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2024-03-31-accounts

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ST GILES TRUST
(A company limited by guarantee)
REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2024
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Company Number: 2175146 Registered Charity Number: 801355

TABLE OF CONTENTS PAGE
➢ Duncan Gibson – Chair 2
➢ Tracey Burley - Chief Executive 4
➢ Report of the Board of Trustees (incorporating the Strategic Report)
1. Who We Are 7
2. Our Year in Numbers 8
3. Impact of our Work 11
4. Looking Back 26
5. Looking Forward 29
6. Thank you to Our Supporters 30
7. Structure, Governance & Key Management Personnel 31
8. Public Benefit Statement 31
9. Finance Review 32
10. Risk Management 35
11. Approach to Fundraising 36
12. Reference and Administrative Details 37
13. Trustees Responsibilities 38
➢ Independent Report of the Auditors 39
➢ Statement of Financial Activities 42
➢ Balance Sheet 43
➢ Statement of Cash Flows 44
➢ Notes to the Accounts 45

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ST GILES TRUST (A company limited by guarantee)

Duncan Gibson – Chair of Trustees

St Giles is at the heart of local communities, working to uplift people held back by some of the pressing issues facing our society today. These include poverty, unemployment, homelessness, exploitation, and abuse. Our approach is grounded in the wisdom of lived experience, empowering individuals who have overcome adversity to guide and support others on their journey.

Last year, we developed our high-quality services to ensure that some of the most disadvantaged people in our communities could meet their basic needs for food and shelter, while also giving them the tools and confidence to pursue positive opportunities.

We supported 5967 individuals with just over 19,000 intensive, one-to-one support sessions through our services to help them overcome barriers and move forward with their lives.

We expanded our Pantry network to nine locations and, in partnership with statutory organisations, launched new prison-based projects. These initiatives help individuals rebuild their lives and support others through our proven, lived experience model. We actively contributed to public discussions on issues related to our work by appearing before select committees and welcoming politicians to witness our efforts across all regions.

Internally, we strengthened our systems and processes and supported our staff’s professional development. With significant challenges facing our local communities in the coming year, we have ensured our staff are equipped to help our clients overcome them. Our core training completion rates for equity, diversity, inclusion, and safeguarding have been extremely encouraging at 98% and 100%, respectively.

We remain focused on strategically developing services in areas where we have the greatest expertise and where people most need our support. Our commitment to trauma-informed practice prioritises the well-being and mental health of people we support and who work for us. By supporting people with lived experience, we harness their potential to make the greatest impact. Their understanding of our clients’ lives, the non-linear nature of progress, and the frequent setbacks they face, as illustrated by the stories in this report, make them powerful role models who keep our clients motivated during the toughest times. A highlight this year has been the expansion of our Peer Empowerment Programme (PEP) in prisons, which the Board decided to fund due to its strategic importance for St Giles, alongside further funding for our prison peer advice programme from The Goldsmiths’ Company Charity. Through PEP, we have expanded our peer advice work into eight prisons, offering training and peer support to improve rehabilitation outcomes and help people find employment upon release. Impressively, 45% of learners who completed our Learning to Advise or Level 3 courses secured employment after release. The success of PEP has also led to new partnership opportunities for St Giles in prisons.

We know the coming year will be tough. Continued funding cuts will create significant gaps in support services for the most vulnerable people in our communities. The ongoing cycle of short-term funding poses challenges for long-term planning. However, these challenges also bring opportunities, and we are encouraged by the new Government's commitment to approaches aligned with our projects, such as hospital-based violence reduction services.

I would like to thank everyone who has contributed to making this past year so successful. We cannot solve problems in isolation, and our funders, partners, and supporters play a direct role in changing

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ST GILES TRUST (A company limited by guarantee)

Duncan Gibson – Chair of Trustees

the lives of our clients. I also want to pay tribute to the team and Board of Trustees at St Giles. Their dedication, tenacity, and talent ensure St Giles is there for people who have often been let down badly. I would like to give sincere thanks to our staff whose commitment and hard work means we remain committed to giving people the best chance to move their lives forward.

Duncan Gibson

Chair, St Giles

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Tracey Burley – Chief Executive

I have now been Chief Executive for over a year. When I first joined, people told me St Giles was different. I took this with a pinch of salt - a lot of organisations make this claim. However, I can wholeheartedly say that this is genuinely the case at St Giles.

At St Giles we use a blend of lived and learnt experience as a uniquely powerful tool. It has a ripple effect, spreading awareness and understanding in a way which is influential and impactful. For instance, individuals leveraging their lived experiences at St Giles not only transform their own lives but also positively influence those they support. This often inspires others to undertake similar journeys, using their personal experiences to make meaningful changes when they are ready. This process represents positive social change in local communities, creating a knock-on effect that reaches wider society.

I spent my first few months listening and learning. A key priority was to ensure the drive and passion of the team at St Giles is transformed into a vision for a sustainable future. Alongside this, we have undertaken a lot of work over the past year to strengthen our systems and processes, ensuring our teams are fully supported to do the very best for the clients and partners we work with.

We have made great progress in embedding Equity, Diversity and Inclusion at our core, ensuring that all our team know that they must speak up if they feel something is not right. We have ensured that reporting channels are strengthened, staff are fully trained, able to give feedback and that their voices are heard. Our enhanced learning and understanding ultimately benefits our clients but are also critical in making St Giles a great place to work. There will always be more to do in creating an inclusive and incredibly diverse organisation and we will maintain our solid commitment to our clients.

In April 2024, St Giles appointed a Head of Strategic Safeguarding to enhance safeguarding practices for children and adults, focusing on updated policies and consistent training for staff across all regions. A new Safeguarding Case Recording system has improved oversight of safeguarding concerns, while the organisation seeks to define ‘excellence’ in interventions by collaborating with key partnership networks and sharing best practices. Priorities for 2025 include influencing governmental policies with safeguarding data, ensuring informed decision-making for clients, implementing continuous improvement tools, and prioritising staff safety and wellbeing through tailored training in diverse settings. St Giles is committed to advancing its safeguarding initiatives to protect vulnerable individuals from harm.

Our services had expanded rapidly over recent years, in part due to increased demand brought about by the pandemic and the cost-of-living crisis. This growth has continued over the last year at a steady pace.

I am delighted that we have been able to expand our prison-based peer advice work thanks to funding from The Goldsmiths’ Company Charity who added to the funds previously set aside by the Trustees in our Designated Funds. This is transformative work which offers a genuine, life-changing opportunity for people who face barriers when moving their life forward.

Rising costs have continued to blight the lives of our clients. In response, our Pantry Network has grown further to provide a safety net of affordable, healthy food alongside companionship and

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Tracey Burley – Chief Executive

support. Thanks to strong local partnerships, we have opened two new Pantries in London and one in Colwyn Bay to address rising levels of need.

In the face of these achievements, it is vital that we increase our ability to measure the impact of our work. Our 2023-2027 Strategic Plan Leaving No-one Behind increasingly looks at ways we can measure not only how many people we have reached, but what our work has achieved with them. We will do this not only through our peer evaluators who have lived experience themselves, but also through external independent evaluations because we know our unique approach works.

Exciting partnerships with organisations outside our sector have created opportunities for people facing exclusion and disadvantage. We partnered with National Trust Cymru in the re-opening of the iconic Aberdulais site in the Neath Valley where we are now creating an innovative Green Community Training, Heritage and Wellbeing Hub, providing a unique volunteering support network and training programme for young people and adults who have had adverse experiences like poverty, exploitation and abuse.

Our work has garnered high profile attention over the past year. This included a visit from Keir Starmer and senior ministers from the Labour Party in April 2023, alongside visits by local politicians to our teams in Wales, Coventry and Leeds.

Our Pantry teams in the East of England and West London welcomed cooking legend Delia Smith and BBC Radio 4’s Kimberly Wilson respectively through their doors, to explain how wholesome food can be a catalyst for positive change.

Supporting our clients doesn’t just include the direct help we give them. We also work to influence policy so some of our most successful projects can expand to reach more clients. Over the last year we have worked with partners to successfully persuade Labour to commit to expanding funding for the life-saving work of Accident & Emergency Navigators who support young people in hospital accident and emergency departments who are victims of violence and exploitation.

We remain acutely aware that many individuals we work with continue to face significant struggles. Figures released from the Joseph Rowntree Foundation shine a stark light on the scale of the problem.

More than 1 in 5 people in the UK are in poverty – this includes nearly 3 in every 10 children and 1 in every 6 pensioners. More worryingly, 3.8 million people and 1 million children in the UK are experiencing destitution*. These are people who are in the most desperate circumstances, unable to meet their basic needs to stay warm, dry, clean and fed.

We want to expand our Pantry Network further as this model gives people dignity, access to food and so much more. In each region where St Giles has a Pantry, it has become an essential part of the local community and a crucial way of ensuring people feel included, connected and cared for. Importantly, our Pantries are based in the heart of communities creating hubs where St Giles and partners come together to provide holistic support.

We are not complacent; we will do more to ensure St Giles is equipped with the right tools and service delivery models which will make a real difference to people’s lives. We will also capture the impact of our work to help share any good practice, influence policy and harness new funding and partners.

