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2025-03-31-accounts

ST CHRISTOPHER’S FELLOWSHIP (A company limited by guarantee)

REPORT AND GROUP FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

Registered Company no. 321509 Registered Charity no. 207782

TABLE OF CONTENTS

REFERENCE AND ADMINISTRATIVE DETAILS ........................................................ 1 REPORT OF THE CHAIR ............................................................................................ 3 STRATEGIC AND BOARD REPORT ........................................................................... 5 REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP .............................................................................. 33 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME ........................... 38 CONSOLIDATED AND PARENT STATEMENT OF FINANCIAL POSITION ............. 39 CONSOLIDATED AND PARENT STATEMENT OF CHANGES IN RESERVES ....... 40 CONSOLIDATED STATEMENT OF CASH FLOWS .................................................. 41 NOTES TO THE FINANCIAL STATEMENTS ............................................................ 42

ST CHRISTOPHER’S FELLOWSHIP REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2025

REFERENCE AND ADMINISTRATIVE DETAILS

LEGAL DETAILS

Registered Name : St Christopher’s Fellowship Other names used: St Christopher’s A company limited by guarantee, registered no. 321509 Registered Charity no. 207782 Registered Provider of Social Housing no. LH1832

REGISTERED OFFICE

1 Putney High Street London SW15 1SZ

TRUSTEES/ MEMBERS/ DIRECTORS

The Trustees who are also Directors and members who served from 1 April 2024 up to the date of approval of these financial statements were as follows:

Joe Anichebe (Honorary Treasurer) Joanne Bradley-Fortune (appointed 14 May 2024, resigned 5 Nov 2025) Angela Dakin (Vice Chair, on sabbatical from 1 Jan 2024) Kelly Dooley (resigned 22 May 2025) Rupert Duff John Halliwell Merryn Hockaday Victoria Markiewicz Akua Doreen Owusu-Akonor (resigned 8 May 2025) Anne Stoneham (Chair) Monique Turpin Juliane Wesemann (Vice Chair from 13 March 2024)

COMPANY SECRETARY

Sara Kortenray

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ST CHRISTOPHER’S FELLOWSHIP REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2025

PRINCIPAL STAFF

Doris Afreh FCIPD PG Dip HRM Faye Puttock ACMA CGMA

Chibuzo Okpala FCCA

(Director of People & Culture) (Director of Finance) resigned October 2024

(Interim Director of Finance) appointed October 2024 to September 2025

Anne Seed Philip Townsend BA (Hons) PG Dip HS FCIH

Laverne Cole Louise Honeysett FCA

Jonathan Whalley

(Director of Operations–Isle of Man) (Chief Operating Officer) resigned February 2025 (Director of Operations UK) appointed March 2025 (Chief Operating Officer) appointed March 2025 (Chief Executive)

SOLICITORS

Trowers & Hamlins 3 Bunhill Row London EC1Y 8YZ

Russell-Cooke 2 Putney Hill Putney London SW15 6AB

BANKERS

National Westminster Bank 16 Wimbledon Hill Road London SW19 7ZD

EXTERNAL AUDITORS

Forvis Mazars 2[nd] Floor, 6 Sutton Plaza Sutton Surrey SM1 4FS

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ST CHRISTOPHER’S FELLOWSHIP REPORT OF THE CHAIR FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE CHAIR

I am pleased to present our Annual Report and Accounts for the year ended March 2025.

This year has been one of both challenge and opportunity for children’s social care across the UK. Nationally, the sector continues to feel the combined pressures of high demand for placements, shortages of skilled social care professionals, and financial constraints facing local authorities. The ongoing cost of living crisis has placed further strain on families, while inflationary pressures and higher borrowing costs have impacted the whole charity sector. At the same time, the publication of the Independent Review of Children’s Social Care in England and wider policy debate have shone a light on the urgent need for innovation, stability, and long-term investment in services for children and young people.

Against this backdrop, St Christopher’s has remained steadfast in its mission to create brighter futures for the children and young people entrusted to our care. We have adapted, strengthened, and invested in our leadership and services to meet current needs while positioning ourselves for a sustainable future.

Key highlights from the year include:

While we have much to celebrate, we must acknowledge the significant challenges we continue to face. Like many charities in the sector, we have been working hard to reduce deficits and return to generating surplus income to replenish reserves that have been used to sustain services in recent years. This has required some difficult decisions, including the recycling of certain capital assets funded through social housing grants. These funds will be re-applied as part of our growth agenda in the year ahead, ensuring they continue to support our mission and the young people we serve.

Our progress has been possible thanks to the dedication and professionalism of our staff teams and foster carers, whose resilience and commitment to young people shine through every day. We are also deeply grateful to our local authority and government partners, Ofsted, the Isle of Man Government, our donors, volunteers, and supporters who share our vision.

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ST CHRISTOPHER’S FELLOWSHIP REPORT OF THE CHAIR FOR THE YEAR ENDED 31 MARCH 2025

I want to recognise the contribution of Grace Phillips and Carolyn Gelling, who have stepped down as Trustees in the Isle of Man during the year. Their dedication and commitment to our mission have been greatly valued, and we wish them well. Similarly, our gratitude is extended to Akua Akonor, who stood down as a Trustee for the UK Board in this year. My thanks also go to all Trustees for their stewardship, guidance, and tireless work in helping St Christopher’s stay on track in our aspirations to create brighter futures for children and young people.

As we look ahead, we remain determined to navigate the challenges facing our sector with creativity, courage, and compassion — and to build on our strong foundations to ensure every child and young person we support can thrive.

Anne Stoneham Chair of Trustees

21 January 2026

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

STRATEGIC AND BOARD REPORT

1. MANAGEMENT

AIMS AND ACTIVITIES

At St Christopher's we work in the British Isles as a charity and Registered Provider of Social Housing. We currently work in Southern, Eastern and Central England and the Isle of Man, providing services to young people in care, care leavers and those on the edge of care. Our services include foster homes, children’s homes (including a secure children’s home), homes for care leavers and homeless teenagers, outreach support, return home interviews for young people who run away from home, preventative outreach, education support and therapeutic provision, transition accommodation for young offender, We also provide consultancy to local authorities and charities.

OBJECTS SET OUT IN GOVERNING DOCUMENT

Our objectives as set out in the Articles of Association are to assist people in need, particularly children and young people and people with learning disabilities, to relieve poverty and to undertake any other charitable purpose.

Our priorities during the year continued to be:

STRATEGIES FOR ACHIEVING OBJECTIVES

In September 2023, we started the process of setting our Vision and Strategy for 2024 to 2029. We felt it was important that the strategy properly reflected St Christopher's by being participative, aligned with our ways of working, and centred on young people. Children, young people and staff from across the organisation had their say on our strategy so that it is built upon ideas that will benefit those we work with, now and in the future.

This past year has seen the completion of the first phase of our five-year strategic plan, in which the emphasis has been on improving the foundations of the organisation, working to achieve improved financial sustainability, and addressing our “wicked problem” of staff recruitment and retention. In line with this focus, we undertook the difficult task of reducing our overheads through a reduction in central staffing and withdrawing from services deemed noncost effective. While painful, these decisions led to a significant reduction in our operating deficit from the previous year.

The initial two years of the strategy continue to focus on consolidation and stabilisation, reducing organisational risk and laying a robust foundation to propel us towards sustainable growth. This remains crucial to fortify our organisational structures, optimise our processes, and ensure the resilience necessary to navigate the challenges inherent in our sector.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Services and Support continue to be the heart of our charitable objectives. We have seen tremendous outcomes for the children and young people placed in our care. Our innovation in developing alternative arrangements for young people on remand through the LAP service has been both a challenge and an achievement—delivering excellent outcomes but also increasing financial pressure, which we have worked throughout the year to overcome.

As we look ahead to the latter part of the strategy, we continue to anticipate a move into a growth trajectory, leveraging the solid foundation established. The sale of capital assets during the year has strengthened our cash reserve position, and we now intend to invest these funds in growth opportunities that will support a return to consistent and ongoing surplus generation.

Our People and Promises activity is also growing in pace. There is increased commitment to reducing our carbon footprint, further engagement with colleagues across the organisation, and a continued drive to become a more inclusive and equitable workplace.

Cash flow has remained a key area of focus. While financial pressures—particularly wage inflation and reliance on agency staffing—have challenged our reserves position, the strategic decisions taken this year have helped flatten our cash flow forecasts and improve overall resilience.

VALUE FOR MONEY

Delivering value for money continues to be a strategic imperative. In the context of rising delivery costs, local authority financial constraints, and the ongoing need for high-quality outcomes, we have taken decisive steps to improve the financial efficiency of our operations.

This year, we undertook a strategic exit from services that were not financially sustainable, enabling us to focus on those with stronger outcomes, clearer cost-effectiveness, and more secure income streams. These actions have helped to significantly reduce our operating deficit and improved our ability to model and manage cash flow more predictably.

The sale of capital assets during the year has strengthened our cash reserves. These funds are being carefully allocated to support reinvestment in sustainable service growth and future financial resilience. Our reserve management remains aligned to our formal policy, with monthly reviews in place.

Our innovative work on alternative arrangements for young people on remand has delivered positive social outcomes, even as it has increased costs. We are working with commissioners to explore long-term funding options that reflect the true value of these services.

Fundraising continues to be a key source of unrestricted income and impact. Our small but effective fundraising team delivered another strong year, bolstered by generous donations of cash and goods from individuals and partner organisations. These have contributed directly to young people’s wellbeing, participation, and learning.

We are registered with the Fundraising Regulator and adhere to its Code of Fundraising Practice, which covers the requirements charities must follow as set out in the Charities Act 2011. We clearly state on our website and in our fundraising communications how to advise us if our donors no longer wish to receive our mailings or communications. We have a clear complaints policy, which is accessible on our website, and we plan to deal with them promptly and appropriately. We had no fundraising complaints from donors in the year ending March 2025. We are signed up to the Fundraising Preference Service, which allows people to opt out of receiving fundraising communications from us. This year, we have actioned five requests.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

LIFE SKILLS

Through promoting young people’s own self efficacy our Life Skills Team supports them to build their own self-esteem and resilience, critical to success in their first tenancy or job. We focus on certification of key skills such as cooking healthy meals on a budget or writing a CV. Young people build a portfolio of AQA award body certificates that support them to remember what they have learnt and increase their confidence to engage with organised formal and further education. Over 260 AQA awards were achieved by young people we support this year.

OUR PARTICIPATION AND CO-PRODUCTION WORK

St Christopher’s Participation Team embed young people’s voices throughout our work. We use a variety of activities to engage young people of all ages and abilities to feedback on and influence the development of their services. This means taking our time and exploring new platforms and methods to ensure that participation is for all young people regardless of background. It is important to us that we recognise our young people’s contributions and as such we take time to let them know the impact of change their suggestions have. Our young people support recruitment through designing of activities for prospective staff and trustees, give feedback on our documentation, policies and procedures and supported the formation of our strategy for 2024-2029.

EDUCATION

Our Learning Support Service (or PULSE service to our young people), has continued to deliver one-to-one tuition and bespoke help for those returning to mainstream education or catching up. The service works with our teams to develop and increase their links to local schools and virtual schools to ensure that we are the best possible advocates for young people’s education and learning rights. Working with the professional network and young people themselves we enable the adaptation of support to improve accessibility for care experienced learners. This year, 67% of young people had completed baseline assessments in English and Maths. This has helped to provide insight into the young people’s academic ability and identify targeted areas for support. There has also been an increased focus on Maths and English literacy for children who are aged 16 years or older and looking to hone a skill or career choice.

The team worked in partnership with an external provider (Quakers) to coproduce financial literacy training that was delivered to staff and young people across the organisation. Staff were given guidance and resources to improve the young people’s understanding of financial literacy as part of their life skills.

SUPPORT INTO EMPLOYMENT

Our Support into Employment Team has continued to enable care leavers on the Isle of Man to learn the right skills they need for the workplace and to find jobs doing something they enjoy and that they can sustain. What makes this scheme different is that the team also support the employers so that they are more understanding of the issues care leavers experience and show them how to help the young person learn, develop and thrive at work, without feeling overwhelmed by any setbacks or challenges that crop up. This means the work placement is less likely to break down because there is an advocate working with both sides to make it a success.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

The team already have some businesses on board and are reaching out to others so that they will sign up to the scheme and start offering opportunities to young people. This is a great way to help achieve our strategic aim of lifelong learning and thriving for young people, particularly during the process of leaving care and working towards full independence.

