2025-03-31-accounts

St Martin in the Fields Charity Annual Report 202412025

Our Vision

St Martin-in-the-Fields Charity is a homelessness charity that works UKwide and year-round. Our vision is for everyone to have a safe place to call home and the support they need to keep it. Our work extends across all four nations – at the individual, community, regional, and national levels.

To achieve our vision, we work in three key areas:

We help individuals directly into new accommodation through the provision of grants.

People who are at risk of losing their homes or urgently need to find a safe place to live often face significant costs at short notice. Through trusted partners, we provide grants quickly to help people secure their accommodation and the ongoing support – personal and financial – they need to keep it.

We support and champion frontline workers and capture and share learning based on their insight and experiences.

Key to helping people out of homelessness is the support of a trained and experienced frontline worker. We support, train and champion the role, value and wellbeing of frontline workers. We listen to the insight they offer into the challenges they face. We enable them to develop their skills and knowledge. And we offer opportunities for them to come together nationally and locally for support, solidarity and to share best practice.

We test, develop and share solutions to key issues and build support for them with the public and policy makers.

Through investment in a range of projects and sharing our learnings as trusted leaders in our field, we build support for those solutions with the public and policymakers.

Contents

03. CEO’s Foreword

04. 2024/25 Objectives – What We Achieved

06. Our Reach 07. Helping Individuals DirectlyOut of Homelessness

08. Improvements to Our Emergency Grants Programme (VRF)

08. Longer-term impact 09. Investing in Solutions to Homelessness

10. The Frontline Fund

11. Spotlight on Lsa in Scotland 12. Elvira’s Story

13. Mental Health Fund

13. The Homeless Practice Incubator

14. Carla’s Story

15. The Connection at St Martin’s

16. Supporting Frontline Workers 17. Frontline Networks 17. Bringing Frontline Workers Together – Our National Conference

18. Access to Training

19. Carla’s Story

20. Advocating for change

22. How We Raise Our Funds

23. Objectives for The Next Year

24. Chair of Trustees Foreword

25. Trustees’ Report

26. Public Benefit/ Financial Review/ Income Including Donations and Legacies/ Expenditure

27. Reserves Policy and Going Concern/ Risk

28. Management of Risk

29. Fundraising

31. Statement of Trustees’ Responsibilities

32. Independent Auditor’s Report to The Trustees Of St Martin-intheFields Charity

35. Financial Statements

46. Administrative Information

CEO’s Foreword _

In my first full year at St Martinin-the-Fields Charity, it has been gratifying to see the impact of our work.

We awarded a record number of emergency grants, helping people into new accommodation, with 87% reporting that they now had a safe place to live and nearly three quarters saying they now don’t worry about being evicted or forced to move.

We championed frontline Through the reach, expertise workers, not only through our and understanding of our programmes and partnerships, networks but significantly increasing our advocacy and we could take insight directly to the corridors of power in influencing with and for them. Whitehall and Westminster and Our Frontline Survey, always through our Frontline Network sobering in its assessment of partners to Governments in the role and value but also Scotland, Wales and Northern Ireland and local councils.

are privileged to work with and the support of those who fund and donate to us, particularly through our cherished partnership with BBC Radio 4. It has been heartening to visit and meet with many partners this year. The St Martin’s Trustees and staff team have navigated a number of challenges this year but we are now in a stronger place to move forward on a stable and sustainable basis as a charity.

Our Frontline Survey, always sobering in its assessment of the role and value but also challenges and concerns facing frontline workers, was a key tool to help influence the expansion of the Blue Light Card initiative to include homelessness sector workers.

Our work investing in charities and projects tackling key issues, causes and consequences of homelessness has developed, in particular around better tackling mental ill-health and homelessness together and a highlight was meeting the team in Wales to hear first hand how they were helping people in mental health crisis tackle housing issues they faced.

Together we are able to ensure that thousands of people across the UK have a safe place to call home. Thank you for your support, and please do read on to find out more about what you have helped us to achieve.

We achieved significant media coverage of the survey findings and shared them with politicians and civil servants making the case for change. I was asked to co-chair a group of sector experts to provide advice directly to the homelessness minister on how to better support the frontline homelessness sector workforce.

This is all possible thanks to the wide range of partners we

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2024/25 Objectives – What We Achieved

We committed to:

• Spending £2m on emergency grants to enable people to quickly access new and more suitable accommodation or staying in their existing homes.

• We provided 4,164 grants to people to access accommodation, and 819 to prevent evictions. That’s a total of 4,983 emergency grants that prevented or alleviated homelessness. The total spent on Vicar's Relief Fund (VRF) last year was £2,006,412.

• Investing in projects that focus on providing specialist mental health support.

We have continued to fund three projects directly focused on providing mental health support in each of London, South Wales and Edinburgh helping them deliver and develop their approaches.

• Continuing to support and champion frontline workers, their role and value, ensuring we are seeking opportunities to showcase the impact of the work they do and identifying ways to support their wellbeing. Through our network of partners we brought together frontline workers to network, share, support and learn from each other through a range of events in local areas and nationally through our annual conference. Our training programme provided a range of sessions and support to help frontline workers develop their skills and improve their wellbeing.

• Using the findings from the Annual frontline Worker survey to deliver more activity to advocate on behalf of frontline workers to ensure the Government decision makers and funders are aware of the challenges and solutions available to support people experiencing homelessness.

We disseminated our Frontline Worker Survey widely, securing national media coverage, speaking at conferences and sharing via newsletters and social media and directly with politicians and civil servants. The findings around the pressures facing frontline workers informed the expansion of the Blue Light Card to include homelessness sector workers.

Our statistics were used in a joint letter to the Chancellor making the case for investment in homelessness services. Our CEO was invited to co-chair a group of homelessness sector experts to make recommendations directly to the homelessness Minister on how to better support the homelessness sector workforce as part of the Government’s new homelessness strategy.

• Support the development of a new Frontline Fund informed by learnings from Annual Frontline Worker Survey

As our Frontline Fund grant comes to an end, we have been developing proposals for a new funding programme , which aims to unlock new accommodation for people who have experienced homelessness. The focus of this funding opportunity is directly influenced by what we have heard from frontline workers through our survey and programmes around the challenges in accessing accommodation . It launches in the Autumn of 2025.

• Providing support and access to subsidised training to frontline workers to enable them to keep abreast of best practice and apply their work. In 2024-25, 849 people attended free training through our training programme, resulting in more highly skilled frontline workers, who have been able to develop in their roles. This means better outcomes for the people they work with.

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PROJECTS

Our Reach

We support people across the UK –

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including both frontline workers and the people they support.

Our emergency grants can be accessed in all four nations, ensuring people can access a safe place to call home when they need it the most.

We bring frontline workers together through our local Frontline Networks, which span England, Scotland, Northern Ireland and Wales We fund projects in partnership with organisations accross the UK, each working in innovative ways to tackle homelessness and change lives.

Frontline Networks and partners facilitating them

Funding to Organisations through our Frontline Fund

Emergency grants regional breakdown

Emergency (VRF) grants breakdown: A East of England £145,584

1. Scottish Frontline Network Cyrenians Caring in Bristol in Bristol 2. Frontline Network Wales TGP Cymru in Wales Cymorth Cymru rs North west of Glasgow 3. Coventry Frontline Network Coventry Citizens Advice A akt in Manchester 4. Northern Ireland Frontline Network x Pathway in London Homeless Connect e Extern in Northern Ireland

B East Midlands £220,505

C London £84,612

D North East £70,371

E North West £259,594

F South East £50,144 G South West £310,345

5. Migrant Homelessness Frontline Network Praxis

The Connection at

H West Midlands £245,105

St Martin’s in London

6. Blackpool, Wyre and Fylde Frontline Network Streetlife Trust Mental Health Fund

I Yorkshire & Humber £177,230 J Scotland £64,692

K Northern Ireland £59,428 L Wales £92,567

7. Leeds Womens Homelessness and X Rowan Alba in Edinburgh Housing Frontline Network ° MAC-UK in London Basis Yorkshire in partnership with Together Women and Leeds Womens Aid Platfform in Cardiff 8. Brighton and Hove Frontline Network Justlife 9. All in for Change

Cyrenians, Homeless Network Scotland and Scottish Community Development Centre

Helping Individuals Directly Out of Homelessness

Emergency Grants

The cost of accessing new accommodation can be a huge barrier for people, that could otherwise leave or make them homeless. Saving for a deposit for people who may have be unable to find work, or simply in a low-paid role can be next to impossible, with living costs soaring at the same time. And with high demand for housing, when a suitable property is found, deposits and rent in advance are needed quickly to secure it.

