Company number: 02020165 Charity number: 294555 ## HESTIA HOUSING AND SUPPORT Report and consolidated financial statements For the year ended 31 March 2025 HESTIA HOUSING AND SUPPORT ## Contents For the year ended 31 March 2025 Reference and administrative information ...................................................................................... 1 Trustees’ annual report (including the strategic report) ................................................................. 3 Independent auditor’s report ....................................................................................................... 33 Statement of financial activities (incorporating an income and expenditure account) ................... 37 Balance sheet ............................................................................................................................... 38 Statement of cash flows ................................................................................................................ 39 Notes to the financial statements ................................................................................................. 40 HESTIA HOUSING AND SUPPORT ## Reference and administrative information For the year ended 31 March 2025 Company number 02020165 Country of incorporation United Kingdom Charity number 294555 Country of registration England & Wales Registered office and operational address Fourth Floor, Beaufort House, 15 St Botolph Street, London EC3A 7DT Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Dame Moira Gibb Chair Joanna Mark-Richards Vice Chair Brendan Sarsfield Treasurer Elizabeth Zacharias Rebecca Pritchard (resigned 01/09/25) Lauren Bowes-Byatt Elizabeth Meek Aisling Thompson Catalina Cernica Roger Rawlinson (Co-opted 01/02/24 and Board appointed 03/12/24) Jessamy Gould (Co-opted 22/10/24 and Board appointed 03/12/24) Lynette Romeo (Co-opted 22/10/24 and Board appointed 03/12/24) Helen Christina Marriott (resigned 25/06/24) |Key management|Patrick Ryan|Chief Executive and Secretary| |---|---|---| |personnel|Christopher Clarke|Executive Director – Finance (to 01/10/24)| ||Colin Farmer|Executive Director – Finance (from 02/10/24)| ||Mel Cox|Executive Director – People, Technology and Change| ||Gayle Lowery-Jones|
Executive Director of Development| ||Naomi Neiland|Executive Director of Fundraising and Communications| |||(from 06/09/23)| ||Oliver Jacobs|Chief Executive – Twining Enterprise| |Bankers|Barclays Bank PLC|| ||74 Shepherds Bush|Green| ||LONDON|| ||W12 8QB|| 1 HESTIA HOUSING AND SUPPORT ## Reference and administrative information For the year ended 31 March 2025 Solicitors Russell Cooke 2 Putney Hill LONDON SW15 6AB Auditor Sayer Vincent LLP Chartered Accountants and Statutory Auditor 110 Golden Lane LONDON EC1Y 0TG 2 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 The Trustees present their report and the audited financial statements for the year ended 31 March 2025. Reference and administrative information set out on pages 1 and 2 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association, the requirements of a directors’ report as required under company law, and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. Twining Enterprise (Twining), the wholly owned subsidiary of Hestia was fully integrated into the Hestia business on 31 March 2025. This is reflected in the financial statements presented in this report – which is why the Group and Company accounts Balance Sheet are the same, following this integration. ## Objectives and activities ## Purposes and aims Hestia’s objects as outlined in the Memorandum and Articles of Association are for the public benefit: - To relieve hardship and distress by providing support and care for individuals who suffer mental or physical infirmity, are affected by domestic violence, are offenders or at risk of offending, are in need due to age or youth, are homeless, suffer substance abuse or are otherwise in need of assistance. - To provide housing, housing related support or care for the Beneficiaries so that they can live more independent lives and fulfil their potential in the community. - To further such other exclusively charitable purposes according to the law of England and Wales as the Trustees in their absolute discretion from time to time determine. ## Vision and Mission Hestia’s vision is ‘Empowering People, Changing Lives’ and our mission is ‘To support adults and children who have experienced trauma to find safety, hope and purpose”. Our core values are: Respectful, Collaborative, Genuine, Dedicated and Courageous. ## Strategic Objectives In 2024, the Trustees agreed a new 5-year strategy to empower more adults and children across London and the South East who have experienced trauma to find safety, hope and purpose. We aim to achieve this though the provision of high-quality services and trauma and resilience informed support for people experiencing mental health challenges, adults and children escaping domestic abuse, survivors of modern slavery, and people leaving prison. We foster trusting relationships at crucial points in their recovery which enable individuals to build a life beyond crisis. HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 Strategy Ambition 2024 - 29 Over the remaining four years of this strategy period, Hestia’s ambition is to support more people across London and the South East who’ve experienced trauma to achieve safety, hope and purpose. Our commitment to high quality services with our service users at the centre will sit at the heart of our strategy and ability to grow. Guided by the reality of their experience, we will bring the voice of service users to the attention of policy makers, partners and communities and use our insight, evidence, and expertise to push for the change that matters. Alongside continued excellence in the delivery of our core services, we aim to achieve this through five strategic priorities: - i. Being a trusted voice for people in crisis - ii. Growing our non-clinical mental health services. - iii. Innovating domestic abuse services. - iv. Digitally enabling our service user journey. - v. Growing our philanthropic support ## Public benefit The Trustees have referred to the Charity Commission's guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set. 4 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Hestia’s year in numbers: |Hestia’s year in numbers:||| |---|---|---| |OUR SERVICE USERS|2024-25|2023-24| |Total number of service users supported across theyear|22,606|20,035| |Number of accommodation units managed across our
servicegroups|809|733| |% of service users satisfied with their care and support|93%|95%| - Further information on our service users is outlined in our strategic review on pages 11 to 14 |OUR FINANCES|2024-25|2023-24| |---|---|---| |Total Income for theyear|£56.786m|£54.249m| |Fundraised income in theyear|£1.290m|£1.104m| |Annual OperatingSurplus for theyear|£0.568m|£1.819m| |Net current assets|£7.377m|£6.900m| |Total unrestricted reserves|£18.015m|£16.938m| - Further information on our finances is outlined in our financial review on pages 15 to 21 |OUR PEOPLE|2024-25|2023-24| |---|---|---| |No. of colleagues directlyemployed byHestia|814|757| |Staff retention rate|76%|69%| |Staff sickness rate|3.6%|3.6%| |Staff wellbeingand engagement|79%|79%| - Further information on our people is outlined in our strategic review on pages 23 to 29 5 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Strategic Report 2024 - 2029 The analysis below considers, for each of our five strategic priorities, what we achieved in 2024-25 and our ambitions for 2025-26. At the end of this section, we have included an additional table to show progress with core activities. ## Strategic Objective 1 - Being a trusted voice for people in crisis |In 2024-25
we:|•
Developed a set of measures to demonstrate achievement of
Safety, Hope and Purpose, incorporated into our Service User
Survey. Findings showed high proportions of people experience
Safety 94%, Hope 90% and Purpose 88%.
•
Brought survivors of modern slavery’s voices to the public and
policy makers through: ‘On Our Streets: The Changing Face of
Modern Slavery in London’ which shines a spotlight on the
realities of modern slavery, happening in every borough of
London; and our tenth Underground Lives research report which is
focused on mental health support for survivors of modern slavery.
•
Hosted our Art is Freedom exhibition over two weeks in Trafalgar
Square, Victoria and London Bridge and a virtual display on World
Anti-Slavery Day (18th October) in the Piccadilly Circus lights. This
reached a potential audience of 7.2 million.
•
Published our London Mental Health Index which surveyed the
mental health of Londoners and identified the need for more
mental health crisis support like that provided by Hestia. This
linked to our crisis services directoryfor London.| |---|---| |In 2025-26
we will:|•
Position Hestia as a trusted voice on mental health, growing donor
and political engagement in this work.
•
Continue to bring our survivors’ stories to the public and policy
makers though our publications.
•
Grow engagement of business in tackling domestic abuse and
sexual violence.
•
Host a number of local events to profile and celebrate our work to
stakeholders.
•
Undertake a Communications review and developa new strategy.| 6 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Strategic Objective 2 - Growing our non-clinical mental health services |In 2024-25
we:|•
Exceeded £4.5 million target and secured £7 million annual income
increase this year, including new mental health crisis alternative cafes
and a recovery house, offering safe places where people can de-escalate
from crisis and distress and are supported to create plans to keep
themselves guarded against risks associated with their crises. In
addition, we have delivered new supported housing services for
individuals with severe and enduring mental health issues and been
successful in growing Hestia’s Employment Services (£1.5 million),
alongside retaining existing contracts at retender.| |---|---| |In 2025-26
we will:|•
Build on our track record for success and secure £6.0 million net new
business with a significant part of this coming from developing
nonclinical mental health services.
•
Integrate Employment within Hestia’s services, ensuring that there is ‘no
wrong front door’ across the organisation, and embedding effective
internal referral routes between Hestia’s legacy service lines (mental
health, domestic abuse, modern slavery and support for those involved
in the criminal justice system) and our new line of employment support
services.
•
Where new business specifications and financial envelopes allow, build
employment support into non-clinical mental health service tender
submissions, bringing employment aspirations and a focus on purpose
to a cohort of service users who may not have traditionally had this
support.| ## Strategic Objective 3 - Innovating in domestic abuse services |In 2024-25
we:|•
Secured £1m fundraising grant over 3 years from the Julia Rausing Trust
to support our work to transform domestic abuse services.
•
Commenced the transformation of our domestic abuse services. The four
areas underpinning the transformation plan are Vision and Service
Model, Staffing, Health and Safety and Accreditation
•
We scoped the research brief for the evaluation of our support models
for children, families and adults to demonstrate its impact and
effectiveness.
•
We continue to grow our specialist domestic abuse offer for employers
and have worked with 36 new employers reaching over 480,000 staff.
•
Following a relaunch, we continue to see growth in the use of our Bright
Sky app with now circa 4,000 downloads per month and we have been
showcasing it to business and parliamentary audiences.| |---|---| 7 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ||•
Progressing our ambition to embed Safe Spaces as national response to
domestic abuse, with a Safe Space on every high street. Currently have
over 4,400 high street Safe Spaces as well as a number of partners
providing Online Safe Spaces - although we have seen high street Safe
Space numbers decline as a result of bank closures and the roll back of
Ask ANI inpharmacies.| |---|---| |In 2025-26
we will:|•
Progress with the transformation plan for Hestia’s Domestic Abuse
services.
•
Continue to strengthen and grow our Domestic Abuse and Sexual
Violence Prevention (DASVP) offer in order to raise awareness and equip
more people with routes to safety. This includes expanding employer
partnerships and establishing a sustainable business model for Safe
Spaces and our digital products
•
Engage policymakers and business to build the understanding that
Hestia’s partnerships and innovations provide a cost-effective solution to
reducingViolence Against Women and Girls(VAWG)| ## Strategic Objective 4 - Digitally enabling our service user journey |In 2024-25
we:|•
Prepared for the organisational roll out of ‘Connect and Learn’ - Hestia’s
online recovery college, focused at reducing social isolation and
bringing joy into the lives of our service users.
•
Completed the detailed work to specify the system solution and service
user needs to automate the current manual processes within
Volunteering. We also agreed the technical solution and have
commenced the work to automate processes.
•
Developed the training modules for hybrid contact with service users
and this is being implemented.
•
Completed the digital inclusion assessment. This is now integrated into
the Wheel of LIFE, Hestia’s coaching tool to help define achievable goals
with service users, and Needs Assessment for all service users and these
assessments are being used to identify digital equipment and skills
support requirements to enable service users to engage digitally.| |---|---| |In 2025-26
we will:|•
Develop a Digital strategy to support delivery of the next phase of
digitalising the service user journey
•
Develop a Digital Inclusion plan
•
Engage 1,500 service users in our ‘Connect and Learn’ digital recovery
college.| 8 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Strategic Objective 5 - ## Growing our philanthropic support |In 2024-25
we:|•
Developed a new fundraising strategy putting us on track to grow
our total fundraised income over our 5 year strategy period to
£3.2 million and unrestricted income to £1.2 million.