GET INTO WORK

Our UK based Get Into Work Programme has received further funding to enable us to continue delivering corporate partnerships to create opportunities and employment for young people. The aim of ‘Get into Work’ is to work with young people to make sure each has an assessment and an employment plan. Individual one to one support with the young people across St Christopher’s is provided.

Young people referred into the programme undergo an initial assessment to develop an individual employment plan. The young person’s aspirations are explored along with what is possible and how to get there. Our young people may have limited experience of the world of work or positive role models. Each week the young person will meet with The Get Into Work Coordinator who supports them to take steps closer to work experience or employment. They will discuss their barriers to employment and explore their career aspirations. For those already in work wanting to progress, career aspirations are reviewed to help the young person with a progression plan.

This year, we have connected with Roehampton University who have offered a care leavers aged 16-29 years old the opportunity to join a study programme to pursue a career within the Health and Social Care sector. This is funded by the Southwest Integrated Care Partnership, and we’ve had young people successfully register and complete the course. We have also worked with Clarins Beauty who offered a young person part time employment, and another young person successfully completed a course in building construction recognised by City and Guilds, and they obtained their CSC construction card at level 1. We are in the process of establishing further partnership opportunities with other corporations such as PRET to widen the activities available for children and young people.

Previously we have connected with food brand Wagamama, to collaborate and support our young people in providing choice and options in employment across the Wagamama estate and their associated partners within the hospitality industry. The restaurant giant has apprenticeships and vacancies across London, and we are working on a mentoring programme to provide extra support to serve up employability and confidence to our young people giving them meaningful career opportunities. This is a key step in the ambitions for the Get Into Work role here in the UK to attract more external employers to support our young people.

THE DIAMOND FUND

The Diamond Fund exists to help create brighter futures for young people by easing their access to education, training and work and enabling them to participate in enjoyable, creative activities with their peers and staff, building relationships and resilience through positive shared experiences.

Through this initiative, our young people have been able to buy laptops, art materials for a design course, cooking equipment for a catering business and a printer for schoolwork.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

WELCOME VOUCHERS

Most young people who arrive at St Christopher's have found themselves in care for reasons beyond their control. For these young people, a safe and established home environment is crucial to help them progress. When these young people come to one of St Christopher's Fellowship's residential homes, we work hard to help them feel welcome and ensure they have a sense of control over an element of their life and future. One of the first ways we do this is through welcome vouchers.

Through feedback gathered from young people, we identified the most effective way to help them feel welcomed and at home when they join us is by allowing them to purchase a small item they want for themselves. Welcome vouchers enable young people to choose an item to personalise their room. This small gift has a positive impact on the lives of the young people who arrive at our services and gives them a sense of control over their environment.

When they leave our care, we don't just want young people to have the skills to survive - we want them to thrive and enjoy happy, fulfilling lives.

VALUE FOR MONEY METRICS

The Regulator of Social Housing issued the new Value for Money (‘VfM’) Standard on 9 March 2018 together with a Code of Practice. Value for Money metrics were introduced for reporting periods up to 31 March 2018 and aims to provide an agreed set of metrics for housing associations which compare performance and provide a value for money check.

Social housing is one small facet of the work that St Christopher’s does, with social housing lettings making up just 1.3% of our Group turnover in the year over 68 owned bed spaces. We are therefore impacted by the smaller margins for supported housing as opposed to general needs as well as not having the economies of scale accessible.

2025 2025 2024 2024
Group Parent Group Parent
Business Health
Operating Margin (social housing
lettings)1 (38%) (38%) (23%) (23%)
Operating Margin (overall)2 (0.6%) (0.8%) (17%) (27%)
EBITDA MRI Interest Cover3 3,587% 3,853% (6,844%) (6,767%)

1 Social Housing letting operating margin as a percentage of turnover

2 Overall operating margin as a percentage of turnover

3 Operating surplus/(deficit) less interest, taxation, depreciation, amortisation plus major repairs divided by interest capitalised, interest payable and financing costs.

The social housing operating margin deteriorated in 2025, largely due to increased running costs as well as increased salary costs of care staff.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

The overall operating margin has improved, despite cost issues, from a deficit of 17% to a deficit of 0.7%. This improvement is mainly due to the profit from the sale of assets and properties including Allen House and Oak House, which yielded £1.29m. The current year still had significant underperformance in spot purchase placement numbers. Recruiting and retaining front line staff in children’s residential service is still challenging but this has become progressively more difficult over time and is exacerbated by a shortage of qualified, experience registered managers. This has caused an increase in costs due to the need to use agency staff especially for the Camden Pathways project where the needed skills were difficult to source. Last year, the decision was taken to change strategic direction due to these risks and close all but one of our spot purchase children’s homes in the UK, as well as restructure some of our central service provisions. This has created further increased cost in the short term and a further reduction in income.

St Christopher’s has no long or short-term debt and therefore has no interest accruing other than the interest on the recycled capital grant fund, which was recycled against the new property purchase towards the end of the previous financial year. The slight surplus plus substantial profit on the sale of the properties made in the year has resulted in the positive EBIDTA.

BIDTA.
2025 2025 2024 2024
Group Parent Group Parent
Development - Capacity & Supply
New Supply Delivered (Supported
Housing)4 0% 0% 0% 0%
New
Supply
Delivered
(Non-
Supported Housing)5 0% 0% 0% 0%
Gearing6 (13%) 27% (21%) 19%

4 Total social housing units developed or newly built divided by total social housing units owed at the end of the financial year

5 Total non-social housing units developed or newly built divided by total non-social housing units owed at the end of the financial year

6 Short and long-term loans, cash and cash equivalents, amounts owed to group undertakings and finance lease obligations divided by tangible fixed asset housing properties at cost.

No properties have been purchased in the current financial year.

The gearing percentage is negative as St Christopher's Group and Parent currently has no long or short-term debt. In this financial year the Parent was holding less in cash than it owed to its subsidiary undertakings.

2025 2025 2024 2024
Group Parent Group Parent
Effective Asset Management
Return on Capital Employed7 (1%) 1% (26%) (36%)
Operating Efficiencies
Headline Social Housing Cost Per
Unit8 £4,206 £4,206 £4,309 £4,309

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Investment Reinvestment efficiency percentage[9] 0.3% 0.3% 0.9% 1.0%

7 Overall operating surplus/(deficit) plus gain/(loss) on disposal of fixed asset housing properties divided by total assets divided by current liabilities.

8 Social housing costs (management charges, service charge, routine maintenance, planned maintenance, major repairs expenditure, lease costs, capitalised major repairs costs for the period) divided by social housing units owned and/or managed.

9 Development of new properties, new properties acquired, works to existing properties and capital interest divided by tangible fixed asset housing properties at cost.

The Value for Money metrics were reviewed against budgeted targets, as well as an average of the 2022/23 results for peers. The group of peers were chosen for either their similarity to the breadth of work with children and young people or their number of units.

The peers chosen were Centrepoint Soho, Look Ahead Care and Support Limited, St Mungo’s Community Housing Association and YMCA – St Paul’s Group for similarity of breadth of work.

2025 2025
2023
Budget Average
Group target of peers
Business Health
Operating Margin (social housing
lettings) (38%) (9%) (7%)
Operating Margin (overall) (0.6%) (5%) 3%
EBITDA MRI Interest Cover 3,587% N/A 153%

The Operating Margin for social housing lettings is a larger deficit than budgeted as one home was not in use throughout the year. The average of peers is also a deficit; however, this was due to one of the organisations making a substantial loss in this area of 56%.

The overall operating margin is smaller deficit than the budgeted level due the profit from the sale of the properties, despite the poor financial performance in UK spot purchase children’s home, the central services restructure and the unanticipated increased salary costs for the new London Accommodation Pathway (LAP) homes. The LAP costs increased due to the difficulty in recruiting staff, leading to a significant use of expensive agency staff. The overall margin is a worse position than that of the average of peers who all achieved a surplus, although two of the five peers were also in deficit.

St Christopher’s has no long or short-term debt, therefore has no interest accruing other than the interest on the recycled capital grant fund and is a negative due to the deficit position for the year.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

2025 2025
2023
Budget Average
Group target of peers
Development - Capacity & Supply
New Supply Delivered (Supported
Housing) 0% 0% 1%
New
Supply		 Delivered
(Non-
Supported Housing) 0% 0% 0%
Gearing (13%) (27%) 21%

New supply was in line with budget. All but one the peers had increased their supply in 2023. All of the peers have a greater overall number of bed spaces than St Christopher’s.

The gearing percentage is negative as St Christopher's currently has no long or short-term debt.

2025 2025
2023
Budget Average
Group target of peers
Effective Asset Management
Return on Capital Employed (1%) (8%) 0%
Operating Efficiencies
Headline Social Housing Cost Per
Unit £4,206 £4,424 £8,793
Investment
Reinvestment efficiency percentage 0.3% 0.5% 12%

St Christopher’s return on capital employed is better than the budgeted target due the profit from the sale of the properties, despite the poor financial performance in UK spot purchase children’s home, the central services restructure and the increased salary costs for the new London Accommodation Pathway (LAP) homes.

The headline social housing cost per unit is lower than budgeted due to lower expenditure on planned maintenance costs than planned. The actual cost is also lower than the average of peers. However, the average is greatly affected by the two peers who can achieve a more efficient cost per unit based on their greater scale offset by one peer whose major works programme increased their headline social housing cost per unit to £28k.

The headline social housing cost per unit has decreased this year and reflects the better control over costs as well as the impact of the salary strategy’s effect of reducing the agency usage and costs.

No properties have been purchased, and 2 properties sold in the current financial year.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

TENANT SATISFACTION MEASURES

From April 2024 the Regulator of Social Housing requires that all registered providers generate and report tenant satisfaction measures (TSMs) per the Transparency, Influences and Accountability Standard. Due to our small size, these only need to be collected on a biennial basis and we reported the measure collected in the last year, in the 2023/2024 accounts. Therefore, we did not collect the measures in this year. The measures below are those collected and reported in the year 2023/24 accounts.

Tenant Satisfaction Measure - Tenant perception surveys %
TP01 Proportion of respondents who report that they are satisfied with the overall
service from their landlord.		 75%
TP02 Proportion of respondents who have received a repair in the last 12 months
who report that they are satisfied with the overall repairs service.		 75%
TP03 Proportion of respondents who have received a repair in the last 12 months
who report that they are satisfied with the time taken to complete their most recent
repair.		 75%
TP04 Proportion of respondents who report that they are satisfied that their home
is well maintained		 86%
TP05 Proportion of respondents who report that they are satisfied that their home
is safe		 88%
TP06 Proportion of respondents who report that they are satisfied that their landlord
listens to tenant views and acts upon them		 88%
Tenant Satisfaction Measure - Tenant perception surveys (continued) %
TP07 Proportion of respondents who report that they are satisfied that their landlord
keeps them informed about things that matter to them		 75%
TP08 Proportion of respondents who report that they agree their landlord treats
them fairly and with respect		 100%
TP09 Proportion of respondents who report making a complaint in the last 12
months who are satisfied with their landlord’s approach to complaints handling		 88%
TP10 Proportion of respondents with communal areas who report that they are
satisfied that their landlord keeps communal areas clean and well maintained.		 88%
TP11 Proportion of respondents who report that they are satisfied that their landlord
makes a positive contribution to the neighbourhood		 63%
TP12 Proportion of respondents who report that they are satisfied with their
landlord’s approach to handling anti-social behaviour		 88%

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

**Tenant Satisfaction Measure - management information ** %
CH01 – Complaints relative to the size of the landlord Number of:
1 stage one complaints and
2. stage two complaints received per 1,000 homes		 144 per 1000
(actual 11)
0
CH02 – Complaints responded to within Complaint Handling Code
timescales
Proportion of:
1. stage one complaints responded to and
2. stage two complaints responded to within the Housing Ombudsman’s
Complaint Handling Code timescale		 63%
N/A
NM01 – Anti-social behaviour cases relative to the size of the landlord
Number of:
1. anti-social behaviour cases, of which
2. anti-social behaviour cases that involve hate incidents opened per 1,000
homes.		 1171 per 1000
(actual 89)
0
RP01 – Homes that do not meet the Decent Homes Standard Tenant
Satisfaction		 0%
RP02 – Repairs completed within target timescale Proportion of:
1. non-emergency and
2. emergency responsive repairs completed within the landlord’s target
timescale.		 Unable to be
provided
this
year
due
to
database
issues.
BS01 – Proportion of homes for which all required gas safety checks have
been carried out.		 100%
BS02 - Proportion of homes for which all required fire risk assessments
have been carried out.		 100%
Tenant Satisfaction Measure - management information (continued) %
BS03 - Proportion of homes for which all required asbestos management
surveys or re-inspections have been carried out.		 100%
BS04 - Proportion of homes for which all required legionella risk
assessments have been carried out.		 100%
BS05 - Proportion of homes for which all required communal passenger
lift safetychecks have been carried out		 N/A

The Trustees have agreed that given St Christopher’s size and in accordance with the requirements of the Tenant Satisfaction Measures, the Tenant perception survey will only be carried out on a biennial basis.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

INTERNAL AUDIT

St Christopher’s introduced internal audit from 2022 and have contracted TIAA to carry out the agreed cyclical internal audit programme. The contract was initially for three years but has been extended for a further two years.