That’s why we provide emergency grants across the UK through our VRF programme, to enable people to access homes. Removing the cost barriers means that people can find safety and stability more quickly. Often, people are ready for independent living, but may be stuck in temporary accommodation, sofa-surfing, or even rough sleeping, due to a lack of funds. Frontline workers all over the UK can apply to us for an emergency grant of up to £500 on behalf of the people they are supporting, to help them to move into new accommodation. We will turn the application around within 5 days. Frontline workers could also apply for grants to prevent evictions, and this is included in the figures in this report.

“This grant has been life changing. It meant that our client could move off the streets and into safe, stable accommodation at a very critical time. Without it, he would still be rough sleeping with no access to basic facilities or safety. Having a roof over his head has given him a sense of dignity and stability, which is already helping him take positive steps forward. He is now attending English classes and has started the process of reuniting with his family. For us as a support organisation, the grant also filled a crucial financial gap that we couldn’t otherwise meet. It’s made a lasting difference not just in housing someone vulnerable, but in giving them hope and the tools to rebuild their life.” A frontline worker in Manchester

In 2024-25, we spent £2,006,412 on 7,660 people on 4,983 emergency grants, benefitting a total.

This compares to £1,780 , 676 spent in 2023-24, on 4,508 grants.

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PROJECTS

Improvements to Our Emergency Grants Programme (VRF)

In our previous report, we committed to reviewing and developing our emergency (VRF) grants programme.

At the end of the 2024-25 year, our team made some improvements to the programme, reshaping it to ensure that we are maximising the impact of each grant.

As part of the changes, going forwards in 2025-26 and beyond, we will focus on providing grants to enable people to access accommodation.

In parallel we plan to pilot a new approach to supporting people who have experienced homelessness to keep and sustain the accommodation they are in.

We have also made some changes to our eligibility, evidence and payment processes, to further ensure that our funds are allocated as effectively as possible.

Longer-term impact

Feedback we collected from people supported in the last year illustrates that 87% of those helped felt they had a safe place to live, thanks to the grant.

“My client was extremely grateful for the support from the VRF. He was unable to pay the full deposit and was at risk of losing the opportunity for this tenancy. He has now secured it and has a safe, secure home for him and his children, and he feels that he can now focus on his future.”

A frontline worker in Northern Ireland

Investing in Solutions to Homelessness The Personal Grants Project

We partnered with the Centre for Homelessness Impact, and other charities, to run The Personal Grants project.

The project is a ground-breaking trial, that is testing direct cash transfers as an intervention to support people out of homelessness. Key to the project is that it is the decision of the individual how to allocate or spend their resources.

We are funding this project as part of our commitment to invest in new and innovative solutions to homelessness, building on our longstanding emergency grants programme which provides funding via a frontline worker.

Direct cash transfers have a strong evidence base as an effective route out of poverty, but not many programmes have tested the impact of giving personal grants to people experiencing homelessness.

2024-25 saw the completion of the first phase, with the second phase beginning in July 2025. Phase two will see learnings from the initial phase implemented, such as a larger sample size to draw definitive conclusions.

Findings from the first phase show early positive benefits for participants. One beneficiary used the grant to pay off debts that were escalating as a consequence of non-payment. In their words:

“It was such a relief - I don’t owe anybody anything. It was brilliant, such a great feeling. I hadn’t felt that way for ages...The money came just at the right time, just when I needed it, because I just wanted to get better. I am really motivated to get myself back to normal...I am much better now and have not had a panic attack in God knows how long, probably since then to be quite honest. About a week before the money came in was probably my last panic attack where I couldn’t control my breathing. I could feel it instantly just lift off my shoulders. When I saw that money in the account I was just - oh my God - and then I went and paid all the debts off. It just felt like - freedom!”

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The Frontline Fund

We funded six projects on a three year basis, within charities working regionally, across the four nations of the UK, to develop and provide specialist support to key groups of people experiencing homelessness.

Most of our Frontline Fund partnerships came to an end in 2024-25, but the funding they received has enabled the organisations to embed new approaches that will be sustained into the future. These charities developed and provided services tackling key issues and challenges facing people experiencing homelessness, such as legal support, counselling, support for groups such as young people and people who have recently left prison.

In 2024-25, 471 people were supported across the six projects:

Caring in Bristol in Bristol, TGP Cymru in Wales, working Legal Services Agency in supporting young people with young people and Scotland, supporting people mental health issues leaving the criminal justice system

Spotlight on Lsa in Scotland

Funded by St-Martin-in-the-Fields Charity’s Frontline Fund, LSA’s Disrupting Cycles of Disadvantage: Early Intervention in Homelessness Project sought to establish weekly outreach clinics in HMP Greenock and HMP Low Moss, providing specialist legal assistance on housing issues for those entering prison and those preparing for their release.

Some of LSA’s clients, like Fred*, are unable to pay their rent whilst in prison, causing eviction proceedings to be raised. Fred accessed LSA’s services whilst in prison and facing eviction by his landlord, a local authority.

Given the length of his sentence, Fred’s Universal Credit payments stopped, and he accumulated rent arrears. Fred lived alone, and had no one on the outside who could help him with his arrears. He also had mental health issues.

Further, they explained that if Fred were to be evicted, he would be homeless. He would then need to apply to the local authority for accommodation as a homeless person, which they would be legally obligated to provide.

The decree for eviction was recalled, and the case was continued. This meant that Fred avoided homelessness upon his release and had an opportunity to pay back his rent arrears.

*Name changed to protect privacy

LSA’s team met with Fred in prison and agreed to represent him. A decree for eviction had already been granted, so they submitted a minute for recall of decree which argued that it was unreasonable to evict Fred. LSA explained that he was due to be released soon and would reclaim Universal Credit and Adult Disability Payment to repay his arrears.

akt in Manchester, to develop new approaches to

akt in Manchester, to Pathway in London, to Extern in Northern Ireland, develop new approaches to improve healthcare for helping people with mental supporting trans individuals people experiencing ill-health and experiences homelessness with the criminal justice system

“Through bringing early legal advice and

representation into secure settings, we’ve been able to reach people before crisis becomes catastrophe. These outcomes were made possible by the funding from St-Martin-in-the-Fields Charity, whose belief in this work enabled real, meaningful results.”

Staff team at Legal Services Agency, who we fund through the Frontline Fund

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Elvira’s Story

Elvira, supported by Rowan Alba, volunteered to take part in our BBC Radio 4 Christmas Appeal in 2024. We were honoured to share her story, which shed light on the importance of psychological support to enable people to move towards independent living.

Three years ago, Elvira’s relationship with her partner broke down after she suffered threats and abusive language by him. She contacted her council and was able to move into a women’s supported accommodation home run by Rowan Alba, where she stayed for a couple of years.

When Elvira first moved in she was ‘very scared, because obviously I wasn’t used to living in this type of environment”. She could not leave her room due to fear. She tiptoed around if she did need to leave her room, as she was worried something would happen. She even got scared when a staff member knocked on her door.

Now a year later Elvira has moved out from the supported accommodation and has moved into a flat of her own.

She has already made friends with her neighbours who have helped her settle in to the new flat and area. She is really appreciative of the support she got from Sarah, with their support she has worked though so much of her trauma and has reached a place where she can live independently, she is leaving the house and in her own words she can ‘just breathe’.

Elvira has also been able to travel abroad to see her family, something she wasn’t able to do before due to the control that she faced in her previous relationship. She is now looking forward to travelling a lot more. She is looking to forward to Christmas and will spend it with her parents. She is excited about spending as much time as she wants at her parents and enjoying the day with her friends and family.

In the future, after she’s settled and spent some time in her lovely new flat, she has goal of training as an English teacher, so she can teach English as a foreign language abroad, hopefully in either Korea, Japan, or China!

“This works because we’re bringing psychology to where it’s needed. The nice thing about this post is that I’m really embedded here. I’m coming in and I’m getting to know them very gradually – sitting having cups of coffee, playing games with them, maybe going for a walk with them. We’re building trust, and engaging more.” Sarah, Clinical Psychologist at Rowan Alba’s Psychology project

Mental Health Fund

We heard continuously from frontline workers that additional mental health support for people experiencing homelessness was needed.

So, we established the Mental Health Fund to provide multi-year grants to three organisations, to develop innovative and targeted support around mental health and homelessness together and outside of healthcare settings.

This year we invested in:

• Rowan Alba (Scotland): to embed a clinical psychologist in two supported accommodation services to deliver mental health support to people with long-term experience of homelessness and trauma.

• MAC-UK/Look Ahead (London); to provide an integrated team of psychologists, practitioners, youth workers, and academics in two of Look Ahead’s supported accommodation services for homeless young people aged 16-25.

