutory a uditor)

For and on behalf of RSM UK a UD i T LL p , Statutory a uditor

Chartered a ccountants

1 St James’ g ate Newcastle upon Tyne NE1 4 a D

Dated: 23 June 2025

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Consolidated Statement of Financial Activities Including Income and Expenditure Account

FOR THE YEAR ENDED 31 DECEMBER 2024

Unrestricted Restricted TOTalTOTal
funds funds 2024 2023 funds funds 2024 2023
Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000
Income and endowments from:
Donations and legacies 3 293 53 346 845 acies 3 293 53 346 845
Charitable activities 4 24 Charitable activities 4 24,595 5,125 29,720 27,787
other tradingactivities 5 35 - 35 60 activities 5 35 - 35 60
investments 6 72 - 72 47 nvestments 6 72 - 72 47
other income 7 174 - 174 156 ther income 7 174 - 174 156
Total income 25,169 5,178 30,347 28,895
expenditure on:
Raisingfunds 8 362 4 366 415 funds 8 362 4 366 415
other costs 8 14 - 14 19 ther costs 8 14 - 14 19
Charitable activities 9 23 Charitable activities 9 23,716 5,494 29,210 26,990
other finance costs 25 - 25 33 ther finance costs 25 - 25 33
Total expenditure 24,117 5,498 29,615 27,457 24,117 5,498 29,615 27,457
Net income/(expenditure)1 1,052(320)732 1,438
Transfers between funds 20 Transfers between funds 20(77)77 - -
Net movement in funds975 975(243)732 1,438
Total funds brought forward 20 6,390 2,092 8,482 7,044 ht forward 20 6,390 2,092 8,482 7,044
Total funds carried forward 207,365 1,849 9,214 8,482

Charity Balance Sheet

AS AT 31 DECEMBER 2024

2024 2023
Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000
Fixed assets
intangible assets 13 75 107 ible assets 13 75 107 ible assets 13 75 107 ible assets 13 75 107
Tangible assets 14 4 ible assets 14 4 ible assets 14 4,386 3 386 3,594
4,461 3,701 4,461 3,701 4,461 3,701
Current assets
Debtors 15 2 Debtors 15 2,257 3 257 3,023
Cash at bank and in hand 3 Cash at bank and in hand 3,652 2 652 2,759
5,909 5,782 5,909 5,782
Creditors:
amounts falling due within one year16 16(1,393) (1,200)
Net current assets 4 Net current assets 4 Net current assets 4,516 4 516 4,582
Total assets less current liabilities 8,977 8,283 Total assets less current liabilities 8,977 8,283 Total assets less current liabilities 8,977 8,283 Total assets less current liabilities 8,977 8,283
Creditors:
amounts falling due after more than one year17 17(542) (569)
Net assets 8,435 7,714 Net assets 8,435 7,714 Net assets 8,435 7,714 Net assets 8,435 7,714
Income funds
Restricted funds 20 1 Restricted funds 20 1 Restricted funds 20 1,693 1 693 1,972
Unrestricted funds 20 6 Unrestricted funds 20 6 Unrestricted funds 20 6,742 5 742 5,742

8,435 7,714

The statement of financial activities includes all gains and losses recognised in the year.

a ll income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies a ct 2006.

a s permitted by section 408 of the Companies a ct 2006, the statement of financial activities of the parent company is not presented as part of these accounts. The parent company’s net income and the net movement in funds for the financial year amounted to a surplus of £721k (2023: £1,426k).

The financial statements were approved by the trustees on 22 June 2025.

Duncan Reid Trustee

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AS AT 31 DECEMBER 2024

FOR THE YEAR ENDED 31 DECEMBER 2024

Consolidated Balance Sheet

2024 2023
Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000
Fixed assets
intangible assets 13 75 107 ible assets 13 75 107 ible assets 13 75 107 ible assets 13 75 107
Tangible assets 14 4 ible assets 14 4 ible assets 14 4,956 4 956 4,174
5,031 4,281 5,031 4,281
Current assets
Debtors 15 2 Debtors 15 2,299 3 299 3,093
Cash at bank and in hand 4 Cash at bank and in hand 4,067 3 067 3,133
6,366 6,226 6,366 6,226
Creditors:
amounts falling due within one year16 16(1,521) (1,301)
Net current assets 4 Net current assets 4 Net current assets 4,845 4 845 4,925
Total assets less current liabilities 9,876 9,206 Total assets less current liabilities 9,876 9,206 Total assets less current liabilities 9,876 9,206 Total assets less current liabilities 9,876 9,206
Creditors:
amounts falling due after more than one year17 17(662) (724)
Net assets 9,214 8,482 Net assets 9,214 8,482 Net assets 9,214 8,482 Net assets 9,214 8,482
Income funds
Restricted funds 20 1 Restricted funds 20 1 Restricted funds 20 1,849 2 849 2,092
Unrestricted funds 20 7 Unrestricted funds 20 7 Unrestricted funds 20 7,365 6 365 6,390
9,214 8,482 9,214 8,482 9,214 8,482