•
Exceeded our fundraised income targets for 2024-25 and secured
Hestia’s first £1m grant to support the transformation of domestic
abuse services.| |---|---| |In 2025-26
we will:|•
Develop compelling funding propositions to meet the need of the
growing proportion of our service users who are accessing our
mental health services, growing philanthropic interest in this area.
•
Secure £2.2 million fundraised income of which £630K is
unrestricted.| ## Delivery of core priorities |In 2024-25
we:|•
Completed as planned the full integration of the Twining subsidiary by
31 March 2025. All Twining colleagues TUPE transferred into Hestia and
the wholly owned subsidiary will be closed when the 2024-25 final
accounts are concluded in 2025-26.
•
Progressed with our Equality, Diversity and Inclusion (EDI) Strategy and
our ambition to become an anti-racist organisation (AR). Our EDI / AR
forum is now in place and meets regularly to share progress against the
strategy, all our teams have EDI/AR objectives with representation
targets and EDI is incorporated into all training.
•
Continued to develop The Hestia Approach, our psychologically
informed way of working focused on recovery to bring safety, hope and
purpose to the lives of our service users. Trauma informed practice is
now rolled out across the organisation, along with a training programme
for new starters / refresher training.
•
As part of our plan to move to a new head office by December 2025, we
developed a specification of our future requirements. We have now
signed a lease on our chosen property and are progressing the office fit-
out.
•
Got the retender of the Support for Victims of Modern Slavery contract
underway, although the current contract has been extended meaning
the new service will now commence in 2027.
•
Progressed plans to develop a legal services hub having secured funding
for the first 2 phases of this project. A Legal Directory of law firms and
their services have been rolled out and we are working with law partners
to developthe legal health check tool and train staff.| |---|---| ||| 9 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) ## For the year ended 31 March 2025 |In 2025-26
we will:|•
Work with Prime Providers to position Hestia to secure the Support for
Victims of Modern Slavery (SVMS25) contract
•
Implement a new recruitment model that increases permanent staffing,
reduces the current spend on agency workers and improves the agency
to permanent staff conversion rate.
•
Deliver phase 1 of the data strategy, which includes a review of KPIs,
changes to our service user database, InForm, to create a better user
experience. We will also improve data accuracy and quality across the
organisation to enable better informed decision making.
•
Develop the next 5-year People Strategy to include our approach to
engagement and belonging, staff retention, talent development and the
next phase of organisational culture development.
•
Create and mobilise the resolution hub - train employees and managers
in skills to engage in difficult conversations and mediation training for
hub facilitators.
•
Progress year 2 of the EDI/AR strategy
•
Move to a new head office by the end of December 2025.
•
Develop a Procurement Strategy
•
Develop a Housing Management Strategy
•
Reduce lost income though voids and achieve the void target across the
year
•
Relaunch the Hestia website.| |---|---| 10 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Strategic Report: - Our Performance Hestia’s ambition is to provide more people across London and the South East who have experienced crisis and trauma with safety, hope and purpose. The support we provide varies depending on the services that we are commissioned to deliver but irrespective of how individuals come into Hestia, we aim to build trusted relationships and recognise and work with their unique needs and aspirations. During 2024-25 Hestia supported 22,606 men, women and children who accessed our services during the year – an increase of 2,571 on the previous year. Support was delivered across a range of client groups: |Client Group|Financial Year
2024-2025|Financial Year
2023-2024| |---|---|---| |Mental Health|12,163|10,979| |Domestic Abuse (including children in refuges), Sexual
Violence and VAWG|3,158|3,867| |Homelessness and HousingSupport|1,223|1,295| |Modern Slavery (includingchildren in safe houses)|2,362|2,839| |CriminalJustice|424|304| |YoungPeople|57|68| |Older People and Dementia|562|683| |Employment Services|2,657|-| |TOTAL|22,606|20,035| - Where individuals accessed more than one Hestia service, they were counted more than once to be able to assign them to a client group for each service they received. ## Partnership Working Partnership working is at the heart of what we do. Our work is commissioned by a wide range of public and private sector organisations and we collaborate across sectors to effect change: - Central and Regional Government – the Home Office, Ministry of Justice, Ministry of Housing, Communities and Local Government (MHCLG), Department for Work and Pensions, Department for Business and Trade, Mayor’s Office for Policing and Crime (MOPAC). - Local Authorities –we have support contracts with the majority of London Local Authorities. - NHS Mental Health Trusts and Integrated Commissioning Boards across London and the South East. To deliver our services we work with a wide range of other organisations including: 11 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 - Registered Providers and private landlords, who make available property for our accommodationbased services. - Charitable trusts and foundations, businesses and individual donors who provide funding, volunteer and pro bono support for key programmes. - Employers ranging from FTSE 250 companies to police forces to recognise and respond to domestic abuse and sexual violence in their workforces. - High street banks and pharmacies to deliver community Safe Spaces for people experiencing domestic abuse. - Statutory Health Services who provide clinical and other support to our service users. ## Service Quality We measure service quality in two ways: - A set of Quality KPIs, measured quarterly and reported to the Trustees. - Our annual satisfaction survey of service users to understand their views on the quality of services that we deliver. ## KPI Reporting We introduced quality KPIs in 2022 for both service users and staff indicators by combing data sets across systems. Performance over the last 2 years was as follows: |Indicator||Target|March
2025|March
2024| |---|---|---|---|---| |User Experience:|Satisfaction|90%|93%|95%| ||Independence|90%|90%|85%| ||Involvement|90%|72%|66%| |User Outcomes||75%|70%|70%| |Staff Wellbeingand Engagement||75%|79%|79%| We are pleased to report that two of the above quality metrics (user experience) have improved this year, and the other two metrics performance have remained unchanged. ## Service User Satisfaction Survey We surveyed our Service Users in September 2024 and achieved 1,338 responses - a 27% increase from last year’s figure of 1,050 responses. This represents a 13% response rate for all service users. Service users from 153 of 239 operational services responded to the survey, representing 64% of services, and a 5% increase on the 2023 survey. 12 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 In terms of our strategy to enable our service users to recover and find safety, hope and purpose, an outstanding 94% stated they felt “safe and secure” in the service; 90% felt hopeful for the future; and 88% had a greater sense of purpose. Providing direct outcome indicators to evidence we are achieving our strategy. Industry benchmarking indicated our findings were significantly more positive than the rest of the adult social care sector. ## External Benchmarking We use our annual service user satisfaction survey to report against the ASCOF which measures how well care and support services achieve the outcomes that matter most to people. The ASCOF is used both locally and nationally to set priorities for care and support, measure progress and strengthen transparency and accountability. We are pleased to see how service users consistently rate their experience at Hestia against comparative London wide measures (last reported for 2023/24): ||Hestia|Hestia|ASCOF| |---|---|---|---| ||Positive|Positive|Positive| |Question|Response|Response|response| ||rate|rate|rate London| ||2024-25|2023-24|2023-24| |I am satisfied with my service / service user
satisfaction with care and support|93%|95%|60%| |I know how the service works and what I am
entitled to / I find it easy to get
information|
90%|92%|67%| |I can control the kind of support I receive /
Proportion of people who feel they have
control over their daily life.|95%|89%|72%| |I feel safe and secure in the service. /
Proportion of people whose service help
them to feel safe|94%|95%|67%| |I am able to have as much social contact as I
want with people I like. / Proportion of
people who have as much social contact as
they would like.|


90%|88%|41%| ## Comparison with the Communities and Local Government Outcomes Framework Most of Hestia’s services are commissioned to achieve positive outcomes against the five domains from the Communities and Local Government outcomes framework. 13 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 |Domain|Indicator|Target|2024-25
reporting
achieved
and partly
achieved|2023-24
reporting
achieved
and partly
achieved| |---|---|---|---|---| |Maximise
economic well
being|Achieve positive outcomes for those
needing support to maximise their
income|95%|91%|95%| |Enjoy and
achieve|Service users received support to
improve overall quality of life for
children|95%|95%|91%| ||Service users received support to
enableparticipation in activities|90%|89%|84%| ||Service users agreeing the service
enabled them to develop
independence and linked them into
other services|95%|92%|91%| ||Service users confirming they have as
much social contact as theywould like|90%|90%|88%| |Being Healthy|Received support to better manage
physical health|95%|89%|94%| ||Received support to better manage
mental health|95%|94%|94%| |Staying Safe|Reduce the risk of harm from others|95%|98%|95%| ||Received support to maintain
accommodation|95%|92%|94%| ||Service users confirming they felt safe
and secure in the service|100%|94%|95%| |Making a
positive
contribution|Received support to be more
confident in accessingservices|95%|95%|94%| ||Service users agreed that they were
given information that they could
easily understand, agreeing they were
in control of their support,
understanding how the service
delivered the support they needed,
and understandingtheir entitlements.|90%|92%|92%| Our results show performance to be consistent year on year and around target. The results of the survey continue to drive improvements in service delivery with a major focus in 2024-25 being to increase service user involvement opportunities. 14 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Financial review The results for the year are set out in Statement of Financial Activities. The assets and liabilities of the Charity at 31 March 2025 are shown in the Balance Sheet. The financial statements should be read in conjunction with their related notes. ## Income Since 2020-21, income has grown steadily from £37.443 million in 2020-21 to £56.786 million – an increase of 52% (£19.343 million): **----- Start of picture text -----**
Hestia Total Income By Year - £'000
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48243
50000
42337
37443
40000
30000
20000
10000
0
2020-21 2021-22 2022-23 2023-24 2024-25
Year
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**----- End of picture text -----**
The income growth over the past five years has been achieved largely through the addition of contracts and annual increases in contract income, although only 51% of Hestia’s contracts attract annual increases. Annual increases are applied to rents and service charges, where rents are linked to the Government rent increase limits and service charges are set to achieve full cost recovery. ## Income Breakdown – 2024-25 |Income Area|2024-25
£m|2023-24
£m|Change
%| |---|---|---|---| |Support Contracts and Other Grants|£32.376|£32.028|+1%| |Restricted Grants|£5.674|£4.684|+21%| |Rents and Service Charges|£13.520|£12.674|+6.7%| |Approved Premises|£3.579|£3.457|+4%| |Donations and Legacies|£1.290|£1.104|+17%| |Investment Income|£0.347|£0.302|+15%| |Total|£56.786|£54.249|5%| 15 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Income Breakdown – 2024-25 (continued) - Income from Support Contracts and Other Grants continue to make up the largest part of Hestia’s income. However, this income has increased by just 1% this year. This is primarily due to 4 large support contracts ending, along with a significant reduction in service user referrals to our Modern Slavery service – these have collectively reduced income this year, which has mostly offset the inyear growth achieved and the extra income now included following the merger with Twining. - Income from Restricted Grants had the largest increase of 21% due to the increased contact value of the VCS services across three boroughs and opening of crisis cafes. - Rents and Service charges increased due to the rent increase applied from April 2024 (7.7%) and due to new accommodation-based services that opened in Lewisham and Tower Hamlets. Also, the service losses suffered this year had minimal Housing services and therefore, rent and service charge losses were low. - The Approved Premises income increased due to the annual inflation award from April 2024. ## Annual Surplus Hestia continues to deliver operating surpluses (defined as net income before gains / losses on investments and pensions): |Year|Net Income -