• Platfform (Wales): to provide one-to-one coaching support (including advocacy and connection to relevant services and community resources) for people transitioning from 24 hour staffed mental health crisis houses, back into the community.

The Homeless Practice Incubator

Homeless Link continue to identify emerging practice and explore and provide practical resources for the sector to platform and/ or embed new or proven approaches and innovations to tackle stubborn issues.

In 2024/25 Homeless Link identified 138 emerging practices (through proactive and reactive methods) bringing the total recorded practices to 186, all of which have guided and shaped broader work.

Homeless Link have also delivered two Innovation Forums on Move on/PRS access and Staff Wellbeing and explored in depth seven practice themes (including modular housing, AI, prison release, compassioninformed practice, care provision, legislative theatre and critical time intervention).

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Carla’s Story

After two decades of rough sleeping, Carla found safety and stability at a women-only hostel with the support of her key worker, Chloe, and The Connection at St Martin’s.

Carla came to The Connection at St Martin’s after twenty years of on-and-off rough sleeping. She was sleeping in a tent near the Strand, strategically placing her tent outside of restaurants with heaters, to try to get a bit of warmth.

She first became homeless due to a relationship breakdown, which led to a spiral of drinking and drug use. And from here, she faced two decades of instability.

Rough sleeping as a woman comes with its own specific set of dangers. As a woman alone, Carla was unfortunately well aware of this, and had to have her own safety on her mind at all times.

“I was constantly having to be alert. I used to drink a lot back then too, I was blocking a lot of it out.”

This lack of safety was a catalyst for Carla in approaching The Connection for support. When she did, she was assigned a key worker, Chloe. Chloe’s immediate priority was to get Carla off the streets, and into a safe, secure home. It took some time to build up trust, and build a relationship with Carla, and during this time she used The Connection’s services. She was able to access hot food and drinks, use the laundry room, and use the showers. She also attended The Connection’s womenonly group on Wednesdays, a safe space for women to access support.

Once Chloe was able to gain Carla’s trust, she secured her a room in a women-only hostel in central London.

Carla also volunteered to take part in our BBC Radio 4 Christmas Appeal in 2024. As of late 2025, Carla will soon be taking the next exciting step in her journey - moving into her very own flat. She’s delighted to have her own space and with the independence this will bring. Carla says the thing she’s looking forward to the most is the peace and quiet.

Carla will be supported by Genevieve, a Solo Homes support worker from The Connection. Genevieve has already helped Carla get to know her new area in East London and connected her to local support services.

Carla is happy, positive, and excited about the future — and we’re so proud to celebrate this new beginning with her!

The Connection at St Martin’s

Rough sleeping across the UK is at an alltime high, with Westminster having the highest number of people sleeping rough compared to other local authorities in the UK.

That’s why we continued to support our partner and neighbour, The Connection at St Martin’s, in 2024-25. The Connection is a day-centre in central London, that works with people as they recover from life on the streets and move towards a meaningful, fulfilling future.

With our support we are helping The Connection to develop new responses and services to help engage and support rough sleepers. These services exist to improve access to healthcare and accommodation, and to help people to move away from life on the streets.

With our help, The Connection have been able to:

• Provide 1,075 health appointments to people sleeping rough, including dentistry, podiatry, substance use, access to a tuberculosis van, Homeless Health Service (provided by the NHS) and counselling. People who sleep rough are far more likely to have additional health needs.

• Provided 152 psychological support sessions for clients. 70% of people experiencing homelessness face mental health issues.

• Provided 271 staff support sessions. Frontline homelessness work can be tough, and over time, staff can face vicarious trauma and burn-out.

• Support 99 people into new homes.

“If it wasn’t for Chloe, I wouldn’t be where I am now.”

• Support 67 people to keep their homes.

At the hostel, Carla found safety and stability. With her own space, she was able to look after herself, and crucially, have access to showers, cooking facilities, and a warm bed. She also enjoying taking part in activities at the hostel, provided by staff at The Connection, particularly the art classes and gardening classes.

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Supporting Frontline Workers

We know that key to helping someone out of homelessness or to prevent it in the first place, is having a skilled frontline worker. They reach out, engage, build a supportive relationship and work with other agencies to ensure they provide the support their clients need. This is only possible when frontline workers are valued and supported to do their jobs, but too often this is not the case - that is why we champion frontline workers across the UK, directly and by working with our Frontline Network partners.

Key figures:

1,006 849 370 1,100 attendees Training fund Conference Frontline at Frontline and outsourced attendees, Worker Survey Network events training compared respondents, across the UK attendees to 350 in the report previous year published September 2024.

Frontline Networks

Through our Frontline Network, we partner with organisations across the UK to facilitate local networks that bring frontline staff together to share resources, network, and provide training.

We also work with them to use their knowledge to influence decision makers and funders in their nation or region to understand the issues facing frontline workers and to make the case for changes in funding, support, training, recognition and pay so they are better able to do their jobs and improve their wellbeing.

Frontline staff across the UK work hard and tirelessly to achieve the best outcomes they can for people, and they do it because they really care. This work can often be isolating and exhausting. We believe that through networking with other frontline workers in your area, it is possible to break down the silos that frontline workers all too often find themselves working in.

Include frontline network UK map here

Local Frontline Network training topics have included:

• Gambling Harm and Homelessness by The Scottish Frontline Network, facilitated by Cyrenians.

• Suicide Prevention Training, by the Blackpool, Wyre & Fylde Frontline Network, facilitated by the Streetlife Trust.

Bringing Frontline Workers Together – Our National Conference

Every year the Frontline Network Conference brings together hundreds of frontline workers from across the UK, for a day of interactive sessions, run by a range of expert speakers from across the sector. Our 2024 conference’s theme was Strength in Community, and was attended by 370 people.

Our conference is shaped directly by the firsthand knowledge and expertise of frontline workers, as highlighted in our Annual Frontline Worker Survey.

It is an opportunity for frontline colleagues to get together, learn, share and access training resources that they otherwise might not be able to. Our 2024 conference included sessions on topics such as health inclusion and exclusion, mental health and housing, and hoarding.

“It has given me hope that I am not so alone and there is work being done out there to stand up for the sector and value of our roles within housing and support.” FLN conference attendee

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Access to Training

Having skilled frontline workers, who have had access to professional development, is crucial to the outcomes achieved for people experiencing homelessness.

Accessing training though, can be tricky. Our Training Programme provides free, high-quality taught courses, skills development grants and subsidised accredited training to support frontline worker skills development. Many frontline homelessness organisations are under-funded, and have very little budget for professional development. So, through our training programme, staff in the sector can access training for free.

We offer:

• A training fund, where frontline workers can apply for grants to cover training for themselves or for their wider team.

• An outsourced training programme, covering topics such as psychologically informed environments, trauma-informed care, support options for people with no recourse to public funds (NRPF), and drug and alcohol awareness.

• A 50% subsidy to Homeless Link’s Level 3 Certificate in Providing Homelessness Services

Training fund spotlight: Strengthening Lived Experience Leadership in Northern Ireland

Carla’s Story

Nikki, a lived-experience coordinator at Homeless Connect used the Training Fund to strengthen lived experience leadership in Northern Ireland.

After completing the OCN Level 3 in Housing Advice, Nikki is now better equipped to support service users, influence policy, and ensure that the voices of those who’ve experienced homelessness are at the heart of decision-making.

“I have lived experience myself, having used a few of these services when I needed support. I joined Homeless Connect as a participant in a peer support project for people experiencing substance use. From there I began working part time as a peer support worker and gradually made my way up to the role of co-ordinator.”

Nikki explained that the training has greatly improved her knowledge of the housing sector in Northern Ireland, empowering both staff and participants to better understand and respond to the sector’s challenges.

“Working with people with lived experience is a new way of working and thinking. When supported appropriately we can turn negative life experiences around and begin to seek creative solutions to reoccurring issues that we see across the sector.”

“Frontline Network having this fund enables workers in homelessness to access training that otherwise they wouldn’t be able to access. The process was quick, and simple - not onerous at all.”

A frontline worker who attended Conflict Management Training

“Thank you. The entire process was simple which is a bonus when so much in this line of work feels heavy! We need every penny we have so the fact that you have lightened the load for us is huge.” A frontline worker who attended Conflict Management Training

“The funding recevied from the Frontline Network was pivotal in providing this training, as without it we would not have the funds to have provided it. Also with the funding the team could attend the training together and we were also able to make the training bespoke by adding specific examples and scenarios related to the expereinces of young people that the service supports.” A frontline worker who attended Strengths Based Approaches Training

“Many of the staff here are new to the sector and needed crisis management and deescalation training urgently to run our drop 'E in safely. They now feel safe and confident to deal with verbally or physically aggressive “I think the Training Fund is situations and have a deeper understanding a fantastic fund, one that I of some of the issues people we see may encourage others to use. We present with and what the processes and have smaller services in Northern protocols around these are internally.” Ireland, with ever-increasing A frontline worker who attended Conflict expenses in the Community Management Training ) : and Voluntary Sector that could 223 [ J eeee 2 y not cover the costs of training 2% otherwise.” A frontline worker who attended Conflict Management Training Die K : ae —— 18 19

Advocating for change

We use our reach and the insight we gain from our programmes and partnerships to advocate for change, capturing learning and sharing it to improve practice and policy across the sector, and to raise concerns with local and national governments in England, Northern Ireland, Scotland, and Wales.