Statement of Consolidated Cash Flows

2024 2023
Notes £’000 £’000 £’000 £’000 Notes £’000 £’000 £’000 £’000
Cash flows from operating activities
Cashgenerated from operations 22 2,372 614 372 614
interest received 65 - nterest received 65 -
interestpaid(25) (33)
Investing activities
purchase of intangible assets(53) (47)
purchase of tangible fixed assets(1,365) (839)
proceeds on disposal of tangible assets - 4
Net cash(used in)investingactivities(1,418) (882)
Financing activities
New finance - 300
Loan repayments(60) (38)
Net cash(used in)/from financingactivities(60)262
Net increase/(decrease)in cash and cash equivalents 934 uivalents 934(39)
Cash and cash equivalents at beginningofyear 3,133 3 133 3,172
Cash and cash equivalents at end of year 4,067 3,133 4,067 3,133

The financial statements were approved by the trustees on 22 June 2025.

Duncan Reid Trustee

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Notes to the Financial Statements

FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACC ou NTING po LICI e S

Charity information

Saint John of g od Hospitaller Services is a private charitable company (incorporated in England and Wales) limited by guarantee and has no share capital.

The registered office is: The Exchange, Barnard Street, Darlington, DL3 7DR.

Accounting convention

The financial statements have been prepared in accordance with the charity's governing document, the Companies a ct 2006 and “ a ccounting and Reporting by Charities: Statement of Recommended p ractice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of i reland (FRS 102)”. The charity is a p ublic Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £'000.

Basis of consolidation

The consolidated financial statements incorporate those of the Company, Saint John of g od Hospitaller Services, g ood Shepherd Services (the charity for which it is the “sole” member) and g ood Shepherd Trading (subsidiary of g ood Shepherd Services).

a ll financial statements are made up to 31 December 2024. Where necessary, adjustments are made to the financial statements the subsidiary to bring the accounting policies used into line with those used by other members of the group.

a ll intra-group transactions, balances, and unrealised gains on transactions between group companies are eliminated on consolidation. Unrealised losses are also eliminated unless the transaction provides evidence of an impairment of the asset transferred.

Going concern

The trustees have examined the appropriateness of preparing the financial statements on the going concern basis. Cash generation has increased in the year and cash balances remain positive at the year end and with no utilisation of the overdraft facility at the year-end. They have considered the statement of financial activities, balance sheet and cash flow forecast for a period in excess of twelve months from the date of approval of these accounts and having regard to the projected cash requirements of the charity, the trustees believe it i s wholly appropriate to continue to prepare the financial statements on a going concern basis.

Charitable funds

The charity's unrestricted funds consist of funds that the charity may use for its charitable objectives at the trustee's discretion.

The trustees of the charity may put aside part of the accumulated funds to meet specific future expenditure. a s a general principle, these funds were given or raised with projects in mind, but their use is not restricted. The trustees take the view that use of such funds should be designated.

a ny income given to the company for a specific purpose has been separately identified and allocated as a restricted fund so as to ensure that it is spent as the donor dictated.

Incoming resources

i ncome is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. i ncome includes:-

Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. Donations are recognised when receivable.

Charitable activities

Grant income: g rant income is recognised when the charity is entitled to receipt.

r eligious management services: i ncome is recognised when the service has been delivered.

Accommodation and support and Specialist

Housing Support: a re recognised when the services are delivered or the beds / housing vacancies are occupied or agreed funded voids have crystallised.

r aising funds

Consultancy income: i s recognised when the services have been completed and invoiced.

Interest and investment income

i nvestment income is accounted for on an accruals basis.

Donated services

i ncome is recognised for donated rent at the market rate with a corresponding cost recorded within expenditure. i n accordance with the Charities S o R p (FRS 102), general volunteer time is not recognised. Refer to the Trustees' a nnual Report for more information about their contribution.

Donated services and gifts in kind

g ifts in kind, being the recognition of rental costs waived, are measured at fair value, unless it is impractical to measure this reliably, in which case the cost of the item to the donor should be used. The costs waived are recognised as a donation in the year and a corresponding charge in expenditure included.

o ther income

o ther income is recognised when the charity is entitled to receipt.

r esources expended

Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the charity to the expenditure. Expenditure is accounted for on an accruals basis. i rrecoverable V a T is included with the expenses items to which it relates. Resources expended comprise:-

r aising funds

These include salaries and directly attributable overheads.

