Directors’ and Trustees’ Report for Year Ended 31st March 2025
The trustees present their report and financial statements for the year ended 31 March 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's Memorandum and Articles of Association, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2019)
Note: St. George’s House Charity operates as St George’s Hub. For the purposes of this report, we will refer to St. George’s Hub as SGH. (Please see the glossary at the end of this report.)
Introduction
SGH provides a range of services in Wolverhampton and the wider region, specifically for vulnerable men. Our core work is addressing male exclusion and vulnerability through a ‘male-centric’ service dedicated to meeting needs as they arise. Operating an open-door policy enables us to provide a vital safety net for some of the most socially excluded individuals in our community. We listen carefully to those voices that might go unheard elsewhere.
The rapidly changing social and political landscape has seen the disappearance of many traditional support mechanisms for men. Many men are left feeling invisible, neglected and forgotten. They feel unable to live up to what they understand as the requirements of men in what is still a very patriarchal society. There are many men who resort to rough sleeping following difficulties dealing with financial barriers, the death of a partner, unemployment or eviction from accommodation. For many it is a combination of all these factors, and can lead to severe mental health crises, drug and alcohol addiction and in some cases suicide. There is an urgent need for the kind of targeted intervention and support services provided through SGH.
We provide a safe and supportive space where difficult conversations and personal disclosures can be made without judgement. We have a commitment to delivering services within a framework known as a Psychological Informed Environment (PIE). This approach ensures that every aspect of our work is thoughtfully designed and implemented with a deep understanding of the emotional and psychological needs of individuals, creating an environment that not only addresses immediate needs but also fosters trust and emotional security. Many of the men who come to us for support have suffered experiences that have been deeply traumatic. At SGH we have a focus on understanding trauma and recognising the profound impact it has on our clients. We are continually aware that our services must provide the highest quality support for everyone.
The numbers approaching SGH for support indicate the challenges impacting vulnerable men and the difficult underlying issues that continue to affect them. Homelessness and rough sleeping are on the rise; rents are at unsustainable levels and Universal Credit is difficult. There are an increasing number of the ‘working poor’ affected by rising inflation and debt. These are the pressures facing vulnerable men in our community making the services provided by SGH vital, particularly for those men who are the primary carers for young children.
This report includes case studies which indicate the responses made through SGH to all the issues referred to above.
Clients that access our service
SGH provides a broad and inclusive safe space for vulnerable men and their children, providing access to the help and support they require. It is often the case that those who are in the greatest need of assistance do not recognise this or have difficulty in articulating their need for help. This inability to ask for help is a significant barrier which our service is always striving to overcome. Despite the wide range of issues facing our clients, there is the common thread of male vulnerability for which the tailored male-centric approach is important.
Confidentiality and privacy are fundamental to our ethos. We are deeply committed to and fully respect the privacy of those who use our services. No images are used for publicity purposes without explicit consent, and filming is not permitted in or around the centre. Despite the frequent requests to use footage from within the centre which could potentially showcase our work, we believe that allowing such activities would undermine the implicit trust built between our clients and the organisation. Preserving this trust is essential for the continued success and integrity of our service.
Lived Experience
Our clients possess in-depth and substantial knowledge of issues from firsthand experience; the recognition of this is at the core of our work. We value this experience of clients as co-designers and co-producers in shaping the continuous development of our service.
This year we have been able, through these often-underrepresented experiences and perspectives, to provide to statutory providers unique insights in addressing gaps and making appropriate ongoing representation.
At SGH, the lived experiences of our clients are an integral part of how we make decisions and shape our services. We develop our services through the contributions of former clients who are employed in paid roles or become dedicated volunteers and thus part of the staff team, benefiting both the individuals and the organisation.
We ensure that the voices and perspectives of those who use our services are systematically included at every stage of our decision-making processes. This approach guarantees that our work remains grounded in the real needs and experiences of the men and families we support. Our monthly SGH Service User Forum serves as a powerful platform for client involvement. Individuals are actively encouraged and supported to participate in discussions, share their insights, and contribute to the ongoing development of our organisation.