Our Impact Team gathers and analyses data, learning and insight from our Frontline Network partners and our other programmes and the team also runs our Annual Frontline Worker Surveys, the largest collection of frontline worker data, insight, and experience in the UK.

Over 1,100 frontline workers responded to our survey in 2024 from across the UK with key findings including:

• 84% of homelessness workers reported an increased demand for their services over the previous 13 months with

• 92% reported finding it difficult or very difficult to obtain ‘suitable’ housing for the people they are supporting,

• 47% said their ability to prevent homelessness had decreased (up from 33%)

• 64% reported their role has a negative impact on their wellbeing (58% in 2022)

• Over half of homelessness workers were struggling to pay their bills and nearly a quarter (23%) worried about becoming homeless themselves.

The findings on the cost of living and other pressures impacting on the wellbeing of frontline workers were particularly important and we worked with the Royal Foundation and other partners to expand access to the Blue Light Card discount programme to homelessness sector workers to help reduce their living costs as well as demonstrate how they were valued.

We secured coverage of the survey in the Independent, Express, Inside Housing, the Big Issue and local radio of the survey findings and the issues raised and we shared it with civil servants, MPs, the All Party Parliamentary Group on homelessness and presented at conferences across the UK. Using the findings we joined with charities across the homelessness sector to call for the Chancellor to invest in homelessness services in the Budget, and further lobbying in advance of the Spending Review.

We also raised with MPs the homelessness implications of other government policies, particularly proposed cuts and changes to disability benefit to ensure they were understood and the case for mitigations considered. As a result of our Frontline Survey, and our wider work supporting and championing frontline workers, our CEO was invited to Co-Chair a Task and Finish group of sector experts looking at how better to strengthen and support frontline workers. The recommendations were shared and tested with our Frontline Network partners and then he presented them directly to the Homelessness Minister to inform her work developing the Government’s new strategy for tackling homelessness in England.

In addition to our own influencing our Frontline Network partners seek to influence policy and practice in their own areas. In Wales our partner, Cymorth Cymru, gathered feedback and insight from over 100 frontline workers’ experiences of supporting people experiencing mental health problems. This information was collated into a report and submitted to the Welsh Government to help shape their Mental Health and Wellbeing Strategy and another project was central to a report of the Senedd highlighting the important of supporting frontline workers.

The findings of the Frontline Worker survey and our other insight informs and shapes the programmes and support we offer ourselves to frontline workers, particularly our training and the sessions we organise at our annual conference, which brought together over 400 frontline workers from across the UK to network, share and discuss issues and learning.

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How We Raise Our Funds

Everything we achieved this year was only possible thanks to the generosity of our supporters. Their commitment continues to drive our mission: ensuring that everyone has a safe place to call home.

The Christmas Appeal

The BBC Radio 4 St Martin-in-the-Fields Christmas Appeal has been running for nearly 100 years, making it one of the longest-standing partnerships dedicated to supporting people affected by homelessness.

The theme for the 2024 appeal, “My Wish – A safe place to call home should never be too much to wish for,” reflected the hope of those wishing for a Christmas different from the one they were facing.

Key: Donations £4,162,346

Grants Received £716,467

Legacy income £226,609

Thanks to the generosity of our supporters, the appeal raised over £2 million to support people facing homelessness.

‘My wish for the new year is to keep my home and live here forever. I’m very happy here’ John, emergency grant (VRF) recipient

Our Philanthropic Partners

We are fortunate to work with a number of valued partners whose support strengthens our work across all areas.

We extend our particular thanks to

The Julia Rausing Trust Ali and May Mosawi Oak Foundation Sir Howard and Lady Stringer Trevor Fenwick The George Michael Fund Frances Jacob

We also recognise the generosity of supporters who chose to leave a gift in their will. Legacy giving continues to be an important source of income, allowing us to build a more secure future for the people we support.

Over the past year, legacy gifts have had a lasting impact, helping to improve the lives of people experiencing homelessness now and in the future. We are deeply grateful to all who supported us in this way. To remember St Martins-in-the-Fields in your will please visit our website Leave a legacy - St Martin-in-theFields Charity.

Objectives for The Next Year

In the year April 2025 – March 2026 we will continue to deliver against our five-year strategy. In this period, we commit to:

1.

Reviewing and developing our emergency (VRF) grants programme, drawing from our learning and evaluation, to ensure it continues to best enable people to quickly access new accommodation or sustain their existing homes.

2.

Supporting new ways of helping individuals who have experienced homelessness to develop and progress through investing in the Personal Grants project which is testing the effectiveness of personalised cash grants for individuals to help them exit homelessness permanently.

3.

Continuing to support & champion frontline workers, their role and value, directly and through investing in our Frontline Network partners and our national conference, and through providing subsidised training to frontline workers to enable them to keep abreast of best practice and apply it in their work.

4.

Developing approaches to supporting the wellbeing of frontline workers through a test and learn grants programme.

5.

Capturing the role, value, views and concerns of frontline workers through our survey and using it to influence policy and practice to better prevent and resolve homelessness and support frontline workers.

6.

Continuing to Invest in projects that focus on providing specialist mental health support alongside homelessness assistance, ensuring learning is captured and shared.

7.

Developing and launching a new funding programme to help charities unlock sources of accommodation for people experiencing homelessness, drawing from the learning of our previous Frontline Fund, the Frontline Worker Survey and ours and others’ work.

8.

Developing the charity, our income, programmes, systems and people so we can deliver our mission as efficiently and effectively as possible.

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Chair of Trustees Trustees’ Report Foreword This year the Board This in turn puts huge All of this work is only possible The trustees present their ensure the charity’s aims, To achieve our objectives, of Trustees and the pressure on the wellbeing of due to the loyalty and report and the audited objectives and activities we work in three key areas management team have frontline staff whose role, skills, generosity of our supporters, remained focused on its financial statements for • continued to develop and experience and expertise are whether new or long-standing, the year ended 31 March stated purposes. We help individuals directly deliver our programmes, to too often undervalued. These to whom we are very grateful. 2025. Reference and into new accommodation ensure we respond effectively issues were clearly captured in Of course, we also thank our administrative information St Martin-in-the-Fields through the provision of to the needs of people our national survey of Frontline colleagues at BBC Radio 4 for set out on page 46 forms Charity is a homelessness grants. experiencing homelessness. Workers Survey of Frontline their support and partnership part of this report. charity that works UK-wide We made a record number Workers, which we shared through the annual Christmas and year-round. Our vision • We support and champion of emergency grants to widely with the media and Appeal with St Martin-in-theThe financial statements is for everyone to have a frontline workers and capture support people into new fed the insights directly into Fields Charity, which engages comply with current statutory safe place to call home and share learning based on accommodation or to prevent Government. so many in supporting our requirements, the charity’s and the support they need their insight and experiences. their eviction. work. The appeal provides an trust deed and the Statement to keep it. Our work extends Our statistics informed unrivalled opportunity to talk of Recommended Practice across all four nations – at • And we test, develop and In addition, a programme concerted work to extend directly to people across the – Accounting and Reporting the individual, community, share solutions to key testing new approaches the Blue Light Card discount country about the realities of by Charities: SORP applicable regional, and national levels. issues and build support for to supporting people scheme for essential homelessness and what we to charities preparing their them with the public and around mental health and public sector workers to can do to address those issues. accounts in accordance with The objectives of St Martinpolicymakers. homelessness, through homelessness sector workers. FRS102. in-the-Fields Charity: projects in each of Scotland, Thus directly helping them with In addition to our many Wales and England continued their own costs of living and individual donors, we would a) To relieve either generally to develop and embed new demonstrating the value of also like to thank the Trusts Objectives And or individually persons who ways of working. We have their role in supporting people and Foundations, who so Activities are in conditions of need, also developed our support facing homelessness. generously support the hardship or distress by and training offer for frontline charity’s work. making grants of money The trustees review the staff directly and through our As Trustees we are very or providing or paying for network of partners. conscious of the need Thank you to all of our partners aims, objectives and items, services or facilities to use the donations we and supporters who work activities of the charity calculated to reduce the The work of St Martin-in-thereceive wisely, effectively with us towards our goal of each year. need, hardship or distress Fields Charity is more crucial and efficiently. This year we ensuring everyone has a safe of such person; and than ever, against a backdrop invested reserves into our place to call home. We simply This report looks at what the of increased homelessness programmes to expand our cannot do it without you. charity has achieved and the outcomes of its work in the b) For the public benefit to and a chronic shortage of impact as well as into advance the education of suitable and affordable homes. fundraising to help diversify reporting period. The trustees the public on the subject and grow our income base for report the success of each of homelessness and to the future. key activity and the benefits promote research in that This is reflected in the the charity has brought continued pressures on staff subject and to publish the working on the frontline who We have faced some to those groups of people useful results. that it is set up to help. The are facing an increased challenges but working with demand for their services our CEO, Duncan Shrubsole review also helps the trustees from people at risk of or and his leadership team, we experiencing homelessness, have ensured the wider team yet finding it increasingly structure has the right people challenging to find people in the right roles, together with accommodation and to help strong and robust systems them access the services and and approaches in place that support they need. ensure we can deliver on our strategic objectives going forward. 24 25 ~~7~~ -