Charitable activities

i ncludes all direct salaries and other costs incurred in delivering the charity's charitable activity of delivering care services, together with the costs directly associated with the governance of the charity, including legal and regulatory compliance and strategic planning and also an appropriate proportion of the central and regional support costs of the organisation.

Support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. These represent direct finance, human resources, i T and property service costs incurred by the organisation in carrying out its activities. a llocations of support costs are apportioned based on income received between each activity.

Governance costs

g overnance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice. These costs include costs related to statutory audit.

Intangible fixed assets other than

goodwill

i ntangible assets are initially recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses. i ntangible assets are amortised at their expected useful economic lives on a straight line basis as follows:

a mortisation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Software - 5 years

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Notes to the Financial Statements (Continued)

1. ACC ou NTING po LICI e S

(Continued)

Tangible fixed assets

Tangible fixed assets are initially measured at cost, or in cases where fixed assets have been donated to the Saint John of g od Hospitaller Services, at valuation at the time of acquisition. The charity's policy is to capitalise items where they are considered to be fixed, desirable and valuable; this includes, but not exclusively, white goods and i T equipment below the individual or collective value of £1,000.

Freehold land and assets in the course of construction are not depreciated.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

l easehold land and buildings Term of the lease

Freehold property 4 – 25 years

Fixtures and fittings 3 to 10 years

Motor vehicles 4-8 years

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.

Impairment of fixed assets

a t each reporting end date, the charity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. i f any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

i ntangible assets with indefinite useful lives and intangible assets not yet available for use are tested for impairment annually, and whenever there is an indication that the asset may be impaired.

Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts.

Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial i nstruments’ and Section 12 ‘ o ther Financial i nstruments i ssues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include trade debtors, other debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including trade creditors, other creditors, accruals and deferred income are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

r educed Disclosure o ptions

i n accordance with FRS 102, the charity has taken advantage of the exemptions from the following disclosure requirements;

Section 7 ‘Statement of Cash Flows’ – p resentation of a Statement of Cash Flow and related notes and disclosures (in relation to the charity’s own statement of cash flows – a consolidated statement of cash flows is presented in these financial statements).

e mployee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits

a s a charity we may be committed, by legislation, by contractual or other agreements with employees or their representatives or by a constructive obligation based on business practice, custom or a desire to act equitably, to make payments (or provide other benefits) to employees when it terminates their employment. Such payments are termination benefits.

Termination benefits are employee benefits payable as a result of either:

  • an entity's decision to terminate an employee's employment before the normal retirement date; or

  • or an employee's decision to accept voluntary redundancy in exchange for those benefits.

r etirement benefits

The company makes available a contributory money purchase scheme which all employees can join. This is administered by Scottish Equitable and each person has their own independent pension policy. The charge for the year represents contributions payable in the year.

2. C r ITICAL ACC ou NTING e STI m AT e S AND J u DG eme NTS

i n the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. a ctual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

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3. D o NATI o NS AND L e GACI e S

Unrestricted Restricted TOT al TOT al funds funds 2024 2023 £’000 £’000 £’000 £’000 Donations and gifts o ther 269 53 322 720 Legacy 24 - 24 125 293 53 346 845 For the year ended 31 December 2023 o ther 199 521 720 Legacy 125 - 125 324 521 845

4. CHA r ITABL e ACTI v ITI e S

a ccommodation Specialist Religious Good TOT al TOT al and support Housing Management Shepherd 2024 2023 Support Services £’000 £’000 £’000 £’000 £’000 £’000 Charitable activities 11,082 13,552 4,491 595 29,720 27,787 Analysis by fund Unrestricted funds 10,774 13,520 - 301 24,595 Restricted funds 308 32 4,491 294 5,125 11,082 13,552 4,491 595 29,720 For the year ended 31 December 2023 Unrestricted funds 9,406 13,747 - 347 23,500 Restricted funds 385 30 3,448 424 4,287 9,791 13,777 3,448 771 27,787

5. o TH er T r ADING ACTI v ITI e S

2024 2023 £’000 £’000 Trading income 35 60

6. IN ve ST me NTS

2024 2023 £’000 £’000 Bank interest 72 47

7. o TH er INC ome

2024 2023 £’000 £’000 o ther income 174 156

8. r AISING F u NDS AND o TH er C o STS

2024 2023 £’000 £’000

r aising funds Direct costs 156 154 Staff costs 210 261 366 415 o ther costs Direct costs - 4 Depreciation and impairment 14 15 14 19 380 434 Restricted funds 4 41 Unrestricted fund 376 393 Total 380 434