Unrestricted|
Net Income -
Restricted|
Total
Operating
Surplus|
Net Income as a %
of Total Income| |---|---|---|---|---| |2019-20|£38k|£92k|£130k|0.41%| |2020-21|£503k|£416k|£919k|2.45%| |2021-22|£494k|£416k|£910k|2.16%| |2022-23|£1,487k|(£155k)|£1,332k|2.76%| |2023-24|£1,603k|£216k|£1,819k|3.35%| |2024-25|£392k|£176k|£568k|1.00%| The 2024-25 operating surplus is lower than previous years due to the purchase of staff vouchers for an end of year celebration payment made to staff (as we reached 1,000 permanent employees), higher spend this year on replacing IT digital equipment and a drop in modern slavery contribution following the decline in service user referrals and income. When adding in the impact of Investment gains and the actuarial pension loss (last year), the overall group surplus this year was £1.253 million, which is slightly down on last year (£1.496 million). Hestia’s aim is to continue to generate surpluses on unrestricted funds that add to reserves, ensuring funds are available to support our work with service users. 16 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Balance Sheet Hestia’s balance sheet remains strong with total group assets increasing from £19.833 million at 31 March 2024 to £21.086 million at 31 March 2025 due to the retained surplus for the year. ## Key financial indicators Trustees consider three financial performance indicators which are those traditionally used by our commissioners as part of their financial monitoring analysis, and we have comfortably met or exceeded these over the last 2 years: |Indicator|Target|Hestia
2024-25|Hestia
2023-24| |---|---|---|---| |Annual OperatingSurplus|>£0|£568k|£1,819k| |Current Assets: Current Liabilities|>1:1|1.81|1.87| |Gearing (Debt/Equity)|<40%|0%|0%| ## Investments Hestia’s investment policy aims are to: (a) preserve the real capital value of the funds held over a 5-year period; (b) provide an income stream of 2% with low volatility; and (c) procure a long-term return, net of all charges, of 1% p.a. in real terms. There were no capital additions or withdrawals in the year, therefore changes in the value of investments are a result of: - Re-investment of dividend income. - Management fees deducted by the fund managers. - Net Investment gains and losses on stock disposals, reinvested in the portfolio. - Net increases in portfolio valuations at 31 March 2025. Hestia currently divides its investments between two managers: - UBS AG – who manage a Sustainable Investment Portfolio of fixed interest securities, equities and property. The portfolio is managed on the basis of positive inclusion of stocks taking into account environmental, social and governance impacts. At 31 March 2025, the value of the portfolio had increased to £8.901 million from £8.121 million. - Ruffer LLP – Hestia’s investment is in a common investment fund which has an absolute return approach. The fund aims to invest in complementary stocks which provide a counterbalance against market swings and the fund also aims to generate a positive return over cash. At 31 March 2025, the value of the portfolio had increased to £1.931 million from £1.858 million. 17 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 The Finance and Fundraising Committee monitor performance quarterly and meet with both fund managers annually. During the year Trustees reaffirmed their intention to remain invested in the medium to long term irrespective of short-term market fluctuations. ## Pensions All colleagues are entitled to join Hestia’s defined contribution scheme operated by Legal and General and new employees are automatically enrolled on joining. Hestia match any employee contributions up to 5% subject to maintaining minimum contribution levels under pensions legislation. Employees are entitled to opt out but to date less than 5% of staff have done so. There is now just one employee who retains membership of the Royal Borough of Kensington & Chelsea’s defined benefits scheme. This scheme is linked to the contract to provide day centre services which we expect to be retendered in 2025-26. The FRS102 valuation position as reported by the actuaries showed an increase in the net value of the pension asset of £210k to stand at £1,148k at 31 March 2025. The present value of liabilities was decreased by £169k, with the share of the scheme assets increasing by £41k. Trustees have agreed not to recognise the asset in the financial statements, as we believe it is unlikely that this would be realised if our participation in the scheme were to cease. Contributions to the scheme for 2025-26 have remained unchanged at 17.7%. Hestia also contributes into the NHS pension scheme for two employees linked to the Wandsworth Recovery & Rehabilitation service and employer contributions on this scheme are fixed at 14.38% p.a. ## Principal risks and uncertainties The Board of Trustees is responsible for ensuring that Hestia has in place systems of internal control that are appropriate to the various business environments in which it operates. These enable the organisation to manage rather than eliminate risks and so provide a reasonable but not necessarily absolute degree of assurance. Hestia’s operating model predominantly relies on income generated from contracts awarded by commissioning partners. Many of these are for a fixed number of years and subject to retendering at various intervals. In previous years, Hestia was able to manage these fixed price contracts due to the low inflation environment. Rents and service charge income is also linked to commissioned contracts – Hestia owns very few properties. The commissioning environment provides opportunities for Hestia as contracts currently provided by others are also put out of tender which provides potential to increase the contract base. Traditionally, the main aim of our fundraising activity has been linked to added value initiatives to support the contracts that we deliver rather than achieving core unrestricted income. 18 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 The majority of income risk lies therefore with our contract base. ## Approach to Risk Management Hestia operates both a bottom-up and top-down approach to risk management: operational services each develop their own local risk management plans, and this informs the strategic risk register. The strategic risk register defines the risks that have the potential to seriously affect Hestia’s ability to continue to operate as an independent organisation delivering services to our beneficiaries. Risks can be added or deleted depending on the environmental assessment which is considered as part of each Board meeting. For 2024-25 the following were identified as the top risks: - Delivering service user outcomes / safeguarding - Internal performance management - Compliance – health and safety / information governance / business continuity planning - • Workforce management - Contract retention / Victim Care Contract - Cost control - Fundraising - External reputation ## Top Strategic Risks In 2024-25 Trustees identified that the two biggest risks facing Hestia are contract retention (with a focus on the Victim Care Contract which represents 17% of Hestia’s income and workforce management given the buoyant job market, the impact of inflation on salary requests and workforce burnout. Trustees received detailed updates on both these areas at each of their Board meetings, including a review of internal / external challenges, relevant KPIs, any independent third-party information and management activities. This ensures the Board is sighted on those major risk areas likely to affect Hestia. ## Controls The Board of Trustees have put in place appropriate procedures and controls to adequately mitigate against the various risks Hestia faces including: - An organisational set of values which commits us to managing the Charity's affairs with integrity. - Operational services having clear local plans to manage risk, linked to annual business plans. - The risk assessment process embedded in a comprehensive business planning process. - An agreed quality strategy which is monitored as part of regular KPI reporting. - Robust budgeting and quarterly review and reporting of financial performance. 19 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 - Clear and regularly reviewed delegated authorities. - Appropriate authorisation levels and segregation of accounting duties. - Clear staff roles, responsibilities and accountabilities. The Board delegates authority to Hestia’s Committees to monitor the review and outcome of the application of controls through regular reporting and deeper analysis of issues of concern. During 2024-25 the Board received reports on Fundraising, Safeguarding, Health and Safety, Voids, Face to Face service user meetings, Assessments, key performance indicators and service user experience. ## Reserves policy and going concern ## Reserves Hestia’s reserves policy is designed to reflect the underlying risk facing us and ensure we have an appropriate level of reserves to safeguard our operations and provide services to our beneficiaries. We hold restricted funds to meet commissioner and donor requirements around unspent income. Restricted reserves include amounts associated with fixed asset investments to reflect where property may be charged to external agencies. Trustees have also agreed to hold designated reserves to meet non-operational activities, linked to property management requirements and organisational development. Funds held at 31 March 2025 totalled £1.226 million broken down as follows: ||£’000| |---|---| |Propertyupkeep /maintenance|537| |Service design improvements|436| |Digital/I.T. Infrastructure improvements|205| |Head Office Relocation Fund|48| |TOTAL|1,226| During the year expenditure from reserves was incurred on property renovations, legal costs connected with the Twining merger and implementation of the new housing system introduced this year. The Trustees consider the minimum level of free reserves annually – excluding restricted and designated reserves – required to support our operations. Relevant factors include projected financial performance with an assessment of risk to our income streams and cash flow requirements. Hestia’s income is largely contract linked which provides a degree of certainty in terms of understanding future income but also incorporates risks of contracts being cancelled or lost on re-tender. Our risk assessment considers the impact of potential contract losses taking account of the impact of contract cancellations (which have larger impact on staff and beneficiaries) compared to contracts which are transferred to alternative organisations to continue delivery. 20 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) ## For the year ended 31 March 2025 Having undertaken a review of projected cash flows and contract end dates, Trustees have determined that Hestia requires three months’ worth of operating costs to manage short term cash flow variations and the potential loss of contracts. This must be held in liquid assets. Following this review, Trustees have determined that the minimum level of free reserves is £13.0 million at 31 March 2025. The actual level of free reserves is £15.0 million (excluding the value of fixed assets). The Trustees review this amount annually and as such this minimum amount will change from time to time. Liquid assets (cash / short term investments and long-term investments all of which are accessible at short notice) are £18.7 million. ## Forecast and Budgets / Going Concern The budget for 2025-26 predicts that we will make a small deficit as we draw down on restricted reserves and invest in project restructuring. Unrestricted reserves are forecast to grow slightly. As a result, we expect overall reserves to be largely unchanged subject to any changes in our investments and pensions. Projecting forward into 2026-27, Trustees have also considered a number of downside scenarios to test financial resilience. The mitigated worst case scenario assumes: - 4% inflation on salaries and other costs (salaries account for 65% of expenditure). - Contract inflation is held at 2%. - The Victim Care Contract is lost at retender. The outcome of this retender is due to be awarded by Spring 2026, with a 1 year phased mobilisation and the new contract commencing from Spring 2027. Therefore, any contract loss is likely to be phased out during 2026/27 but for the purpose of this downside testing, the full loss is assumed from April 2026. Without taking corrective in year action, the deficit for 2026-27 would be £1.933 million; general funds would decrease to £15.2 million and cash at bank would remain positive at £5.8 million. The loss in year would be mostly due to the unfunded element of the salary inflation and the loss of central overhead funding from the Victim Care Contract. Mitigating actions that would be taken include reducing central overhead costs in line with the income lost and we are also underway with an initiative to change our recruitment processes with the specific aim of reducing the current level of agency use. In addition to this, we would also enter contract renegotiations with commissioners to address any lossmaking services and work to secure additional growth to replace any lost contracts / income. The increased performance arising from these mitigating actions would remove the loss shown in this worst case scenario and restore our financial performance. 