The work of St Martin-in-theFields Charity is more crucial than ever, against a backdrop of increased homelessness and a chronic shortage of suitable and affordable homes.

Public Benefit

The Trustees confirm that they have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities and setting the grant-making policy for the year and consider that the aims and objectives set out above fulfil the criteria.

The Charity seeks to work with all faiths and denominations and none. Beneficiaries are not restricted by faith, gender, ethnic origin, disability, age or sexual orientation. The Trustees do not anticipate any change in the future to this operational approach and consider the guidance on public benefit each year.

Financial Review

The financial statements reflect the results for the twelve months to 31 March 2025. Total income was similar at £5,169,871 (2023/2024: £5,194,712) while total expenditure decreased to £6,188,713 (2023/24: £6,732,050).

Income Including Donations and Legacies

St Martin-in-the-Fields Charity relies on the generosity of our supporters to provide resources which encourage, inspire and challenge people who are experiencing or facing homelessness to transform their lives.

Many of our supporters come to us through the BBC Radio 4 Christmas Appeal with St Martin-in-the-Fields which was in its 98th year at the time of this report. We are grateful to the team at BBC Radio 4 who support the Appeal enthusiastically and provide support and resource to enable us to deliver a national campaign. During the year our supporters generously contributed donations of £4,162,346 (2023/24: £4,004,251) and we were fortunate to receive Legacies totalling £226,609 (2023/24: £577,424). In addition to this we received income from grants totalling £716,467 (2023/24: £536,762). Our supporters are at the heart of so much of what we do and this year more than ever we are grateful to the many individuals, trusts and foundations, churches, schools, community groups and others whose donations make our work possible.

Expenditure

72% of our expenditure is allocated to our grant making programmes, including our emergency grants to individuals (through the Vicar’s Relief Fund), our investment in projects and organisations tackling key issues around homelessness, such as through our Mental Health Fund and Frontline Fund and our funding of key initiatives such as the Personal Grants project, Homeless Practice Incubator and the work of The Connection, and the support we give to frontline workers through the Frontline Network and directly through our training fund.

During the year the cost of making these grants, including support costs was £4,487,913 (2023/24: £5,130,682). Details of our restricted and unrestricted expenditure are given under note 15 to the financial statements.

The cost of raising donations and legacies in this year was £1,700,799 (2023/24: £1,601,368). We have restructured staff posts, invested in our website, invested in engaging supporter appeals, supporter database and other marketing resources as part of a phased approach to building a professional team of fundraising and communication specialists to diversify, widen and increase our income sources to ensure that St Martin-in-the-Fields Charity remains a sustainable organisation for the long-term in a tough fundraising climate.

Reserves Policy and Going Concern

The Board of Trustees considers it prudent to maintain a sum equivalent to between three and six months of unrestricted expenditure for the following budget year in order to maintain the ongoing operations of the Charity and provide continuity of funding to our beneficiaries.

This is considered an appropriate level of reserves to manage the risks to which the Charity is exposed, including but not limited to, safeguarding against volatile voluntary income. Reserves available for use exclude fixed assets and restricted funds.

Funds required to meet this policy stand between £1.510m and £3.021m based on planned unrestricted expenditure in 2025/26. At 31 March 2025 the level of reserves available for use was £1.895m which satisfies the requirements of the reserves policy.

The Trustees are of the opinion that there are no material uncertainties that cast significant doubt about the ability of the Trust to continue as a going concern.

Risk

The risk management policy sets out the aim of the trustees to adopt best practice in this area and the roles and responsibilities of trustees and staff in identifying, assessing and mitigating risk.

The policy notes that some level of risk will always exist and that any residual risk should be consciously accepted and wherever possible dealt with. The trustees and Senior Leadership Team have reviewed the risks facing the charity on a regular basis during the year.

In addition to the key risks identified below we have considered the potential impact of the continuing cost-of-living crisis on the charity. Increasing energy prices, high inflation rates and other cost pressures, such as the increase in employers’ National Insurance contributions, unease in the stock market and interest rate changes are likely to affect the charity’s performance and its costs of operating and of raising income.

Although the funds of the charity are unlikely to be materially affected, we will continue to closely monitor the charity’s performance going forward.

During the year we identified that we had been subject to fraud by an external party who had made fraudulent applications to us for emergency grants. We immediately ended their ability to apply for any new grants from us and thoroughly investigated what had happened.

We reported that it had happened to our banking provider, the Charity Commission, Action Fraud and the Police who are now pursuing an active criminal investigation. We engaged independent charity fraud specialists who assured us that the programme and its controls were robust and appropriate and they had not identified any further incidences of fraud.

We have, however, taken steps to make the grants programme even more rigorous to give further confidence to ourselves, partners and funders. We were open and transparent that the fraud had occurred and the steps we had taken by proactively putting a statement on our website and contacting donors directly.

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Management of Risk

The risk management strategy comprises:

Fundraising

• A quarterly and annual review of the major

• risks to which St Martins Charity is exposed.

• The establishment of systems and procedures to mitigate those risks, including a risk register.

• The implementation of procedures designed

• to minimise any potential impact on the charity should any of those risks materialise.

While overall accountability rests with the Trustees, our aim is to create a culture of effective risk management and mitigation throughout the organisation through regular reviews, training, and implementation of key policies.

The risk management process covers both short- and long-term risks and in particular concerns financial sustainability, reputation, and ability to achieve impact.

The Trustees confirm that they are satisfied that strategies, systems, and controls are, as far as possible, in place to mitigate significant risks.

The key risks to the Trust and the actions being taken to mitigate those risks are:

• Loss or suspension of our ongoing partnership with the BBC. We entered into an agreement with the BBC in 2014 and this was renewed in 2018 and again in 2022. The relationship with the BBC is key to our major fundraising drive over the Christmas period and to recruiting donors that we seek to engage and secure their further support in the future.

• Risk of fraudulent grant applications. As an organisation we have reviewed all our grant programmes and have implemented changes to the Vicars Relief Fund (VRF) including additional assessment of grant applications as well as increased financial checks alongside updated reporting. We have similar robust due diligence and ongoing monitoring around all of our other grants.

• The financial stability of the organisation is affected by either a fall in income or excessive expenditure. The organisation has invested in the fundraising team and wider donor relationship management. Internally we have reviewed and revised our internal controls and budget monitoring processes.

• Staff turnover including the operational impact of the loss of key skills and additional recruitment and training costs. The charity aims to minimise this risk by providing clear role descriptions linked to a salary band, coupled with a robust performance appraisal and feedback system.

The Senior Leadership Team provides developmental and pastoral support alongside regular reviews of salary and other benefits.

• Managing relationships with external partners

• and the wider St Martins family. We aim to build long-lasting relationships with key partners across the four home nations to enable us to fulfil our mission to prevent and resolve homelessness, through supporting individuals, frontline workers and charities.

We undertake due diligence and robust assessment when considering new partners for programmes and put in place regular assessment and review processes including both through reporting and check ins and support.

Fundraising Practices

All requests for donations are compliant with GDPR regulations, and the Privacy and Electronic Communication Regulations and these standards have been maintained by the charity.

We manage all our mailings and correspondence with supporters in line with their communication preferences. All correspondence provides supporters with information about how they can be removed from our mailing lists or change their communication preferences. We never sell or swap supporters data for marketing purposes and we ensure that our fundraising requests are confidential, sensitive and without pressure.

Where we ask a third party to fundraise on our behalf we will ensure they follow the Code of Fundraising Practice.