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ST GILES TRUST (A company limited by guarantee)

Tracey Burley – Chief Executive

I would like to thank each and every one of our partners, supporters and funders who share our vision of helping people – often people who are at the very end of their tether and had every other door slammed in their face – overcome barriers and move forward. Without you, we could not provide our life-changing work and your generosity is never taken for granted.

Tracey Burley,

Chief Executive, St Giles

* UK Poverty 2024, JRF UK Poverty 2024: The essential guide to understanding poverty in the UK | Joseph Rowntree Foundation (jrf.org.uk). Destitution in the UK 2023, JRF Destitution in the UK 2023 | Joseph Rowntree Foundation (jrf.org.uk)

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ST GILES TRUST (A company limited by guarantee) REPORT OF THE BOARD OF TRUSTEES

The Trustees present their annual report and strategic report, together with the audited accounts of the charity for the year ended 31 March 2024. Our objectives and activities along with our achievements and performance are covered in the “Who We Are” and “Impact of our Work” sections.

1. WHO WE ARE

St Giles is a charity using expertise and real-life past experiences to empower people who are not getting the help they need, who are held back by poverty, exploited, abused, dealing with addiction or mental health problems, caught up in crime or a combination of these issues and others.

People trust us to help them when others won’t.

We believe people have the power to turn their lives around. Many of our staff have been in similar situations to the people we help and use their lived experiences to inspire and support others living through it right now.

We are a national charity using real-life past experiences to provide advice, training and support to people facing challenges today.

OUR STRATEGIC GOALS

Three building blocks enable and empower our clients towards positive progress. They are at the cornerstone of our work:

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2. OUR YEAR IN NUMBERS

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OUR YEAR IN NUMBERS (cont’d)

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3. IMPACT OF OUR WORK

SAFETY AND STABILITY

Spotlight on The Pantry Network

Our strategic plan commits to providing our clients with a sense of safety and stability during these tough economic times. Our Pantry Network provides a crucial safety net through providing affordable, nutritious food alongside advice and guidance in order to address the underlying issues trapping people in poverty and to help people move forward towards independence and selfsufficiency.

We have opened three new Pantries over the past year, extending the total number in our national network to nine. They provide life-changing support to individuals and families experiencing poverty and the ongoing effects of rising costs of essentials. Research from organisations such as Joseph Rowntree Foundation and the Food Foundation has demonstrated that families have cut back on fruit and vegetables as a way of making ends meet.* Being able to access these food items at an affordable price through one of our Pantries has helped families stay nourished and tackled health inequalities.

As our Pantry network has grown, it has attracted attention from thought leaders and high-profile individuals. Delia Smith visited our Norwich Pantry in January 2024, thanks to their partnership with Nourishing Norfolk, and heard first hand from staff, volunteers and clients at the Pantry. Earlier in the year, the team at the West London Pantry welcomed Bake Off star, author and chartered psychologist Kimberly Wilson who swapped recipes and tips with the clients using it.

We are extremely grateful to all our partners and funders who have supported this vital area of our work. It has enabled us to accommodate over 5,300 Pantry visits - from 1,704 households, comprising 2,408 individuals in need - and extend the range of work some of the Pantries provide. This includes partnerships with local farms enabling us to take families on farm visits; donations of sports equipment, toiletries, Christmas presents, easter eggs; and help with logistics around refrigeration and vehicles.

The Pantry network provided a vital service to the individuals who were helped by it last year. We know many more people need our support, so we are redoubling our efforts in expanding the network further. Alongside helping individuals with life-changing support to address poverty and hunger, the Pantries also contribute towards waste reduction and sustainable food practices as the food sourced would otherwise have gone to landfill, enabling the Pantries to make an important contribution to Environment, Social and Governance-based practices.

The Pantries are in the heart of the local communities they serve and have evolved beyond helping people make ends meet.

They provide companionship, connections and hope for people who have often been silently struggling to navigate their way out of poverty and loneliness.

Over 330,000 meals were provided by the Pantries last year, food which would otherwise have gone to waste.

  • UK Poverty 2024: The essential guide to understanding poverty in the UK | Joseph Rowntree Foundation (jrf.org.uk) * Food Foundation Food Prices Tracker April 2024 https://foodfoundation.org.uk/news/food-prices-tracker-april-2024

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GARETH’S STORY

42-year-old Gareth Pritchard volunteers at the Coventry Pantry. Keen to support himself, he has held down a range of jobs over the years, but depression and anxiety – initially undiagnosed - have caused him immense trauma and stress.

However, thankfully things started to turn a corner when he got support from mental health services, was put in touch with St Giles by Voluntary Action Coventry and started to train as a Peer Advisor. He has now qualified as a Level 3 Peer Advisor and is finding his vocation in life. He is volunteering at the Coventry Pantry, helping people in the local community access affordable, nutritious food in a dignified, empowering environment.

“ The support I get from the St Giles team here is amazing and I feel that I am valued which I don’t think I’ve ever felt in previous places. I often feel like I’m a bit of a spare part, like I don’t belong anywhere. That’s something I’m working on.”

“ If I was going somewhere I would not be familiar with, the pressure of that would make me not continue. There are places where if I feel I’m not doing well, or the pressures get to me I usually leave. I’ve never stayed at one place for as long as this.”

“If I feel like if I’m having a bad day I can talk to people and if I just want to keep quiet and get on with my work I’m allowed to do that. I’m not pressured, and I feel like I can take it at my own pace. I don’t get judged if I have a bad day, which is good. I feel valued and appreciated and if anything came up as a paid job I would definitely apply.”

“In the past, I did struggle financially and used The Pantry. I had things on buy now, pay later and I got into a bit of a pickle with that. There were a few times when I had to use The Pantry. I’m better with my finances now as I got a bit of support with that through The Pantry’s one-to-one support.

“The big difference with The Pantry is the support. Other places don’t offer that – you just go there and get given a bag. The Pantry is different because you get to choose your own stuff, prepare it yourself and see what’s on offer. And for £3.50 you do get quite a bit – it’s worth a lot more than that. We get fresh meats and stuff.”

“People get the support to help them get out of poverty which is the main goal. It’s about empowering.”

“I was initially nervous about working with clients at The Pantry as I’d never done anything like that before. But as my confidence has grown along with my qualification, I’ve been able to support people.”

“I am starting to feel the cost of living more, especially with gas and electricity. I’m on a pay-asyou-go and I still think I pay more than I should. I must decide whether to have my heating or my fire on as they are both quite expensive. And food costs are going up – bread and milk especially. But I’m quite lucky in that I’ve got parents and a brother who live quite close to me. I do struggle, but I don’t have a mortgage or children, so I probably don’t struggle as much as someone with family. It’s just me fending for myself. But there are times when you feel it is so bloody expensive for everything.”

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“I want to do peer support and help people. If I hadn’t met St Giles I’d probably still be drifting around, doing the same stuff I was doing and ending up in and out of hospital. As I don’t feel like I had a purpose.”

“I think what we do at St Giles is so important, especially nowadays with things how they are. Having services like The Pantry is really good and charities like St Giles are there to support people. They really care.”

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CONNECTIONS

Spotlight on our hospitals work

In April 2024, we welcomed Sir Keir Starmer, then Leader of the Opposition, to meet our hospital teams. His visit resulted in a strong commitment in their manifesto to support hospital-based violence reduction services.

Effectively implemented services can transform lives and significantly cut long-term financial and human costs by easing the burden on healthcare, criminal justice, and other public services. The prevention of future trauma and bereavement is invaluable, far surpassing any financial measure.

We engage and support young people admitted as victims of violence to address the underlying issues which led them to hospital in the first place.

Much of this work involves helping young people build positive connections and move away from associations which might be putting them at risk of further violence.

Alongside this, we work with their families to help them stay safe and supported. Since we began our first project at the Royal London in 2015, this work has steadily gained recognition, primarily due to its demonstrated success in reducing re-admission rates to 8%, compared to the national average of 30-40%, due to St Giles's interventions.

Some patients we support are as young as 11. The injuries they have sustained are shocking – many children have been stabbed, shot or wounded in violent and degrading attacks.

Our service harnesses the benefits of lived experience, meaning our clients can be supported by someone who really understands what they are going through, and they feel they can trust. Our staff are there for their clients round the clock, 365 days a year.

The team in Royal London have established a voluntary phone-based out-of-hours service to support their clients over weekends and they worked on Christmas Day, mindful of the fact that many people in the local community do not celebrate Christmas.

Alongside harm reduction, the teams invest a great deal of time in ensuring that young people are connected with services and enabled to move their lives forward positively.

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Behind these headline figures lie stories of great distances travelled by the young people as many had been in desperate and dangerous situations previously.

Some were excluded from school; others had been heavily involved in gangs and county line exploitation, and many were experiencing trauma and mental health issues which were then further exacerbated by the incident which led to their hospitalisation.

Had they not been able to get help to tackle the root causes, many would have been drawn back into violence after their discharge, leading to future victims, less safe communities and expenses on public services such as police and NHS. Our intervention in hospital and after discharge has prevented problems which might have occurred in future.

Our projects also support a significant number of girls who have specific needs around exploitation and other risks. Mental health issues are prevalent amongst the young women we support. Other St Giles’ services providing specialist support for girls and young women at risk have been able to work with these young women on a long-term basis, helping them stay positively engaged and safe from harm. These projects benefit the young people through increasing the effective use of other support on offer, but also have a positive impact on wider community safety.