HEAD OF INTERNAL AUDIT’S ANNUAL OPINION

“ “TIAA is satisfied that, for the areas reviewed during the year, St Christophers Fellowship has reasonable and effective risk management, control and governance processes in place.

This opinion is based solely on the matters that came to the attention of TIAA during the course of the internal audit reviews carried out during the year and is not an opinion on all elements of the risk management, control and governance processes or the ongoing financial viability or your ability to meet financial obligations which must be obtained by St Christophers from its various sources of assurance.

2. OPERATING ENVIRONMENT

The external operating environment remains extremely challenging. While inflation has begun to slow, the cost-of-living crisis, public sector wage inflation, and continued local authority funding pressures have maintained high levels of financial volatility across the social care sector.

We continue to experience fluctuating commissioning patterns and shorter-term funding arrangements, which can complicate service planning and sustainability. Local authorities are increasingly cautious about longer-term commitments, and demand for services is becoming more unpredictable. This has reinforced the importance of our strategic decision to withdraw from underperforming or volatile spot-purchase services during the year.

Despite these pressures, we have worked constructively with commissioners to ensure our services remain relevant, responsive, and outcome-focused. In fostering, the competitive landscape has continued to evolve, with some authorities seeking to grow in-house capacity. However, we are encouraged by the growing appetite for collaborative partnerships, and we are actively pursuing opportunities that align with our mission and delivery model.

RISK MANAGEMENT

We have a risk management policy and an ongoing process for identifying, evaluating and managing the significant risks that we face. These are recorded in our strategic risk register. Risks are assessed for their likelihood and potential impact, and Council focuses its work on those risks which are identified as most significant. Disaster recovery scenarios have been considered, and contingency plans are in place.

For all significant risks the potential to mitigate risk is considered and proportionate action is taken. A wide variety of strategies are used to mitigate risk. These include: seeking to mitigate risk through appropriate policies, procedures and controls, spreading risk through ensuring sufficient diversity of activity and commissioning partners, seeking to lay off risk through contract negotiation or insurance. Council has considered the risk of fraud and has adopted an anti-fraud, bribery and corruption policy. In evaluating new projects, Council assesses risk and will not proceed with projects where the risks are disproportionate to the benefits offered to our children and young people or our organisation as a whole.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Each Committee of the Council reviews the relevant sections of the strategic risk register, and the full register is reviewed by the Audit, Risk & Finance Committee four times a year, and by the Council twice a year. The major risks that we face are recorded in the strategic risk register:

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

To mitigate these risks, implementing stronger policies is essential. We are looking to improve our good controls around expense management, ensuring a competitive bidding processes and enforcing conflict-of-interest declarations A new anti-fraud, bribery and corruption policy has been introduced.

In addition, this year, the three group headings covering the 12 strategic priorities are reviewed within the risk register:

EMPLOYEE ENGAGEMENT

We recognise the importance of good, appropriate relationships between staff and our children and young people. Stable relationships contribute significantly to positive outcomes. As such, a well-motivated, stable and skilled workforce is central in enabling brighter futures for our children and young people.

We communicate with employees through Chief Executive blogs and vlogs, ChrisNet (our intranet) and cascading information following manager meetings and onsite visits to services.

The majority of our operational staff, below management level, are on pay scales and will progress up a scale point on their operational pay scale each year based on performance as monitored through the annual appraisal process. This represents on average a 3%-4% increase each year.

We wish to: Grow our St Christopher’s Community From the inside out we will promote an environment where:

• colleagues continue to have regular opportunities to interact, collaborate, and build meaningful connections – creating an enhanced sense of belonging and cohesion. • we ensure that young people’s voices are heard and that they feel a valued part of our community, ably impacting decisions on how services are run for them.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

We have already established our quarterly staff engagement forum which is crucial for fostering communication, collaboration, and engagement across St Christopher’s and builds on the excellent work that has been done by the since disbanded Bright Futures Group. We have also strengthened the opportunities for young people to contribute.

Without dedicated, skilled and passionate staff and foster carers, there would be no St Christopher's. We are only able to make a difference to the lives of children and young people because of the love, the skills, the knowledge, the professionalism and the commitment that our staff provide. We continue to review how we provide staff with the best experience, so that they can be engaged and effective in supporting our vision.

3. ORGANISATIONAL PERFORMANCE

ACHIEVEMENTS AND PERFORMANCE

Though the overall financial results for the year are above budgeted expectation, the operating performance were well below the budgeted expectations. The substantial profits from the sale of the properties were the significant reason for the above-budget performance. Operating income was at par with the 2023/24 results. Ongoing issues with achieving the necessary occupancy levels to cover the direct costs of spot purchase children’s homes were impacted further by being unable to attract and retain sufficient numbers of qualified, experienced staff to run the homes safely. The shortage in qualified registered managers within the sector increased the market salary expectations continue to affect our affordability of the one spot purchase children’s homes.

This year though has continued to experience significant pressures on expenditure due to inflation levels and staff shortages. However, the staff strategy implemented at the beginning of the year is now beginning to pay dividends in reducing the level of agency staff costs. The ongoing cost to run our homes is still quite high, in particular utility and food costs. However, due to structural changes, including reducing the administrative staff costs, the operating costs were 9% lower than the 2023/24 results.

By the end of the financial year, we ran three spot purchase homes (one children’s home and two supported accommodation) as well as 2 specialist support homes on contract (Camden) These homes require an adequate level of placements throughout the year to cover the running costs of the home, inclusive of the staff team. The majority of these costs are fixed, in the short term, and therefore it is difficult to make savings in expenditure when there is a drop in occupancy. Ensuring new young people moving in are “matched” to the current residents of the home is also vital to ensure safety and stability but adds another layer of complexity to the task of ensuring that target levels of occupancy are achieved. Our efforts are rewarded by placement stability above the national average, which in turn reduces instability for young people and helps them to enjoy happy childhoods, rather than constantly experiencing big life changes.

MORE EXCELLENT HOMES, FOSTERING AND SUPPORT

Our Isle of Man Wraparound Therapeutic service launched a new Edge of Care provision in the previous financial year. The team are leading the way in recognising the need for early intervention and systemic practice, collaborating with key departments and agencies to provide improved intervention and support for the island’s children, young people and families.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Our service works intensively and therapeutically with both children and their families for twelve weeks to effect positive change and safely keep them together when appropriate. It also recognises the therapeutic and relational needs of both the parent/carer and the young person aiming to break the cycle of intergenerational trauma by providing intensive strengthsbased intervention for longer term change.

With trauma informed expertise and underpinned by an AMBIT (Adaptive Mentalisation Based Integrative Treatment) approach, as pioneered and trained in by the highly respected Anna Freud centre, families often have positive breakthroughs and can shift the trajectory of their situation.

Collaboratively and consistently, we help them explore relational dynamics and trauma and improve communication. A focus on mental health and sustainable resilience for all the family then allows them to then move onto coping strategies that support healthy boundaries and structure allowing them to thrive.

Whilst early days, we have found that the service and multi-agency approach has led to significantly positive outcomes. This supports the Ofsted[1] recommendation for families on the edge of care in that enabling them to stay together through the repairment of family fractures will result in a lesser likelihood for long term looked after care.

We have developed one of residential homes into a Transition service which uses the AMBIT approach. AMBIT is a framework, not a stand-alone therapy. It is a method that can be applied by teams to promote the wellbeing and self-help techniques of young people through enabling workers to feel more confident in managing the complex behaviours of young people, as well as effectively supporting other staff with the impact of dealing with these behaviours. Key aims of the service is working with young people and their families to reduce the amount of time spent in the care system through holistic multi-agency interventions as well as improving their experiences of commencing and moving through care using a trauma informed lens formally structured through the AMBIT approach.

AMBIT is a flexible and adaptable approach that has been created for use with young people that are complex, vulnerable with multifaceted needs, including mental health, social exclusion, substance misuse etc. and aims to develop an environment that allows the young person to build their resilience and develop self-help strategies and coping mechanisms that ultimately lead to a brighter, more secure future.

Whilst it is still a team-based approach, AMBIT can be delivered and managed by an individual representative or keyworker that is able to engage not only the young person, but others involved in the young person's care, which includes, where appropriate, the family, community and services users themselves.

As part of the support, we provide our foster carers and our therapeutic team have developed, presented, and continue to present, a series of trauma informed therapeutic workshops. We will be working closely with the team to review our training package, introducing therapeutic parenting from recruitment and assessment through to support, lifelong relationships and transitions.

1 Ofsted’s involvement was focussed on the Children's Social Care and Social Work Services between April and May 2023 by the invitation of The Department of Health and Social Care and Manx Care.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Our fostering team developed training for foster carers to become specialist parent and child carers. This has successfully developed in the previous financial year in our Eastern Region and has now been rolled out in our West Midlands Fostering Region, with both regions now able to provide specialist parent and child placements.

Recruitment and retention of operational staff, particularly residential staff, within the UK continues to be a challenge. Staff turnover, which historically has been prevalent in London children’s homes, remained high in common with the sector generally but had been experienced more widely in our Midlands and Isle of Man regions too in recent years. We have seen ongoing improvements in recruitment and retention in our Isle of Man homes. However, our London and Midlands regions had remained incredibly challenging. We closed one home in the Midlands in the previous financial due to being unable to staff safely the home and have subsequently closed our other home in the Midlands in this financial year for the same reason.

We closed one home in London due to staff shortages and not being able to provide maternity cover at a management level in the prior financial year and have taken the decision to not to re-open the home due to the ongoing risks associated with recruiting and retaining experienced, qualified staff. This is something that is occurring in a wide number of sectors, with health and social care again one of the sectors hardest hit. We obtain feedback from leavers and use it to improve the experience of working at St Christopher’s.

The St Christopher’s Academy enables staff to continually develop in their children’s social care career. It is made up of six pathways, which staff can tailor for their career development. For example, there is an entry pathway, practitioner pathway and leadership passport. Staff aren’t expected to follow a straight line and tick off all of the options. Instead, they can choose which route they’d like to take through the Academy. Our Residential Pathway Coordinator supports new employees in their first 6 to 12 months by providing a single contact for the induction, training and mentoring support to new staff. Our staff in the Isle of Man are supported by our Practitioner induction and training coordinator.

We continue to grow our team of Carebank workers who provide a flexible staffing cohort to help cover staff vacancies, annual leave and sickness whilst understanding St Christopher’s values and ways of working. Recruiting the right staff and retaining them remains central to discussions at both Senior Leadership meetings and Wider Senior Leadership Team meetings, as well as with the Board of Trustees. A Carebank Manager post was created in the previous financial year to help co-ordinate, manage and support our Carebank workers and the managers needing to book their time. This has begun to have a positive impact across the year as we have started to see a gradual reduction in the reliance on agency staff and increase the pool and experience of Carebank staff. This has helped stabilising teams with continuity of support from staff and maintain high standards of care through the consistency of the training offer inclusive of Carebank staff. Similarly, there has been a targeted focus on centralising the recruitment arrangements to ease the pressure of managers and ensure rolling recruitment of Carebank is considered. We have also revised the Carebank contract and introduced an alternative contract to offer a guaranteed minimum number of hours across the services

During the year, our children’s homes were inspected by Ofsted. We are delighted that our specialist home for girls at risk of child sexual exploitation retained its rating as outstanding and our other children’s home maintained its Ofsted judgement of Good in all areas.