21 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Fundraising Hestia’s fundraising strategy seeks to ensure we can help more people to a life beyond crisis. The fundraising team works to achieve strategic impact and funding partnerships with a range of government agencies, charitable trusts, community groups, corporate donors and individuals on a wide range of activities. During the year the team raised £1.290 million from donations, legacies and gifts in kind and a further £0.712 million in other grants. We would like to thank all of those who have supported programmes and made donations to provide safety, hope and purpose after crisis and trauma for the people in Hestia’s services: - Our Children and Families programmes - providing practical and emotional support from dedicated children and families workers, tailored therapeutic interventions, and activities that help families connect and experience joy together – have been made possible by Greater London Authority and MOPAC, Julia Rausing Trust, BBC Children in Need, Compass Wellbeing and North Central and East London CAMHS Provider Collaborative (NCEL), Childhood Trust and individual donors supporting our Big Give campaigns, Wimbledon Community Foundation, Wandsworth Combined Charites, TUUT Charitable Trust, John Lyon’s Charity, London Boroughs of Brent and Merton, Hardy Family Foundation, Hargreaves Foundation, Hasbro, Tokio Marine HCC, HSBC Branch Network, Polen Capital, PZ Cussons Beauty, BCD Meetings and Events, and WE Soda. - Our wrap-around support for survivors in our Domestic Abuse Refuges across London – including our dedicated refuge referral helpline, our empowerment, well-being and counselling support, and resettlement and move-on support – has been made possible by grants and donations from the Greater London Authority and MOPAC, City Bridge Foundation, LB Merton, Uber, Sapio Research, KKR and Tokio Marine HCC. - Our Domestic Abuse Prevention Programmes, including our Safe Spaces initiative in pharmacies and banks, UK Says No More and Everyone’s Business, have been supported by grants from the Home Office as well as by a range of corporate partners purchasing Independent Domestic Violence Advocate (IDVA) services. Our digital innovation to support more survivors of domestic abuse - including the Bright Sky domestic abuse app and Online Safe Spaces – has expanded with the support of the Home Office, Kingfisher Plc, and the Vodafone Foundation. - Our holistic support for people in our mental health and complex needs services – including fun and joyful activities, and the Hestia Choir, have been made possible thanks to the MK Charitable Trust, Chapman Charitable Trust and the National Lottery Community Fund’s Awards for All. 22 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 - Our wrap-around support for survivors of Modern Slavery – including urgent essential items, social inclusion, independent living skills, dedicated support for children of survivors, and research and advocacy to raise awareness and giving survivors a voice - has been made possible through the generous support of the David and Ruth Lewis Family Charitable Trust, Swire Charitable Trust, Sigrid Rausing Trust, and corporate donations from Bird & Bird, Ashurst, and WE Soda. We are grateful for the sustained support from the Social Business Trust (SBT). The focused funding and deep expertise brought by Clifford Chance, Bain, Permira and other SBT partners has been invaluable in refocusing our organisational strategy and transforming our data infrastructure to effectively demonstrate our impact. ## Our Fundraising Practices Hestia’s fundraising team is focused on relationship fundraising: securing philanthropic support via partnerships with trusts and foundations, central and local government grants, corporate partnerships, and individuals. Hestia does not use any third-party fundraising agencies or involve commercial participators. Our Fundraising Policy was updated in March 2024 and confirms that we adhere to the Fundraising Regulator’s Code of Fundraising Practice and that all data we handle is compliant with GDPR regulations. There have been no complaints about fundraising activity in the past year and there have been no failures to comply with the Code of Fundraising Practice. Our adherence to the Code of Fundraising Practice sets out the main ways we ensure that we protect vulnerable people and members of the public from unreasonable or unwanted behaviour. ## Structure, governance and management ## Structure Hestia Housing and Support (“Hestia”) is a registered charity and is incorporated as a company limited by guarantee governed by its Memorandum and Articles of Association. Every member of the company undertakes to contribute to its assets in the event of winding up such amount, as may be required, not exceeding one pound. All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 7 to the accounts. ## Governance The Trustees constitute the Directors of the charitable company for the purposes of the Companies Act 2006 and Trustees for the purposes of the Charities Act 2011 and provide leadership, direction and 23 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 control in pursuit of the Charity’s charitable objectives. Trustees serve for a term of three years with a possible appointment for a second term of another three years. Trustees are recruited based on an evaluation of the range of skills and experience needed to govern Hestia covering strategic and operational experience as well as a range of business and commercial experience, including financial and HR knowledge. Dame Moira Gibb was appointed as Chair of the Board in 2023. Dame Moira is a qualified social worker and was Director of Social Services at the Royal Borough of Kensington and Chelsea and Chief Executive of Camden Council. She has held a number of Board and Trustee appointments, including at NHS England and she was Chair of Skills for Care from 2014 – 2022. During the year three co-opted Board members Roger Rawlinson, Jessamy Gould and Lynette Romeo were all formally appointed to the Board. Roger had previously been a Twining Board member and is an HR consultant and leader of organisational change with many years’ experience of executive responsibility for HR, Learning and Development and Communications across the retail, manufacturing and health sectors. Jessamy has many years’ experience developing and delivering partnerships and fundraising strategies across the voluntary sector and Lynette has extensive experience working with children and families, adults social care, mental health and palliative care. Lynnette is a qualified social worker and was the first ever Chief Social worker for adults in England. Helen Christina Marriott and Sonal Shah left the Board in 2024 and we thank them for their contribution to Hestia. ## Trustee Induction / Training / Involvement Trustees receive an induction pack which contains information about Hestia, its structure and operations, the Board and Committee structures, Trustee duties and responsibilities and the organisation’s key policies. Trustees are encouraged to participate in visits to Hestia projects to provide first hand exposure to the services delivered and the operating environment. Trustees also get the opportunity to meet Hestia’s service users at social events, on recruitment panels, and at planned scheme inspections and visits. Over the course of the year, service users are also invited to attend Board meetings to provide direct and personal updates on their experiences at Hestia. Training is provided to the Board aligned to identified needs. All Trustees undertake safeguarding training and the Board has appointed Lynette Romeo as the Board safeguarding lead. Trustees also receive training on modern slavery annually reflecting the importance of this to Hestia’s overall operations. Trustees also attend annual away days to consider the operating environment and plan strategic direction. The full Board of Trustees meets six times a year to discuss strategy, to formulate policy and to oversee operational matters. The Board is supported by four standing committees who review specific areas in detail and report back to the full Board: - Governance - Finance and Fundraising 24 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 - Performance Review - Digital and I.T. Committees may co-opt non-Trustee members to bring wider experience to specialist areas and the following individuals are currently co-opted to Hestia Committees: - Claudette Mercano and Anil Shenoy who sit on the Finance and Fundraising Committee. - Tori Ellaway sits on the Digital and I.T. Committee: - Matthew Kelly sits on the Performance Review Committee. Hestia’s Trustees have agreed to work towards full compliance with the Charity Governance Code and to review Hestia’s practices against the seven key areas which make up the code. In 2024/2025 Trustees focussed on the ‘Integrity’ element of the code as part of completing the merger between Hestia and Twining Enterprise. With continued support from Social Business Trust and pro bono support from EY a cultural assessment was undertaken to guide the next steps for the merged organisation and further support integration and secure the ambitions of the merger to enable more people to recover from crisis and trauma marked by safety, hope, and purpose. This assessment has informed a plan across 25/26 to further build on and integrate the cultural synergies and strengths across the merged organisation to ensure the nurturing of a culture which helps achieve the organisation’s charitable purposes. ## Management Day to day management of the organisation is delegated to the Chief Executive and Senior Management Team. The Chief Executive is not a member of the company and has no legal status as Director although he acts as executive within the authority delegated by the Trustees. The Chief Executive and Senior Management Team attend Trustee Board Meetings, Committee meetings and Trustee Away Days, presenting reports and analyses for discussion and to support decision making. ## Pay Policy for Senior Colleagues The pay of senior colleagues is reviewed by the Governance Committee considering market conditions and pay rates in comparable organisations. A detailed market comparison is sought at the time any senior recruitment takes place. ## Trustees’ duty to promote the success of Hestia Housing and Support – section 172 statement Trustees have a duty to promote the success of Hestia Housing and Support, and in doing so, are required by section 172(1) of the Companies Act 2006 to have regard to the following specific factors: - The likely consequences of any decision in the long term 25 HESTIA HOUSING AND SUPPORT ## Trustees’ annual report (including the strategic report) ## For the year ended 31 March 2025 Trustees work to an approved 5-year strategy (2024-2029), which was approved by the Board in March 2024. This included an assessment of Hestia’s strengths and weaknesses, how those interlinked with the external environment and how that affected our ability to meet our objectives. Trustees agree an annual operation plan which includes an assessment of the longer-term impacts and ensures appropriate monitoring arrangements are in place. The Board may choose to delegate to its Committees to undertake detailed analysis of plans and report back on their findings. • The interest of Hestia’s employees The impact on colleagues of decisions to be taken are discussed by Trustees, who also receive an annual people update covering remuneration, retention, wellbeing, health and safety, and safeguarding. Hestia has a Trade Union recognition agreement in place with Unison, and also works closely with its internal colleague consultative forum. • The need to foster Hestia’s business relationships with suppliers, customers and others Trustees have approved a Quality Strategy which outlines the standards of how we wish to work with our stakeholders – commissioners of our services, our service users and other interested parties. Quality KPIs have been developed which are reported to the Board on a quarterly basis, along with an annual review of the Quality Strategy. One of Hestia’s core values is ‘Collaborative’ which includes engaging service users in shaping our policies and procedures as well as the strategic direction of the Charity. As the largest single provider of services to victims of human trafficking we have worked with suppliers to support them in the development and implementation of their Modern Slavery Statements, providing support, guidance and training on the subject. - The impact of Hestia’s operations on the community and the environment Our services are rooted in community provision and key to the success of our service delivery is the harnessing of community support. All projects are required to produce an annual business plan that looks at community assets and resources and how these might be utilised in supporting our service users. - The desirability of Hestia a reputation for high standards of business conduct As a charity, the maintenance of Hestia’s reputation for keeping high standards is of particular importance. Appropriate systems and processes are in place to ensure the highest standards in business conduct. The Senior Management Team will also update the board with any matters that may have given rise to a reputational risk including any mitigating actions being taken. - The need to act fairly between members of Hestia As a registered charity Hestia does not have shareholders. The Trustees, who are members of the company, ensure that any surpluses are invested back into the business for the benefit of those for whom we provide care and support. 