An important effect of our hospital work has been the way it helps other organisations reach young people. Feedback has included:

“They are a very positive presence, and they do something that we can’t do. The service fits very well with the public health model.” Emergency Department Consultant, London.

“They are more likely to make statements about stabbings when they’ve been speaking to the caseworker. That's so important in keeping them all safer.” Police Officer, Midlands .

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JOHN’S STORY

44-year-old John Todd works in Coventry as a Caseworker supporting young people at risk of violence and exploitation. His journey from a troubled past to a dedicated Caseworker helping others demonstrates the power of lived experience.

Originally from a mining town in South Yorkshire, John had a challenging childhood and learned to hide his emotions. Suppressed anger led to behaviour that resulted in him being in and out of the criminal justice system for drugs offences.

Today, John’s life is dedicated to being the kind of person who would have helped him in his youth. His caseload ranges from entrenched 21-year-olds seeking a way out of violence and exploitation to 11-year-olds idealising harmful social media role models. He emphasises the importance of realistic role models, challenging the glamorous facade often portrayed online.

John's biggest tool in reshaping young minds is his ability to relate. Drawing on his own experiences, he delves into the complexities of adolescence, bravado, and the desire to belong. By sharing his unfiltered life experiences, he cuts through the glamorous surface, showcasing the importance of highlighting alternatives and the long-term benefits of positive choices.

“Young people feel that that they have a lot to live up to and it's very easy to fall into a state of not feeling good enough. My job is hopefully to add a bit of perspective” he says .

John's role as a trauma-informed Caseworker is deeply personal. Having faced trauma at the age of three, losing his father, he spent the next eight years in a whirlwind of behavioural issues and anxiety. His journey into addiction became a coping mechanism. Yet, John's recovery and understanding of trauma became the driving force behind his mission to help young people facing similar struggles.

“I think my biggest tool I use to connect is empathy, because I remember how I used to feel, how I used to think, what made me tick when I was their age. I can cast my mind back very quickly to when I was 13 and I knew how I was driven by ego and fear.

“The death of my father left me feeling extremely anxious and out of sorts for the first eight years of my life, I didn't know I was traumatised because I had no comparison. It left me with a lot of behavioural problems and an awful lot of hypervigilance, anxiety and anger”.

John's own journey through rehab, witnessing others' transformations, and the discovery of kindness, patience, and acceptance, became the foundation for his work.

“People often ask me at what point was your worst. For me, it wasn't a trench, it was a plateau, a seabed for 15 years. I wasn't in a state of acceptance because to accept something means that you can actually do something about it, so accepting where I was, was the starting point for recovery. The most terrifying thing I've ever done was face up to myself in the mirror”.

John’s experiences have not only transformed his own life but serve as a touch point for young people and he connects with them on a fundamental level. His message is clear: regardless of background, change is possible.

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“I work with young people from all different backgrounds, all different cultures, different ages with a different range of problems and the way I see it is we might be from a different background, and we might have done different things, but I guarantee we've felt the same at some point. I’ve felt the way they’re feeling at that point, and I'll usually have an anecdote to be able to tell them to relate to it.

“I feel valued and appreciated, now – and the addiction now is towards supporting and helping others” he says.

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EMPOWERMENT

Spotlight on Peer Circles

Peer Circles was a project based in London that ended in March 2024. It provided education, training, and employment support for people over 25 experiencing severe and multiple deprivation.

Established in 2017 and jointly funded by the Big Lottery and European Social Fund, Peer Circles became a lifeline during the cost-of-living crisis, addressing the root causes of why individuals struggle to access and sustain work and offering patient, bespoke support at their own pace.

Since its start, Peer Circles supported 1,322 individuals, helping them overcome complex issues through long-term solutions. 49% of participants have progressed to education, training, and employment.

Helping people into employment required time, tenacity, and understanding. On average, participants had been unemployed for 3.3 years, with some never having had paid work.

Sustainable progress typically took about one year, and involved significant time spent on building trusted relationships and understanding individual situations.

A standout feature of Peer Circles was the Peer Advisor model, training people with lived experience to provide peer support.

Despite initial setbacks from the pandemic, the model was well-established. 114 clients completed the Level 2 Learning to Advise course, and 55 achieved the Level 3 Advice and Guidance qualification.

One-third of Peer Circles staff were former clients, and 22 trained participants now work in similar roles at other organizations. Additionally, eight individuals have progressed to higher education.

An external evaluation, "Peer Circles: Creating Positive Change for People with Complex Needs" (Jo Hudek, April 2023), highlights the project's cost-effectiveness, estimating an average annual cost saving of £60,000 per client who continues to make positive progress.

With annual project costs at around £2,500-£3,000 per client, Peer Circles represented excellent value for money.

Partner organisations have praised Peer Circles as a unique project, offering caring, stabilising support that generates hope in people who are often stuck in a rut and overwhelmed by their situation.

It empowered individuals to achieve and contribute to their families and communities, transforming lives and delivering substantial societal benefits.

“For Peer Circles clients, the risk of re-offending or of needing medical intervention is so high if they don’t get the right help and Peer Circles makes a huge difference to their lives. They also make

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working in partnership really easy. It would be great if they could have centres around London.” Housing Provider.

“It’s good they have people with specific expertise so if, for example, housing is a problem there is someone who deals with that. It is so helpful to people leaving prison who are often struggling to get themselves back on track alone. It would be good if they were able to support through the gate at the prison – at the start of the journey.” Probation Service

Although funding for Peer Circles ended in March 2024, it has had a huge impact in helping heavily disadvantaged people who were furthest from the employment market access life-changing support.

Some of the individuals we trained through Peer Circles are now working on similar employment projects at St Giles and externally. Projects such as Peer Circles, provided patient and comprehensive support, offered a timely and effective solution that helped address long-term unemployment.

“One of my cases was in and out of prison – a persistent offender who wouldn’t normally engage. But this time he came out of prison with a different attitude. He has been out now since last September – 9 months – that’s a real achievement for him as a prolific offender. He is doing really well… he was able to remain abstinent and he engaged really well with the caseworker.” Probation Service.

“What makes Peer Circles different is that St Giles doesn’t have the corporate positioning and inflexibility of bigger providers of services for drug users. It allows them to be flexible. It’s about limiting severe risks, taking the right steps and finding a way in to begin with and they can do that.” Local Authority Substance Misuse Project.

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JOEL’S STORY

Our Senior Caseworker, Amber, received a referral from the Probation Service for Joel (name changed to protect his confidentiality). After serving a 14-year prison sentence in the US for drug offences, Joel was being deported back to the UK. Due to his long absence, Joel lacked the support, up-to-date knowledge, and positive social networks necessary to thrive in London.

Amber met with Joel to introduce herself, explain our services, and learn more about his situation, goals, and skills. Joel's primary aim was to find a job, so Amber explained the UK's disclosure and barring systems related to employment.

Together, they identified achievable career goals, leveraging Joel's skills, training, and experience to create a CV and outline the steps needed to gain employment. Joel was interested in working in construction, so Amber helped him apply for a Construction Skills Certificate Scheme course, which would enable him to enter this field.

They identified a potential job opportunity at a local construction hire company, and Joel successfully applied for the position. He is now in steady, full-time work. Joel also needed support with housing as he was due to leave his approved premises soon. Amber liaised with the local authority in his area, and Joel is now in stable accommodation.

Joel is very grateful for all the support he has received from Amber in rebuilding his life. From returning to the UK with nothing, he now has full-time work, stable housing, and increased confidence. He expressed his gratitude by saying, " Thank you, Amber, for all your help with everything."

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4. LOOKING BACK

St Giles has experienced significant levels of growth over recent years. In the face of this, it has been vital to ensure our teams are fully supported to deliver our services to the highest standards, encouraging a culture of openness and transparency. We have reviewed and strengthened our internal systems to further enhance our ability to maintain our commitment to excellence and ensure the culture at St Giles is inclusive and supports everyone equally.

Safeguarding

The Head of Strategic Safeguarding came into post in April 2024 to strengthen and build upon our Safeguarding practice and processes with a focus on updating policies, procedures and practice relating to both children and adults safeguarding that meets the needs of our clients, our staff, stakeholders and governance.

With all service delivery staff having received face to face updated training in all our geographical regions, there is now a consistent and strengthened organisational response to the safeguarding of children and adults that aligns specifically to the needs of our vulnerable clients.

Embedding a new Safeguarding Case Recording system has improved the immediacy and reassurance to delivery staff that their safeguarding concerns have swift oversight from their managers and the safeguarding team.

Equity, diversity and inclusion (EDI)

Last year, we committed to continue to strive for excellence in fostering an inclusive work environment and embedding the values of EDI. A great deal of progress has been made over this last year:

This was followed up with Challenge to Create Change, a campaign which empowered and educated staff on how to challenge and report inappropriate behaviour. This has led to a greater awareness amongst our staff and an increased level of confidence in reporting.

Additionally, we have increased the number of staff-led groups promoting support and good practice, and provide regular mandatory training for all staff.

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The impact of our EDI work has extended to our clients as it has had a positive effect on service delivery and strengthened relations with clients as we have been able to raise awareness of EDI with them and support them when they have experienced discrimination.