We continue to support all our homes, particularly around the issue with staffing and have a detailed People Strategy to monitor, review and respond to the ever changing and increasingly difficult employment market.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

We need to ensure we have the right qualifications and experience in our operational teams to safeguard children and young people to our expectations. Our homes also need to be safe working environments for our staff, which we need to provide by ensuring new staff with less experience are properly supported and trained.

UK semi-independent homes have historically not been regulated and therefore did not require an inspection visit. St Christopher’s have always believed strongly that measures should be introduced to ensure there is monitoring in this area of support and accommodation for young people so that high standards are expected and therefore providers are accountable for unsafe provisions. We welcomed the changes that came into effect in 2024 to regulate organisations that provide semi-independent homes. During the year, as in previous years, we used an external inspector to review our semi-independent homes in the UK. The findings are reported to Council and then used as a basis for recommendations for homes going forward and sharing learning of best practice.

The Isle of Man children`s homes are inspected by the IOM Registration and Inspections Unit within the Isle of Man Government. They were not inspected during this year with the last IOM Registration and Inspections Unit inspections taking place between February and March 2023 using a CQC system which considered the areas of safe, effective, caring, responsive and well led. All homes were compliant in the areas of effective, caring, responsive and well led.

The Senior Leadership Team allocate time to meet on a quarterly basis to reflect on all Ofsted, Inspection Unit and semi-independent homes reports, positive and negative to increase the learning that can be taken and applied across all our services.

We successfully tendered for a new service project that is a joint venture between London Councils, the Youth Justice Board and is part funded by the Ministry of Justice to provide an innovative alternative to remand in custody for young males aged 16-18. The first two homes opened in August 2023. The client group for the service is young males aged 16-18 with a history of offending / and or violent crime. Most young people referred are on electronic curfew monitoring and subject to a youth rehabilitation order. The service works closely with youth offending services and community and mental health wellbeing services to offer intensive holistic support for young males completing their orders, and supporting them to progress to their next placement/reunification with their families. Typically, this will include support to attend court and offending prevention appointments, education and independent living skills.

IMPROVED EMOTIONAL WELLBEING

Our staff work directly with children and young people who have experienced significant trauma, abuse and chaos in their lives. Whilst this work can be extremely rewarding, staff need support dealing with this vicarious trauma. We have an established Wraparound team in the Isle of Man, who are led by a Therapeutic Manager. The Isle of Man Wraparound team provides invaluable therapeutic input for the children and young people, staff teams and employees on an individual basis if needed. We also have a Therapeutic Team in the UK who provide support to children, young people and staff. In addition, we have an Employee Assistance Programme which staff can access throughout personal and professional challenges.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

LIFELONG LEARNING AND THRIVING

We continue to develop our apprenticeships offer for young people leaving care at a controlled pace to ensure that we are able to implement our learning from the current and previous cohorts. Young people start on a three-month traineeship, which can subsequently transfer to a full apprenticeship post.

The learning from providing apprenticeships, traineeships and work experience all fed into the Support into Employment scheme on the Isle of Man. Dedicated support workers are available to support care leavers on the Isle of Man to learn the right skills they need for the workplace and to find jobs doing something they enjoy and that they can sustain. The team provides employability skills sessions to care leavers and get to know their interests and career plans. Then, through partnerships they have built with local businesses and government departments, the team set up shadowing days and work experience so that young people can try out different areas of work that they are interested in. These opportunities can lead to more formal work placements, volunteering, apprenticeships, or even paid work.

What makes this scheme different is that the team also support the employers so that they are more understanding of the issues care leavers experience and show them how to help the young person learn, develop and thrive at work, without feeling overwhelmed by any setbacks or challenges that crop up. This means the work placement is less likely to break down because there is an advocate working with both sides to make it a success.

Our Staying Close initiative successfully bid for further funding, up to March 2026. It began as a Department for Education (DfE) Innovation Programme pilot in 2017 to address the so-called cliff edge care leavers face post 18 as statutory support declines. The team work within our UK children’s homes and supported accommodation providing life skills support, Staying Close plans, move-on accommodation within the local community and advocating for what young people need as they transition from residential care to independence. Additionally, we are now working with multiple local authorities as a training and delivery partner developing resources to enable the embedding of Staying Close support.

In the Isle of Man own two leaving care flats to support the increasing demand for social, sustainable independent accommodation for young people post 16. This supports our position as the leader in after care provisions for care experienced young people and our continued focus on raising standards of accommodation for care leavers on the Isle of Man. The purchase of the two flats enables young people needing bridging accommodation with socially conscious housing management and support, greatly reducing their risk of homelessness between the ages of 16 and 21 whilst affording them a stable base to sustain employment and their positive supportive networks with us and within the community.

FINANCIAL REVIEW

The results for the year have been prepared in accordance with the Statement of Recommended Practice for registered housing providers: Housing SORP 2018. On this basis and comparing to 2024 figures, turnover has reduced slightly to £16.3 million (2024: to £16.6 million). No separate Statement of Comprehensive Income for the parent company has been presented, as permitted by section 408 of the Companies Act 2006. The result for the year of the parent company was a surplus of £75,000 (2024: deficit of £2,715,000).

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

The Statement of Financial Position has been impacted by the financial performance during the year. Cash has decreased significantly from £1.7m to £1.0m, although this balance was subsequently boosted by a post year-end property sale. Reserves have reduced from £6.1m to £6.0m.

As a housing association, our accounts are prepared under the Housing Statement of Recommend Practice (SORP). These differ slightly from the Charities SORP with one of the differences relating to the treatment of Restricted Grants. Under the Charities SORP income received and not yet spent would be credited to the Restricted Reserve. This is held as deferred income within Creditors Due within One Year under the Housing SORP.

The principal sources of funding are received from statutory authorities for services delivered under contracts, either in respect of children’s services or for Supporting People. Other services such as fostering, some children’s residential placements, and some services for young people aged 16 plus are paid for by local authorities and national governments as they are commissioned. We also receive income from rents and service charges payable by individual tenants, often out of Housing Benefit.

Over the last few years, we had expanded our residential services to include homes that can be accessed and paid for as and when required, in response to the financial constraints that local authorities are under in medium term commissioning arrangements. These spot purchase residential services provide a greater number of local authorities access to place children and young people with us. However, we bear the risk if occupancy levels fall below a financially sustainable level. Occupancy levels are recorded and monitored on a weekly basis so that remedial action can be taken in a timely manner. The financial risks for children’s homes run under this model have become too great for us to absorb, resulting in the closure of all but one of these homes.

As part of our new five-year strategy, we undertook an initial two-year period of consolidation and stabilisation. As a result, we were able to proactively tackle a decline in income as well as reduce the operational costs. This involved a restructuring of our central functions, and resulted in a number of redundancies.

Those decisions have now created a position for future stability, and have allowed us to focus our efforts on the areas that most positively impact young people.

Reserves Policy

In the event that all income for St Christopher’s cease, our reserves policy requires us to have 2 months of operating cost in reserves in order to meet our short-term obligations. The reserves policy is reviewed on an annual basis to ensure that it remains relevant to us and the environment we operate in.

During 2024/25 our cash reserves fell below the level of 2 months of operating costs. This was due to the ongoing financial pressures of the cost-of-living crisis, inflation (in particular wage inflation) and staff shortages within the social care sector resulting in the need to use more costly agency staff.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

This reduction was expected and led to actions by the Council at various trigger points when the reserves policy was breached. One of the actions were the sale of 2 properties to support the cash levels as well as provide an investment fund to invest in core relevant properties which would be marketable and demanded in today’s operating climate. Whilst these changes are fully embedded St Christopher’s accepts to hold 1 month of operating cost in cash reserves in order to meet our obligations in the short term. This is reviewed on a monthly basis.

The total cash reserves held as at 31[st] March 2025 was £1,041k (2024: £1,715k) of which £344k is restricted (2024: £804k).

PLANS FOR FUTURE PERIODS

We are now transitioning into the next phase of delivering our Vision and Strategy for 2024– 2029. The first phase of consolidation has been completed, with an intentional focus on strengthening foundations, improving our financial position, and addressing systemic recruitment and retention challenges.

Having achieved a significant reduction in our operating deficit through the withdrawal from non-cost-effective services and central restructuring, we are now preparing to shift from stabilisation to growth. This next phase will see increased emphasis on service development, innovation, and reinvestment in new cost-efficient ventures —made possible through the sale of capital assets and improved cash flow management. This is already paying dividends as we have signed a full-costed contract with Croydon to manage one of their homes from 2025/2026 for a seven-year period.

Operationally, we will continue to explore more cost-efficient models of service delivery, including further development of remand alternatives and new supported accommodation pathways. These innovative models have already shown excellent outcomes for young people and remain a strategic priority, despite their increased delivery costs.

To support our workforce, we will continue to embed a more centralised recruitment process across services, while piloting targeted over-recruitment and investing in training. These measures aim to build more stable and resilient teams, reducing turnover and reliance on agency staffing.

Our digital transformation remains a core enabler, with the migration of systems to the Cloud and a new intranet platform enhancing collaboration and data-led decision making.

St Christopher’s (Isle of Man) has been a subsidiary of St Christopher’s Fellowship since its inception in 2004, benefitting from the expertise and history of the UK charity, and sharing knowledge and best practice between the two entities. Following discussions between the Trustees of the two entities, a decision has been made to separate the Isle of Man operations from those of the UK parent company, at the point when the contract with the primary Isle of Man funder, Manx Care, ends. This “de-merger” will enable St Christopher’s (Isle of Man) to focus on local operations going forward. In the meantime, the parent company will continue to provide operational support to St Christopher’s (Isle of Man) to ensure the continuation of core activities.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

4. STRUCTURE, GOVERNANCE AND MANAGEMENT

GOVERNING DOCUMENT

St Christopher’s Fellowship is a company limited by guarantee and is governed by its Articles of Association. It is a Registered Charity and also a Registered Provider, with the Regulator of Social Housing.

RECRUITMENT AND APPOINTMENT OF TRUSTEES

Our trustees, who are the legal directors and members of the company. They are collectively termed the Council. They serve for a three-year term, after which they are eligible for reappointment. Trustees can normally serve for a maximum of three such terms. Council selects the Chair, the Vice-Chair and the Honorary Treasurer from amongst its members; these posts are referred to collectively as the Honorary Officers. Anne Stoneham took over the position of Chair in September 2022, Julianne Wesemann to up the position of Vice Chair on 13 March 2024. Joe Anichebe took over the position of Honorary Treasurer in September 2020.

One trustee joined the council in May 2024, who was recruited using the services of a sector specialist recruitment consultancy based on the findings of the skills audit undertaken by the Council’s Nomination and Governance Committee. In making new trustee appointments, Council is committed to ensuring that it is representative of the communities and individuals it serves. New trustees are provided with an induction programme and training opportunities are available to trustees to help them meet their responsibilities, most notable safeguarding training. Succession planning for trustees is considered regularly by the Nomination and Governance Committee.

The Council of Trustees adopted the Charity Code of Governance endorsed by the Charity Commission in 2018. Confirmation of the adoption of the Charity Code of Governance and an updated gap analysis are completed on an annual basis. The Council of Trustees confirmed adoption and compliance to the Charity Code of Governance for the current financial year after consideration of an updated gap analysis during at the September 2025 Council.

ORGANISATIONAL STRUCTURE AND DECISION MAKING

Council met nine times in the last year and held two additional strategy and away days. Council is responsible for:

Matters not reserved for decision by Council are delegated either to one of the committees which report to Council or to the Chief Executive and Senior Leadership Team.

The principal committees which report to Council are as follows:

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

The collective attendance rate for Trustees during the financial year was 69% (2024: 73%). Two trustees took leaves of absence, and their non-attendance is not included during the relevant periods.

At the end of the financial year, our group Council was made up of 11 (2024: 10) members (excluding those on leave of absence). 30% (2024: 30%) identified as male and 72% (2024: 70%) identified as female. 81% (2024: 80%) identified as white, 9% (2024: 10%) identified as Black and 9% (2024: 10%) identified as Mixed or Multiple Ethnicities. Our medium average age of Trustees is between 45-49 (2024: 45-49). Sexual orientation representation included heterosexual or Gay / Lesbian.