26 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 Policy for employment of disabled persons and employee Information Hestia is committed to promoting equality, preventing discrimination and valuing diversity in all our services and across our workforce. This continues to be progressed through our collaboratively developed and newly launched EDI/AR strategy and our organisational change programme one aspect of which focuses on building a more diverse, inclusive and equitable culture which promotes a sense of belonging in our colleagues. One of our key ambitions here is to achieve Disability Confident level 3 and membership of Race at Work Charter and Stonewall accreditation having gained membership already. A major element of this work was improving our Equality, Diversity and Inclusion data to support strategic decision making and overlaying an EDI lens to all our people reporting. By encouraging people to self-report and automate data collection into easily accessible platforms we will be able to improve the robustness and quality of our data and by overlaying an EDI lens in this way we can gain insight on the experiences of our people from different heritage backgrounds. In addition, this year we are creating our EDI/AR dashboard to ensure that we can be fully transparent with our colleagues on a range of EDI data and progress against targets within our strategy. Employee wellbeing continues to be a key focus. We work in partnership with two external organisations to offer our colleagues a very broad range of well-being support and information which includes helplines on legal, financial and personal issues, webinars, live zoom sessions, face to face support and access to information to meet their individual wellbeing needs. More recently we have developed our Trauma Informed approach to self, which supports colleagues to consider and manage vicarious trauma. We provide clinical supervision for colleague groups every six weeks across our services and have responded to the cost-of-living crisis by developing a dedicated site for colleagues to access support, advice and information from trusted sources with our earnt wage, early access scheme called Wagestream. Hestia is committed to the continuing development of all our people. We have an established learning platform through which all colleagues can access dedicated induction and personal development opportunities whether face to face or virtual workshops, e learning modules or through our knowledge hub. The second phase of The Hestia approach introduces Trauma Informed working and training to support the integration of this into our service delivery. All colleagues have supervisions every six weeks, annual appraisals which include 360-degree feedback about how they reflect our values, objectives development which flow from the organisational strategic plan and the creation of a personal development plan. Learning and Development provision is provided by a specialist Social Care provider who can meet all our specialist subject development needs with increasing opportunities to engage in degree and level 2-7 apprenticeships, an established Leadership Excellence Programme with a set of newly determined strategic principles for talent development and retention. 27 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 Policy for employment of disabled persons and Employee Information (continued) Hestia has supported 214 student placements from a range of universities and professional development institutions which enable our staff to gain line management experience and enhance the professional knowledge in our services from interactions and working with Social Work, Mental Health, Nurse students, Children and Family Practitioners students and trainee counsellors. Hestia’s Gender Pay Gap was 0.54% in 2024/25 which has decreased slightly from 0.74% the previous year. Trustees agree our Modern Slavery Statement each year and this is publicly available on our website. ## Relationships with stakeholders ## Service Users Hestia aims to put service users at the heart of everything that we do – and the Hestia Approach, our in-house recovery model has working together at its heart. We focus on building on service users’ capacity through our Strengths and Aspirations review which is one of the main elements of every key working session. The Hestia Approach is subject to regular formal review and updates. Service users are encouraged to participate at all levels of the organisation, including: leading and directing house meetings; contributing to service business plans; joining the service user liaison group which undertakes service reviews; interviewing Hestia job applicants; and engaging with Senior Management and Trustees. We have also been driving for more engagement with service users though our Connect and Learn online community. A key area of participation is through our service users’ forum; the Together Network. A main focus for this network is consideration of how we engage with those service users who only access Hestia’ service for a short time, including those who access our IDVA services and anyone who visits our drop-in crisis centres. We survey our service users every year to better understand their view of the services we provide, and this is reported to Trustees along with annual actions plans to address areas of poor performance. ## Commissioners and donors As well as meeting with our commissioners and donors regularly via contract monitoring meetings, we seek to engage with this group on a less formal basis via monthly newsletters and invitations to relevant events. We offer commissioners and donors direct support to increase awareness of Domestic Abuse and Modern Slavery in the workplace, with access to some of the tools we have developed, including our Bright Sky and Respond to Abuse Apps and help with Modern Slavery Statements. We encourage funders to visit projects and participate in events: over the year, this has included painting and improving accommodation, gardening, and organising Christmas and Summer events 28 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 for service users and their families. This provides a direct opportunity for donors to meet service users first hand to and to see the real benefits of the contributions that they make. ## Workforce Hestia seeks to engage with our colleagues in a number of ways: we have a Hestia Intranet hub which acts as a single information and news hub for all colleagues to gain awareness of what is happening across Hestia. This is supported by a fortnightly Newsletter called Keep Connected. Key messages and information are also cascaded through organisational reporting lines. We actively engage with colleagues via our Employee Forum, Hestia Voice made up of 14 elected representatives drawn from across the organisation. This forum provides for a two-way dialogue between senior management and colleagues where representatives key concerns and organisational challenges and information are tabled by all parties. The Forum actively participated in discussions around changes in policies and procedure and working practices, our EDI/AR strategy and progress against objectives, and our work on creating a resolution focused culture. In addition to this, we work in partnership with Unison our recognised trade union. ## Suppliers Hestia aims to work positively with our suppliers and is committed to paying suppliers earlier than their payment terms. In the year to 31 March 2025, 94% of suppliers received payments early or on time. As part of Hestia’s Modern Slavery Statement, we aim to work with our major suppliers to support them develop their own Modern Slavery Statements and to understand the signs of modern slavery. Our aim is to develop a toolkit which we can make available to all suppliers to help them spot the risk of modern slavery in their own supply chains. During 2024-25, our procurement activities were aimed at improving the quality of accommodation we provide. Central procurement contracts introduced this year include a standard furniture supplier / offer for operational services, new H&S compliance testing service along with a new document library and H&S management system as well as new printer / photocopier replacement service. 29 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Energy and carbon reporting As part of the obligations set out under the Energy and Carbon Report Regulations 2018, we are required to disclose the energy and carbon created as an organisation over the year to 31 March 2025. Most of our usage comes from the accommodation units provided to our service users but also office accommodation used by staff. In completing this analysis, we have followed the 2019 HM Government Environmental Reporting Guidelines. We have also used the GHG Reporting Protocol - Corporate Standard and have used the 2023 UK Government's Conversion Factors for Company Reporting. ## Energy Usage |nergy Usage||| |---|---|---| ||01 April 2024 –
31 March 2025|01 April 2023 –
31 March 2024| |Energy consumption used to calculate emissions
(kWh)|7,563,073|7,771,399| |Scope 1 emissions in metric tonnes C02e
Gas Emissions|1,085.13|1,147.57| |Scope 2 emissions in metric tonnes C02e
Purchased Electricity|323.70|292.29| |Scope 2 emissions in metric tonnes C02e
Business Travel|17.41|20.08| |Totalgross emissions in metric tonnes C02e|1,426.24|1,459.94| |Intensityratio Tonnes C02eper occupant ¹|1.973|2.355| Note 1: The chosen intensity measurement ratio is total gross emissions in metric tonnes CO2e per occupant. Measures taken to improve energy efficiency Hestia continues to implement smart metering across all our sites, strengthening energy governance and preparing for robust monthly reporting. In addition, gas and electricity meter readings are systematically recorded across all supplies to ensure accuracy, support responsible energy use, and reinforce Hestia’s commitment to sustainability. 30 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Statement of responsibilities of the trustees The trustees (who are also directors of Hestia Housing and Support for the purposes of company law) are responsible for preparing the Trustees’ annual report including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to: - Select suitable accounting policies and then apply them consistently - Observe the methods and principles in the Charities SORP - Make judgements and estimates that are reasonable and prudent - State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements - Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware: - There is no relevant audit information of which the charitable company’s auditor is unaware - The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2025 was 12 (2024: 9). The Trustees are members of the charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. 31 HESTIA HOUSING AND SUPPORT Trustees’ annual report (including the strategic report) For the year ended 31 March 2025 ## Auditor Sayer Vincent LLP was re-appointed as the charitable company's auditor during the year and has expressed its willingness to continue in that capacity. The Trustees’ annual report which includes the strategic report has been approved by the Trustees on 21 October 2025 and signed on their behalf by Dame Moira Gibb Chair – Board of Trustees 32 Independent auditor’s report ## To the members of ## Hestia Housing and Support ## Opinion We have audited the financial statements of Hestia Housing and Support (the ‘charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2025 which comprise the consolidated and parent charitable company statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: - Give a true and fair view of the state of the group’s and of the parent charitable company’s affairs as at 31 March 2025 and of the group’s and parent charitable company’s incoming resources and application of resources, including its income and expenditure, for the year then ended - Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice - Have been prepared in accordance with the requirements of the Companies Act 2006 ## 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 group financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Hestia Housing and Support's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 33 Independent auditor’s report To the members of ## Hestia Housing and Support ## Other Information The other information comprises the information included in the trustees’ annual report, including the strategic report, other than the group financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the group 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 group 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: - The information given in the trustees’ annual report, including the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements; and - The trustees’ annual report, including the strategic report, has been prepared in accordance with applicable legal requirements. ## Matters on which we are required to report by exception In the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report including the strategic 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: - Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or - The financial statements are not in agreement with the accounting records and returns; or - Certain disclosures of trustees’ remuneration specified by law are not made; or - We have not received all the information and explanations we require for our audit. ## Responsibilities of trustees As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine 34 Independent auditor’s report To the members of ## Hestia Housing and Support is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so. ## Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below. ## Capability of the audit in detecting irregularities In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following: - We enquired of management and the finance and fundraising committee, which included obtaining and reviewing supporting documentation, concerning the group’s policies and procedures relating to: - Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance; - Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud; - The internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations. - We inspected the minutes of meetings of those charged with governance. - We obtained an understanding of the legal and regulatory framework that the group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the group from our professional and sector experience. - We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit. - We reviewed any reports made to regulators. 35 Independent auditor’s report ## To the members of ## Hestia Housing and Support - We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. - We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. - In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. ## Use of our report This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Fleur Holden (Senior statutory auditor) ## Date: 3 November 2025 for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006 36 ## Hestia Housing and Support Consolidated statement of financial activities (incorporating an income and expenditure account) ## For the year ended 31 March 2025 |For theyear ended 31 March 2025|For theyear ended 31 March 2025|||||| |---|---|---|---|---|---|---| |Unrestricted