The diverse lived backgrounds and experiences of our clients and their communities are a significant asset to the organisation enabling us to stay relevant and responsive to changing needs and respecting the realities faced by those we aim to support.
Looking ahead, we are committed to strengthening user-led participation, particularly at senior and strategic levels. We are currently working in partnership with our clients to shape the future direction of this involvement, ensuring that their voices continue to guide and inform the organisation as it evolves.
Objectives and activities
Delivering and Enhancing a Male-Only Service
This is the clear focus of our work. We are dedicated to supporting men who are vulnerable to marginalisation, social exclusion, loneliness, and isolation. We engage with a diverse demographic of men and their families across Wolverhampton through a specially tailored service to address unique needs.
Addressing Domestic Violence & Abuse:
We provide a safe space to support male victims and their children, helping men to break the cycle of abuse and to seek help without stigma.
Preventing homelessness:
We offer advice, and support, including signposting to accommodation services, assistance to prevent homelessness and avoidance of crisis situations. When an individual is sleeping rough, we provide additional support to address the challenges of living on the streets.
Tackling Poverty:
We help our clients in maximising their access to financial support, developing key life skills, and increasing employability by specialised coaching and helping clients with repeated unemployment or complex challenges, including barriers within the welfare benefit system.
Promoting healthier lives and relationships:
We support men with complex issues including mental health concerns, loneliness, substance use, addiction, and unhealthy lifestyles. Our approach encourages positive self-image and acknowledges the societal pressures men experience in their evolving roles.
Enhancing community safety:
We support male victims of crime, especially those who find themselves marginalised. We work to promote safer streets assisting with measures to address knife crime. We ensure our clients have access to appropriate assistance and wellbeing support.
Key Activities
Advice, support, and guidance:
Assistance related to housing and homelessness, employment, welfare benefits, debt management and budgeting, substance misuse, mental health challenges, maintaining contact with children, and facilitating the reconnection of clients with their families.
Prevention of homelessness and rough sleeping:
Support for those vulnerably housed. Housing and homelessness advice, advocacy, and tenancy sustainment.
Supporting Recovery:
Offering a listening service for clients experiencing low to moderate mental health concerns to complement their ongoing treatment by mental health professionals.
Mental Health Support, Advice, and Guidance:
Helping men experiencing mental health challenges by facilitating access to specialist mental health professionals, including psychiatrists, community psychiatric nurses (CPNs), and crisis intervention teams. Services also include referrals for counselling, cognitive behavioural therapy (CBT) sessions, mindfulness practices, and person-centred support.
Addiction:
We promote a peer led holistic 'Making Positive Changes' programme designed to help clients to develop stronger coping strategies to address stressful situations.
Employment, welfare, benefits advice, and support:
We run a Job Club which provides IT training and CV writing to assist with employability and guidance on Universal Credit compliance.
Debt management:
We offer guidance on money management and options before decisions are made.
Casework:
We manage and coordinate work with complex cases, often involving housing, benefits, child contact agencies, social care and solicitors.
Identity Building Service:
Through this service we assist clients to obtain essential documentation, enabling access to benefits, housing, employment opportunities, and Universal Credit. Securing these documents is a critical step in facilitating clients' access to mainstream services and supporting their journey toward recovery.
Culturally Relevant Services:
‘Koshish’ the South Asian Men's Peer Support Group, provides support to men from BAMER communities in addressing both physical and mental health challenges.
Supporting male victims of domestic violence and their children
Abuse can take many forms, as follows:
Coercive control
Psychological and/or emotional abuse
Physical or sexual abuse
Financial or economic abuse
Harassment and stalking
Online or digital abuse
Many of the male DA victims accessing our service face counter allegations often made by the perpetrator or family members, malicious reporting, or criminalisation, forcing them to have to prove their innocence, which adds to their trauma.
As a sign of solidarity with female victims of DA, SGH participated in Orange Wolves from the 25th of November 2024 until 10th December 2024, the local awareness-raising campaign that is part of the United Nations International 16 Days of Action to End Violence Against Women and Girls campaign. This enabled SGH to both show support for female victims and to increase understanding that men can also be the victims of domestic abuse.