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9. CHA r ITABL e ACTI v ITI e S

a ccommodation Specialist Religious Good TOT al TOT al and Support Housing Management Shepherd 2024 2023 Support Services Care Services £’000 £’000 £’000 £’000 £’000 £’000 Staff costs 8,029 4,388 3,314 500 16,231 15,066 Depreciation and impairment 253 238 2 23 516 402 a ctivities directly undertaken 1,251 6,007 705 297 8,260 8,041 9,533 10,633 4,021 820 25,007 23,509 Share of support costs (see note 10) 1,580 1,933 640 - 4,153 3,451 Share of governance costs (see note 10) 19 23 8 - 50 30 11,132 12,589 4,669 820 29,210 26,990 Analysis by fund Unrestricted funds 10,670 12,483 - 563 23,716 Restricted funds 462 106 4,669 257 5,494 11,132 12,589 4,669 820 29,210 For the year ended 31 December 2023 Unrestricted funds 9,371 12,400 - 504 22,275 Restricted funds 430 243 3,592 450 4,715 9,801 12,643 3,592 954 26,990

10. S uppor T C o STS

Support Governance 2024 2023 costs costs £’000 £’000 £’000 £’000 Staff costs 2,677 - 2,677 2,389 Depreciation and amortisation 121 - 121 112 Legal and professional 57 - 57 21 i T 401 - 401 234 Finance 179 - 179 167 p roperty 143 - 143 94 Exec office 337 - 337 294 HR 140 - 140 95 a dmin 98 - 98 45 a udit fees - 50 50 30 4,153 50 4,203 3,481

Support costs have been allocated to the different charitable activities on the basis of the income received for each activity. This is on the basis that it provides the fairest reflection of where the support is given.

g overnance costs includes payments to the auditors of £43,000 (2023 - £33,000) for audit and assurance fees.

11. N e T moveme NT IN F u NDS

2024 2023 £’000 £’000 Net movement in funds is stated after charging/(crediting) Fees payable to the company's auditor for the audit of the company's financial statements 35 27 o ther services provided by the companies’ auditor 8 6 Depreciation of owned tangible fixed assets 581 477 a mortisation of intangible assets 70 53 Loss on disposal of tangible assets 17 10 o perating lease charges - land and buildings 1,352 1,333

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12. emp L oyee S

Number of employees

The number of employees whose annual remuneration was £60,000 or more were:

The average monthly number of employees during the year was:

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|||||| |---|---|---|---|---| |2024 2023| |Number Number| |Medical, Nursing and|a|llied|p|rofessions 8 7| |Managers, Support Workers and|a|ncillary Staff 596 582| |Executive 4 5| |Managers and|o|ther Staff 45 51| |653 645|

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||| |---|---| |2024 2023| |£’000 £’000| |e|mployment costs| |Wages and salaries 16,782 15,094| |Social security costs 1,415 1,236| |o|ther pension costs 388 359| |o|ther staff costs 529 943| |Restructuring costs 4 85| |19,118 17,717|

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2024 2023 Number Number £60,000 - £69,999 9 8 £70,000 - £79,999 - 1 £80,000 - £89,99 1 - £90,000 - £99,999 - 1 £100,000 - £109,999 2 1 £140,000 - £149,999 1 1

i n the year, there were 13 employees (2023: 11) earning in excess of £60,000 per annum who participated in the defined contribution pension scheme (see note 25). Contributions of £31,225 were made in relation to these individuals during the year (2023: £25,923).

No trustee received any remuneration (2023: nil). Expenses were paid to 7 (2023: 5) trustees totalling £2,498 for travel and subsistence (2023: £1,250).

Excluding the volunteer trustees, the charity had 9 (2023: 7) volunteers helping with our activities. Most of these volunteers contributed on a part-time basis ranging from a few hours per month to 30 hours per week. p lacing a monetary value on the contribution of the volunteers presents significant difficulties. With the lack of a market comparator price for general volunteers, it is impractical for their contribution to be measured reliably for accounting purposes. g iven the absence of a reliable measurement basis, the contribution of volunteers has not been included as income in our accounts.

i ncluded in staff restructuring costs are 2 (2023: 8) terminations payments totalling £3,988 (2023: £84,655).

The key management personnel of the charity comprise the trustees and the key management team. Total employee benefits for the key management personnel were £504,964 (2023: £484,316).