Approach To Fundraising

We work with several agencies and suppliers that enable us to deliver our fundraising campaigns.

These partnerships are essential to raising the income needed to fund our vital work. We do not have the resources in-house to deliver these activities, so it is much more cost effective for us to work with third parties on certain areas of our work.

These areas include appeals creative development, donation processing and thanking, website development, printing and digital marketing activity.

Fundraising Regulator

St Martin-in-the-Fields Charity is registered with the Fundraising Regulator.

We follow the Code of Fundraising Practice guidelines and are compliant with current data protection legislation. We have not received any formal fundraising complaints in the past financial year (2024: zero) and there have been no fundraising compliance issues (2024: zero).

Protecting Vulnerable People When Fundraising

All partner agencies that communicate with our supporters have a vulnerable person policy in place.

Before working with any agency, we review their policy to make sure it is in line with our policies. We monitor all third-party activity through the following:

• Regular meetings and performance assessment.

• Providing a full induction to ensure their work reflects our mission, values, and the support we provide.

• Monitoring complaints for each campaign that we run.

• Carrying out mystery shopping.

• SLT & the Board of Trustees maintain oversight of the performance of fundraising through regular reporting against performance.

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Structure, Governance and Management

St Martin-in-the-Fields Charity is a Charitable Incorporated Organisation (CIO number 1156305) which was registered on 21st March 2014.

The board is made up of a Chair and 10 trustees, including the Vicar of St Martin-inthe-Fields, who hold individual roles with the board and bring specialist expertise to the group. The board of trustees delegate the responsibility for the day-to-day operations of the charity to the CEO and Senior Leadership Team. All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed are set out in note 7 to the accounts.

Trustee Recruitment

All trustee recruitment is done with reference to the open market, and the charity sometimes use external recruitment partners to facilitate the search and recruitment process.

Trustee Induction and Training

On appointment, trustees undergo an induction programme that includes briefings from staff and key supporters.

Trustees have the opportunity to visit funded projects including The Connection at St Martin’s. We seek to maintain trustee awareness of grass-roots issues and developments around homelessness and related issues. Trustees receive regular briefings on developments in the charity’s operating environment to keep them up to date.

Statement of Trustees’ Responsibilities

financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011.

Law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the situation of the Charity as at the balance sheet date and of its income and expenditure for the financial year.

They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In preparing those financial statements, the Trustees are required to:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website.

• select suitable accounting policies and then apply them consistently;

Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

Auditor

• follow applicable UK accounting standards and statements of recommended practice subject to any material departures disclosed and explained in the financial statements; and

Sayer Vincent LLP was appointed as the charity’s auditors during the year and has expressed its willingness to continue in that capacity.

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

Approved by the Trustees on 26th January 2026 and signed on their behalf by

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the

Mark Devlin - Chair

Key Management Personnel Remuneration

The pay of senior staff is reviewed annually, and any increases are applied in line with the cost of living applied by similar organisations

The CEO’s remuneration is benchmarked against pay levels in other similar charities. The trustees are responsible for approval of remuneration.

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Independent Auditor’s Report to The Trustees Of St Martin-inthe-Fields Charit y

Opinion

Conclusions Relating To Going Concern

We have audited the financial statements of St Martin-in-the-Fields Charity (the ‘charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies.

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

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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 St Martin-in-the-Fields Charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

In our opinion, the financial statements:

• Give a true and fair view of the state of the charity’s affairs as at 31 March 2025 and of its incoming resources and application of resources, for the year then ended

Other Information

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon.

• Have been prepared in accordance with the requirements of the Charities Act 2011

The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

Basis For Opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law.

Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.

We are independent of the charity 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.

We have nothing to report in this regard.

Matters On Which We Are Required to Report by Exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

• The information given in the trustees’ annual report is inconsistent in any material respect with the financial statements;

• Sufficient accounting records have not been kept; or

• The financial statements are not in agreement with the accounting records and returns; or

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

Responsibilities of Trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’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 charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s Responsibilities For The Audit of The Financial Statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to 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 ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

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Capability of The Audit in Detecting Irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

• We enquired of management, internal audit and the audit and risk committee, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:

• Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;

• Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;

• The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.

• We inspected the minutes of meetings of those charged with governance.

• We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.

• We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of noncompliance throughout the audit.

• We reviewed any reports made to regulators.

• We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.

• We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

• In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is remowved from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of noncompliance.

The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities . This description forms part of our auditor’s report.

Use of Our Report

To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Signed:

Financial Statement

St Martin-in-the-Fields Charity

Statement of financial activities for the year ended 31 March 2025

	Income from:
		Notes	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
			Funds	Funds	2025	Funds	Funds	2024
			£	£	£	£	£	£
						restated	restated	restated
	Donations and legacies	2	4,270,767	118,188	4,388,955	4,443,828	137,847	4,581,675
	Charitable activities	3	-	716,467	716,467	-	536,762	536,762
	Investments		64,449	-	64,449	76,275	-	76,275
	Total income		4,335,216	834,655	5,169,871	4,520,103	674,609	5,194,712
	Expenditure on:
	Raising funds	4a	1,700,800	-	1,700,800	1,601,368	-	1,601,368
	Charitable activities	4a	3,646,237	841,676	4,487,913	3,844,473	1,286,209	5,130,682
	Total expenditure		5,347,037	841,676	6,188,713	5,445,841	1,286,209	6,732,050
	Net movement in funds for the year		(1,011,821)	(7,021)	(1,018,842)	(925,738)	(611,600)	(1,537,338)
Reconciliation of Funds Total funds brought forward as previously stated 4,982,211 710,551 5,692,762 Prior year adjustments 16 (1,135,547) - (1,135,547) Total funds brought forward as restated 2,920,926 98,951 3,019,877 3,846,664 710,551 4,557,215 ~~ee ee e~~~~e ee~~ ~~e~~ ~~ee~~ ~~eeSa~~ ~~1 OO~~ ~~ht~~			~~ee~~
	Total funds carried forward		1,909,105	91,930	2,001,035	2,920,926	98,951	3,019,877

Date: 29 January 2026

Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

All of the results are derived from continuing activities. There are no recognised gains or losses in either the current or previous year other than those included in the Statement of Financial Activities. Movement in funds are detailed in note 14. The notes on page 38 to page 45 form part of the financial statements.

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St Martin-in-the-Fields Charity

St Martin-in-the-Fields Charity

Statement of Cash Flows for the Year Ended 31 March 2025

Balance sheet as at 31 March 2025

	Notes			2025 £	£	Restated 2024 £	£
Fixed assets
Tangible assets	11			13,502	13,502	15,510	15,510
Current assets
Debtors	12			309,678		530,360
Cash at bank and in hand				3,079,802		4,766,781
				3,389,480		5,297,141
Current liabilities
Creditors: amounts falling due within one year	13a			(1,401,947)		(1,971,794)
Net current assets					1,987,533		3,325,347
Total assets less current liabilities					2,001,035	3,340,857
Creditors: amounts falling due over one year	13b			-	-	(320,980)	(320,980)
Net assets					2,001,035		3,019,877
The funds of the charity:
Unrestricted funds (as restated)	15				1,909,105		2,920,926
Restricted funds	15				91,930		98,951
Total funds					2,001,035		3,019,877

Approved by trustees on 26th January 2026 and signed on their behalf by

Cash fows from operating activities	2025 £	2024 £
Net expenditure for the year	(1,018,842)	(1,537,338)
Adjustments for:
Depreciation	4,318	7,755
Interest received	(64,449)	(76,275)
Decrease/(Increase) in trade and other debtors	220,682	(17,455)
(Decrease)/Increase in trade and other creditors	(890,827)	306,222
Net cash used in operating activities	(1,749,118)	(1,317,091)
Cash fows from investing activities
Interest received	64,449	76,275
Purchase of assets	(2,310)	(23,265)
Net cash provided by investing activities	62,139	53,010
Change in cash and cash equivalents	(1,686,979)	(1,264,081)
Cash and cash equivalents at start of the year	4,766,781	6,030,862
Cash and cash equivalents at the end of the year	3,079,802	4,766,781

“Cash and cash equivalents” consist entirely of “cash at bank and in hand.”

Mark Devlin (Chair)

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37

St Martin-in-the-Fields Charity

St Martin-in-the-Fields Charity

Notes to the financial statements for the year ended 31 March 2025

1 Acccounting policies

a Statutory information

attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

St Martins-in-the-Fields Charity is a Charitable Incorporated Organisation (CIO) no. 1156305. The registered office address is 5 St Martins Place, London, WC2N 4HJ.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

b Basis of preparation The financial statements have been prepared in accordance with ‘Accounting and Reporting by Charities: Statement of recommended practice’ applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102 ).

f Donated services Donated goods and services are included at the value to the charity where this can be quantified.

g Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

h Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds allocated by the trustees for particular purposes.

i Value added tax Value added tax is not recoverable by the charity, and as such is included in the relevant costs in the Statement of Financial Activities.