In January 2025, SGH was commissioned by WCC to deliver the IDVA (Independent Domestic Violence Advisor) service for high-risk male victims of domestic violence and abuse.
Our domestic violence and abuse services have been able to provide a forum for the victims/survivors to share their ‘Lived’ experiences. SGH is ensuring that the voice of male DA victims is not absent when domestic abuse is discussed both locally and regionally, with the CEO representing on DASPB, MARAC & ODOC Governance and SWP. Our ‘DA Survivors Forum’ has given a voice to male DA victims who have undergone substantial trauma and tumult.
Case Study
Mr K,55 had fled an attack with a knife by his cousin with whom he was he sharing a room. The victim was vulnerable because of moderate learning disabilities. Being a high-risk victim, due to use of knife and death threats, we contacted the police immediately and his cousin was arrested and bailed. Mr. K became homeless due to the situation and was left in dire financial straits. We were able to assist him to obtain emergency accommodation and the SGH IDVA was also able to advise on safety planning, talking through the importance of changing routes to specific places, and strategies in the event of meeting his cousin. He has since received an offer of a permanent tenancy with a social housing provider. SGH IDVA liaised with the DWP to clarify several benefit issues with Mr. K, bringing him a degree of stability and he has also been supported to manage his trauma and anxiety. Mr K. has become more resilient and focused. The level of risk has been reduced, and Mr K. is optimistic about his future, thinking about options available to him, his aspirations and goals. This will help him to begin rebuilding his life at a pace that works for him.
Preventing homelessness
SGH has continued to work in partnership with P3 Charity in delivering financial inclusion support and housing support for rough sleepers and the homeless in Wolverhampton from within the centre, and from the ‘Peter Bilson House’ Project.
The numbers of rough sleepers in Wolverhampton are demonstrably lower than in surrounding areas, but it is obviously a severe problem for each individual in this position. Homelessness has a wide range of root causes including family breakdown, mental illness, drug addiction, unemployment and financial insecurity. The finances of these often highly vulnerable individuals remain precarious. Our work illustrates the wide range of families who find themselves in a downward financial spiral in the face of continuing high cost of food and utilities, and when the local housing allowance does not reflect an overheated private rented sector in the city.
Our work transcends stereotypes, and it is becoming increasingly common to work with older men facing homelessness.
We provide daily housing/ homelessness advice and support, with individual keywork, giving the men we see solutions. Our daily Peer Support sessions also assist in recovery from crisis and homelessness. Men come to see us in a state of complete panic, but we can break a problem down into constituent parts and enable the client to see the whole picture.
Case Study
Mr M, 51 was initially referred to SGH for assistance in completing a Personal Independence Review application. Mr. M disclosed that his private tenancy, in which he had been a tenant for over 20 years was in a state of chronic disrepair. He had not received a Tenancy Agreement which was adversely affecting his mental and physical health. SGH made an application for housing through Wolverhampton Homes on medical grounds. SGH is committed to addressing poor quality housing in the city and a Senior Environmental Health Officer was allocated to Mr M’s case. We were able to then secure accommodation for him in a residential home locally, that instantly protected this vulnerable individual. Homelessness and the risk of homelessness is a complex issue; the catastrophic effects of being without a home exists beyond rough sleepers. People bedded down on the streets is not a true metric of the housing crisis. At the present time, the private sector is generally the only choice in terms of housing, therefore it is vital that is of a high standard.
Tackling Poverty
Poverty continues to be a major issue and increasingly the men we see are working poor. Men have accessed our service unable to afford to travel to work. These are not the stereotypical benefit scroungers. 33.4% of UC claimants in the West Midlands are working. Many of those accessing foodbanks are also in work. School uniforms are extremely expensive, and these costs are unavoidable for families; this is the absolute frontline of poverty. SGH has continued to be a vital partner in the Household Support Fund ensuring that some of the most vulnerable and deprived citizens in the city receive help.