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13. INTANGIBL e FI xe D ASS e TS

Software £'000 Group and charity Cost a t 1 January 2024 312 a dditions 53 Disposals (22) a t 31 December 2024 343 Amortisation and impairment a t 1 January 2024 205 a mortisation charged for the year 70 a mortisation eliminated on disposals (7) a t 31 December 2024 268 Carrying amount a t 31 December 2024 75 a t 31 December 2023 107

14. TANGIBL e FI xe D ASS e TS CHA r IT y

l easehold land Fixtures Motor TOT al and buildings and fittings vehicles £’000 £’000 £’000 £’000 Cost a t 1 January 2024 4,424 1,464 157 6,045 a dditions 754 582 18 1,354 Disposals - (4) (30) (34) a t 31 December 2024 5,178 2,042 145 7,365 Depreciation and impairment a t 1 January 2024 1,332 1,038 81 2,451 Depreciation charged in the year 297 248 15 560 Eliminated in respect of disposals - (2) (30) (32) a t 31 December 2024 1,629 1,284 66 2,979 Carrying amount a t 31 December 2024 3,549 758 79 4,386 a t 31 December 2023 3,092 426 76 3,594

14. TANGIBL e FI xe D ASS e TS G roup

l easehold land Freehold Fixtures Motor TOT al and buildings property and fittings vehicles £’000 £’000 £’000 £’000 £’000 Cost a t 1 January 2024 4,424 600 1,509 157 6,690 a dditions 754 - 593 18 1,365 Disposals - - (4) (30) (34) a t 31 December 2024 5,178 600 2,098 145 8,021 Depreciation and impairment a t 1 January 2024 1,332 17 1,086 81 2,516 Depreciation charged in the year 297 14 255 15 581 Eliminated on disposal - - (2) (30) (32) a t 31 December 2024 1,629 31 1,339 66 3,065 Carrying amount a t 31 December 2024 3,549 569 759 79 4,956 a t 31 December 2023 3,092 583 423 76 4,174

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15. D e BT or S

Group Charity Group Charity 2024 2024 2023 2023 £’000 £’000 £’000 £’000 Amounts falling due within one year: Trade debtors 1,144 1,134 2,143 2,090 o ther debtors 85 85 27 27 p repayments and accrued income 1,070 1,038 923 906

18. D e F erre D INC ome

Group Charity Group Charity 2024 2024 2023 2023 £’000 £’000 £’000 £’000 Balances at 1 January 175 97 462 387 Released from previous years (144) (66) (397) (322) Resources deferred during the year 207 125 110 32 Balances at 31 December 238 156 175 97

2,299 2,257 3,093 3,023

Deferred income relates to income charged for services in advance of the accounting period.

16. C re DIT or S: A mou NTS FALLING D ue WITHIN o N e ye A r

Group Charity Group Charity 2024 2024 2023 2023 £’000 £’000 £’000 £’000 Borrowings 25 25 23 23 Trade creditors 94 94 246 245 o ther taxation and social security 344 344 311 311 Deferred income 238 156 175 97 o ther creditors 174 161 137 122 a ccruals 646 613 409 402 1,521 1,393 1,301 1,200

19. B orro WINGS

Group Charity Group Charity 2024 2024 2023 2023 £’000 £’000 £’000 £’000 o ther loans 687 567 747 592 p ayable within one year 25 25 23 23 p ayable after one year 662 542 724 569

The charity has two mortgages:

  • The first has £281k (2023: £302k) outstanding and bears interest at 3.27% above base rate, the final repayment is due in September 2026.

  • The second has £286k (2023: £290k) outstanding and bears interest at 3.27% above base rate, the final repayment is due in a ugust 2028.

17. C re DIT or S: A mou NTS FALLING D ue AFT er o N e ye A r

Group Charity Group Charity 2024 2024 2023 2023 £’000 £’000 £’000 £’000 Borrowings 662 542 724 569 662 542 724 569

Both of the mortgages are secured by way of a fixed charge against specific properties held in land and buildings The group has a consolidated loan of £120,000 (2023: £155,000) from the Hospitaller o rder of Saint John of g od. This loan is interest free and will be repaid £35k per annum.