Note
£'000
Income from:
2
748
3
42,017
3
3,579
3
3,879
4
347
13
-
50,570
5
390
5
42,542
5
3,183
5
4,063
50,178
685
6
1,077
-
1,077
-
1,077
Reconciliation of funds:
16,938
18,015
Investments
Total income
Expenditure on:
Donations and legacies
Charitable activities
Provision of Care and Support
Operation of Approved Premises
Provision of Employment Support
Other
Raising funds
Net income for the year
Total expenditure
Net income before net gains on
investments
Charitable activities
Provision of Care and Support
Operation of Approved Premises
Provision of Employment Support
Net gains on investments
392
Total funds brought forward
Total funds carried forward
Transfers between funds
Net income before other recognised losses
Actuarial (losses) on defined benefit
pension schemes
Net movement in funds||Restricted
£'000
542
5,674
-
-
-
-|2025
Total
£'000
1,290
47,691
3,579
3,879
347
-|Unrestricted
£'000
519
44,059
3,457
27
302
617|Restricted
£'000
585
4,546
-
138
-
-|2024
Total
£'000
1,104
48,605
3,457
165
302
617| ||50,570|6,216|56,786|48,980|5,269|54,249| ||390
42,542
3,183
4,063|-
6,040
-
-|390
48,582
3,183
4,063|342
43,929
2,883
223|-
4,925
-
128|342
48,854
2,883
351| ||50,178|6,040|56,218|47,377|5,053|52,430| ||685
392|-
176|685
568|331
1,603|-
216|331
1,819| ||1,077
-|176
-|1,253
-|1,934
-|216
-|2,150
-| ||1,077
-|176
-|1,253
-|1,934
(654)|216
-|2,150
(654)| ||1,077
16,938|176
2,895|1,253
19,833|1,280
15,658|216
2,679|1,496
18,337| ||18,015|3,071|21,086|16,938|2,895|19,833| All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 20a to the financial statements. 37 Hestia Housing and Support Company no. 2020165 ## Balance sheets ## As at 31 March 2025 |As at 31 March 2025
Balance sheets|As at 31 March 2025
Balance sheets|As at 31 March 2025
Balance sheets|Company no. 2020165|Company no. 2020165| |---|---|---|---|---| |2025
2024
Note
£'000
£'000
Fixed assets:
11
2,877
2,954
12
10,832
9,979
13,709
12,933
Current assets:
15
8,593
8,680
421
404
7,457
5,755
16,471
14,839
Liabilities:
16
(9,094)
(7,939)
7,377
6,900
21,086
19,833
20a
3,071
2,895
1,226
1,400
16,789
15,538
-
-
18,015
16,938
21,086
19,833
Total unrestricted funds
Total funds
Investments
Cash at bank and in hand
Short term deposits
Tangible assets
The group
Funds:
Restricted income funds
Unrestricted income funds:
Designated funds
Pension reserve
General funds
Total net assets
Debtors
Creditors: amounts falling due within one year
Net current assets|||2025
2024
£'000
£'000
2,877
2,933
10,832
9,979
13,709
12,912
8,593
8,468
421
404
7,457
5,236
16,471
14,108
(9,094)
(7,803)
7,377
6,305
21,086
19,217
3,071
2,891
1,226
1,400
16,789
14,926
-
-
18,015
16,326
21,086
19,217
The charity|| ||13,709
8,593
421
7,457|12,933
8,680
404
5,755|13,709
8,593
421
7,457|12,912
8,468
404
5,236| ||16,471
(9,094)|14,839
(7,939)|16,471
(9,094)|14,108
(7,803)| ||7,377|6,900|7,377|6,305| |||||| ||21,086|19,833|21,086|19,217| ||3,071
1,226
16,789
-|2,895
1,400
15,538
-|3,071
1,226
16,789
-|2,891
1,400
14,926
-| ||18,015|16,938|18,015|16,326| ||21,086|19,833|21,086|19,217| Approved by the trustees on 21 October 2025 and signed on their behalf by Dame Moira Gibb Chair - Board of Trustees Brendan Sarsfield Treasurer 38 Hestia Housing and Support ## Consolidated statement of cash flows ## For the year ended 31 March 2025 |For the year ended 31 March 2025|For the year ended 31 March 2025|For the year ended 31 March 2025||| |---|---|---|---|---| |Note
£'000
£'000
Net income for the reporting period
1,253
(as per the statement of financial activities)
Depreciation charges
77
(Gains) on investments
(685)
Dividends and interest from investments
(347)
Decrease / (increase) in debtors
87
Increase / (decrease) in creditors
1,155
Net cash provided by operating activities
1,540
347
-
-
2,338
(2,506)
179
1,719
6,159
7,878
Analysis of cash and cash equivalents
At 1 April
2024
Cash flows
£'000
£'000
Short Term deposits
404
17
Cash at bank and in hand
5,755
1,702
Total cash and cash equivalents
6,159
1,719
Cash and cash equivalents at the beginning of the
year
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
2025
Cash flows from operating activities
Net cash (used in) investing activities
Cash flows from investing activities:
Dividends and interest from investments
Purchase of fixed assets
Proceeds from sale of investments
Purchase of investments
Transfer in - fixed assets|||£'000
£'000
2,150
73
(331)
(302)
(1,115)
(53)
422
302
(26)
(6)
1,308
(1,604)
(26)
396
5,763
6,159
Other non-
cash
changes
At 31 March
2025
£'000
£'000
-
421
-
7,457
-
7,878
2024|| |||1,540
179
1,719
6,159||422
(26)
396
5,763| ||At 1 April
2024
£'000
404
5,755||Other non-
cash
changes
£'000
-
-|| |||7,878||6,159| |||Cash flows
£'000
17
1,702||At 31 March
2025
£'000
421
7,457| ||6,159|1,719|-|7,878| 39 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 1 Accounting policies - a) Statutory information Hestia Housing and Support a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address is 4th Floor, Beaufort House, 15 St Botolph Street, London, EC3A 7DT ## b) Basis of preparation The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006 These financial statements consolidate the results of the charity and its wholly-owned subsidiary Twining Enterprise Limited on a line by line basis. Transactions and balances between the charity and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are disclosed in the notes of the charity's balance sheet. A separate statement of financial activities, or income and expenditure account, for the charity itself is not presented because the charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006, A summary of the result for the year is disclosed in the notes to the accounts. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. Key judgements that the charity has made which have a significant effect on the accounts include the carrying value of fixed assets, the market valuation of investments, the recoverability of debtors and the pension scheme asset. However, the Trustees do not consider that within these there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. ## c) Public benefit entity The charity meets the definition of a public benefit entity under FRS 102. ## d) Going concern The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern. Trustees agree a 5 year strategic plan and annual business plans with associated budgets. Reports consider the risk to contract and fundraising income based on contract end dates, likelihood of retention and growth based on historic performance. Trustees also consider the impact on expenditure of reduction in income: the majority of contracts are linked to the provision of services which would require staff and other resources to be transferred to alternative providers leaving Hestia with limited residual liabilities. Various scenarios are tested within budgets to look at the impact on free reserves and these are compared to minimum reserve requirements. 40 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 1 Accounting policies (continued) ## e) Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material. Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met. ## f) Donations of gifts, services and facilities Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution. On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. ## g) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank. ## h) Fund accounting Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes. Designated funds are unrestricted funds earmarked by the trustees for particular purposes. 41 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 - 1 Accounting policies (continued) - i) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: - Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose - Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs - Other expenditure represents those items not falling into any other heading Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. ## j) Allocation of support costs Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the costs of overall direction and administration of central support services (salary and overhead costs), are apportioned on the estimates of direct costs. Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities. ## k) Operating leases Rental charges are charged on a straight line basis over the term of the lease. ## l) Tangible fixed assets Items of equipment are capitalised where the purchase price exceeds £5,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: - Freehold land - Freehold buildings - residential  Freehold buildings - non residential  Fixtures, Fittings and Equipment  Computer Equipment Not depreciated 50 years 50 years 4 years 3 years ## m) Listed investments Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments. ## n) Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 42 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 - 1 Accounting policies (continued) - o) Short term deposits Short term deposits includes cash balances that are invested in accounts with a maturity date of between 3 and 12 months. - p) Cash at bank and in hand - Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. ## q) Cash held on behalf of service users Cash held on behalf of service users under appointee ship programmes at 31 March 2025 was £36k (at 31 March 2024: £32k) - r) Creditors and provisions - Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. ## s) Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value ## t) Pensions Hestia and Twining each operate one group personal pension plan. Hestia also makse contributions to pension schemes of certain employees in accordance with their rights under TUPE. Employer contributions are charged to the Statement of Financial Activities in the year to which the contributions relate. Hestia also has two members of staff who are members of the NHS Pension Schemes. Although these are defined benefit schemes, they are accounted for as defined contribution schemes, as assets/liabilities for each employer in the schemes cannot be reliably identified. Hestia also participated in one multi-employer defined benefit scheme with the Royal Borough of Kensington & Chelsea Pension Fund. The pension scheme Trustees informed Hestia in 2022 that the Defined Benefit Scheme was fully funded. As at 31 March 2024 and 31 March 2025, Hestia's FRS102 actuarial valuation showed that the fair value of the scheme's assets exceeded the scheme's liabilities. After discussion with our auditors, Hestia's Trustees have decided that the prudent approach is not to recognise the net assets in the accounts. Further details of the scheme can be found in note 18 of the Annual Accounts. An actuarial loss was recognised on the SOFA in the year ending 31 March 2024 to bring the value of the pension asset to NIL from the value of the previous year's asset. 43 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 - 2 Income from donations and legacies |Donations
Legacies
Donated services
Grants from Local
Authorities|Unrestricted
£'000
424
-
2
322|£'000
542
-
-
-
Restricted|2025
Total
£'000
966
-
2
322|Unrestricted
£'000
355
-
1
163|£'000
585
-
-
-
Restricted|2024
Total
£'000
940
-
1
163| |---|---|---|---|---|---|---| ||748|542|1,290|519|585|1,104| Gifts and Legacies represent income received from individuals, charitable trusts and corporate donors to augment the charitable work that Hestia and Twining do. Donated services refers to support provided to Twining Enterprise by Social Business Trust and EY to support with operational delivery models and assistance through the merger process with Hestia. 44 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 3 Income from charitable activities |Residents charges
Total income from
charitable activities
Income from support
contracts
Income from other
grants and fees
Residents fees and
charges
Sub-total for
provision of care and
support
Approved Premises
Grants
Sub-total for operation
of Approved Premises
Income from grants
and fees
Sub-total for provision
of employment support|Unrestricted
£'000