Case Study
Mr P, 41 is a single father with one child. His 7-year-old son has moderate learning needs and his experience with education has been a challenge for both. The stress has had practical and financial implications; his physical and mental health has begun to suffer, resulting in him being unable to work sufficient hours as a taxi driver. The prospective cost of uniform for his son’s new school was prohibitive, causing Mr. P sleepless nights. We were able to support him to obtain items from the list and assess if he was in receipt of the correct benefits. The debts he had accrued with utilities were individually addressed and his water debt was written off. It is in cases such as these, where early help and interventions can prevent escalation into crisis, the legacy of which can haunt vulnerable people for the rest of their lives. Serial deprivation restricts life chances and may doom children to poverty.
Improved health and wellbeing, reducing loneliness and isolation
During the autumn of 2024, SGH continued our innovative IT sessions. These have enabled us to reach those men experiencing mental health inequalities in the most underserved and deprived Black Country areas. These individuals frequently encounter barriers to accessing mental health services. ‘Computers for the Terrified’’ breaks down barriers in a supportive and therapeutic environment. To return to the workplace, IT competence is now required in many professions: we particularly specialise in supporting those men who insist that even the most basic IT proficiency is beyond them. Our ‘Connect’ project has continued our peer mentoring and volunteering scheme for lonely, vulnerable, and isolated for men 18+, in Wolverhampton. The client led ‘Learning Circles’ have been enormously successful and enabled men to learn about each other and different communities. The COVID pandemic is still raw with some of the men, who have lost wives and children. Developing our Chess Club has enabled men to learn both how to play and encourages conversation to begin. Chess is a highly effective means to break down walls between men, overcoming a sense of awkwardness and embarrassment.
Case Study
Mr. W is a 64-year-old black British male, who had spent his entire working life as an electrician. After a car crash, he received a severe hip injury that ended his working life overnight. Aside from the impact of the physical injury, the notion that he would be unable to ‘provide for his family’ had a disastrous effect on his mental health. His daughter contacted ‘Connect’ in a state of disorientation at witnessing her father ‘having a meltdown.’ The first step was to give Mr W the chance to speak candidly in a safe space and rebuild his self-confidence. The breakthrough came via attending one of our ‘Computers for the Terrified’ sessions; learning a new skill gave him motivation to leave his home. As well as learning rudimentary IT skills, engagement with ‘Connect’ gave him a forum to discuss his wider challenges. He began to trust the staff and volunteers and improvements were swift. Mr. W felt valued and that his voice really mattered. Participation in ‘Connect’ had a tangible effect on his self-confidence, and now he has a much more positive outlook on life.
Improving Family Life and Parenting Skills
Our weekly Dad’s Support Group has been a highly effective forum where men can share their experiences of the challenges, joys, and effects that fatherhood brings. The themes that the discussions provoke have been inspiring, poignant, and reflective; the notion that men do not wish to explore these sorts of subjects has been completely dispelled. The men have been able to share tips, techniques, and strategies to support families. The sessions illustrated a gap in services across the city. The group is a safe space to air these difficult feelings with others who have actually ‘been there.’ The experiences that families face have been extremely broad and illustrate the challenges facing both individuals and communities. These have ranged from difficulties of working with teenagers to the effects of erroneously being denied access to children, which has a highly damaging effect on the mental wellbeing of both father and child and is a subject not often aired or discussed. In an era of toxic male influencers, it is vital that a positive male voice is offered in debates since this is the only way that perceptions of men can change. Otherwise, the risk is that men will only be seen as perpetrators, potential abusers, gang members and in a persistently negative light. We see the effects of these contextual issues in the dynamics of the families we see. SGH has a role to support the men and boys in the city, being an obvious host to fill the current void in services in Wolverhampton. There is a clear need to support the difficult journey from boy to man, with a service that provides a bridgehead. The need for male peer mentors has been identified by local families as having the potential to transform the male experience in Wolverhampton.
Improvements to the building
SGH applied to the VCSE Energy Efficiency Scheme which aims to help voluntary, community, and social enterprise (VCSE) organisations in England improve their energy efficiency. We were delighted to receive a grant to improve our building. Our premises are in an old church hall and have been extremely difficult to heat during the winter since moving to the building in 2009. During the early months of January 2025, the single glazed windows were replaced with new double glazing which together with improvements in the insulation of the premises have boosted the warmth. In addition, solar panels were fitted on the roof, improving the energy efficiency of the premises and helping to reduce utility bills; SGH is committed to making Wolverhampton a cleaner, greener environment, reducing our carbon footprint.