Strengthening our internal communications

Our internal communications have transformed over the past year. The development of a new intranet site, which was co-produced with staff, has facilitated and boosted our ability to keep staff informed, engaged and connected to our purpose. It has reduced the time staff spend on administrative tasks and strengthened our communication channels.

Internal communications have played a vital role in advancing our Equity, Diversity, and Inclusion (EDI) initiatives, and in ensuring all staff members understand and can effectively implement our policies and procedures.

Developing our staff

At the end of the previous financial year, we were in the first stages of establishing our Skills Centre. It provides a suite of tailored training for our staff around professional skills such as safeguarding, information security, EDI and a wide range of other areas relevant to individual roles.

The Skills Centre has been central to the professional development of our staff and we have recently upgraded to an online learning management system which integrates with our new intranet, making training readily accessible and helping staff easily understand their mandatory training requirements.

Accredited Level 2 and 3 training for our staff in a range of areas key to our service delivery has made a steady contribution to developing the professional skills of the people embarking on such training over the past year.

Of our total staff including support services the following has been completed:

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5. LOOKING FORWARD

Our plans and commitments

Our attention over the next year will be focused on streamlining our strategy, continuing to ensure that we deliver impact and value for our clients. We will refresh our vision and purpose to establish strategic alignment across the organisation. This focus will support the development of a robust evidence base on the use of lived experience. Through this, we will seek to influence the new Government and decision makers to promote equality and social inclusion, placing the vital role of civil society and lived experience at the heart of our influencing.

Alongside this we will continue to improve our internal operations ensuring our team are well supported and enabled to perform at their best.

Safeguarding

St Giles is excited to move to the next phase of our safeguarding journey, with a strong desire to evolve safeguarding practice across the sector, we are establishing what ‘excellence’ looks like in interventions with children, young people and adults at risk. By participating in key safeguarding partnership networks, St Giles will be conveying our understanding of ‘best practice’ relating to specific vulnerable cohorts of clients in the unique settings in which we work.

We are also grateful to our colleagues in other settings, such as healthcare and custody suites, who are continuing to allow us to help them shape what trauma informed safeguarding looks like for their beneficiaries.

The priorities for 2025 will include:

Equity, diversity and inclusion (EDI)

For us EDI is about one simple thing, turning difference into strength. Together, with our unique lived experiences we will forge safe, inclusive workspaces and services where every voice is heard, respected and understood.

Our future plans around EDI include:

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Improving internal operations

We are currently in the process of replacing and improving our finance and HR systems to support the growth that has taken place over the last few years. This will drive efficiencies, meaning our services will offer the best value for money and enable us to do more for the people who need our help.

We are improving our quality assurance framework to examine each of our services, ensuring each one is delivering against its stated objectives, is meeting the needs of our clients and is in line with best practice.

We have retained our Matrix accreditation for our advice and guidance services and will continue to work towards this important quality mark going forward.

We want to celebrate and highlight the outstanding work being done across all areas of St Giles and reinforce a culture of appreciation and mutual respect.

Developing our staff

During 24/25 we will roll out a new management training package to develop our managers and equip them to best support their teams.

We will continue to develop new approaches for blended learning including leaders shadowing peers in leading organisations to ensure that we stay aligned to current thinking and practice.

6. THANK YOU TO OUR SUPPORTERS

We would not have been able to carry out our life-changing work without the loyal and generous support of our funders, donors and partners. On behalf of the team and our clients, we would like to express our thanks and gratitude for your support.

St Giles has worked exceptionally hard to ensure that our income is developed and diversified and that our profile increases in places which can have a positive impact on the people we support.

Key funding & marketing achievements over the past year include:

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7. STRUCTURE, GOVERNANCE AND KEY MANAGEMENT PERSONNEL

St Giles is a charitable company, first founded in 1962 and re-incorporated in 1987, with a new Memorandum and Articles of Association which were reviewed again during 2016.

Trustees may be appointed or re-appointed at any time by the Board and hold office for a period not exceeding three years, with the option of standing for re-election for up to two further three-year terms. By exception the Trustees may extend the appointment of an individual with special expertise.

Trustees are inducted using paper-based information and service visits, along with induction meetings with the Chair, the Chief Executive, Senior Management Team and Heads of Department.

The Board meets five times a year and Trustees focus on governance and strategy, significant new business, risk and financial issues. The board is supported by a standing Finance and Audit Committee, a Risk and Safeguarding Committee, an Equity, Diversity and Inclusion (EDI) Committee, a Property Committee, and a Remuneration and Nominations Committee. The day-to-day management of the organisation is delegated to the Chief Executive, who is supported by a Senior Management Team comprising a Deputy Chief Executive with responsibility for finance and operations, Executive Director of Services responsible for service delivery and service development, Executive Director of Fundraising and Communications, Executive Director of People and Culture. The Executive Directors are supported by Directors and Heads of Service with responsibilities for finance, human resources, community services, employment and training services, and prison services.

Pay policy for key management

Pay of key management is reviewed annually. The remuneration is benchmarked with similar size charities.

8. PUBLIC BENEFIT

The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity. Further details on the activities undertaken by St Giles during the year are given above under “Who We Are” and in the “Impact of our work”.

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9. FINANCE REVIEW

Our income has increased from £18.9m in 2022/23 to £21m in 2023/24.

Our total reserves have decreased to £8.6m this year from £9.8m in the prior year. This is broken down as follows:

Funds B/fwd
Surplus/(Deficit for the Year)
Funds C/fwd		 Unrestricted
Funds
£
7,610,927
(387,347)
7,223,580		 Restricted
Endowment
Funds
Funds
£
£
1,328,517
868,288
(903,993)
41,248
424,524

909,536*		 Total Funds
2024
£
9,807,732
(1,250,092)
8,557,640

*Restricted funds allocated for expenditure in 2024/2025

1. Unrestricted Funds - £7,223,580

We hold unrestricted funds of £7,223,580 of which our General Fund of free reserves is £5,617,770; our Fixed Assets and investment Fund is £861,451; and our Designated Fund representing future projects is £744,359.

2. General Fund - £5,617,770

Our current reserves policy is to hold a minimum of three months running costs in free reserves, which currently equates to £5,585,775. This safeguards our obligations to staff and creditors in the event of any shortfall in fundraising. We are currently holding £5,617,770 of free reserves against this target. This is higher than our current reserves policy sets out, however, we anticipate growth over the next year set against a more challenging economic background. As such we have made a decision to hold higher than normal reserves levels to ensure that we remain sustainable over the coming year and to ensure we continue to adhere to our reserves policy as we grow.

Fixed Assets and Investment Funds - £861,451

This represents the cost of fixed assets and investments held of £861,451.

3. Designated Fund - £744,359

As noted in last year's report, the Board of Trustees determined through regular risk assessments that a long-term infrastructure investment program was necessary. To support this initiative, the Trustees have allocated specific funds for this purpose.

The Board has reviewed the strategic plan to ensure a practical approach to investment.

As a result, the Board has resolved to allocate designated funds for 2024-25 amounting to £744,359. These funds will support our strategic plan for 2023-2027. The primary areas identified for investment are:

Buildings and organisational infrastructure

At the end of 2023-24, an allocated amount of £484,200 for Head Office renovations remains unspent. Whilst acknowledging the need for facility upgrades, progress has been delayed in order to

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continue to explore revised and cost-effective solutions which include considering potential collaborations with corporate partners and ensuring enhanced energy efficiency.

A transfer of £27,831 has been made from "sustaining the peer circles model" upon completion of the project to "buildings and organisational infrastructure". This increases the total available funds to £512,031.

Staff retention and recruitment

After thoroughly assessing the key risks and challenges we face, we've acknowledged the growing difficulties in the labour market. As an innovative solution, we are continuing to invest in our Prison Employment Programme to cultivate our own future workforce.

In 2023-24 the Board set aside £465,713 from the Designated Fund for the last 2 years of a threeyear prison peer training and employment service. Of this amount £283,205 has been spent in 202425, it is planned to support the project for a further year with the £182,508 available with the expectation that it will be self-sustaining thereafter.

Digital Training

In 2023-24 we allocated £5,000 for digital skills and digital tools for staff, which has been fully spent.

ICT and Finance Software

Throughout the last three years, we have made significant investments in enhancing staff skills, particularly in digital competencies, through the creation of a staff skills centre.

In 2023-24, £69,386 was allocated for ICT (Information, Communication, Technology) equipment and financial software. The project is advancing, with phase two to be completed in 2024-25. A total of £19,566 was spent in 2023-24 with a balance of £49,820 in the Designated Fund to continue supporting the technology infrastructure of the organisation.

Impact and Outcome Measurement

In 2023-24, we allocated £7,500 to bolster and refine our impact and outcome measurement capabilities. This investment was to help evidence the impact of our work, to enable us to compete for further funding which would lead to greater sustainability in the future, and has now been completed.

.

Sustaining Peer Circles model

In 2023-24, £150,000 was allocated to our Peer Circles project, a unique national service where staff with lived experience support individuals with complex needs in finding employment, a critical resource for underserved communities. This project has now come to an end. £122,169, was spent during the year on this project from the allocated £150,000 and the balance of £27,831 has been transferred to the buildings and organisational infrastructure project.