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20. F u NDS CHA r IT y

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

Movement in funds

Balance at Incoming Resources Transfers Balance at 1 Jan 2024 resources expended 31 Dec 2024 £'000 £'000 £'000 £'000 £'000

u nrestricted funds a ccumulated fund 5,742 24,558 (23,481) (77) 6,742 5,742 24,558 (23,481) (77) 6,742 r estricted funds Religious management services - 4,491 (4,669) 178 - Rockliffe p roperty p urchase 580 - (34) - 546 Terry Yorath House refurbishment 161 - (36) - 125 LFCT Service donation 300 - - (75) 225 o lallo refurbishment 240 - (42) - 198 National Lottery Community Fund - Magic Bus 74 - (12) - 62 Homes for Ukraine 129 - (129) - - Yew Tree House 350 - (13) - 337 Leeds CC – rent contribution - 53 (53) - - Fairfields development - 195 (32) - 163 Here to Help - 108 (108) - - o ther restricted funds 138 38 (113) (26) 37 1,972 4,885 (5,241) 77 1,693 7,714 29,443 (28,722) - 8,435

20. F u NDS G roup

Movement in funds

Balance at Incoming Resources Transfers Balance at 1 Jan 2024 resources expended 31 Dec 2024 £'000 £'000 £'000 £'000 £'000 u nrestricted funds a ccumulated fund 6,265 25,169 (24,117) (77) 7,240 Designated fund 125 - - - 125 6,390 25,169 (24,117) (77) 7,365 r estricted funds Religious management services - 4,491 (4,669) 178 - Rockliffe p roperty p urchase 580 - (34) - 546 Terry Yorath House refurbishment 161 - (36) - 125 LFCT Service donation 300 - - (75) 225 o lallo refurbishment 240 - (42) - 198 National Lottery Community Fund – Magic Bus 74 - (12) - 62 Homes for Ukraine 129 - (129) - - Yew Tree House 350 - (13) - 337 Leeds CC – rent contribution - 53 (53) - - Fairfields development - 195 (32) - 163 Here to Help - 108 (108) - Capital grants 54 - - - 54 g rants and contracts statutory grants 53 - - - 53 Client welfare 7 293 (257) - 43 o ther restricted funds 144 38 (113) (26) 43 2,092 5,178 (5,498) 77 1,849 8,482 30,347 (29,615) - 9,214

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20. F u NDS (C o NT i NUED)

The restricted funds represent segregation of monies held for where the fund provider has specified particular purposes for which the funds are to go, so as to ensure that they are spent as the donor specified. The funds entitled 'Religious management services' are funds given by specific religious orders in relation to homes managed by Saint John of g od Hospitaller Services, to pay for the upkeep of their respective care homes which remained unspent at the period end and will be used in care provision in the coming years.

The Terry Yorath House Refurbishment Fund relates to funding received from Leeds City Council to update and improve the building.

The o lallo Refurbishment Fund relates to funds raised to restore and improve the building in Euston following a significant flood.

National Lottery Community Fund – Magic Space g rant represents funds to build a mobile sensory unit.

Rockliffe p roperty p urchase - The Rockliffe fund relates to property donated by the Hospitaller o rder of St John of g od for the purpose of providing services.

LFCT donations - SJ og have received a number of donations from families over prior years which are restricted to the services provided at Lindisfarne Court.

Homes for Ukraine - SJ og received funding from the a lbert g ubay Foundation to deliver a project supporting people displaced by the war in Ukraine to settle in the UK on the g overnments Homes for Ukraine scheme. a related but separate project was funded by the Department for Levelling Up Housing and Communities to support people to access the Homes for Ukraine scheme and facilitate rematching between guests and hosts.

Yew Tree House was donated by the Franciscan Sisters of Minoress with the restriction that the property, or proceeds from the sale of, are used to support refugees, particularly from Ukraine. a fter two years the donation can be restricted to benefit the wider communities SJ og work.

Leeds CC represents amounts donated by Leeds City Council for rent.

Fairfields Development – a lbert g ubay Charitable Foundation provided a grant to support the capital development costs of Fairfields Complex Care Service.

Here to Help – the Department for Health and Social Care provided a grant to SJ og to deliver a suicide prevention project as part of their Suicide p revention g rant Fund 2023 – 2025.

a ll other funds represent specific bequests or donations to the services named to be spent specifically on improvements to these services as deemed necessary.

u nrestricted funds

g eneral funds are ‘other reserves’ available to spend at the trustees’ discretion.

Designated funds - The p roperty Renovation Fund provides a reserve against future cyclical maintenance.

Client Welfare - Salary funds are grants to pay specific salaries of support workers.

Transfer of funds

The charity has transferred £178k (2023: £135k) from unrestricted funds into Religious Management services to fund excess expenditure from restricted funds. The charity has also transferred £26k (2023: £nil) from o ther restricted funds to unrestricted funds for restricted expenditure out of unrestricted funds.

The charity has transferred £75k (2023: £nil) from LFCT Service donation into unrestricted funds and £nil (2023: £83k) from Homes for Ukraine into unrestricted funds. The transfer is for restricted expenditure out of unrestricted funds.