SGH Partnerships
SGH maintains a robust commitment to collaborative working with a wide range of partner agencies. We do not work in silos, ensuring that clients receive comprehensive and coordinated support. Vulnerable individuals and families are often known to several services, which highlights the importance of addressing their needs beyond the confines of organisational boundaries. In many instances, joint working between agencies is essential to achieve the best possible outcomes for those we support. Key partners over the last year have included P3, RMC, RNY, The Well, WCC, PPU, Wolverhampton Homes and WVCA. Safeguarding remains a central priority, and preventing adverse incidents requires all agencies to adopt a holistic 'Think Family' approach. SGH continues to work closely with The Haven, the local provider of services for female victims of domestic violence and abuse to keep all victims safe and reduce risk. This arrangement is crucial when addressing counter-allegations. SGH recognises the value of effective partnership working undertaken in a collaborative and principled manner. Accordingly, we engage with various agencies and formalise these relationships through Partnership Agreements and Service Level Agreements. It is essential that such frameworks are employed appropriately and not as tools to secure commercial benefits. Partnerships should be grounded in genuine collaboration rather than solely pursued for funding opportunities. Our experience indicates that these arrangements are most successful when governed by a comprehensive Partnership Agreement and when each partner clearly understands their respective responsibilities.
Fundraising
As a charity, fundraising remains a continual process, focused on diversifying our funding portfolio to ensure long-term financial stability. Limited funding has resulted in increased competition for resources and priorities. The short-term nature of charity funding represents a challenge for an organisation such as SGH. We work with complex issues that often require long term solutions and support. SGH has clear strategic priorities and a growing client base. Our needs-led approach can be challenging when competing with larger charities and securing funders who understand men's vulnerabilities and marginalisation. Our clients need us to be there for the long term, and this is our priority. The philosophy of the trustees of the charity is to ensure stability; the ongoing financial resilience of the charity is fundamental to serving our clients’ interests effectively.
Going Forward
During 2024-2025, demand for our services continued to increase. We supported vulnerable men facing the various challenges described.
A significant aspect of SGH’s approach involves tackling stigma and marginalisation, which remain persistent barriers preventing men from accessing help and support. By working to address these issues, SGH will continue to provide a supportive environment where men feel understood and valued, encouraging them to seek the assistance they need without fear of judgement.
We are well positioned to address complex issues such as domestic abuse, homelessness, relationship breakdown, Section 21 evictions, unemployment, loneliness and suicidal ideation. These factors are deeply interconnected and cannot be effectively resolved in isolation; we will continue to apply a dual diagnosis model. Tailored interventions are essential for sustained recovery.
Our services remain responsive to the challenges faced by vulnerable men in our community. In an environment where intolerance and stigmatisation of difference are increasingly prevalent, we will continue to provide an inclusive culture, where every client is given the opportunity to thrive and overcome adversity.
SGH continues to provide comprehensive support tailored to the unique needs of each person, helping them to rebuild their lives with dignity.
The SGH Board of Trustees extends its appreciation to the CEO for her exemplary leadership, which has been pivotal in steering the organisation through a period marked by heightened demand and increased complexity. With 29 years of experience in the Third Sector, the CEO’s clear strategic direction, and steadfast dedication to SGH’s mission have enabled the charity to maintain the delivery of high-quality services to our clients. The Board also recognises the unwavering dedication of SGH’s staff. Their professionalism, compassion and expertise are evident in the high standard of support that they offer to individuals facing a range of multifaceted needs. The staff’s ability to respond effectively to diverse and often difficult circumstances is a testament to their skill and commitment to making a meaningful difference in the lives of those they serve. Volunteers form an indispensable part of SGH’s operations. Their collective efforts underpin the charity’s reputation for excellence and reinforce its capacity to address the complex challenges faced by vulnerable men and their families within the community.
Plans for the future
To consolidate our position as a centre of expertise in understanding men’s issues and in working with them and to work to counteract the negative portrayal of men.