See the following table for a breakdown of designated funds:

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----- Start of picture text -----
Fund 2023-24 2023-24 Transfer 2024-25
Expenditure
£ £ £ £
-
Buildings and organisational infrastructure 484,200 27,831 512,031
Staff retention and recruitment 465,713 (283,205) - 182,508
- -
Digital training 5,000 (5,000)
ICT and finance software 69,386 (19,566) - 49,820
- -
Impact and outcome measurement 7,500 (7,500)
-
Sustaining Peer Circles model 150,000 (122,169) (27,831)
Total 1,181,799 (437,440) - 744,359
----- End of picture text -----

4. Restricted funds - £424,524

We recognise income in accordance with the Charity Statement of Recommended Practice (SORP). This can mean that income is recognised in an earlier period to the associated expenditure.

We received several grants late in the year which fall into this category, so they have been recognised as income in these accounts and we have carried them forward as the restricted funds figure of £424,524 to be set against expenditure in 2024/25.

We had restricted funds brought forward from last year of £1,328,517 which were allocated for expenditure during this year leaving a reduction in restricted funds for the year of (£903,993).

5. Endowment Fund - £909,536

The endowment fund was gifted by the Royal London Society and is used to make small grants to those at risk of offending or re-offending, seeking employment to break the cycle of offending. These grants are for items such as IT equipment, training courses, academic books, driving courses, work related clothing, work equipment and tools, childcare expenses, travel costs and ID support.

In addition, we use the fund to provide hobby grants to those serving custodial sentences longer than 24 months. The intention is for the expenditure incurred on the above activities to be funded from the income received on the investment.

6. Investment policy

In investing St Giles’s assets, the Trustees must balance competing priorities. These are to use the assets to generate a reasonable income, whilst investing them safely and in such a way that they are easily accessible to support cash flow or to make up a funding shortfall. To meet these priorities, the Trustees invest the bulk of the assets in cash and the Charities Official Investment Fund (COIF). At the year-end St Giles held £6,180,076 (2023: £9,079,966) in various bank deposits and £43,199 (2023: £41,987) in equity-based investment funds and £909,536 in a mixed investment portfolio representing the Endowment fund.

Given the flexibility and multiple uses of these investments, it is the Trustees' opinion that the interest received of £365,201 (2023: £137,755) was a good return for the level of risk. There was an increase in the value of endowment funds of £41,248 and in our other investments of £1,212, reflecting market performance of both the equity-based investments as at the end of March 2024.

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10. RISK MANAGEMENT

The Trustees are responsible for the management of the risks faced by the charity and are assisted by the Executive and Senior Management Team. Risks are identified, assessed and controls established throughout the year and recorded onto the Organisational Risk Register.

Risks are identified, reviewed and monitored through the following channels:

Board of Trustees Meetings Every2 months
Finance and Audit Committee Every2 months
Risk and SafeguardingCommittee EveryQuarter
EDI Committee Every Quarter
PropertyCommittee(H&S compliance) Every6 months

It is recognised that systems cannot eliminate all risks but only provide assurance that the identified risks are being either mitigated or managed.

The Risk and Safeguarding Committee meet every quarter to discuss and oversee the management of risk, the approach to safeguarding and the governance of the charity. In doing so the committee has considered the guidance provided by the Charity Commission Governance Code. This committee also reviews our risk management framework and risk escalation processes, as well as the delegation of authority within the organisation to identify any areas for improvement.

Risks currently identified are focused on the need to ensure St Giles has the appropriate resources in place to support growth in demand from the beneficiaries of our services.

The key risks and their associated mitigations are:

Risks Mitigation
Finance functions needing to
keep pace with an ever-
growing organisation		 • Increasing our resource capacity
• Implementing a new financial system to streamline
financial transactions
People functions needing to
keep pace with an ever-
growing organisation		 • Strengthening our People Team resources
• Implementing anew HR management system to
streamline People management processes including
payroll and recruitment.
Service Delivery needing to
navigate through the recent
political changes which may
impact on the tendering
processes		 • Reviewing our organisational strategy to meet the
ongoing needs of our client groups
• Strengthening our delivery approach to ensure it meets
the ever-changing needs of our client groups whilst
meeting funder expectations
• Renewed focus on building constructive relationships
with fellow charities within our sectors with a view to
fostering collaboration on future commissioning
Our Data collection includes
the need to demonstrate our
impact within an ever-
competitive setting		 • Implementing a new case management system to
streamline safeguarding procedures

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11. ST GILES APPROACH TO FUNDRAISING

In 2023-24 our donors have supported our mission, empowering individuals affected by poverty, unemployment, the criminal justice system, homelessness, exploitation, and abuse to forge brighter futures. We are steadfast in our commitment to transparency and accountability, ensuring our supporters have a clear understanding of how their contributions make a tangible impact.

St Giles is committed to keeping fundraising expenses low, spending less than 4p for every pound raised towards fundraising efforts. This includes the essential costs tied to our dedicated fundraising team and their associated activities.

As members of the Fundraising Regulator, we adhere to the Code of Fundraising Practice and meticulously uphold the policy for engaging with vulnerable individuals.

For the financial year ending March 2024, we have not partnered with any professional fundraising agencies, and our fundraising efforts received no complaints.

We keep up to date with evolving regulations and promptly adjust our processes to ensure full compliance. Our Supporter Promise is readily accessible to the public on our website.

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12. REFERENCE AND ADMINISTRATIVE DETAILS

Patrons Jenny Agutter OBE The Rt Hon The Lord Hogan-Howe QPM Kt
The Rt Hon The Lord Phillips of Worth Matravers KG PC Martin P. Griffiths CBE DL FRCS FFSTEd FRSA
The Rt Hon The Lord Gus O’Donnell GCB FBA FAcSS
Ambassadors Freddie Fox Martin Rose
Mark Tennant
Trustees Alfy Hayson Erica Handling
Ameeta Rowland (Resigned June 2023) Gary Jones
Caroline Murray (Appointed April 2024) Janet Hills MBE
Caroline Waddington Janice Nix
Charles Pitts-Tucker Julie Key (née Rice)
Debra Cook (Appointed Oct 2023) Pippa Murray
Duncan Gibson (Chair) Sally Eley
Elizabeth Lad Sonia Walsh (Appt 23 May 2023, Resigned Oct 2023)

In accordance with the charity’s Articles of Association, the members of the Board of Trustees hold office for a period not exceeding three years, at which point they may be re-appointed for up to two further terms of three years and, save in exceptional circumstances, Trustees shall not serve more than a maximum of nine years.

Key Management Personnel
Tracey Burley Chief Executive
Malcolm Walker Deputy Chief Executive/Executive Finance Director
Andy Cross Executive Director of Services
Katy Vaughan Executive Director Fundraising & Communications (resigned March 2024)
Mathew Pilkington Executive Director Fundraising & Communications (appointed July 2024)
Stellamaris Mohammed Executive Director People & Culture (resigned May 2024)
Senior Management Team
Becki Navarro Director of Service (Regions)
Daniel Chapman Director of London Services
Dayo Bajomo Director of Finance
Emilie Martin Director of internal Operations
Evan Jones Director of Criminal Exploitation Development
Maggie Cramb Director Skills & Employment (resigned January 2024)
Nicky Park Director of Criminal Justice and Women’s Services
Registered Office &
Georgian House		 Solicitors Russell Cooke LLP
Centre of Operations 64-68 Camberwell Church St 2 Putney Hill
London SE5 8JB London SW15 6AB
Registered Auditors HaysMac LLP Investments Investec
10 Queen St Place 2 Gresham St
London EC4R 1AG London EC2V 7QP
Bankers Barclays Corporate CCLA Investment
Level 27 Management Ltd
1 Churchill Place Senator House
London E14 5HP 85 Victoria St
London EC4V 7QP
Charity Registration No. 801355 Company Registration No. 2175146
Website www.stgilestrust.org.uk

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13. STATEMENT OF TRUSTEES' RESPONSIBILITIES

The role of Trustees includes the oversight of the preparation of a three-year Strategic Plan for St Giles; the preparation of an annual budget and consequent monitoring of performance; and advising and supporting management.

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 of the charity, including the income and expenditure, for that period. In preparing these financial statements, the Trustees are required to.

The Trustees are responsible for keeping adequate accounting records which are sufficient to show and explain the charitable company’s transactions and which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

So far as the Trustees are aware at the time this report is approved:

In signing this report Trustees are approving the strategic report in their capacity as company directors.

Georgian House 64-68 Camberwell Church Street London. SE5 8JB

On behalf of the Board Duncan Gibson Chair of the Trustees

Date: 18 December 2024

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Independent auditor’s report to the members of St Giles Trust

Opinion

We have audited the financial statements of St Giles for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report, Chair’s Statement and the Chief Executive’s Statement. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the

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financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the strategic report and the directors’ 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:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 38 the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the 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 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 is detailed below.