PARTICIPATION

Our established team of UK Participation and Life Skills workers have continued to promote young people’s advocacy and voices across our work. Each member of the Participation team works at several services at a given time, and as a team will cover every UK home and service over the course of a year. They spend time with young people through activities, workshops and reflective discussion. In doing so, we aim to work with young people on their selfunderstanding and self-image, to allow them to be active participants in their own lives. We ensure young people's voices are heard in a variety of ways: by feeding back what they tell us to decision-makers within St Christopher's, and more directly via home development projects in which we provide the means for young people to make changes that they want to see in their homes.

In the Isle of Man, the Voices in Participation (VIP) project aims to enable children and young people in care to influence and have a voice in policies and procedures which impact their lives. This is achieved through various forums including council meetings, focus groups, independent projects and the representation of young people in a number of professionals meetings. The project strives to encourage all young people to participate in sharing their voice in a way which is meaningful for them. This may be through group discussions, individual meetings, art, music, media, drama or photography. This eclectic approach to participation has led to the group presenting a diverse range of successful projects with positive outcomes for children and young people in care.

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Across the organisation, we have launched our Young People's Advisory Panel. This will be a group made up of representatives from each of our homes and services both in the UK and IOM who discuss their experience of living with St Christopher's and what can be improved about it. This then informs decision-makers to ensure that young people's voices are being heard at each level of the organisation.

The Young People's Advisory Panel is an opportunity for young people to have their voices heard, to influence the way things are done within St Christopher's, to improve the experience of other young people, to develop decision-making and discussion skills, and to meet other young people. In-person meetings of the panel will take place in the school holidays.

The team continue to enable young people to support recruitment through designing of activities for prospective staff and trustees, give feedback on our documentation, policies and the formation of our strategy.

The team also co-hosted alongside our Learning Support Service (PULSE), a summer programme of activities which was well attended across the organisation. This included gokarting, hiking, friendly football matches, cultural days, BBQ’s and a successful camping trip.

Philosophy of Care

Our work is underpinned by our Philosophy of Care which was developed in 2022 when staff and young people engaged in revisiting and re-visioning what this meant. Leaders from across the organisation met with colleagues across all services in open dialogue to discuss the central values and beliefs that join us in purpose to provide brighter futures for children and young people. The process of devising the philosophy of care drew across five thematic areas; ‘What do we as an organisation believe about children and young people?’; ‘What aspirations do we have for them?’; ‘What do we want them to experience?’; and ‘What do we believe about society and anti-racist practice?’. Colleagues input was distilled into foundational statements that encompassed the sentiments expressed through their responses. Young people were engaged through participation activities to examine each of these foundations, whether it resonated with them, what it meant to them and how it would look and feel in lived experience day to day.

The philosophy of care takes us back to that core function and what we all believe in, our values and beliefs and the best outcomes for young people. We are a child centred organisation, and the philosophy of care is built upon this belief. It is the shared resolution that gets us all out of bed on a morning and come to work. No matter what role we play in the organisation we all come to work to achieve the best for children and young people and meet their diverse needs. Our philosophy encompasses all of the passion, drive, enthusiasm and commitment within the organisation and gives a very clear message about what we believe in. It is a compass for the culture of the organisation a co-produced foundation of the organisation expanding upon and giving greater direction to our main values and mission.

Our Philosophy of Care is:

Providing safety, security and consistency for our children, young people and each other

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

Offering good quality of life, meaningful and respectful human connections

Sharing responsibility to build relationships and networks with the external professional network and wider community of support

Working towards a united social purpose

Recognising the unique worth and contribution of every individual

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SUBSIDIARIES

During the year St Christopher’s Fellowship (the parent) had one active subsidiary, St Christopher’s (Isle of Man) and one non-trading subsidiary, SCF Services which was dormant in the year. The three companies collectively form the St. Christopher’s Fellowship group. The governing body of SCF Services consists of trustees of St Christopher’s Fellowship. The trustees of St Christopher’s (Isle of Man) include Manx residents.

5. PUBLIC BENEFIT

Since 1870 St Christopher’s has been working with socially excluded people to help them achieve their full potential. In undertaking both new and existing activities, Council is always mindful of the objectives of St Christopher’s to relieve poverty and assist people in need, particularly children and young people. Whilst the work of St Christopher’s encompasses many projects in the United Kingdom and the Isle of Man, the common characteristics of all this work are that it is for those at the margins of society, is centred on their needs and is of genuine public benefit.

Where individuals benefit from the work of St Christopher’s, there is a clear link between them and the aims of the organisation. Given the size of St Christopher’s, services are necessarily subject to some geographic restrictions, but otherwise access is based on need. Only accommodation-based Housing and Support services, which provide personal services, are subject to charges, all other services are free to young people. Where charges are set, to ensure that those in poverty will not be excluded from access to services, these are determined on the assumption that young people’s income could be limited to state benefits.

The work undertaken by St Christopher’s is solely for the benefit of our children and young people and as such it is not considered that there are any private benefits provided by the organisation. St Christopher’s has concluded that there is no significant detrimental impact from its work.

The Trustees confirm they have full regard for the Charity Commission guidance on public benefit where determining the Group’s strategy and planned activities.

As a public benefit entity St Christopher’s has applied the public benefit entity “PBE” prefixed paragraphs of FRS 102.

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6. GROUP ENERGY AND CARBON REPORT

From financial years beginning on or after 1 April 2019, large UK companies will be required to report publicly on their UK energy use and carbon emissions within their Directors’ Report. St Christopher’s Fellowship is exempt from reporting on this matter as it is below the threshold required for the energy and carbon reporting for both this financial year and the receding one.

SCF is committed to the aim of carbon neutrality by 2030, which aligns with our strategy for environmental stewardship and corporate social responsibility. We now have regular audits, signed off by the treasurer, which looks at the progress made on the green agenda. The early achievements are the improvements within our estate, such as upgrade of energy efficient boilers to a multi-capacity Supported Accommodation home of ours, has been made possible with funding from the Story of Christmas Appeal.

7. VOLUNTARY DONATIONS

In addition to statutory funds and rental income, we receive voluntary donations from both grant making trusts and individual donors. These funds enable the organisation to provide an extra dimension to the services and support we offer young people. Council is very grateful for the voluntary funding received through grants or donations that supports this work.

8. COMMITMENT TO EQUALITY AND DIVERSITY

We are on a journey at the charity in relation to EDI and we are learning all the time. We want to ensure that equality is embedded in all of our activities and policies. We want to create a sense of belonging to attract and retain talented people. Crucially we want to hear and respond to the needs of our people - as best possible within the frameworks in which we operate. In recent history we have achieved the following and will continue to press forward:

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ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

9. COUNCIL MEMBERS’ RESPONSIBILITIES

The Council is responsible for preparing the Strategic and Board Report as well as the financial statements in accordance with applicable law and regulations. The Companies Act 2006 and registered social housing legislation require Council to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Group and Company and of the income and expenditure of the Group for that period. In preparing these financial statements Council is required to:

The Council is responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the Group and Company and enable it to ensure that the financial statements comply with the Companies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing 2019. It has general responsibility for taking reasonable steps to safeguard the assets of the Group and Company and to prevent and detect fraud and other irregularities.

10. COMPLIANCE WITH GOVERNANCE AND FINANCIAL VIABILITY STANDARD

31

ST CHRISTOPHER’S FELLOWSHIP STRATEGIC AND BOARD REPORT FOR THE YEAR ENDED 31 MARCH 2025

The Council confirms that the Group and Company have met the Regulator of Social Housing’s regulatory expectations in the governance and financial viability standard.

11. STATEMENT OF DISCLOSURE OF INFORMATION TO AUDITORS

We, the Council members, who are also the directors of the Company, who held office at the date of approval of these Financial Statements set out above, each confirm, as far as we are aware, that:

This confirmation is given and should be interpreted in accordance with the provisions of Section 418 of the Companies Act 2006. In approving the Strategic and Board Report, we also approve the Strategic Report included therein, in our capacity as company directors.

In line with best practise, a decision was taken to undertake a review of our audit provision. A tendering exercise was undertaken during 2021 and Mazars were chosen as the preferred firm.

This report was approved by the Council of Trustees on 21 January 2026.

................................................... A Stoneham (Chair) on behalf of the Council

32

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP FOR THE YEAR ENDED 31 MARCH 2025

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP

Opinion

We have audited the financial statements of St Christopher’s Fellowship (the ‘parent charity’) and its subsidiaries (the ‘Group’) for the year ended 31 March 2025 which comprise the Consolidated Statement of Comprehensive Income, the Consolidated and Parent Charity Statement of Financial Position, the Consolidated and Parent Charity Statement of Changes in Reserves, the Consolidated Statement of Cash Flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

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 Group and parent 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.

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Group’s or the parent 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 Council with respect to going concern are described in the relevant sections of this report.

33

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP FOR THE YEAR ENDED 31 MARCH 2025

Other information

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

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the 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.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Group and the parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Chair and the Strategic and Board Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

In addition, we have nothing to report in respect of the following matter where the Housing and Regeneration Act 2008 requires us to report to you if, in our opinion:

34

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP FOR THE YEAR ENDED 31 MARCH 2025

Responsibilities of the Council

As explained more fully in the Council Members’ Responsibilities Statement set out on page 31, the Council is 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 Council determines 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 Council is responsible for assessing the Group’s and the parent 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 Council either intends to liquidate the Group or the parent charity or to cease operations, or has no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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.

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

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.

Based on our understanding of the charity and its activities, we considered that noncompliance with the following laws and regulations might have a material effect on the financial statements, Charities Act, tax legislation, safeguarding, pensions legislation, employment regulation and health and safety regulation, anti-bribery, corruption and fraud and money laundering.

To help us identify instances of non-compliance with these laws and regulations, and in identifying and assessing the risks of material misstatement in respect to non-compliance, our procedures included, but were not limited to:

We also considered those laws and regulations that have a direct effect on the preparation of the financial statements, such as tax, and the Companies Acts.

35

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP FOR THE YEAR ENDED 31 MARCH 2025

In addition, we evaluated the Council and management’s incentives and opportunities for fraudulent manipulation of the financial statements, including the risk of management override of controls, and determined that the principal risks related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, in particular in relation to income recognition (which we pinpointed to the cut-off assertion), and significant one-off or unusual transactions.

Our audit procedures in relation to fraud included but were not limited to:

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

A further description of our responsibilities for the audit of the financial statements is located 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

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

Nicola Wakefield Senior Statutory Auditor For and on behalf of Forvis Mazars LLP Statutory Auditor 2[nd] Floor, 6 Sutton Plaza Sutton Surrey SM1 4FS Date: 29[th] January 2026

36

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ST CHRISTOPHER’S FELLOWSHIP FOR THE YEAR ENDED 31 MARCH 2025

37

ST CHRISTOPHER’S FELLOWSHIP CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 MARCH 2025

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

Notes
Turnover
2 & 3
Operating expenditure
(Loss)/Gain on disposal of
property,
plant and equipment (fixed
assets)
2 & 3
2
Operating (Deficit)/Surplus
Interest receivable
4
Interest and financing costs
5
Total comprehensive
(loss)/income for the year		 Group
continuing
operations
2025
£’000
9,658
(10,860)
1,287
85
26
(38)
73		 Group
discontinued
operations
2025
£’000
6,597
(6,781)
-
(184)
-
-
(184)		 Group
2024
£’000
16,635
(19,379)
(39)
(2,783)
41
(39)
(2,781)

All of the comprehensive income for the year is attributable to the owners of the parent company.

The consolidated group and parent results relate to continuing activities, with the exception of the contract for delivery of children’s services on the Isle of Man, which is managed through the St Christopher’s (Isle of Man) subsidiary, and which is expected to end in May 2026. The notes on pages 42 to 62 form an integral part of these financial statements.