To pilot family work with the Family Hubs in the city where the voice of the father is often absent; and so to address challenges faced by men as parents and highlight the positive role of men and boys within families through such as ‘Better Lads and Dads’ sessions, that can change perceptions and support men and boys.
To continue to play a leading role in preventing homelessness since statistics confirm that most rough sleepers are men. To continue our partnership with P3, delivering financial inclusion support to rough sleepers, the homeless and vulnerably housed.
To continue our efforts to tackle poverty, SGH will be a crucial partner in the work of the ‘Household Support Fund’ since cost of living challenges continue to impact both individuals and families.
To offer ‘drop in’ sessions for those who have been impacted by suicide.
To explore projects focusing on male victims of violence and crime, bullying, sexual violence, gang violence, and those coerced into county lines and other criminal activity.
To secure the WCC contract in order to continue our work with male victims of DA.
To secure any tender opportunities from the Office of Police Crime Commissioner (OPCC) for high-risk male DA victims.
To offer face-to-face sessions with a counsellor to help with the long lasting and debilitating effects of childhood and other traumas.
To explore Legacy Fundraising - the families of clients we have supported have been keen to offer their support in making a lasting difference with an impact in the long term.
To champion a Male DA Victims Day as part of Orange Wolves 2025 Campaign.
To lead on a Men’s Campaign for International Men’s Day and Men’s Health Day.
To recruit Trustees who have the skill set in HR, Finance, Safeguarding, and IT to drive SGH forward and ensure that we deliver the best service.
To work with Funders to improve SGH marketing and website.
Reserves Policy
The trustees primary aim is to set aside in designated funds sufficient reserves so that SGH is better able to meet financial risks as evaluated and regularly reviewed by trustees. Therefore, funds have been allocated to a designated service continuity fund sufficient for SGH to maintain services for six months in the event of a short-term loss of funding. This fund is also there to draw on should there be delays in securing new funding or temporary delays in the payment of grants or contracts. A designated fully costed staff redundancy fund is also maintained, as required. In addition, the trustees aim to maintain a designated property fund to ensure that we can properly repair and where appropriate, improve our premises. The trustees also consider it prudent to hold some free reserves to draw on in case of unforeseen operational costs. In the year to 31st March 2025, we have been able to meet these aims.
Financial Review
The financial statements for the year to 31st March 2025 show that SGH carried forward an operating surplus of £67,044. Whilst an operating surplus reflects financial strength, the current surplus is out of line with our albeit increased income in the year to 31st March 2025. Furthermore, it comes after SGH reported an operating loss of £34,827 in the year to 31st March 2024 and includes £53,040 received in advance from WCC for the setting up and delivery of the new IDVA service to support high risk male victims of domestic abuse in the year ahead. Notwithstanding these caveats, the balance sheet confirms that our financial position is strong; this secure position confirms the stability and resilience of our financial position and demonstrates the sustainability that helps SGH to meet the demand for our services from clients who need the longer term committed support that we offer.
In the year to 31st March 2025, SGH was successful in securing funding from statutory bodies in addition to most generous support from charitable trusts, and donations from members of the public, whether in person or through our Just Giving page.
In other sections of this report can be found detailed descriptions of the work of SGH in the year to 31st March 2025; and although we have had supporting vulnerable and marginalised men at the heart of our work over many years, some aspects of the help required have changed as different needs and gaps in provision are identified. Major provision such as that for male victims of domestic abuse requires considerable statutory funding, but such funding alone would not allow SGH to deliver the longer term and diverse support needed by our clients. Thus, without the generous funding from those charitable trusts who have continued to support SGH over many years, we would have been unable to develop and sustain provision in a changing world. Our heartfelt thanks, therefore, go to the Lloyds Bank Foundation, the Hargrave Foundation, The Eveson Trust, the James Beattie Charitable Trust as well as smaller trusts, local businesses and charities for their continued support.
Difficult financial circumstances are the backdrop to life at a national, regional and for many, a personal level. Thus, SGH continues to seek to diversify our funding programme to enhance our ability to continue our work in future years.