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Based on our understanding of the charity and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations relate to safeguarding, health and safety, GDPR, and employment regulations, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as Companies Act 2006, the Charities Act 2011, and UK tax law.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to manipulation of results through journals testing and through income recognition. Audit procedures performed by the engagement team included:

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

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the 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.

le Lee Stokes (Senior Statutory Auditor) 10 Queen Street Place For and on behalf of HaysMac LLP, Statutory Auditor London EC4R 1AG

Date: 18 December 2024

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ST GILES TRUST (A company limited by guarantee) STATEMENT OF FINANCIAL ACTIVITES Company Number 2175146 AS AT MARCH 2024

|Notes
Income and endowment from:
Donations
Charitable activities
Trading Income
Investment and other income
Other Income Endowment Fund
from Royal London Society
Investment income Royal London Society
Total income
2
Expenditure on
Raising funds
Charitable Activities:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other programmes (including Royal
London Society)
Total expenditure
3
Net income before investment
gains/(losses)
Net gains/(losses) on investments
7
Net income expenditure
Transfers between funds
Net movement in funds
Reconciliation of Funds
Fund balances B/Fwd
Fund balances C/Fwd||Unrestricted
Funds
£
1,348,402
5,916,656
-
-
-
-
7,265,058
282,162
1,951,234
5,388,155
-
32,066|Restricted
Funds
£
4,140,086
9,150,887
129,314
339,026
-

26,175
13,785,488
535,405
8,165,397
241,401
4,604,430
1,142,848||<br>**Endowment**<br>**TOTAL**<br>**TOTAL**<br>**Funds**<br>**2024**<br>**2023**<br>**£**<br>**£**<br>**£**<br>-<br>5,488,488<br>4,987,251<br>-<br>15,067,543<br>13,653,657<br>-<br>129,314<br>108,925<br>-<br>339,026<br>115,522<br>-<br>-<br>-<br>-<br>26,175<br>22,233|
Endowment
TOTAL
TOTAL
Funds
2024
2023
£
£
£
-
5,488,488
4,987,251
-
15,067,543
13,653,657
-
129,314
108,925
-
339,026
115,522
-
-
-
-
26,175
22,233| |---|---|---|---|---|---|---| |||||||| |||||||-
21,050,546
18,887,588| |||||||-
817,567
829,322
-
10,116,631
9,505,927
-
5,629,556
4,118,837
-
4,604,430
4,752,609
-
1,174,914
578,788| |||7,653,617|14,689,481|||-
22,343,098
19,785,483| |||(388,559)
1,212|(903,993)
-|||-
(1,292,552)
(897,895)
41,248
42,460
(48,908)| |||(387,347)
-|(903,993)
-|||41,248
(1,250,092)
(946,803)
-
-
-| |||(387,347)
7,610,927|(903,993)
1,328,517|||41,248
(1,250,092)
(946,803)
868,288
9,807,732
10,754,535| |||7,223,580|424,524|||909,536
8,557,640
9,807,732|

The notes on pages 45-60 form part of these accounts.

The Statement of Financial Activities also includes the Income and Expenditure account for the year. There are no recognised gains and losses other than those shown above.

Full comparatives for the Statement of Financial Activities are shown in note 12.

42

ST GILES TRUST (A company limited by guarantee) BALANCE SHEET Company Number 2175146 AS AT MARCH 2024

2024 2023
Notes £ £ £ £
FIXED ASSETS
Tangible fixed assets 6 818,252 849,607
Investments 7 952,735 910,275
1,770,987 1,759,882
CURRENT ASSETS
Debtors 8 5,162,629 3,110,911
Cash at bank and in hand 6,180,076 9,079,966
11,342,705 12,190,877
CREDITORS: Amounts falling
due
within one year 9 (4,556,052) (4,143,027)
Net Current Assets 6,786,653 8,047,850
NET ASSETS 8,557,640 9,807,732
General fund 5,617,770 5,537,534
Designated fund Projects 11 744,359 1,181,799
Designated fund – Fixed Assets
& Investments including
revaluation reserves £103,706 861,451 891,594
Restricted Endowment Fund 909,536 868,288
Restricted Funds 424,524 1,328,517
11 8,557,640 9,807,732

Approved and authorised for issue by the Board of Trustees on December 2024 and signed on its behalf by:

he ............................... Duncan Gibson

...............................

Date: 18 December 2024

Date : 18 December 2024

................................... Julie Key (née Rice)

The notes on pages 45-60 form part of these accounts.

43

ST. GILES TRUST (A company limited by guarantee)

STATEMENT OF CASH FLOWS AS AT 31 MARCH 2024

Cash flows from operating activities
Net cash inflow from operating activities
Cash flows from investing activities
Interest paid
Interest received
Payments to acquire fixed assets
Proceeds from Fixed Asset
Net cash provided by investing activities
Change in cash and cash equivalent in the reporting period
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Reconciliation of net income/ (expenditure) to net cash
inflow from operating activities
Net income before investment gains/(losses)for the
reporting period (as per the Statement of Financial
Activities)
Depreciation of tangible fixed assets
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities inflow
(outflow) from operating activities
Interest paid
Interest receivable		 2024
£
(3,199,221)
365,201
(65,870)		 2023
£
(994,534)
137,755
(75,204)
299,331 62,551
2024
£
(2,899,890)
9,079,966
6,180,076
2024
£
(1,292,552)
(365,201)
97,225
(2,051,718)
413,025
(3,199,221)		 2023
£
(931,982)
10,011,948
9,079,966
2023
£
(897,895)
(137,755)
100,482
936,480
(995,846)
(994,534)

44

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS AS AT 31 MARCH 2024

1. ACCOUNTING POLICIES

The financial statements of St Giles are prepared under the historical cost convention as modified to include the revaluation of investments at market value, and in accordance the Statement of Recommended Practice for Charities (SORP edition 2) and applicable accounting standards (FRS 102).

The financial statements are in pounds sterling, rounded to the nearest pound.

Donations, income from contracts and sundry income are recognised when St Giles has entitlement to the funds, performance conditions attached to income have been met, it is probable that the economic benefits associated with the income will flow to St Giles and the amount can be measured reliably.

Grants receivable are included in the Statement of Financial Activities (SOFA) and are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met. Grants relating to subsequent years are carried forward as deferred income.

Expenditure is recognised where there is a legal or constructive obligation to make a payment to a third party, it is probable that a settlement will be required and the amount of the obligation can be measured reliably. St Giles is registered for VAT and accordingly, all expenditure is shown gross of irrecoverable VAT. Direct costs are charged to costs of generating funds and charitable activities as appropriate. Support costs are defined as those costs necessary to carry out activities but which do not constitute the output of the activity.

Depreciation is provided to write off the cost of the fixed assets, except freehold land, over their expected useful lives.

Freehold buildings and improvements 2% per annum straight line Furniture and fittings 25% per annum straight line Motor 33% per annum straight line

d. Taxation

The company is a registered charity, and accordingly is not subject to Corporation tax to the extent that its income is expended for charitable purposes.

e. Pension Costs

Contributions made on behalf of employees' defined contribution pension policies are charged to the statement of financial activities in the year in which they become payable. New and existing employees who are not in the scheme were automatically enrolled in the scheme unless they have exercised their right to opt out of the pension scheme. St Giles matches contributions up to 6% and acts as an agent in collecting and paying over the pension contributions to third party pension providers.

45

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

f. Investments

Investments are shown at market value in the financial statements. Net gains and losses are taken to the Statement of Financial Activities.

g. Designated fund

The designated fund represents unrestricted funds allocated to fixed assets and longterm investments, along with funds allocated to future projects (see note 11).

h. Endowment Fund

The endowment fund reflects an amount received from the Royal London Society to be held as an endowment. Up to 5% of the capital can be expended annually.

i. Going Concern

j. Critical accounting judgments and estimates

The most significant area of judgment is in relation to income recognition. The policies for income recognition are set out in note 1a.

k. 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 100 days or less from the date of acquisition or opening of the deposit or similar account.

St Giles only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value.

m. Creditors and provisions

Creditors and provisions are recognised where St Giles 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.

46

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

n. Foreign currency translation

o. Dormant Subsidiary

St Giles is a company limited by guarantee registered in England & Wales. It is also a registered charity. Its registered address is 64-68 Camberwell Church Street, London SE5 8JB.

47

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

2. GRANTS RECEIVABLE: Total income is £21,050,546, examples of grants from funders to the value of £2,489,531 are listed below.