The financial statements have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

j Expenditure Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of raising funds relate to the Costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose.

c Public benefit entity The charity meets the definition of a public benefit entity under FRS 102.

d Going Concern

Expenditure on charitable activities includes the costs of grants to organisations and individuals, and development, testing and evaluation of new projects and undertaken to further the purposes of the charity and their associated support costs.

The financial statements have been prepared on a going concern basis. Having considered the charity’s reserves position, future plans and forecasts for at least twelev months, the trustees consider that on this basis the charity is a going concern. The trustees do not consider that there are any sources of estimation/uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets.

k Allocation of support costs Premises and support costs comprise all services centrally. Salaries included in support costs are allocated between charitable activities and fundraising costs, using an estimate of time spent by staff on dealing with those areas.

e Income recognition

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions

Operating leases

l

Rental charges are charged on straight line basis over the term of the lease.

m Tangible assets and depreciation

Tangible fixed assets are stated at cost less accumulated depreciation. Depreciation is provided at the following rates in order to write off the cost of the assets over their estimated useful lives:

Equipment, fixtures and fittings - 33% straight line

Computer equipment - 33% straight line

Fixed assets undergo an annual review for indications of impairment, and if any indicators are identified, impairment assessment are conducted.

n Debtors

Trade and other debtors are recognised at the settlement amount due after trade discount offered. Pre-payments are valued at the amount pre-paid net of any trade discounts due.

Cash at bank and in hand

o

Cash at bank and in hand includes cash and short-term, highly liquid investments with a maturity of three months or less from the date of opening of the deposit or similar account.

p Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

q Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value

Pensions

r

Employees of the charity are entitled to join a defined contribution personal group pension plan; a qualifying pension scheme as defined by the Pension Regulator. The employee personal plan is managed by Standard Life and the plan invests contributions made by the employee and employer in a fund(s) of the employee’s choice. The charity has no liability beyond making its contributions. The charity contribution is restricted to that disclosed in note 7. The pension costs charged in the Statement of Financial Activities represent the contributions payable by the charity during the year.

Taxation

s

The charity is exempt from corporation tax on its charitable activities.

Notes to the financial statements for the year ended 31 March 2025

2 Donations and legacies

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds 2025 Funds Funds 2024
£ £ £ £ £ £
restated restated
Donations 4,044,158 118,188 4,162,346 3,985,251 19,000 4,004,251
Legacies 226,609 - 226,609 533,577 43,847 577,424
4,270,767 118,188 4,388,955 4,518,828 62,847 4,581,675
3 Income from charitable activities
Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds 2025 Funds Funds 2024
£ £ £ £ £ £
restated restated
Grants received - 716,467 716,467 - 536,762 536,762
- 716,467 716,467 - 536,762 536,762
4a Analysis of expenditure (current year)
Charitable Activities
Raising Support for Support for Promising Governance Support 2025 Total 2024 Total
funds individuals frontline & Emerging costs £ £
workers Practice
Direct staff costs 408,991 284,120 153,798 166,644 24,199 424,975 1,462,727 1,092,894
(note 7)
Grants (note 5) - 2,105,564 178,942 851,916 - - 3,136,422 3,975,373
Direct activity 555,641 7,113 24,013 25,795 - - 612,562 975,097
costs
Consultancy costs 7,050 - - - - 13,716 20,766 132,219
Other staff costs 334,777 - - - - 179,048 513,825 110,574
Communications - - - - - 138,254 138,254 10,800
& marketing costs
Property costs - - - - - 116,100 116,100 40,284
IT costs 1,503 11,934 - - 1,050 45,059 59,546 104,465
Operational costs 20,714 - - - - 19,074 39,788 14,933
Legal & 7,559 - - - 2,558 9,601 40,560 25,920
professional fees
Other costs 27,331 - - - 2,558 13,957 43,846 241,736
Depreciation - - - - - 4,318 4,318 7,755
1,363,566 2,408,731 356,753 1,044,355 51,207 964,102 6,188,714 6,732,050
Support costs 320,226 313,947 154,690 175,239 (964,102)
Governance costs 17,008 16,675 8,216 9,308 (51,207)
Total expenditure 1,700,799 2,739,352 519,660 1,228,902 - - 6,188,714
2025
Total expenditure 1,601,368 2,203,479 637,772 2,289,431 - - 6,732,050
2024
----- End of picture text -----

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39

St Martin-in-the-Fields Charity

St Martin-in-the-Fields Charity

Notes to the financial statements for the year ended 31 March 2025

4b Analysis of expenditure (prior year)

~~Charitable Activities~~

	Raising funds	Support for individuals	Support for frontline workers	Promising & Emerging Practice	Governance	Support costs	2024 Total £
Direct staff costs (note 7)	261,851	-	-	-	-	831,043	1,092,894
Grants (note 5)	-	1,801,967	406,396	1,767,010	-	-	3,975,373
Direct activity costs	922,384	17,571	17,571	17,571	-	-	975,097
Consultancy costs	-	-	-	-	-	132,219	132,219
Other staff costs	-	-	-	-	-	110,574	110,574
Communications & marketing costs	-	-	-	-	-	10,800	10,800
Property costs	-	-	-	-	-	40,284	40,284
IT costs	-	-	-	-	-	104,465	104,465
Operational costs	-	-	-	-	-	14,933	14,933
Legal & professional fees	-	-	-	-	-	25,920	25,920
Other costs	-	-	-	-	26,075	215,661	241,736
Depreciation	-	-	-	-	-	7,755	7,755
	1,184,235	1,819,538	423,967	1,784,581	26,075	1,493,655	6,732,050
Support costs	409,976	365,023	213,805	504,850	-	(1,493,655)
Governance costs	7,157	18,918	-	-	(26,075)
Total expenditure 2024	1,601,368	2,203,479	637,772	2,289,431	-	-	6,732,050

Notes to the financial statements for the year ended 31 March 2025

7 Staff costs

7 Staff costs
	2025 £	2024 £
Wages and salaries	1,243,726	939,283
Social security costs	138,731	101,685
Pension costs	60,748	51,926
Redundancy costs	19,522	-
	1,462,727	1,092,894
The following number of employees received employee benefts (excluding employer pension costs and employer national insurance) during the year between:
£80,001 - £90,000	1	1
£70,001 - £80,000	1	-
£60,001 - £70,000	3	1
	5	2

The total employment benefits (including employer pension contributions and employers national insurance) of the key management personnel of the charity were £291,933 (2024: £232,026 - restated).

No trustees received remuneration or any other benefits from employment with the charity in the year (2024; £nil). No trustee received payment for professional orother services supplied to the charity (2024: £nil).

Trustee expenses represent the payment or reimbursement of travel and subsistence costs to four trustees totalling £2,075 (2024: three trustees - £1,076) relating to attendance at meetings of the trustees.

8 Staff numbers

The average number of employees employed by the charity during the year was 26 (2024: 22 - restated) which corresponds to 25.6 full time equivalent employees (2024: 21.6 - restated). Staff are allocated across the activities of the charity as follows:

5 Grants

5 Grants
	2025 £	2024 £
Vicars Relief Fund (VRF)	1,995,545	1,801,967
Connection at St Martins	800,000	800,000
Mental Health Fund	1,056	576,684
Frontline Network Partners	50,860	-
Incubator Fund	-	390,326
Personal futures	110,019	-
Other grants	178,942	406,396
	3,136,422	3,975,373

6 Net expenditure

6 Net expenditure
	2025 £	2024 £
The net expenditure for the year is stated after charging:
Auditors remuneration (excluding VAT) - audit services	19,500	15,000
Depreciation	4,318	7,755
Operating lease rentals payable - Property	185,760	38,700

	2025	2024
Programmes	11.4	11.6
Fundraising	6.2	4.8
Communications	3.8	1.9
Operations	3.9	3.3
Governance	0.3	0.0
	25.6	21.6

9 Related party transactions

The Charity has one Trustee in common with The Connection at St Martin-in-the-Fields. This is a charity that received a grant of £800,000 from St Martin-in the-Fields Charity (2024: £800,000). The Connection at St Martins-in-the-Fields can be contacted at 12 Adelaide Street, London, WC2N 4HW.

The Charity has one Trustee / Director in common with St Martin-in-the-Fields Limited. St Martin-in-the-Fields Limited historically provided the payroll service to the Charity. This arrangement ended at 31 March 2024 with no charge in the current year (2024: £1,092,894). The amount due to St Martin-in-the-Fields limited at the end of the year was £4,256 (2024: £4,256).