8,772
19,725
13,520|£'000
300
5,374
-
Restricted|2025
Total
£'000
9,072
25,099
13,520|Unrestricted
£'000
10,379
21,022
12,658|2024
Total
£'000
£'000
34
10,413
4,512
25,534
-
12,658
4,546
48,605
-
3,440
-
17
-
3,457
138
165
138
165
4,684
52,227
Restricted| |---|---|---|---|---|---| ||42,017
3,576
3|5,674
-
-|47,691
3,576
3|44,059
3,440
17|| ||3,579
3,879|-
-|3,579
3,879|3,457
27|| ||3,879|-|3,879|27|| ||49,475|5,674|55,149|47,543|| Grants are provided by a number of local, regional and central government departements and agencies, all linked to the delivery of the various services provided by Hestia and Twining. ## 4 Income from investments |Dividends from equity shares
Interest Receivable|2025
2024
£'000
£'000
95
64
252
238
347
302| |---|---| All income from investments is unrestricted. 45 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 5a Analysis of expenditure (current year) |Staff costs (Note 7)
Agency Staff Costs
Investment managers' fees
Premises Running Costs
Project administration costs
Service users costs / welfare
Office running costs
Audit Fees
Legal and professional fees
Support costs
Governance costs
Total expenditure 2025
Total expenditure 2024|Raising
funds
£'000
220
-
61
-
35
-
-
-
-|Charitable activities|Charitable activities|Charitable activities|Governance
costs
£'000
92
-
-
-
-
-
10
78
20|Support
costs
£'000
3,763
106
-
-
-
-
3,760
-
486|2025 Total
£'000
29,978
4,640
61
8,646
3,955
4,572
3,770
78
518|2024
Total
£'000
23,683
6,624
54
9,205
3,484
6,246
2,995
49
90| |---|---|---|---|---|---|---|---|---| |||Proivsion o~~f~~
Care and
Support
£'000
21,822
4,171
-
8,030
3,292
4,420
-
-
12|Operation
of Approved
Premises
£'000
1,624
363
-
616
(13)
144
-
-
-|Provision o~~f~~
Employment
Support
£'000
2,457
-
-
-
641
8
-
-
-||||| ||316
72
2|41,747
6,679
156|2,734
439
10|3,106
925
32|200
-
(200)|8,115
(8,115)
-|56,218
-
-|52,430
-
-| ||390|48,582|3,183|4,063|-|-|56,218|52,430| ||342|48,854|2,883|351|-|-||| 46 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 5b Analysis of expenditure (prior year) |Staff costs (Note 7)
Agency Staff Costs
Investment managers' fees
Premises Running Costs
Project administration costs
Service users costs / welfare
Office running costs
Audit Fees
Legal and professional fees
Support costs
Governance costs
Total expenditure 2024|Raising
funds
£'000
152
-
54
-
70
2
-
-
-|Charitable activities|Charitable activities|Charitable activities|Governance
costs
£'000
82
-
-
-
-
-
40
49
8|Support
costs
£'000
2,884
410
-
-
-
-
2,955
-
74|2024 Total
£'000
23,683
6,624
54
9,205
3,484
6,246
2,995
49
90| |---|---|---|---|---|---|---|---| |||Proivsion o~~f~~
Care and
Support
£'000
18,831
5,843
-
8,644
3,405
6,154
-
-
8|Operation
of Approved
Premises
£'000
1,519
371
-
561
(9)
88
-
-
-|Provision o~~f~~
Employment
Support
£'000
215
-
-
-
18
2
-
-
-|||| ||278
62
2|42,885
5,808
161|2,530
343
10|235
110
6|179
-
(179)|6,323
(6,323)
-|52,430
-
-| ||342|48,854|2,883|351|-|-|52,430| 47 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 - 6 Net income for the year This is stated after charging / (crediting): |This is stated after charging / (crediting):||| |---|---|---| ||2025|2024| ||£'000|£'000| |Depreciation|64|73| |Operating lease rentals:||| |Property|623|636| |Other|237|186| |Auditor's remuneration (excluding VAT):||| |Audit of charity|38|36| |Fees payable to component auditor - audit of subsidiary|30|6| |Other services - support with tax returns|-|5| - 7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel Staff costs were as follows: |Staff costs were as follows:||| |---|---|---| |Salaries and wages
Redundancy and termination costs
Social security costs
Employer’s contribution to defined contribution pension schemes|2025
£'000
26,373
20
2,683
902|2024
£'000
20,784
12
2,104
783| ||29,978|23,683| The redundancy and termination costs were settled and paid at the balance sheet date. The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between: |
employer's national insurance) during the year between:||| |---|---|---| ||2025|2024| ||No.|No.| |£60,000 - £69,999|7|9| |£70,000 - £79,999|8|3| |£80,000 - £89,999|3|2| |£90,000 - £99,999|2|2| |£120,000 - £129,000|1|1| The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £925,0248 (2024: £759,746). The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil). Aggregate donations from Trustees, all of which were unrestricted were £1,075 (2024- £1,187). No Trustees received expenses in the year to 31 March 2025 (2024: No Trustees received expenses in the year). 48 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 8 Staff numbers The average number of employees (head count based on number of staff employed) during the year was 814 (2024: 757). ## 9 Related party transactions There are no related party transactions to disclose for 2025 (2024: none) for either Hestia or Twining Enterprise, other than the transfer of the Twinings activities and balance sheet to Hestia as shwon in Note 13. ## 10 Taxation The charity and subsidiary are exempt from corporation tax as all their income is charitable and is applied for charitable purposes. ## 11 Tangible fixed assets |Tangible fixed assets||||| |---|---|---|---|---| |Eliminated on disposal
At the end of the year
At the end of the year
At the start of the year
The group
At the start of the year
At the start of the year
Disposals in year
Cost
At the end of the year
Charge for the year
Depreciation
Net book value|Freehold
property
£'000
3,570
-|Fixtures and
fittings
£'000
327
(63)|Computer
equipment
£'000
24
-|Total
£'000
3,921
(63)| ||3,570|264|24|3,858| ||656
43
-|290
18
(50)|21
3
-|967
64
(50)| ||699|258|24|981| ||2,871|6|-|2,877| ||2,914|37|3|2,954| Land with a value of £1,785,000 (2024: £1,785,000) is included within freehold property and not depreciated. Ealing, Hammersmith and Hounslow Health Authority has a charge over the freehold property at Lynton Terrace which would require the property to be transferred back to the authority if it were to cease to provide qualifying services. Hestia is also the registered owner of the freehold property in Streatham. Full funding was received from the Home Office for the purchase of this property and Hestia has entered an undertaking to pass the proceeds of any sale on this property to the Home Office. The properties in Battersea, Hounslow, Wandsworth, Kent and Bromley are owned outright by Hestia and are not subject to any charges. All of the above assets are used for charitable purposes. 49 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 |e year ended 31 March 2025||||| |---|---|---|---|---| |At the start of the year
Cost
The charity
At the start of the year
At the end of the year
Net book value
At the end of the year
Charge for the year
At the start of the year
Depreciation
At the end of the year|Freehold
property
£'000
3,570|Fixtures and
fittings
£'000
264|Computer
equipment
£'000
24|Total
£'000
3,858| ||3,570|264|24|3,858| ||656
43|248
10|21
3|925
56| ||699|258|24|981| ||2,871|6|-|2,877| ||2,914|16|3|2,933| Land with a value of £1,785,000 (2024: £1,785,000) is included within freehold property and not depreciated. All of the above assets are used for charitable purposes. |12
Listed investments
Fair value at the start of the year
Investments comprise:
Additions at cost
Disposal proceeds
Net gain / (loss) on change in fair value
Fair value at the end of the year
UK Common investment funds
Shares listed on the London Stock Exchange|2025
2024
£'000
£'000
9,979
9,352
2,506
1,604
(2,338)
(1,308)
685
331
10,832
9,979
2025
2024
£'000
£'000
1,931
1,858
8,901
8,121
10,832
9,979
The group
The group|2025
2024
£'000
£'000
9,979
9,352
2,506
1,604
(2,338)
(1,308)
685
331
10,832
9,979
2025
2024
£'000
£'000
1,931
1,858
8,901
8,121
10,832
9,979
The group
The group|2025
2024
£'000
£'000
9,979
9,352
2,506
1,604
(2,338)
(1,308)
685
331
10,832
9,979
2025
2024
£'000
£'000
1,931
1,858
8,901
8,121
10,832
9,979
The charity
The charity|2025
2024
£'000
£'000
9,979
9,352
2,506
1,604
(2,338)
(1,308)
685
331
10,832
9,979
2025
2024
£'000
£'000
1,931
1,858
8,901
8,121
10,832
9,979
The charity
The charity| |---|---|---|---|---| ||10,832|9,979|10,832|9,979| 50 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 13 Subsidiary undertaking The charity is the sole trustee of Twining Enterprise Limited, a company registered in England. The company number is 03045939 and charity number is 1048191. The registered office address is First Floor, 85 Great Portland Street, London W1W 7LT Twining provides employment support under contracts from Local Authorities and Integrated Commissioning Boards. All activities have been consolidated on a line by line basis in the statement of financial activities. On 31 January 2024, Hestia acquired Twining Enterprise Limited by means of a transfer of assets. The amount recognised in this transaction was £616k. All activities during the year ended 31 March 2024 have been consolidated on a line by line basis in the statement of financial activities. The two organisations formally merged on 31 March 2025, with all assets and liabilities of Twining being passed into the control of the parent charity, Hestia. The trustees of Twining who served during the year were Zeynep Bekbolet, Shivana Louwerse, Rebecca Pritchard, Brendan Sarsfield and Richard White. A summary of the results of the subsidiary is shown below: |A summary of the results of the subsidiary is shown below:||| |---|---|---| |Income from Charitable Activities
Investment Income
The aggregate of the assets, liabilities and reserves was:
Intercompany write-off
Fund Balances
Total funds brought forward
Net movement in funds
Total funds carried forward
Net movement in Funds
Assets
Liabilities
Reserves
Expenditure on Charitable Activities
Income from Donations and Legacies
Other Income|2025
£'000
332
4,041
20
-
(4,063)
(947)|2024
£'000
199
1,883
10
2
(1,930)
-| ||(617)|164| ||617
(617)|453
164| ||-|617| ||-
-|752
(135)| ||-|617| 51 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 14 Parent charity The parent charity's gross income and the results for the year are disclosed as follows: ||2025|2024| |---|---|---| ||£'000|£'000| |Gross income|56,786|54,249| |Result for the year|1,253|2,150| ## 15 Debtors |Debtors||||| |---|---|---|---|---| |Accrued income
Trade debtors
Other debtors
Prepayments|2025
2024
£'000
£'000
1,736
1,541
938
774
594
616
5,325
5,749
8,593
8,680
The group||2025
2024
£'000
£'000
1,736
1,344
938
774
594
601
5,325
5,749
8,593
8,468
The charity|| ||8,593|8,680|8,593|8,468| ## 16 Creditors: amounts falling due within one year |Creditors: amounts falling due within one year||||| |---|---|---|---|---| |Accruals
Trade creditors
Deferred income (note 17)
Other creditors
Taxation and social security|2025
2024
£'000
£'000
2,447
1,969
912
751
398
214
2,907
2,569
2,430
2,436
9,094
7,939
The group||2025
2024
£'000
£'000
2,447
1,945
912
713
398
204
2,907
2,505
2,430
2,436
9,094
7,803
The charity|| ||9,094|7,939|9,094|7,803| ## 17 Deferred income Deferred income comprises contract income for services received in advance |Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year|2025
2024
£'000
£'000
2,436
2,733
(2,436)
(2,733)
2,430
2,436
2,430
2,436
The group|2025
2024
£'000
£'000
2,436
2,733
(2,436)
(2,733)
2,430
2,436
2,430
2,436
The group|2025
2024
£'000
£'000
2,436
2,733
(2,436)
(2,733)
2,430
2,436
2,430
2,436
The charity|2025
2024
£'000
£'000
2,436
2,733
(2,436)
(2,733)
2,430
2,436
2,430
2,436
The charity| |---|---|---|---|---| ||2,430|2,436|2,430|2,436| 52 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 18 Pension schemes During the year, Hestia and Twining operated defined contribution schemes. Hestia also operated a defined benefit pension scheme which required additional contributions to be made separately to administered funds for the benefit of the employees. Contributions payable by Hestia and Twining in respect of the defined contribution schemes totalled £902,445 for the year (2024: £814,585), including those contributed to the NHS Pension Schemes. ## Final Salary Pension Scheme During the year Hestia was an admitted body of one defined benefit pension scheme with the Royal Borough of Kensington and Chelsea Pension Fund (RBKCPF). The RBKCPF is a multi-employer scheme administered by the Royal Borough of Kensington and Chelsea under the regulations governing the Local Government Pension Scheme (LGPS) a defined benefit scheme. Hestia has reviewed the FRS102 actuarial valuation carried out on 31st March 2024. The note below shows the details of this valuation for information only, as the value of the pension asset on the balance sheet has been capped at NIL and the pension asset at 31 March 2025 and ther is no debit back in the SOFA in the year ended 31st March 2025. The employer's B260, relating to current employees, to the RBKCPF by the Charity for the year ended 31 March 2025 was fixed at 17.7% of pensionable pay up to 31 March 2025. |
March 2025 was fixed at 17.7% of pensionable pay up to 31 March 2025.||| |---|---|---| |Assumptions
Inflation Rate (CPI)
Rate of increase in salaries
Rate of increase in pensions in payment
Discount rate
Equities
Bonds
Property
Cash (including cash plus funds)
Total market value of assets
Present Value of Scheme Liabilities
Net pension asset
Net pension asset for Balance Sheet purposes
Analysis of the amount charged to the Statement of Financial Activities:
Net interest on defined liability
The Fair Value of the Assets of the Scheme and the Expected Return were:|At 31
March
2025
2.75%
3.75%
2.75%
5.80%|At 31 March
2024
2.75%
3.75%
2.75%
4.85%| ||At 31
March
2025
£'000
1,858
91
295
23|At 31 March
2024
£'000
1,781
111
223
111| ||2,267
(1,119)|2,226
(1,288)| ||1,148|938| ||-|-| ||2025
£'000
(46)|2024
£'000