The financial statements on pages 38 to 622 were authorised for issue by the Council on 21 January 2026 and were signed on its behalf by:

A Stoneham – Chair

J Anichebe – Honorary Treasurer

38

ST CHRISTOPHER’S FELLOWSHIP CONSOLIDATED AND PARENT STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2025

CONSOLIDATED AND PARENT STATEMENT OF FINANCIAL POSITION

Fixed Assets
Notes
Tangible fixed assets
10
Current Assets
Trade and other debtors
12
Cash and cash equivalents
Less: Creditors:
Amounts falling due within one year
13
Net current assets /(liabilities)
Total assets less current liabilities
Creditors:amounts falling due after
more than one year
14
Other provisions
17
Total net assets
Reserves
Income and expenditure reserve
Permanent endowment
Total reserves		 Group
2025
£’000
8,172
8,172
2,932
1,041
3,973
(1,702)
2,271

10,443
(4,255)
(243)

5,945
5,857
88
5,945		 Parent
2025
£’000
7,943
7,943
2,831
1,007
3,838
(4,356)
(518)
7,425
(4,255)
(95)
3,075
2,987
88
3,075		 Group
2024
£’000
9,550
9,550
1,378
1,715
3,093
(2,083)
1,010

10,560
(4,263)
(241)

6,056
5,968
88
6,056		 Parent
2024
£’000
9,305
9,305
1,178
1,612
2,790
(4,711)
(1,921)
7,384
(4,263)
(95)
3,026
2,938
88
3,026

The notes on pages 42 to 622 form an integral part of these financial statements.

The financial statements on pages 38 to 62 were approved and authorised for issue by the Council on 21 January 2026and were signed on its behalf by:

A Stoneham – Chair

J Anichebe – Honorary Treasurer

Company Registration no. 321509 (England and Wales)

39

ST CHRISTOPHER’S FELLOWSHIP CONSOLIDATED AND PARENT STATEMENT OF CHANGES IN RESERVES FOR THE YEAR ENDED 31 MARCH 2024

CONSOLIDATED AND PARENT STATEMENT OF CHANGES IN RESERVES

GROUP:

GROUP:
Balance as at 31 March 2023
Deficit from Statement of Comprehensive Income
Balance as at 31 March 2024
Deficit from Statement of Comprehensive Income
Balance as at 31 March 2025
PARENT:
Balance as at 31 March 2023
Deficit from Statement of Comprehensive Income
Balance as at 31 March 2024
Surplus from Statement of Comprehensive Income
Balance as at 31 March 2025
Income and
expenditure
reserve
£’000
8,749
(2,781)
5,968
(111)
5,857
Income and
expenditure
reserve
£’000

5,653
(2,715)
2,938
49

2,987

Permanent
endowment
£’000
Total
£’000
88
8,837
-
(2,781)
88
6,056
-
(111)
88
5,945
Permanent
Endowment
£’000
Total
£’000
88
5,741
-
(2,715)
88
3,026
-
49
88
3,075

The notes on pages 42 to 622 form an integral part of these financial statements.

40

ST CHRISTOPHER’S FELLOWSHIP CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024

CONSOLIDATED STATEMENT OF CASH FLOWS

Net cash flow from operating activities (see Note i)
Cash flow from investing activities
Acquisition and construction of properties
Purchase of tangible fixed assets
Proceeds from disposal of tangible fixed assets
Interest received
Cash flow from financing activities
Interest paid
Net change in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Note I
Cash flow from operating activities
(Deficit) for the year
Depreciation of tangible fixed assets
Decrease/(Increase) in trade and other debtors
(Decrease)/Increase in trade and other creditors
Increase/(Decrease) in other provisions
Carrying amount of tangible fixed asset disposals
Adjustments for investing or financing activities*
Proceeds from the sale of tangible fixed assets
Government grants utilised in the year
Interest payable
Interest received		 Year ended
31 March
2025
£’000
(3,081)
(23)
(118)
2,560
26
2445
(38)
(674)
1,715
1,041
(111)
217
(1,554)
(345)
3
1,302
(2,560)
(45)
38
(26)		 Year ended
31 March
2025
£’000
(3,081)
(23)
(118)
2,560
26
2445
(38)
(674)
1,715
1,041
(111)
217
(1,554)
(345)
3
1,302
(2,560)
(45)
38
(26)		 Year ended
31 March
2024
£’000
(2,140)
(76)
(32)
1
41
(66)
(39)
(2,245)
3,960
1,715
(2,781)
233
293
174
(53)
42
(1)
(45)
39
(41)
(2,140)
Net cash (used in) from operating activities (3,081)

The notes on pages 42 to 622 form an integral part of these financial statements.

* The cash balance as at 31[st] March 2025 was lower than expected due to the delay in the receipt of £1.972 million from the sale of Allen House in March 2025. The receipt was eventually paid into the bank on 9[th] April 2025.

41

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

NOTES TO THE FINANCIAL STATEMENTS

1. PRINCIPAL ACCOUNTING POLICIES

1.1 Legal Status

St Christopher's Fellowship is a company limited by guarantee incorporated in England under the Companies Act 2006. It is a registered charity under the Charities Act 2011 and is registered with the Regulator of Social Housing as a Private Registered Provider of Social Housing. St Christopher’s registered office is at 1 Putney High Street, London, SW15 1SZ.

In addition to St Christopher’s Fellowship as at 31 March 2025 the Group comprises the following entities, none of which are registered with the Regulator of Social Housing:

SCF Services Limited was incorporated on 28 June 1999, commenced trading on 1 September 1999 and ceased to trade in January 2014. It is incorporated in England as a private company limited by share capital. Its registered address is 1 Putney High Street, London, SW15 1SZ. The Parent holds 1 ordinary share of £1 in its subsidiary, SCF Services Limited. This represents 100% of the issued share capital of that company and 1% of its authorised share capital. Dormant accounts have been prepared for this financial year.

St Christopher's (Isle of Man) was incorporated and commenced trading on 10 September 2004. It is incorporated in the Isle of Man as a company limited by guarantee and is a registered Manx charity. Its registered office is 11-12 Hope Street, Hope House, Douglas, IP1 1AQ. Its principal business activities are the provision of care, support, and accommodation for children and young people

1.2 Basis of Accounting

The Group’s financial statements have been prepared in accordance with applicable United Kingdom Generally Accepted Accounting Practice (UK GAAP) and the Housing SORP 2018: Statement of Recommended Practice for Registered Social Housing Providers. The Group is required under the Companies Act 2006 to prepare consolidated Group financial statements.

The financial statements comply with the Housing and Regeneration Act 2008, the Companies Act 2006 and the Accounting Direction for Private Registered Providers of Social Housing 2019. The financial statements are prepared on the historical cost basis of accounting.

The consolidated financial statements incorporate the results of St Christopher’s Fellowship and all of its subsidiaries as at 31 March 2025 using the acquisition method of accounting as required. Where the acquisition method is used, the results of the subsidiary undertakings are included from the date of acquisition, being the date the Group obtains control.

The Group’s financial statements have been prepared in compliance with FRS 102. As a public benefit entity, St Christopher’s Fellowship has applied the public benefit entity ‘PBE’ prefixed paragraphs of FRS 102.

42

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

In preparing the separate financial statements of the parent company, advantage has been taken of the following disclosure exemptions available in FRS 102:

In addition, the financial statements adopt the exemption permitted by S. 408 of the Companies Act 2006 for the non-disclosure of the Statement of Comprehensive Income for the parent entity, St Christopher's Fellowship.

1.3 Basis of Consolidation

The Group’s and Company’s financial statements have been prepared in accordance with Financial Reporting Standard 102 (FRS 102) issued by the Financial Reporting Council and the Housing SORP 2018: Statement of Recommended Practice for Registered Social Housing Providers. The Group is required under the Companies Act 2006 to prepare consolidated Group financial statements.

The Group’s financial statements are the result of the consolidation of the financial statements of St Christopher's Fellowship and of its subsidiaries, SCF Services Limited and St. Christopher’s (Isle of Man) as at 31 March 2025.

1.4

Going Concern

The Council have considered the impact of the increasing levels of inflation as a result of the cost-of-living crisis and have concluded that there is a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. No other significant concerns have been noted in the business plan, and the impact of the post balance sheet event referenced in Note 30 has been considered and is not expected to result in St Christopher’s (Isle of Man) ceasing trading within the next 12 months. Therefore, the Group’s financial statements have been prepared on a going concern basis which assumes an ability to continue operating for the foreseeable future.

1.5 Judgements and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported for assets and liabilities as at the date of the Statement of Financial Position and the amounts reported for revenues and expenses during the year. However, the nature of estimate means that actual outcomes could differ from those estimates.

The following judgements (apart from those involving estimates) that have had the most significant effect on amounts recognised in the financial statements:

43

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Other key sources of estimation and assumptions are as follows:

Following a trigger for impairment, the Group performs impairment tests based on fair value less cost to sell or a value in use calculation. The fair value less cost to sell calculation is based on available data from sales transactions in an arm’s length transaction on similar cash generating units (or properties), or observable market prices less incremental costs for disposing of the properties. The value in use calculation is based on either a depreciated replacement cost or a discounted cashflow model. The depreciated replacement cost is based on available data of the cost of constructing or acquiring replacement properties to provide the same level of service potential to the Group as the existing property.

44

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Following the assessment of impairment no impairment losses were identified in the reporting period.

1.6 Turnover

Turnover represents rental income receivable, amortised capital grant, revenue grants and fees from national governments and local authorities, voluntary income, and other income.

Rental income is recognised when the property is available to let net of voids. Supporting People and all other grants and fees are recognised under the contractual arrangements.

All voluntary income is received either for specific activities or for general use. In the particulars of turnover in Note 2, donations for specific activities are not aggregated with those for general use under the heading ‘voluntary income’, but are shown under the specific activity to which they relate.

1.7

Supporting People Contracts

Supporting people contract income received from Administering Authorities is accounted for as support services income in the Turnover as per Note 2. The related support costs are matched against this income in the same note.

1.8

Service charges

Service charge income and costs are recognised on an accruals basis. The group operates fixed service charges on a scheme-by-scheme basis.

1.9

Recognition of Voluntary Income

Voluntary income is recognised in the Statement of Comprehensive Income in the period in which it is received unless it has been specified for use in a future accounting period. In that case its recognition is deferred until that future period, and it is treated as a creditor until then.

Voluntary income restricted as to use by the donor and unexpended (i.e. unspent or spent on capital items) at the period end is transferred to Restricted Funds and credited to the Statement of Comprehensive Income, as a transfer from reserves in the period during which the expenditure is incurred, or in which the capital item is depreciated.

Where voluntary income is received after the end of the current period, it is recognised as income of the current period, where material expenditure to which it relates has been incurred in the same period.

1.10 Taxation

45

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

The charity is exempt from tax on income and gains falling within section 478 of the Corporation Tax Act 2010 to the extent that these are applied to its charitable objects.

1.11 VAT

The Group completed de-registration for VAT in October 2019, as there are no longer income streams in sufficient volume that are deemed VATable services. All amounts disclosed in the financial statements are inclusive of VAT, to the extent that it is suffered by the Group and not recoverable.

1.12 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost, less accumulated depreciation. Freehold land is not depreciated.

Where a property comprises two or more major components with substantially different useful economic lives, each component is accounted for separately and depreciated over its individual useful economic life. Expenditure relating to subsequent replacement or renewal of components is capitalised as incurred.

The Group depreciates freehold properties by component on a straight-line basis over the estimated useful economic lives of the component categories. The useful economic lives for identified components are as follows:

Years Boilers 10 Kitchens 20 Bathrooms 30 Windows 40 Roofs 50 Structure 100

The Group depreciates properties held on long term leases in the same manner as freehold properties, except where the unexpired term is shorter than the longest component life envisaged, in which case the unexpired term of the lease is adopted as the useful economic life of the relevant component category.

Depreciation is charged on other tangible fixed assets on a straight-line basis, over the expected economic useful lives which are as follows:

Years
Fixtures, fittings and equipment - homes 3
Fixtures, fittings and equipment – offices 4
Motor vehicles 4
Computer equipment - hardware 4
Computer equipment - software 5

1.13 Property Managed or Leased by Agents

Where the Group carries the majority of the financial risk on property managed or leased by agents, income arising from the property is included in the Statement of Comprehensive Income Account.

46

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Where the agent or lessee carries the majority of the financial risk, income includes only that which relates solely to the Group.

Where the Group carries the majority of the financial risk, the assets and associated liabilities are included in the Group’s Statement of Financial Position.