Funder 2023-24
2022-23
£ £
Albert Hunt Trust -
20,078
Credit Sussie EMEA Foundation 110,000
108,316
Elizabeth & Prince Zaiger Trust -
30,000
Esmee Fairbairn Foundation -
5,000
Expat Foundation -
154,887
French Hugenot Foundation church of London
Charity -
5,000
Helen Davis Family Foundation -
1,000
Inner London Magistrate Court Charity -
20,000
Jenny Agutter -
5,000
Jonathan Clarke -
30,000
Jogen Charitable Trust -
225,000
Heatside Charitable Trust -
5,000
Shears Foundation -
5,000
Story of Christmas -
70,000
Moondance Foundation -
25,686
Northern Train Customers and Community
Interest Fund -
50,000
Ro Quicke -
5,000
Severn Trent Community Fund -
66,924
Thomas J Horne Memorial Trust -
6,000
Everson Trust 90,000
15,000
Worshipful Company Cutlers -
24,500
Worshipful Company Gunmakers -
5,000
Colyer-Fergusson Charitable Trust 14,000
-
Marshall Foundation 28,250
20,717
National Lottery - All For Awards - England 20,000
-
National Lottery - All For Awards - Wales 20,000
-
Nation Lottery Fund -
1,033,039
National Lottery - Million Hours Fund 19,259
-
National Lottery Community Fund 205,856
-
National Lottery Community Fund (ASPIRE
Peer Hub – Cardiff) 124,266
-
National Lottery Community Fund (Ending
Homelessness - The Wallich) 224,125
-
Schroder Foundation 40,000
-
Taylor Family Foundation 16,000
25,000
The Goldsmiths’ Company Charity 83,333
-
The Grove Trust 15,000
5,000
The Ingram Trust 15,000
15,000
The Steel Charitable Trust 25,000
19,963
The Waterloo Foundation 30,000
30,000
Youth Futures Foundation 100,140
99,438
The 29th May 1961 Charitable Trust 10,000
10,000
The 3Ts Charitable Trust 25,000
10,000
The 4814 Trust 35,000
45,000
BBC Children In Need 55,813
108,972

48

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

Funder
The Girdlers’ Company Charitable Trust
Minton Charitable Trust
B and J Lloyd Family Charitable Trust
Berkeley Homes South East London
The Fidelis Foundation
Nationwide Building Society
Cadogan Estates in partnership with the
Kensington + Chelsea Foundation
Moore Kingston Smith LLP
Lancashire Foundation
Big Yellow Foundation
Texel Foundation
IICF - London Division
Miles & Miles Self Drive Limited
Vitesse
Howden
The Covid-19 Support Fund
Total		 2023-24
2022-23
£
£
25,000
25,000
100,000
75,000
30,000
-
179,750
-
60,400
50,000
57,839
44,042
51,600
90,300
35,905
-
30,650
40,000
30,000
25,000
25,075
10,000
12,750
-
10,000
-
22,113
-
10,100
-
502,307
-
2,489,531
2,663,862

49

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

2a. Profit from St Giles Wise Ltd

Included in the income is a profit of £0 (2023 £54,000) from St Giles Wise Ltd. This is a joint venture between St Giles and the Wise Group; each party owns 50%, is entitled to an equal share of the profits and was established so each party could jointly bid for Ministry of Justice contracts. In 2023-24, it was decided to distribute the gift aid donations to each of the organisations in proportion to the revenue generated by each organisation.

3a. ANALYSIS OF EXPENDITURE

Cost of generating voluntary income
Charitable activities:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other (Including RLS)		 Staff
Other
Depreciation
Total
Costs
2024
£
£
£
£
680,572
133,921
3,074
817,567
7,804,773
2,271,776
40,082
10,116,631
3,934,734
1,673,874
20,948
5,629,556
3,375,207
1,199,504
29,719
4,604,430
816,969
354,543
3,402
1,174,914
£16,612,255
£5,633,618
£97,225
£22,343,098

3a COMPARATIVE ANALYSIS OF EXPENDITURE 2023

Cost of raising funds
Charitable activities:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other (including RLS)		 Staff
Other
Depreciation
Total
Costs
2023
£
£
£
£
624,427
201,434
3,461
829,322
7,222,272
2,229,620
54,035
9,505,927
2,707,391
1,390,819
20,627
4,118,837
3,351,043
1,379,826
21,740
4,752,609
287,671
290,498
619
578,788
14,192,804
5,492,197
100,482
19,785,483

Included within total resources expended are the auditors’ remuneration for audit of £23,280 (2023: £21,180), for non-audit services £15,800 (2023: £5,040), and depreciation of £97,225 (2023: £100,482).

50

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

3b. ANALYSIS OF TOTAL EXPENDITURE – DIRECT AND SUPPORT COSTS

Direct Support Total
Costs Costs 2024
£ £ £
Expenditure on raising funds 723,173 94,394 817,567
Charitable activities:
Youth Violence & Families Work 8,637,763 1,478,868 10,116,631
Criminal Justice Activity 4,734,024 895,532 5,629,556
Community Empowerment 3,980,965 623,465 4,604,430
Other (Including RLS) 1,085,166 89,748 1,174,914
£19,161,091 £3,182,007 £22,343,098

3b. COMPARATIVE ANALYSIS OF TOTAL EXPENDITURE – DIRECT AND SUPPORT COSTS 2023

Cost of raising funds
Charitable activities:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other (including RLS)		 Direct
Support
Total
Costs
Costs
2023
£
£
£
748,386
80,936
829,322
8,159,228
1,346,699
9,505,927
3,543,938
574,899
4,118,837
4,209,160
543,449
4,752,609
551,421 27,367
578,788
17,212,133
2,573,350
19,785,483

Included in support costs are governance costs of £33,024 (2023: £26,820).

51

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

3c. BREAKDOWN OF SUPPORT COST BY ACTIVITY

Cost of generating voluntary income
Charitable activities:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other (Including RLS)		 Directorate,
Finance, HR and
IT
Other central
Services Cost
2024
£
£
£
62,779
31,615
94,394
681,803
797,065
1,478,868
505,528
390,004
895,532
356,333
267,132
623,465
57,872
31,876
89,748
£1,664,315
£1,517,692
£3,182,007

3c. COMPARATIVE BREAKDOWN OF SUPPORT COST BY ACTIVITY 2023

Cost of raising funds
Charitable activities:
Youth Violence & Families
Criminal Justice Activity
Community Empowerment
Other (including RLS)		 Directorate,
Finance, HR
and IT
Other Central
Services Cost
Total 2023
£
£
£
44,400
36,536
80,936
530,786
815,913
1,346,699
208,694
366,205
574,899
236,006
307,443
543,449
9,410
17,957
27,367
1,029,296
1,544,054
2,573,350

Support costs have been allocated to activities based on staff numbers in each area.

52

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

**4. ** Staff Cost
STAFF COSTS 2024 2023
£ £
Wages and Salaries 14,480,764 12,334,287
Social Security Costs 1,403,195 1,228,543
Temporary Staff 163,020 159,618
Pension Costs (note 10) 543,754 449,681
Redundancy costs 21,522
£16,612,255		 20,675
£14,192,804
The average number of employees, analysed
by function was:		 No. No.
Youth Violence & Families Work 153 175
Criminal Justice Activity 113 70
Community Empowerment 80 67
Fundraising and publicity 12 11
Management, others and administration of the
Charity 70 57
Other 13 13
441 393
*The number of staff earning above £60,000 per annum
are: No. No.
Band
£60,001– £70,000 7 5
£70,001 – £80,000 2 2
£80,001 – £90,000 1 2
£90,001 – £100,000 2 1
£100,001 – £110,000 1 1
£110,001 – £120,000 1 0
£120,001 – £130,000 1 0

The key management personnel are the Chief Executive Officer, Deputy Chief Executive, Executive Director of Services, Executive Director of Fundraising & Communications and the Executive Director of People and Culture. The total employment benefits paid to key management personnel were £494,884 (2023: £441,262).

53

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

5. TRANSACTIONS WITH TRUSTEES

No Trustees receive any remuneration or benefits from their trusteeship. During 2023-24 no expenses were reimbursed to Trustees (2023: nil).

6. TANGIBLE FIXED ASSETS

COST
At 1 April 2023
Additions
Disposals
Balance at 31 March 2024
DEPRECIATION
At 1 April 2023
Charge for the year
Disposals
Balance at 31 March 2024
NET BOOK VALUE
31-Mar-24
31-Mar-23		 Freehold
Land and
Buildings
£
1,193,391
-
-		 Furniture
and
Fittings
£
927,607

65,870
-		 Motor
Total
vehicles
£
£
-
2,120,998
-
65,870
-
-
-
2,186,868
-
1,271,391
-
97,225
-
-
-
1,368,616
-
818,252
-
849,607
1,193,391 993,477
521,266
21,287
-		 750,125
75,938
-
542,553 826,063
650,838 167,414
672,125 177,482

Overdraft Charge

St Giles has access to an overdraft of £400,000 with Barclays Bank, if used a charge will be held against the Head Office premises at Camberwell Church Street.

7. INVESTMENTS

2024
£
Market value at 1 April 2023
910,275
Net unrealised gains/(losses) on revaluation
42,460
At 31 March 2024
£952,735
Historical cost at 31 March 2024
(Includes
Royal London Society £827,724)
£849,029		 2023
£
959,183
(48,908)
£910,275
£849,029

The investments are held in the Royal London Society Endowment fund, Barclays Capital fund, M&G Charifund and Blackrock.

54

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

8. DEBTORS

Trade Debtors
Prepayment & Accrued Income
Other Debtors		 2024
£
3,714,940
1,385,650
62,039
£5,162,629		 2023
£
2,041,257
1,014,976
54,678
3,110,911

9. CREDITORS

CREDITORS
Due Within 1 Year
Grants received in advance
Trade creditors
Taxes & Social Security
Other creditors
Accruals
Grants received in advance brought forward
Amount released during the year
Amount deferred during the year
Grants received in advance at 31 March
Reconciliation of grants received in advance		 2024
£
2,570,938
547,936
873,944
97,931
465,303
£4,556,052
£
2,704,602
(2,658,018)
2,524,354
2,570,938
2024		 2023
£
2,704,602
593,500
456,194
95,972
292,759
£4,143,027

10. PENSIONS

The company makes contributions to employee defined contribution pension policies. The pension cost represents contributions payable by the company. Contributions payable during the year amounted to £546,413 (2023: £449,681). A creditor is included in the accounts in respect of the amounts due at the year end.