20. F u NDS CHA r IT y (C o NT i NUED)

F o R THE YE a R ENDED 31 DECEMBER 2023:

Movement in funds

Balance at Incoming Resources Transfers Balance at 1 Jan 2023 resources expended 31 Dec 2023 £'000 £'000 £'000 £'000 £'000

==> picture [479 x 251] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |u|nrestricted funds| |a|ccumulated fund 4,447 23,542 (22,195)|(52) 5,742| |4,447 23,542 (22,195)|(52) 5,742| |r|estricted funds| |Religious Management Services - 3,449 (3,584) 135 -| |Rockliffe|p|roperty|p|urchase 606 - (26) - 580| |Terry Yorath House refurbishment 191 - (30) - 161| |LFCT Service donation 300 - - - 300| |o|lallo refurbishment 282 - (42) - 240| |Lottery - Magic Bus 86 - (12) - 74| |Homes for Ukraine 195 326 (309)|(83) 129| |Yew Tree - 350 - - 350| |o|ther restricted funds 181 260 (303) - 138| |1,841 4,385 (4,306) 52 1,972| |6,288 27,927 (26,501) - 7,714|

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20. F u NDS G roup (C o NT i NUED)

F o R THE YE a R ENDED 31 DECEMBER 2023:

Movement in funds Balance at Incoming Resources Transfers Balance at 1 Jan 2023 resources expended 31 Dec 2023 £'000 £'000 £'000 £'000 £'000 u nrestricted funds a ccumulated fund 4,927 24,087 (22,701) (48) 6,265 Designated fund 125 - - - 125 5,052 24,087 (22,701) (48) 6,390 r estricted funds Religious Management Services - 3,449 (3,584) 135 - Rockliffe p roperty p urchase 606 - (26) - 580 Terry Yorath House refurbishment 191 - (30) - 161 LFCT Service donation 300 - - - 300 o lallo refurbishment 282 - (42) - 240 Lottery - Magic Bus 86 - (12) - 74 Homes for Ukraine 195 326 (309) (83) 129 Yew Tree - 350 - - 350 Capital grants 54 - - - 54 g rants and contracts statutory grants 53 - - - 53 Client welfare 8 324 (321) (4) 7 o ther restricted funds 217 359 (432) - 144 1,992 4,808 (4,756) 48 2,092 7,044 28,895 (27,457) - 8,482

21. ANAL y SIS o F N e T ASS e TS B e TW ee N F u NDS

Unrestricted Restricted TOT al funds funds £’000 £’000 £’000

G roup

Fund balances at 31 December 2024 are represented by:

i ntangible fixed assets 75 - 75 Tangible assets 4,108 848 4,956 Current assets 3,182 1,663 4,845 Long term liabilities - (662) (662) 7,365 1,849 9,214

G roup

Fund balances at 31 December 2023 are represented by:

i ntangible fixed assets 107 - 107 Tangible assets 3,202 972 4,174 Current assets 3,081 1,844 4,925 Long term liabilities - (724) (724) 6,390 2,092 8,482

CHA r IT y

Fund balances at 31 December 2024 are represented by:

i ntangible fixed assets 75 - 75 Tangible assets 3,538 848 4,386 Current assets 3,129 1,387 4,516 Long term liabilities - (542) (542) 6,742 1,693 8,435

CHA r IT y

Fund balances at 31 December 2023 are represented by:

i ntangible fixed assets 107 - 107 Tangible assets 2,622 972 3,594 Current assets 3,013 1,569 4,582 Long term liabilities - (569) (569) 5,742 1,972 7,714

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22. CASH G e N er AT e D F rom oper ATI o NS

Group Group 2024 2023 £’000 £’000 Net income for the year 732 1,438 Adjustments for: Finance costs (40) 33 Loss on disposal of tangible assets 2 10 Loss on disposal of intangible assets 15 - a mortisation of intangible assets 70 53 Depreciation of tangible fixed assets 581 477 Donations of fixed assets - (350) m ovements in working capital: Decrease/(increase) in debtors 794 (417) i ncrease/(decrease) in creditors 218 (630) Cash generated from operations 2,372 614

24. re LAT e D p A r T y T r ANSACTI o NS

Charity and group

Saint John of g od Hospitaller Services (SJ og ) is a registered charity. Some of the trustees of the charity are also trustees of Saint John of g od Hospitaller Services g roup (HS g ) and/or the Hospitaller o rder of Saint John of g od. i ncluded within debtors is an amount of £1k (2023: £5k) owed from Hospitaller o rder of Saint John of g od for recharges of overhead costs. During the year rental payments of £371k (2023: £365k) were made to Hospitaller o rder of Saint John of g od for the use of fixed assets owned by the o rder. During the year management charges of £66k (2023: £70k) were paid to Saint John of g od Hospitaller Services g roup by the charity. i ncluded within other creditors is an amount of £58k (2023: £122k) owed to Hospitaller o rder of Saint John of g od.