The Charity has one Trustee who is an employee of Cyrenians (Edinburgh). Cyrenians are a partner organisation that received a grant payment of £45,000 from St Martin-in-the-Fields Charity (2024: £45,000).

There are no other related party transactions to disclose for the financial year (2024: none).

There are no donations from related parties which are outide the normal course of business and no restricted donations from related parties.

Conflicted parties take no part in associated decision making.

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41

St Martin-in-the-Fields Charity

St Martin-in-the-Fields Charity

Notes to the financial statements for the year ended 31 March 2025

10 Intangible fixed assets

10 Intangible fxed assets
	Computer Software £	Total £
Cost
At 1 April 2024	67,119	67,119
Additions	-	-
At 31 March 2025	67,119	67,119
Amortisation
At 1 April 2024	67,119	67,119
Charge for the year	-	-
At 31 March 2025	67,119	67,119
As at 31 March 2025	-	-
As at 31 March 2024	-	-

11 Tangible fixed assets

	Computer Equipment £	Total £
Cost
At 1 April 2024	23,265	23,265
Additions	2,310	2,310
At 31 March 2025	25,575	25,575
Depreciation
At 1 April 2024	7,755	7,755
Charge for the year	4,318	4,318
At 31 March 2025	12,073	12,073
As at 31 March 2025	13,502	13,502
As at 31 March 2024	15,510	15,510

12 Debtors

	2025 £	2024 £
Legacy debtors	178,821	413,867
Other debtors	29,962	39,004
Prepayments	50,579	47,087
Accrued income	50,316	30,402
	309,678	530,360

Notes to the financial statements for the year ended 31 March 2025

13a Creditors (due within one year)

13a Creditors (due within one year)
	2025 £	2024 £ restated
Trade creditors	39,264	190,749
Other creditors	8,101	23,220
Social security and other taxation	35,071	-
Accruals	53,748	136,999
Deferred income	25,000	-
St Martin-in-the-Fields Limited	4,256	4,256
Grant payments	1,236,507	1,616,570
	1,401,947	1,971,794

13b Creditors (due more than one year)

13b Creditors (due more than one year)	13b Creditors (due more than one year)	13b Creditors (due more than one year)
			2025 £	2024 £ restated
Grant payments			-	320,980
			-	320,980
14a Analysis of net assets between funds (current year)
	Fixed Assets £	Cash at bank and in hand £	Liabilities £	Net assets at 31 March 2025 £
Restricted funds	-	91,930	-	91,930
General funds	13,502	2,987,872	(1,092,269)	1,909,105
	13,502	3,079,802	(1,092,269)	2,001,035
14b Analysis of net assets between funds (prior year)
	Fixed Assets £	Cash at bank and in hand £	Liabilities £	Net assets at 31 March 2024 £
Restricted funds	-	98,951	-	98,951
General funds	15,510	4,667,830	(1,762,414)	2,920,926
	15,510	4,766,781	(1,762,414)	3,019,877

0043

42

St Martin-in-the-Fields Charity

St Martin-in-the-Fields Charity

Notes to the financial statements for the year ended 31 March 2025

15a Movement in funds (current year)

15a Movement in funds (current year)
	At 1 April 2024	Income & gains	Expenditure & losses	Transfers	At 31 March 2025
Restricted funds:	£	£	£	£	£
Oak Foundation	98,951	216,467	(223,488)	-	91,930
Vicars Relief Fund	-	618,188	(618,188)	-	-
	98,951	834,655	(841,676)	-	91,930
Unrestricted funds:
General funds	2,920,926	4,335,216	(5,347,037)	-	1,909,105
Total unrestricted funds	2,920,926	4,335,216	(5,347,037)	-	1,909,105
Total funds	3,019,877	5,169,871	(6,188,713)	-	2,001,035

15b Movement in funds (prior year)

15b Movement in funds (prior year)
	At 1 April 2023	Income & gains	Expenditure & losses	Transfers	At 31 March 2024
Restricted funds:	£ restated	£ restated	£ restated	£ restated	£ restated
Oak Foundation	116,050	236,762	(253,861)	-	98,951
Vicars Relief Fund	594,501	437,847	(1,032,348)	-	-
	710,551	674,609	(1,286,209)	-	98,951
Unrestricted funds:
General funds	3,846,664	4,520,103	(5,445,841)	-	2,920,926
Total unrestricted funds	3,846,664	4,520,103	(5,445,841)	-	2,920,926
Total funds	4,557,215	5,194,712	(6,732,050)	-	3,019,877

15c Purposes of restricted funds

The Oak Foundation grant is to support the development of the new St Martin’s Frontline Network and to provide additional resources to the Vicar’s Relief Fund. This is a three year grant that has enabled the charity to build the Frontline Network covering essential salary costs and grants to partner organisations.

Notes to the financial statements for the year ended 31 March 2025

16 Prior period adjustments

16 Prior period adjustments
Impact on reserves position	2023/2024
Opening balance - unrestricted funds as previously reported	4,982,211
Adjustment on restatement:
Creditor for multi year grants due in less than one year	731,885
Creditor for multi year grants due in more than one year	403,662
Restated opening balance - unrestricted funds	3,846,664
Impact on expenditure	2023/2024
Total expenditure as previously reported	6,730,047
Adjustment on restatement:
Recognition of additional expenditure for multi year grants	2,003
Restated total expenditure	6,732,050

All of the prior period adjustments relate to recogntion of multi year grant awards to recognise the full liability in the year of agreement and then subsequent year creditors rather than expenditure in each subsequent financial year. These adjustments relate to Frontline Fund Grants, Mental Health Fund Grants and grants to Frontline Network Partners. Grants given out under the Vicars Relief Fund are not affected by this change in recogntion.

17 Financial commitments

The operating lease charge for 2024/2025 was £185,760 (2023/2024: £38,750). As at 31st March 2025 the charity’s minimum commitments over the life of non-cancellable operating leases were as follows:

The operating lease charge for 2024/2025 was £185,760 (2023/2024: £38,750). As at 31st March 2025 the charity’s minimum commitments over the life of non-cancellable operating leases were as follows:
	2025 £	2024 £ restated
Expiry date:
Less than one year	46,440	185,760
One to fve years	-	46,440
	46,440	232,200

Following the year end, in July 2025, the charity entered into a new lease agreement under which the minimum commitments will be £47,000 per annum.

The Vicar’s Relief Fund makes small crisis grants to support people who are at risk of being made homeless, are homeless or vulnerable, or who have experience of homelessness and are trying to establish or maintain a tenancy.

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44

Administrative Information

Charity registration number Registered charity no 1156305

Registered address St Martin’s Place London WC2N 4HJ

Trustees Mark Devlin (Chair of Trustees) Michelle Cornes Myles Edward Victoria Fox Debbie Giwa Victoria Hill Carol Hilsum Keith Leslie Jonathan Manuel (from November 25) Frances Stratton Revd Dr Sam Wells Julian Worricker

Photography credits:

Marc Gascoine Pages: 10, 14 Christopher James Hall Foundation Pages: 07, 09, 17, 19, 27, 28 Jeff Hubbard Pages: 23, 34, 48 Kamila Jarczak Pages: 17, 18, 27 Steven Landles Pages: 04, 11, 15, 30 Mensah Pages: 26, 33, 48 Amy Ryall Pages: 11, 48

Key Management Personnel Duncan Shrubsole (CEO) - from July 2024 Tim Bissett (Director) - until May 2024 Angela D’Souza (Chief of Staff) Jane West (Director of Income & Engagement) - from July 2024 Natalie King (Head of Programmes) - until August 2024

Bankers

Coutts & Co 440 Strand London WC2R 0QS

Auditor Sayer Vincent LLP 110 Golden Lane London EC1Y 0TG

Solicitors Anthony Collins LLP 134 Edmund Street Birmingham B3 2ES

46

St Martin-in-the-Fields Charity is a homelessness charity that works UKwide and year-round. Our vision is for everyone to have a safe place to call home and the support they need to keep it. Our work extends across all four nations – at the individual, community, regional, and national levels.

To achieve our vision we work in three linked areas: We help individuals directly into new accommodation through the provision of grants.

We support and champion frontline workers and capture and share learning based on their insight and experiences.

And we test, develop and share solutions to key issues and build support for them with the public and policy makers.

St Martin-in-the-Fields Charity 5 St Martin’s Place, London, WC2N 4JH United Kingdom

© St Martin-in-the-Fields Charity 2026

St Martin-in-the-Fields Charity @SMITFCharity frontlinenetwork.org.uk @SMITF_frontline smitfc.org.uk

@SMITF_frontline