(31)| ||(46)|(31)| 53 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 |Movement in defined benefit obligation in the year
Opening defined benefit obligation
Current service cost
Interest cost
Changes in finance assumptions
Changes in demographic assumptions
Experience gain / (loss) on defined benefit obligations
Estimated benefits paid net of transfers in
Contributions by scheme participants and other employers
Closing defined benefit obligation
Movement in fair value of fund assets in the year
Opening fair value of fund assets
Interest on assets
Return on assets less interest
Contributions by employers including unfunded
Contributions by scheme participants and other employers
Benefits paid
Closing fair value of fund assets
The employee numbers in the Scheme at 31 March were;
Active employees
Deferred pensioners
Pensioners
Contributions from scheme participants
Expected employer's contribution for the year ended 31 March|At 31
March
2025
£'000
1,288
5
62
(212)
(2)
(11)
(12)
1|At 31 March
2024
£'000
1,261
19
60
(79)
(7)
39
(9)
4| |---|---|---| ||1,119|1,288| ||At 31
March
2025
£'000
2,226
108
(59)
3
1
(12)|At 31 March
2024
£'000
1,915
91
214
11
4
(9)| ||2,267|2,226| ||2025
1
10
1|2024
3
10
1| ||2025
£'000
1
3|2024
£'000
4
11| 54 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 |e year ended 31 March 2025|| |---|---| |Defined benefit obligations
Scheme assets
Surplus / (Deficit)
History of experience gains and losses|2025
2024
2023
2022
2020
£'000
£'000
£'000
£'000
£'000
(1,119)
(1,288)
(1,261)
(1,697)
(1,790)
2,267
2,226
1,915
2,071
1,754| ||1,148
938
654
374
(36)| ## NHS Pension Schemes Past and present employees are covered by the provisions of the NHS Pension Schemes. Details of the benefits payable and rules of the schemes can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/pensions. Both the 1995/2008 and 2015 schemes are accounted for, and the scheme liability valued, as a single combined scheme. Both are unfunded defined benefit schemes that cover NHS employers, GP practices and other bodies, allowed under the direction of the Secretary of State for Health and Social Care in England and Wales. They are not designed to be run in a way that would enable NHS bodies to identify their share of the underlying scheme assets and liabilities. Therefore, each scheme is accounted for as if it were a defined contribution scheme: the cost to the NHS body of participating in each scheme is taken as equal to the contributions payable to that scheme for the accounting period. In order that the defined benefit obligations recognised in the financial statements do not differ materially from those that would be determined at the reporting date by a formal actuarial valuation, the FReM requires that “the period between formal valuations shall be four years, with approximate assessments in intervening years”. An outline of these follows: ## a) Accounting valuation A valuation of scheme liability is carried out annually by the scheme actuary (currently the Government Actuary’s Department) as at the end of the reporting period. This utilises an actuarial assessment for the previous accounting period in conjunction with updated membership and financial data for the current reporting period, and is accepted as providing suitably robust figures for financial reporting purposes. The valuation of the scheme liability as at 31 March 2025, is based on valuation data as at 31 March 2023, updated to 31 March 2025 with summary global member and accounting data. In undertaking this actuarial assessment, the methodology prescribed in IAS 19, relevant FReM interpretations, and the discount rate prescribed by HM Treasury have also been used. The latest assessment of the liabilities of the scheme is contained in the Statement by the Actuary, which forms part of the annual NHS Pension Scheme Annual Report and Accounts. These accounts can be viewed on the NHS Pensions website and are published annually. Copies can also be obtained from The Stationery Office. ## b) Full actuarial (funding) valuation The purpose of this valuation is to assess the level of liability in respect of the benefits due under the schemes (considering recent demographic experience), and to recommend the contribution rate payable by employers. The latest actuarial valuation undertaken for the NHS Pension Scheme was completed as at 31 March 2020. The results of this valuation set the employer contribution rate payable from 1 April 2024 to 23.7% of pensionable pay. The core cost cap cost of the scheme was calculated to be outside of the 3% cost cap corridor as at 31 March 2020. However, when the wider economic situation was taken into account through the economic cost cap cost of the scheme, the cost cap corridor was not similarly breached. As a result, there was no impact on the member benefit structure or contribution rates. The 2024 actuarial valuation is currently being prepared and will be published before new contribution rates are implemented from April 2027. 55 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 19a Analysis of group net assets between funds (current year) |Net assets at 31 March 2025
Tangible fixed assets
Investments
Net current assets|General
unrestricted
funds
£'000
1,814
7,598
7,377|£'000
-
1,226
-
Designated
funds|Restricted
funds
£'000
1,063
2,008
-|Total funds
£'000
2,877
10,832
7,377| |---|---|---|---|---| ||16,789|1,226|3,071|21,086| 19b Analysis of group net assets between funds (prior year) |Net assets at 31 March 2024
Tangible fixed assets
Investments
Net current assets|General
unrestricted
funds
£'000
1,848
6,790
6,900|£'000
-
1,400
-
Designated
funds|Restricted
funds
£'000
1,106
1,789
-|Total funds
£'000
2,954
9,979
6,900| |---|---|---|---|---| ||15,538|1,400|2,895|19,833| 56 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 20a Movements in funds (current year) |e year ended 31 March 2025
Movements in funds (current year)|||||| |---|---|---|---|---|---| |Property expenditure:
Purchase of Leigham Court Road
Improvements to:
DOH - property purchase grant
Donations
Outreach services
Children & family services
Community Engagement
Domestic Abuse Prevention
The Phoenix Project
Age Activity Centre
Total restricted funds
Total designated funds
General funds
Total funds
Leigham Court Road
Cologne Road
Revenue
Restricted funds:
Capital
Infrastructure and new project
developments
Purchase of Lynton Terrace
Development, maintenance and
refurbishment of existing projects
Total unrestricted funds
Digital Impact Fund
Unrestricted funds:
Designated funds:|£'000
370
221
305
12
198
401
129
282
774
108
82
9
4
At 1 April
2024|£'000
-
-
-
-
-
124
120
226
4,529
1,064
153
-
-
Income &
gains|£'000
(5)
(3)
(35)
-
-
(233)
(177)
(220)
(4,065)
(1,067)
(222)
(9)
(4)
Expenditure
& losses|£'000
-
-
-
-
-
-
-
-
-
-
-
-
-
Transfers|£'000
365
218
270
12
198
292
72
288
1,238
105
13
-
-
At 31 March
2025| ||2,895|6,216|(6,040)|-|3,071| ||635
765|129
-|(227)
(76)|-
-|537
689| ||1,400|129|(303)|-|1,226| ||15,538|51,126|(49,875)|-|16,789| ||16,938|51,255|(50,178)|-|18,015| ||19,833|57,471|(56,218)|-|21,086| The narrative to explain the purpose of each fund is given at the foot of the note below. 57 Hestia Housing and Support ## Notes to the financial statements ## For the year ended 31 March 2025 ## 20b Movements in funds (prior year) |e year ended 31 March 2025
Movements in funds (prior year)|||||| |---|---|---|---|---|---| |Property expenditure:
Purchase of Leigham Court Road
Improvements to:
DOH - property purchase grant
Donations
Outreach services
Children & family services
Community Engagement
Digital Transformation
Domestic Abuse Prevention
The Phoenix Project
Age Activity Centre
Total restricted funds
Total designated funds
General funds
Infrastructure and new project
developments
Purchase of Lynton Terrace
Leigham Court Road
Cologne Road
Revenue
Restricted funds:
Development, maintenance and
refurbishment of existing projects
Community Fund and ESF Better
Opportunities Grant
Total unrestricted funds
Pension reserve
Total funds
Unrestricted funds:
Designated funds:
Capital|£'000
375
224
309
12
202
317
186
302
576
-
114
62
-
-
At 1 April
2023|£'000
-
-
-
-
-
193
105
177
3,643
10
823
155
35
128
Income &
gains|£'000
(5)
(3)
(4)
-
(4)
(109)
(162)
(197)
(3,445)
(6)
(829)
(135)
(26)
(128)
Expenditure
& losses|£'000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Transfers|£'000
370
221
305
12
198
401
129
282
774
4
108
82
9
-
At March
2024| ||2,679|5,269|(5,053)|-|2,895| ||586
800|84
-|(35)
(35)|-
-|635
765| ||1,386|84|(70)|-|1,400| ||13,618|49,227|(47,307)|-|15,538| ||15,004|49,311|(47,377)|-|16,938| ||654|-|(654)|-|-| ||18,337|54,580|(53,084)|-|19,833| 58 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## Purposes of restricted funds - a Restricted property funds comprise funding received for the purchase and improvement of the properties stated. The properties at Lynton Terrace, Hestia Streatham and Chatsworth Crescent are recorded in fixed assets. Depreciation of these properties and other specified property costs are charged against these funds. - b The donations restricted reserve respresents numerous, one off donations made for specific purposes e.g. gransts to support service user move on, contributions to activitiesacross Hestia services. - c Outreach funding comprises various restricted grants to fund the provision of community based services in Hestia's women's services in Ealing, Slough and Harrow and performance related awards in the Kingston Integrated Mental Health Service. - d Children & family funds support children in Hestia's Domestic Abuse refuges through the provision of dedicated children and family workers. These are funded by a combination of Support grants, MOPAC grants and other charitable donations. - e Community Engagement funds are provided by partnering health boards across London and the South East to provide accommodation and out of hours crisis services for individuals experiencing mental health trauma. Services are complementary to acute hospital services and seek to provide cost effective support aimed at preventing hospital presentation. - f Domestic Abuse prevention funds support a range of Hestia programmes - UKSNM, Everyone's Business, Safe Spaces and Ask For ANI aimed at providing information and guidance as well as practical support to victims of domestic abuse, funded by grants from the Home Office, the Julia and Hans Rausing Trust as well as contract income from purchasers of our Everyone's Business IDVA services. - g The Phoenix Project provides in reach support to survivors of Modern Slavery after they have received their positive CG decision - funding has been made available from the David and Ruth Lewis Foundation and the Rayne Foundation. - h The Age Activity Centre grant is a grant provided by JTi to provide addtioanal support at Hestia's Older People's Day Centre in Wandsworth by extending lunch provision and other well being activities. - i The Digital Impact Fund is a grant received by Twining to develop and implement an in house CRM system. 59 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## Purposes of designated funds The designated fund for the development, maintenance and refurbishment of existing projects includes: - a Cyclical maintenance – funds required for regular maintenance and decoration of buildings for which responsibility is not assumed by the owning landlord. - b Sinking funds – funds required for long-term major repairs of buildings including the potential for costs associated with decant of residents during any refurbishment works for which responsibility is not assumed by the owning landlord. The organisation has prepared five yearly maintenance plans for all owned properties and the funds set aside are compared to these estimated commitments. The funds for infrastructure and new project development have been designated in relation to planned strategic developments which assist the organisation to respond to the external operating environment. These include: - a Funding to meet the costs of organisational development, including bidding for new/ replacement contracts, merger activities and requirements necessary to adapt internal frameworks to meet external requirements. Current approved projects include: The Hestia Approach (three years); the Fundraising Strategy (five years); and the Digital Strategy (two years). - b Project Assistance Funds to support upfront running costs of developed projects which cannot be funded from the annual revenue budget. These are reviewed on an annual basis linked to strategic plans. ## 21 Operating lease commitments payable as a lessee The group's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods: |
each of the following periods:||||| |---|---|---|---|---| |Less than one year
One to five years
Over five years|2025
2024
£'000
£'000
522
640
373
928
-
-
895
1,568
Property||2025
2024
£'000
£'000
36
149
197
-
10
-
243
149
Equipment|| ||895|1,568|243|149| The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods: |
each of the following periods:||||| |---|---|---|---|---| |Less than one year
One to five years
Over five years|2025
2024
£'000
£'000
522
744
373
1,011
-
133
895
1,888
Property||2025
2024
£'000
£'000
36
149
197
-
10
-
243
149
Equipment|| ||895|1,888|243|149| 60 Hestia Housing and Support Notes to the financial statements ## For the year ended 31 March 2025 ## 22 Capital commitments At the balance sheet date, the group had no capital commitments outstanding (31 March 2024: £Nil). - 23 Contingent assets or liabilities At the balance sheet date, the group had no contingent assets or liabilities (31 March 2024: £Nil). ## 24 Legal status of the charity The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1. 61