Risk Management
SGH Board of Trustees is committed to effective risk management and has implemented a robust risk management framework to identify, assess and mitigate risks that may affect our ability to achieve our strategic objectives.
The charity takes a rigorous approach to the management of risk at all levels of the organisation, with trustees having overall responsibility. There is a Risk Register in place, and the CEO monitors policies and procedures regularly to identify internal risks. Concerns are discussed at team meetings and in supervision, with risk assessments being undertaken and appropriate measures implemented as required. Trustees regularly review policies and procedures at board meetings, and the CEO includes health and safety issues in her report. Procedures are in place to ensure compliance with the health and safety of staff, volunteers, clients and visitors to the centre.
Safeguarding is of paramount importance; SGH recognises that working with higher risk clients raises the safeguarding threshold, and thus the issue is systematically and rigorously discussed at case management, and any concerns are acted upon. Alongside regular team meetings, supervision and case management, the CEO delivers support and debriefing for the wellbeing of staff members as they work to help and support clients.
By taking a proactive approach to risk management, SGH can more easily identify and address potential issues before they become major challenges and so better ensure that we remain well-positioned to achieve our strategic and long-term goals. SGH recognises the importance of identifying and managing specific types of risks, such as changes in funding priorities or political and economic uncertainties. In the current climate, most significantly there are major concerns arising from inflation and the cost-of-living crisis.
Trustees also recognise the importance of managing risks related to governance, compliance with legal and regulatory requirements and staffing risks, including the need to attract and retain a diverse and skilled workforce. The identification, assessment and management of risks to all aspects of the organisation is part of our ongoing business planning. Regarding our strategic objectives, we work continually to identify the risks that most seriously threaten our ability to meet the needs of our clients, and the most serious of those risks remains the loss of funding. By monitoring these risks closely and taking proactive steps to manage them, we can better ensure we remain well-positioned to achieve our strategic objectives and deliver high-quality services.
Internal Financial Control: it is vital that we minimise the risk of financial mismanagement and fraud, and consequently, we have robust financial controls in place that are overseen by the trustees. Quarterly financial reports are submitted to the financial sub-committee to help to ensure transparency and accountability in our financial management practices.
As described above, the risk that most seriously threatens our ability to meet the needs of our clients remains the loss of funding. Over the past 12 months we have worked to mitigate these risks by diversifying funding streams, building stronger donor relationships and strategic partnerships; thus, we have been able to maintain our services whilst working within changing funding provision. The need to maintain our financial resilience and to continue the work to diversify our sources of funding, therefore, remains our focus. Our aim is to ensure that SGH has the resources to continue to make a positive impact in our community.
The charity is a company limited by guarantee, operating as St. George’s Hub, and is governed primarily by the Memorandum and Articles of Association as adopted on 23rd February 1996.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
SGH has continued to enjoy the commitment of the Board members throughout the year. The trustees attend bi-monthly Board meetings; in addition, trustees with the relevant expertise and experience work with the CEO on finance, fundraising and HR sub-committees to formulate and scrutinise plans and policies. The CEO produces papers for consideration and decisions. Access to documents past and present is provided through MS Teams so that trustees can readily review and confirm decisions. Thus, trustees ensure they are fully engaged and better equipped to support the organisation's ongoing success at a strategic level.
The CEO reports directly to the Board. With her breadth of expertise, she oversees the staff team and volunteers. The CEO has supervision sessions with all staff members, in addition to holding regular plenary staff meetings. Key to maintaining and improving the relevance and efficacy of our services is to ensure that we are in close touch with the views of our clients, who are at the centre of everything we do. Thus, we hold regular Service User Forums; clients are encouraged to come along to an allocated SGH Board meeting slot and their voice is at the heart of our work. On a daily basis, staff and volunteers work one-to-one, (or in small groups) with service users; these fewer formal settings encourage our clients to give systematic and expansive feedback on all our services.
Our focus when recruiting new trustees is to ensure that their understanding and commitment aligns with SGH aims and objectives. It is equally important that the skills and competencies of the trustees are at a high level and relate to the business needs of the organisation. Trustees bring a diverse range of experience and expertise from across the voluntary, community, public and private sectors.