1.14 Leased Assets

Rentals paid under operating leases are charged to the Statement of Comprehensive Income as incurred.

1.15 Short-term debtors and creditors

Debtors and creditors with no stated interest rate and receivable or payable within one year, are recorded at transaction price. Any losses arising from impairment are recognised in the income statement in other operating expenses.

1.16 Grants other than Social Housing Grants

Grants other than Social Housing Grants are recognised under the performance model. If there are no specific performance requirements the grants are recognised when received or receivable. Where a grant is received with specific performance requirements, it is recognised as a liability until the conditions are met and then it is recognised as Turnover. Grants which have funded furniture and equipment are credited to the Statement of Comprehensive Income to match the related expenditure.

1.17 Social Housing Grant

Where properties have been financed wholly or partly by Social Housing Grants, the amount of the grant received has been included as deferred income and recognised in Turnover over the estimated useful life of the associated asset structure (not land), under the accruals model.

Social Housing Grants must be recycled by the Group under certain conditions, if a property is sold, or if another relevant event takes place. In these cases, the Social Housing Grant may be used for projects approved by the Greater London Authority. In certain circumstances the Social Housing Grant may be repayable, and, in that event, it is a subordinated unsecured repayable debt.

1.18 Recycling of Capital Grant

Where the Social Housing Grant is recycled as described in 1.17 it is credited to a fund which appears as a creditor until used to fund either the acquisition of new properties or another purpose approved by the Greater London Authority. Where recycled grant is known to be repayable it is shown as a creditor within one year.

1.19 Pension Costs

The cost of providing retirement pensions and related benefits is charged to expenses over the periods benefiting from the employees’ services.

The disclosures in the notes is calculated according to Section 28 of FRS 102 on Retirement Benefits.

47

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

1.20 Provisions

The Group only provides for legal or contractual liabilities in line with service or property obligations.

1.21 Contingent Liabilities

A contingent liability is recognised for a) a possible obligation, for which it is not yet confirmed that a present obligation exists that could lead to an outflow of resources; or b) for a present obligation that does not meet the definitions of a provision or a liability as it is not probable that an outflow of resources will be required to settle the obligation; or c) when a sufficiently reliable estimate of the amount cannot be made.

1.22 Intra group transactions

Where members of staff employed by one group member work exclusively on the contracts of another group member, all the employment costs of these staff are recharged at cost, and this is disclosed in the financial statements. Some other costs, which include the costs of some staff members, are incurred on behalf of all group members and these costs are recharged on a proportionate basis. The parent manages the treasury function of all members of the group, full records of all intercompany balances are maintained and interest earned is allocated in proportion to the balances. Each group member separately receives all contractual revenue to which it is entitled, as well as retaining its own assets and liabilities.

1.23 Funds and Reserves

The Permanent Endowment is a capital fund which the Trustees of St Christopher's have no power to convert into income. This restriction was a condition of the gift of assets which make up the fund.

1.24 Financial Instruments

Financial assets and financial liabilities are measured at transaction price initially, plus, in the case of a financial asset or financial liability not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition or issue of the financial asset or financial liability.

At the end of each reporting period, financial instruments are measured as follows, without any deduction for transaction costs the entity may incur on sale or other disposal:

Debt instruments that meet the conditions in paragraph 11.8(b) of FRS 102 are measured at amortised cost using the effective interest method, except where the arrangement constitutes a financing transaction. In this case the debt instrument is measured at the present value of the future payments discounted at a market rate of interest for a similar debt.

Commitments to receive or make a loan to another entity which meet the conditions in paragraph 11.8(c) of FRS 102 are measured at cost less impairment.

48

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Investments in non-convertible preference shares and non-puttable ordinary shares or preference shares are measured at fair value with changes in fair value recognised in profit or loss if the shares are publicly traded or their value can otherwise be measured reliably and at cost less impairment for all other such investments.

Financial instruments held by the Group are classified as follows:

2. TURNOVER, OPERATING EXPENDITURE AND OPERATING (DEFICIT)/SURPLUS

(a) TURNOVER, OPERATING EXPENDITURE AND OPERATING (DEFICIT)/SURPUS – GROUP

FOR THE YEAR ENDED 31 MARCH 2025
Social Housing Lettings (Note 3)
Supported Housing Lettings
Other Social Housing Activities
Support services
Activities other than social housing (Note 3a)
Sixteen plus services
Children’s Services
Fundraising
Gain on disposal of property,
plant and equipment (fixed assets)
TOTAL		 Turnover
£’000
214
2,927
617
12,068
429
16,255		 Operating
Expenditure
£’000
295
4,017
817
11,950
562
17,641		 Operating
Surplus/
(Deficit)
£’000
(81)
(1,090)
(200)
118
(133)
1,287
(99)

49

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

FOR THE YEAR ENDED 31 MARCH 2024
Turnover
£’000
Operating
Expenditure
£’000
Social Housing Lettings (Note 3)
Supported Housing Lettings
199
244
Other Social Housing Activities
Support services
2,699
3,453
Activities other than social housing (Note 3a)
Sixteen plus services
579
776
Children’s Services
12,733
14,377
Fundraising
425
529
Loss on disposal of property,
plant and equipment (fixed assets)
TOTAL
16,635
19,379
(b) TURNOVER, OPERATING EXPENDITURE AND OPERATING
(DEFICIT)/SURPLUS - PARENT
FOR THE YEAR ENDED 31 MARCH 2025
Turnover
£’000
Operating
Expenditure
£’000
Social Housing Lettings (Note 3)
Supported Housing Lettings
214
295
Other Social Housing Activities
Support services
2,927
4,017
Activities other than social housing (Note 3b)
Sixteen plus services
617
817
Children’s Services
5,456
5,151
Fundraising
338
465
Gain on disposal of property,
plant and equipment (fixed assets)

TOTAL
9,552
10,745		 Operating
Surplus/
(Deficit)
£’000
(45)
(754)
(197)
(1,644)
(104)
(39)
(2,783)
Operating
Surplus/
(Deficit)
£’000
(81)
(1,090)
(200)
305
(127)
1,288
95

50

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

FOR THE YEAR ENDED 31 MARCH 2024
Turnover
£’000
Social Housing Lettings (Note 3)
Supported Housing Lettings
199
Other Social Housing Activities
Support services
2,699
Activities other than social housing (Note 3b)
Sixteen plus services
579
Children’s Services
6,062
Fundraising
311
Loss on disposal of property,
plant and equipment (fixed assets)

TOTAL
9,850
3. TURNOVER AND OPERATING EXPENDITURE – GROUP
INCOME
Rent receivable net of identifiable service charges
Service charge income
Amortised government grants
Turnover from Social Housing Lettings
OPERATING EXPENDITURE
Service charge costs
Management
Routine maintenance
Planned maintenance
Rent losses from bad debts
Depreciation of housing properties
TOTAL EXPENDITURE
OPERATING (LOSS)/SURPLUS ON SOCIAL HOUSING
LETTINGS
Void losses		 Operating
Expenditure
£’000
244
3,453
776
7,596
419
12,488
AND PARENT
Supported
Housing
2025
£’000
92
84
38
214
142
22
17
82
13
19
295

(81)

26		 Operating
Surplus/
(Deficit)
£’000
(45)
(754)
(197)
(1,534)
(108)
(39)
(2,677)
Supported
Housing
2024
£’000
85
76
38
199
125
18
10
64
(2)
29
244
(45)
15

51

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

3. (a) TURNOVER FROM ACTIVITIES OTHER THAN SOCIAL HOUSING – GROUP

Sixteen plus services
Children’s Services
Fundraising		 Group
2025
£’000
617
12,068
429
13,114		 Group
2024
£’000
579
12,733
425
13,737

3. (b) TURNOVER FROM ACTIVITIES OTHER THAN SOCIAL HOUSING – PARENT

Sixteen plus services
Children’s Services
Fundraising		 Parent
2025
£’000
617
5,456
338
6,411		 Parent
2024
£’000
579
6,062
311
6,952

4. INTEREST RECEIVABLE

Interest receivable
. INTEREST AND FINANCING COSTS
Other charges
. DIRECTORS’ AND SENIOR STAFF EMOLUMENTS
The aggregate emoluments paid to or receivable by
Directors including pension contributions
The emoluments paid to the highest paid Director of
St Christopher's excluding pension contributions		 Group
2025
£’000
26
26
Group
2025
£’000
38
38
Group
2025
£’000
594
116		 Group
2024
£’000
41
41
Group
2024
£’000
39
39
Group
2024
£’000
606
116

5. INTEREST AND FINANCING COSTS

6. DIRECTORS’ AND SENIOR STAFF EMOLUMENTS

52

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

In total Council members received expenses of £647 (2024: £1,571) and no remuneration in the year (2024: £Nil).

The Regulator of Social Housing in the Accounting Direction for Private Registered Providers of Social Housing 2019 extends the definition of “directors” for the purposes of this note to key management personnel. Members of the Council, the Chief Executive, and any other person who is a member of the Senior Leadership Team, are considered to be Key Management Personnel. Their aggregate emoluments including pension were £594,000 (2024: £606,000).

The Chief Executive is an ordinary member of the defined contribution Aviva Pension Scheme and a contribution by the Group and Parent of £10,471 (2024: 10,471) was made in addition to his personal contributions. No enhanced or special terms apply.

The number of staff with emoluments, including pension contributions, in excess of £60,000 are:

Total Remuneration including pension 2025 2024
contributions
£60,000 - £70,000 9 8
£70,000 - £80,000 1 2
£80,000 - £90,000 2 2
£90,000 - £100,000 2 2
£100,000 - £110,000 1 1
£110,000 - £120,000 - -
£120,000 - £130,000 1 2
7. EMPLOYEE INFORMATION
The average number of full-time equivalent staff
(including the Chief Executive) employed during the
year:
The average number of staff (including the Chief
Executive) employed during the year.
Staff costs (for the above persons):
Wages and salaries
Social Security costs
Pensions costs		 Group
2025
241
317
£’000
9,164
901
367
10,432		 Group
2024
256
337
£’000
9,907
977
414
11,298

The full-time equivalent is calculated using 40 hours per week for residential operational staff, who receive a paid lunch break and 37.5 hours per week for all other staff.

The pension cost charge represents contributions payable by the Group for the appropriate year. An amount of £55,454 (2024: £58,966) was owing to pension providers at the end of the year in respect of employer and employee contributions.

53

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

8. OPERATING (DEFICIT)/SURPLUS

Group Group
2025 2024
Operating (Deficit)/Surplus is stated after £’000 £’000
charging/(crediting):
Auditor’s remuneration (excluding VAT)
- in their capacity as auditors 36 29
- other services - -
(Gain)/loss on the sale of fixed assets 1,287 (39)
Depreciation of owned assets 217 233
Operating leases – property 354 342
- other 33 14
Pension costs defined contribution 367 414

9. PARENT COMPANY RESULT FOR THE YEAR

The Company has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of Comprehensive Income in these financial statements. The surplus after tax of the parent company for the year was £75k (2024 – deficit (£2,715k)).