Group only

There is a loan of £120k (2023: £155k) included within other loans which is owed to Hospitaller o rder of Saint John of g od. i ncluded within other creditors is an amount of £nil (2023: £2k) is owed from Hospitaller o rder of Saint John of g od.

During the year, a grant of £65k was made to The g ood Shepherd in respect of the p omegranate Café. a further £65k will be made during 2025.

25. pe NSI o N C o STS

The company makes available a defined benefit contribution scheme which all employees can join. This is administered by a egon and each person has their own independent pension policy.

The total pension costs in the year were £388,252 (2023: £359,427). a mounts deducted but not yet paid over amounted to £99,454 (2023: £87,647).

26. ANAL y SIS o F CHANG e S IN N e T D e BT

23. oper ATING L e AS e C omm IT me NTS – G roup AND CHA r IT y

a t the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

2024 2023 £’000 £’000 Land and buildings Within one year 1,447 1,705 Between one and five years 1,996 1,986 i n over five years 1 322 3,444 4,013

1 January Cash flows Non-cash 31 Dec 2024 movements 2024 £’000 £’000 £’000 £’000 Cash and cash equivalents Cash 3,133 934 - 4,067 Total cash 3,133 934 - 4,067 Borrowings Short-term borrowings (23) (2) - (25) Long-term borrowings (724) 62 - (662) Total borrowings (747) 60 - (687) Net debt 2,386 994 - 3,380

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27. mem B er u ND er TAKINGS

The charity controls g ood Shepherd Services, a charity registered (charity no. 1165909) in England and Wales by right of being the only member. The principal place of business of g ood Shepherd Services is 65 Waterloo Road, Wolverhampton WV1 4QU. The charity also has control of g ood Shepherd Trading Limited, a company registered (company no. 15411745) in England and Wales by being wholly owned subsidiary of g ood Shepherd Services.

The results of the g ood Shepherd Services member undertaking are summarised below:

Total 2024 Total 2023 £’000 £’000 Income: Donations and legacies 262 177 Charitable activities 617 774 Miscellaneous income 27 17 906 968 e xpenditure: Charitable activities (893) (940) (893) (940) Net incoming resources 13 28

Trustees

E g ibbons (Chair of Trustees)

(resigned 12 May 2025)

R Moore

(resigned 25 September 2024)

N Brannigan

L K Selfe

D Reid

a a a romolaran

(resigned 25 September 2024)

E J p eacock

J Taylor

C Turner

a a mpofo

M Leigh

(appointed 28 June 2024)

M Denyer (appointed 28 June 2024)

S Williams (appointed 18 November 2024)

Charity Number: 1108428

Company Number: 05324279

r egistered office

First Floor

The Exchange Barnard Street Darlington County Durham DL3 7DR

Auditor

RSM UK a udit LL p Chartered a ccountants 1 St. James' g ate Newcastle upon Tyne United Kingdom NE1 4 a D

Bankers

Barclays Bank plc 31 High Row Darlington Co Durham DL3 7QS

Solicitors

Womble Bond Dickinson LL p Helix

The Spark Draymans Way Newcastle upon Tyne NE4 5DE

Key management team:

p aul Bott CH i EF E x ECUT i VE

Leanne Welford

CH i EF F i N a NCE o FF i CER

Dr Lisa a lcorn

CH i EF op ER a T i N g o FF i CER

Dr Jamie Mackrill CH i EF DEVEL op MENT o FF i CER

The net assets of the member undertaking at 31 December 2024 amounted to £784k (2023: £771k).

28. u LTI m AT e C o NT ro LLING p A r T y

Thank you for the kind support of:

The sole member of the charity is the Saint John of g od Hospitaller Services g roup, a company limited by guarantee and registered in the Republic of i reland (company number 568740).

These financial statements are the smallest and largest group for which consolidated accounts including the charity are prepared.

Department for Health and Social Care

Ministry of Housing, Communities and Local g overnment (formerly DLUHC)

a lbert g ubay Charitable Foundation

Hertfordshire Community Foundation

Queen Mother's Clothing g uild

p oor Servants of the Mother of g od

Hatfield Lions Club

Caritas Social a ction Network

M ai N

i n addition, we thank all our individual donors who have given generously over the past year.

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Saint John of God Hospitaller Services First Floor The Exchange Barnard Street Darlington Co Durham DL3 7DR

Tel: 01325 373700 Email: enquiries@sjog.org.uk Registered Charity No. 1108428 Company No. 05324279