Recruitment to the Board is made by a selection process which includes the Chair and CEO. The Chair then makes a recommendation to the full Board as to whether to appoint. It is important that the skills and competences reflect the roles and responsibilities required by law for Charity Trustees and Company Directors. A skills matrix is maintained and reviewed to support the selection process. This also supports the succession planning of charity trustees. Additionally, new trustees are invited to meet with the Chair to familiarise themselves with the charity and the context within which it operates. Induction is led by the Chair and the CEO of the charity and covers:
The obligations of trustees.
The main documents which set out the operational framework for the charity including the Memorandum and Articles.
Resourcing and the current financial position as set out in the latest published accounts.
Future plans and objectives.
Trustees are asked to draw information from the various Charity Commission publications along with the Memorandum and Articles and the latest financial statements. Feedback from new trustees about their induction has consistently been very positive, regarding ease and support provided.
To comply with the current Disclosure and Barring Service procedures, all trustees complete and sign a fit and proper person declaration every two years and the charity has also adopted a code of conduct for its trustees.
None of the trustees has any beneficial interest in the company. All the trustees are members of the company and guarantee to contribute £1 in the event of a winding up.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of St George's House Charity (the charity) for the year ended 31 March 2025.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
St George's House Charity is a private company limited by guarantee incorporated in England and Wales. The registered office is St George's Hub, St Mark's Road, Chapel Ash, Wolverhampton, West Midlands, WV3 0QH.
The financial statements have been prepared in accordance with the charity's [governing document], the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Designated funds comprise of unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements,
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. These are capitalised if they can be used for more than one year, and cost at least £1,000.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
All donations are unrestricted
Sales within charitable activities
Grant income
Unrestricted grant income
Activity and welfare
Property repairs and maintenance
Insurance
Office expenses
Independent examination
Companies house
The average monthly number of employees during the year was:
The number of employees earning over £60,000 per annum was Nil (2024 - Nil).
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxationof Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
Capital - Hub Purchase
The balance on Capital funds represents the net book value of assets purchased with grant funding.
Revenue
The Identity Building Project funds the provision of the essential documentation that clients require in order to access mainstream services.
The WCC Male Domestic Violence & Abuse contract enables SGH to respond to male victims of domestic abuse and their children, and to provide on going appropriate support.
The Alternative Giving CIO granted funding to SGH for a new sign and branding to clearly distinguish our centre and to improve our visibility.
The P3 Rough Sleepers Service, funded through DUHC, helps the city’s most vulnerable rough sleepers. SGH is subcontracted to P3 to ensure that clients are benefit compliant and are supported with financial inclusion and helped with housing support, to help them to find and maintain tenancies.
The Heart of England, Know Your Neighbourhood funding from DCMS aims to develop collective understanding of what works to improve wellbeing and pride in local community through volunteering and community initiatives to tackle loneliness. SGH offers ‘Connect,’ a peer mentoring and volunteering scheme for lonely, vulnerable and isolated men 18+ in Wolverhampton. 'Connect' is user led with support from our Community Engagement Officer who is fluent in several South Asian languages; her role is to facilitate the group to engage with local communities who are traditionally reluctant to access services. A weekly calendar of diverse activities is delivered to help tackle chronic loneliness.
The Alternative Giving CIO granted SGH funding for the new desk top computers for our IT zone, to support our work targeting the digital exclusion of many of our clients.
The Recovery College Commissioning of Community Sector Training Courses Pilot, funded SGH to deliver wellbeing courses to help and support disadvantaged men experiencing mental health inequalities in the Black Country area.
The newly commissioned WCC Independent Domestic Violence Advisor contact enables SGH to deliver the DIVA service for high risk male victims of domestic violence and abuse.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
Designated funds
The service continuity fund represents approximately six months running costs and is to provide for the continuation of services in the event of an unexpected loss of funding.
The premises refurbishment fund is to ensure that we are able to maintain and improve our premises as required.
The staff redundancy fund is fully costed based on the years of service of core staff members.
Unrestricted funds
Designated funds
Restricted funds
There were no disclosable related party transactions during the year (2024 - none).