10. TANGIBLE FIXED ASSETS

10 (a) TANGIBLE FIXED ASSETS – GROUP

Cost
At 1 April 2024
Additions
Works to existing
properties
Disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Disposals
At 31 March 2025
Net Book Value at 31
March 2025
Net Book Value at 31
March 2024		 Housing
Properties
£’000
6,185
23
-
-
6,208
925
54
-
979
5,229
5,260		 Care
Properties
£’000
3,323
-
-
(1,545)
1,778
449
33
(250)
232
1,546
2,874		 Offices
£’000
1,753
-
-
-
1,753
535
18
-
553
1,200
1,218		 Fixtures
Fittings &
Computers
£’000
1,100
119
-
(24)
1,195
902
112
(16)
998
197
198		 TOTAL
£’000
12,361
142
-
(1,569)
10,934
2,811
217
(266)
2,762
8,172
9,550

54

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Property Costs comprise:
Housing Properties
Freeholds
Short Leasehold
Care Properties
Freeholds
Short Leasehold
Offices
Long Leasehold (Over 50 Years)
Short Leasehold (Under 50 Years)		 2025
£’000
5,228
-
5,228
1,548
-
1,548
1,201
-
1,201		 2024
£’000
5,260
-
5,260
2,874
-
2,874
1,218
-
1,218

10 (b) TANGIBLE FIXED ASSETS – PARENT

Cost
At 1 April 2024
Additions
Works to existing
properties
Disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Disposals
At 31 March 2025
Net Book Value at 31
March 2025
Net Book Value at 31
March 2024		 Housing
Properties
£’000
6,185
23
-
-
6,208
925
54
-
925
5,229
5,260		 Care
Properties
£’000
3,128
-
-
(1,545)
1,583
443
29
(250)
222
1,361
2,685		 Offices
£’000
1,753
-
-
-
1,753
535
18
-
553
1,200
1,218		 Fixtures
Fittings &
Computers
£’000
886
91
-
-
977
744
80
-
824
153
142		 TOTAL
£’000
11,952
114
-
(1,545)
10,521
2,647
181
(250)
2,578
7,943
9,305

55

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Property Costs comprise:
Housing Properties
Freeholds
Short Leasehold
Care Properties
Freeholds
Short Leasehold
Offices
Long Leasehold (Over 50 Years)
Short Leasehold (Under 50 Years)		 2025
£’000
5,228
-
5,228
1,362
-
1,362
1,201
1,201		 2024
£’000
5,260
-
5,260
2,685
-
2,685
1,218
1,218

11. FIXED ASSET INVESTMENTS

The group comprises the following entities:

Name Country of Incorporation Regulated/ Nature of
incorporation and ownership non- Business
regulated
St Christopher’s (Isle of Isle of Man Company – 100% Non-regulated Children’s social
Man) care
SCF Services Limited England Company – 100% Non-regulated Children’s social
care

12. TRADE AND OTHER DEBTORS

Amounts falling due within one year
Rent arrears
Less: provision for bad debts
Net rental debtors
Other Debtors
Amounts owed from Group undertakings
Prepayments and Accrued Income		 Group
2025
£’000
72
(40)
32
351
-
2,549
2,932		 Parent
2025
£’000
57
(40)
17
364
-
2,450
2,831		 Group
2024
£’000
39
(31)
8
644
-
726
1,378		 Parent
2024
£’000
39
(31)
8
587
-
583
1,178

Debtors are all due within one year.

56

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

13. CREDITORS AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade Creditors
Amounts owed to Group undertakings
Taxation and Social Security payable
Accruals and deferred income
Deferred Capital Grant (Note 15)		 Group
2025
£’000
321
-
270
1,066
45
1,702		 Parent
2025
£’000
238
3,188
157
728
45
4,356		 Group
2024
£’000
521
-
305
1,212
45
2,083		 Parent
2024
£’000
428
3,232
193
813
45
4,711

Treasury management is provided by the parent company with the objectives of ensuring that operational cashflow needs can be met, assets are safeguarded, and interest is earned.

Included in deferred income is NIL (2024: £19,328) received from The St Pancras Foundation. It has been specified for funding the setup and initial running costs of the UK based therapeutic team. £19,328 has been recognised in the current year (2024: £39,096).

14. CREDITORS DUE AFTER MORE THAN ONE YEAR

Deferred Capital Grant (Note 15)
Recycled Capital Grant (Note 16)		 Group
2025
£’000
3,414
841
4,255		 Parent
2025
£’000
3,414
841
4,255		 Group
2024
£’000
804
3,459
4,263		 Parent
2024
£’000
804
3,459
4,263

15. DEFERRED CAPITAL GRANT

At the start of the year
Released to income in the year
Addition
At the end of the year
Amount due to be released in less than one
year (Note 13)
Amount due to be released in more than one
year (Note 14)
Total accumulated government grant and
financial assistance received at 31 March		 Group
2025
£’000
3,504
(45)
-
3,459
45
3,414
3,459		 Parent
2025
£’000
3,504
(45)
-
3,459
45
3,414
3,459		 Group
2024
£’000
3,549
(45)
-
3,504
45
3,459
3,504		 Parent
2024
£’000
3,549
(45)
-
3,504
45
3,459
3,504

57

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

16. RECYCLED CAPITAL GRANT FUND

Balance at the start of the year
Interest accrued
Transferred to Deferred Capital Grant
Addition
Balance at the end of the year		 Group
£’000
804
37
-
-		 Group
£’000
804
37
-
-		 Parent
£’000
804
38
-
-
841 842

All of this is due to the Greater London Authority

17. PROVISIONS FOR LIABILITIES AND CHARGES

Balance at the start of the year
Additions in the year
Released in the year against expenditure
Unused amounts reversed in the year
Balance at the end of the year		 Group
£’000
241
21
(19)
-
243		 Parent
£’000
95
-
-
-
95

The provision relates to the costs of meeting changed contractual requirements for the provision of services, potential staff redundancies (on the closure of the IOM subsidiary), and contractual commitments under property leases, which have already been incurred, but which will not be paid until future accounting periods.

18. CAPITAL COMMITMENTS

Capital expenditure that has been contracted
for but has not been provided for in the
financial statements
Capital expenditure that has been authorised
by the Council but has not yet been contracted
for		 Group
2025
£’000
222
12
234		 Parent
2025
£’000
222
-
222		 Group
2024
£’000
-
118
118		 Parent
2024
£’000
-
103
103

St Christopher’s expects these commitments to be financed by cash within the next year.

58

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

19. OPERATING LEASES

The Group and Parent hold certain properties, vehicles and office equipment under noncancellable operating leases. At the end of the year the future minimum lease payments were as follows:

Group
Leases expiring:
Within next year
In second to fifth year
In more than five years
Parent
Leases expiring:
Within next year
In second to fifth year
In more than five years		 Property
£’000
125
-
-
125
57
-
-
57		 2025
Other
£’000
8
8
-
16
8
8
-
16		 Total
£’000

133
8
-
141
65
8
-
73		 Property
£’000
171
84
-
255
57
-
-
57		 2024
Other
£’000
7
-
-
7
4
-
-
4		 Total
£’000
178
84
-
262
61
-
-
61

20. CONTINGENT LIABILITIES

St Christopher’s have given notification of the cessation of the TPT Retirement Solutions’ Growth Plan. TPT have recently concluded a review of scheme benefit changes, which they have referred to the High Court regarding the interpretation on how to interpret the rules, as is best practice. This process is expected to take at least two years.

TPT been advised that section 75 debts should not be certified until after the court case has concluded. As the debt on withdrawal has been triggered acknowledgement has been received that the Section 75 debt payment will be treated as an “on account” payment until the Scheme Actuary is able to formally certify the payment after the Court ruling. Until the section 75 debt has been certified and paid in full a withdrawing employer is not discharged from its liabilities to the Scheme.

21. RELATED PARTIES

Intra-group management fees are receivable by the parent from its subsidiaries to cover the running costs the association incurs on behalf of managing its subsidiaries and providing services. The management fee covers the services provided for the following functions; Human Resources, Information Technology, Finance, Business Development, Communications and Marketing and Executive. The management fees are primarily based on turnover but are adjusted to reflect additional time or resources that some subsidiaries may require. The total payable by subsidiaries to the parent in the year ended 31 March 2025 was £650,332 (2024: £639,064).

Amounts owed to Group undertakings represents the proportion of the reserves of the subsidiaries which are currently held within the parent company. As at 31 March 2025, the reserves of the St Christopher’s (Isle of Man) subsidiary held in the parent was £3,188k (2024: £3,232k).

59

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Lukasz Weckwerth is a trustee of the St Christopher’s (Isle of Man) subsidiary and works at The Derwent Group as Group Finance Director. The Derwent Group is a subsidiary of Albert Gubay Charitable Foundation, who have provided grants funding the Isle of Man Support into Employment service. He does not take part in any grants-related decisions (apart from financial implications). There are no related party transactions with Council members in 2025.

22. UNITS/BED SPACES

SOCIAL HOUSING:
Supported housing - owned and managed
- owned and managed
by others
- managed for others
SOCIAL HOUSING:
Supported housing - owned and managed
- owned and managed
by others
- managed for others		 Group
2025
Parent
2025
Group
2024
62
62
68
-
-
-
8
8
-
68
68
68
Opening
Units
Additions Disposals
68
-
-
-
-
-
-
-
-
68
-
-		 Parent
2024
68
-
-
68
Closing
Units
68
-
-
68

23. TAXATION

The Parent, St Christopher’s Fellowship, has charitable status as has St Christopher’s (Isle of Man). SCF Services Limited has no taxable profits for the year and so no provision or charge for taxation has been included in the financial statements.

24. PENSIONS OBLIGATIONS – GROUP AND PARENT

One group money purchase scheme with Aviva is available for UK staff and one group money purchase scheme with Aviva is available for staff of St Christopher's (Isle of Man).

St Christopher’s was also a participating employer in the TPT Retirement Solutions ‘Growth Plan’ until notice of cessation during the previous financial year. The scheme is described in Note 24.1.

The total pension cost for St Christopher’s for the year was £367,000 (2024: £414,000) covering 258 employees (2024: 291).

24.1 TPT Retirement Solutions’ Growth Plan

St Christopher’s participated in TPT Retirement Solutions’ Growth Plan. The scheme is a multiemployer scheme which provides benefits to some 1,300 non-associated employers. The scheme is a defined benefit scheme in the UK. The cessation valuation of £15k was calculated based on the withdrawal date of 31 March 2019, which was paid October 2022 and was offset in the prior year consolidated statement of comprehensive income by the release of the £5k present value provision.

60

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

The scheme is subject to funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a “last-man standing arrangement”. Therefore, St Christopher’s was potentially liable for other participating employers’ obligations if those employers were unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2017. This valuation showed assets of £794.9m, liabilities of £926.4m and a deficit of £131.5m.

25. INCOME FROM VOLUNTARY AND DISCRETIONARY SOURCES

We extend our special thanks to all the individuals, companies, and grant-giving bodies who have contributed to our cause. Your generosity enables us to provide independent living skills, wellbeing and learning support, as well as employment support all tailored to the individual needs of young people. Every donation we receive is important to us.

26. GRANTS

The Albert Gubay Charitable Foundation
Barclays
BBC Children in Need
City Bridge Foundation
Esmee Fairbairn Foundation
Street Smart (powered by Landaid Charitable Trust)
Manx Lottery Trust
Nationwide Community Foundation
Peacock Charitable Trust
Quaker Social Action
Clifford Chance Foundation
Sisters of the Holy Cross
The National Lottery Community Fund
The Girdlers Company Charitable Trust
The Story of Christmas		 2025
£’000
-
36
35
36
-
-
-
-
-
-
7
15
107
12
-
248		 2024
£’000
52
-
27
37
54
20
5
15
10
44
-
13
20
-
29
326
Department for Education
-
Income
-
Expenditure		 2025
£’000
237
237
-		 2024
£’000
209
209
-

27. MEMBERS’ LIABILITY

61

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

St Christopher’s Fellowship is a company limited by guarantee and has no share capital. Every Council member, who are also members of the company undertake to contribute up to £1 in the event of the company being wound up.

28. FINANCIAL INSTRUMENTS

The Group’s financial instruments may be
analysed as follows:
Financial assets at cost:
Cash and cash equivalents
Financial assets measured at amortised cost:
Trade and other debtors
Financial liabilities measured at amortised cost:
Trade and other creditors		 2025
£’000
1,041
2,932
3,973
1,657
1,657		 2024
£’000
1,715
1,378
3,093
2,038
2,038

29. NET DEBT

Cash and cash equivalents
Cash
Borrowings
Debt due within one year
Debt due after one year
Total		 As at 1
April 2024
£’000
1,715
1,715
(2,038)
-
(2,038)
(323)		 Cash
Flows
(674)
(674)
345
-
345
(329)		 Other
non-
cash
changes
£’000
-
-
36
-
36
36		 As at 31
March
2025
1,041
1,041
(1,657)
-
(1,657)
(616)

62

ST CHRISTOPHER’S FELLOWSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

30. Post balance sheet event

St Christopher’s (Isle of Man) subsidiary

On 22 September 2025 the primary funder of children’s services on the Isle of Man, Manx Care, announced a competitive tender process for a new multi-year contract, as the current contract between Manx Care and St Christopher’s (Isle of Man) has reached the end of its term. It is expected that the new contract will commence on or around 1 May 2026.

St Christopher’s (Isle of Man) will not be submitting a tender response, and therefore the contract with Manx Care is expected to end at this time.

63