55

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

11a. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted
Restricted
Funds
Funds
£
£
Fund Balances at 31 March
2024 are
represented by:
Tangible fixed assets
818,252
-
Investments
43,199
-
Current assets
10,918,181
424,524
Current liabilities
(4,556,052)
-
Total net assets
£7,223,580
£424,524
Fixed Assets &
Investments
General Fund
Fund
Fund Balances B/fwd
891,594
5,537,534
Income
-
7,265,058
Expenditure
-
(7,216,177)
Losses/(Gains) on Investments
1,212
-
892,806
5,586,415
Transfers
Change in fixed assets
(31,355)
31,355
Total net assets
861,451
5,617,770		 Unrestricted
Restricted
Funds
Funds
£
£
Fund Balances at 31 March
2024 are
represented by:
Tangible fixed assets
818,252
-
Investments
43,199
-
Current assets
10,918,181
424,524
Current liabilities
(4,556,052)
-
Total net assets
£7,223,580
£424,524
Fixed Assets &
Investments
General Fund
Fund
Fund Balances B/fwd
891,594
5,537,534
Income
-
7,265,058
Expenditure
-
(7,216,177)
Losses/(Gains) on Investments
1,212
-
892,806
5,586,415
Transfers
Change in fixed assets
(31,355)
31,355
Total net assets
861,451
5,617,770		 Endowment
Total
Funds
Funds
£
£
-
818,252
909,536
952,735
-
11,342,705
-
(4,556,052)
£909,536
£8,557,640
Designated
Funds
Restricted
Funds
Endowment
Funds
Total Funds
1,181,799
1,328,517
868288
9,807,732
-
13,785,488 -
21,050,546
(437,440)
(14,689,481) -
(22,343,098)
-
-
41,248
42,460
£7,223,580
£424,524
Fixed Assets &
Investments
General Fund
Fund
891,594
5,537,534
-
7,265,058
-
(7,216,177)
1,212
-
892,806
5,586,415
(31,355)
31,355		 744,359
424,524
909,536
8,557,640
- -
-
-
861,451
5,617,770		 744,359
424,524
909,536
8,557,640

56

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

11a COMPARATIVE ANALYSIS OF NET ASSETS BETWEEN FUNDS 2023

Fund Balances at 31 March
2023
represented by:
Tangible fixed assets
Investments
Current assets
Current liabilities
Total net assets
Fund Balances B/fwd.
Income
Expenditure
Gains/(Losses) on
Investments
Transfers
Change in fixed assets
Total net assets		 Unrestricted Restricted
Endowment Total
Funds
Funds
Funds
Funds
£
£
£
£
849,607
-
-
849,607
41,987
-
868,288
910,275
10,862,360
1,328,517
-
12,190,877
(4,143,027)
-
-
(4,143,027)
7,610,927
1,328,517
868,288
9,807,732
Fixed
Assets &
Investments
Funds
General
funds
Designated
Funds
Restricted
Endowment
Total
£
£
£
£
£
£
918,342
5,035,268
1,589,305
2,295,893
915,727
10,754,535
-
4,829,234
-
14,058,354
-
18,887,588
- (4,352,247)
(407,506) (15,025,730)
- (19,785,483)
(1,469)
-
-
-
(47,439)
(48,908)
916,873
5,512,255
1,181,799
1,328,517
868,288
9,807,732
(25,279)
25,279
-
-
-
-
891,594
5,537,534
1,181,799
1,328,517
868,288
9,807,732

57

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

11b. ANALYSIS OF MOVEMENTS IN RESTRICTED, DESIGNATED AND ENDOWMENT FUND 2024

Restricted Funds:
Community Services
Prison Services
Training
Other Programmes
Total net assets
Designated Projects
Buildings and
organisational
infrastructure
Staff Retention and
Recruitment
Digital training
ICT and Finance Software
Impact and outcome
measurement
Sustaining Peer Circles
model
Royal London Society
Endowement Fund		 Total B/fwd
£
31,198
486,902
710,418
99,999		 Income
£
8,134,199
53,081
4,019,954
1,578,254
13,785,488
Income
-
-
-
-
-
-
-
Income
£
41,248
£41,248		 Expenditure
£
8,165,397
241,401
4,604,430
1,678,253		 Transfer
C/fwd
£
£
-
-
-
298,582
-
125,942
-
£1,328,517 £14,689,481 -
£424,524
Total B/fwd
484,200
465,713
5,000
69,386
7,500
150,000		 Expenditure
-
(283,205)
(5,000)
(19,566)
(7,500)
(122,169)		 Transfer
C/fwd
27,831
512,031
-
182,508
-
-
-
49,820
-
-
(27,831)
1,181,799 (437,440) -
744,359
Total B/Fwd
01-Apr-23
£
868,288		 Expenditure/
Transfer/losses
£
-		 C/fwd
31-Mar-24
£
909,536
£909,536
£868,288 -

58

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

11b. COMPARATIVE ANALYSIS OF MOVEMENTS IN RESTRICTED, DESIGNATED AND ENDOWMENT FUND 2023

Restricted Funds:
Youth Violence & Families Work
Criminal Justice Activity
Community Empowerment
Other Programmes
Total net assets
Designated Fund - Projects
Buildings & organisational
infrastructure
Staff retention & recruitment
Digital Training
ICT & Finance software
Client information & resource
platform
Staff wellbeing
Match funding regional
development
Expansion of preventative services
Match funding spot purchasing
Employer Engagement Worker		 Total B/fwd
Income
Expenditure
Transfer
C/fwd
£
£
£
£
£
476,665
7,800,753
8,246,220
-
31,198
825,864
442,704
781,666
-
486,902
724,668
4,738,359
4,752,609
-
710,418
268,696
1,076,538
1,245,235
-
99,999
2,295,893
14,058,354
15,025,730
-
1,328,517
Total B/fwd
Income
Expenditure
Transfer
C/fwd
484,200 -
-
- 484,200
500,000 -
(34,287)
-
465,713
45,000 -
(45,000) 5,000 5,000
119,010 -
(49,624)
- 69,386
50,000 -
(37,500)
(5,000) 7,500
16,095 -
(16,095)
-
-
100,000 -
(100,000)
- -
100,000
-
(100,000)
-
-
150,000
-
-
-
150,000
25,000
-
(25,000)
-
-
1,589,305
-
(407,506)
-
1,181,799

*** The building and infrastructure amount of £984,200 brought forward from 2021/22 has been split bewteen Staff retention & recruitment£500,000 and Building & organisation - £484,200.**

** The Digital training brought forward from 2021/22 has been re-instated to £45,000 and Client information & resources to £50,000 as this was the original intention.

Endowment Fund
Royal London Society Endowment
Fund
Total		 Total B/fwd
Income/
Investment
Gain
Expenditure/
Investment
Losses
C/fwd
£
£
£
£
915,727
(47,439)
-
868,288
915,727
(47,439)
-
868,288

59

ST. GILES TRUST (A company limited by guarantee)

NOTES TO THE ACCOUNTS

12. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES FINANCIAL ACTIVITIES 2023
**Notes ** Unrestricted Restricted Endowment TOTAL TOTAL
Funds Funds Funds 2023 2022
£ £ £ £ £
Income and endowment from:
Donations 1,029,364 3,957,887 - 4,987,251 3,827,384
Legacies - - - - 200,000
Charitable activities 3,799,870 9,853,787 - 13,653,657 13,157,904
Trading Income - 108,925 - 108,925 92,985
Investment and other income - 115,522 - 115,522 6,308
Investment income Royal London - 22,233 - 22,233 22,552
Society
Total Income 2 4,829,234 14,058,354 - 18,887,588 17,307,133
Expenditure on
Costs of raising funds 162,875 666,447 - 829,322 576,956
Charitable Activities: - - - -
Youth Violence & Families Work 1,259,707 8,246,220 - 9,505,927 8,407,422
Criminal Justice Activity 3,337,171 781,666 - 4,118,837 3,059,914
Community Empowerment - 4,752,609 - 4,752,609 3,403,521
Other programmes - 578,788 - 578,788 546,850
Total expenditure 3 4,759,753 15,025,730 - 19,785,483 15,994,663
Net income before investment 69,481 (967,376) - (897,895) 1,312,470
gains/(losses)
Net gains/(losses) on investments 7 (1,469) - (47,439) (48,908) 40,222
Net income/expenditure 68,012 (967,376) (47,439) (946,803) 1,352,692
- - -
Transfers between funds - - - - -
Net movement in funds 68,012 (967,376) (47,439) (946,803) 1,352,692
Reconciliation of Funds
Fund balances B/Fwd 11 7,542,915 2,295,893 915,727 10,754,535 9,401,843
Fund balances C/Fwd 7,610,927 1,328,517 868,288 9,807,732 10,754,535

13. COMPANY STATUS

The company is a registered charitable company limited by guarantee.

The members’ liability is limited. Every member of the company undertakes to contribute up to £25 to the assets of the company in the event of it being wound up during the time they are a member or within one year afterwards. Members comprise the board as constituted from time to time.

60