| Page | |||
|---|---|---|---|
| Directors, Executive Officers, Advisors | and Bankers | ||
| Report ofthe Directors | 2 —7 | ||
| Independent Auditor's |
Report | 8-10 | |
| Statement of Financial |
Activities | ||
| Statement of Financial |
Position | 12 | |
| Notes to the Financial | Statements | 13-19 |
| Report | ofthe Directors (Continued) | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Achievements and Performance |
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| SafeNet's achieved, on-going or pending targets for 2020-21 are as follows: |
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| Growth Tar ets 2020 - 2021 | |||||||||||||||||
| 1To promote a positive, values led domestic abuse support organisation | |||||||||||||||||
| ~ | Achieved- 50% Employees have lived experience |
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| ~ | Achieved- Staff are satisfied with their job role |
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| ~ | On-going - Volunteers are happy with the opportunities provided. |
(Adapted | in | response | to Covid, | volunteering | |||||||||||
| curtailed due to Covid-19). |
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| 2 | Bean organisation that is well led through effective financial |
management | and governance | processes | |||||||||||||
| ~ i |
Achieved -Positive reserves position Achieved -WAFE rated good with commendations |
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| ~ | Achieved-Zero incidents ofnon-compliance |
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| ~ | Achieved -Over 90%ofcustomers are satisfied with the service |
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| 3 | Maintain and improve existing SafeNet services, delivering high quality |
inspiring | support service | and | |||||||||||||
| programmes to promote and enable change: |
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| Stability forcompany!Services | |||||||||||||||||
| ~ | On-going -Secure extension of LCC contract to 5years (currently | 3years) to | 2024 | ||||||||||||||
| ~ | Achieved- Secure next round 2020 MHCLG & Ministry ofJustice |
continuation | funding | to support | specialisms | ||||||||||||
| ~ | Achieved- Develop and extend provision for male victims and complex needs |
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| ~ | On-going - Secure extension of Rochdale Refuge commission (2022) |
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| ~ | Achieved- Establish additional accommodation for Covid crisis provision (Rochdale 18 |
units | & Burnley 12units) | ||||||||||||||
| ~ | On-going - Maintain and grow community-based support services. |
(Adapted | in | response | to | Covid-19, | support in the |
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| community curtailed due to Covid-19; floating support and outreach maintained |
via digital/remote | services). | |||||||||||||||
| 4 | Grow SafeNet and extend SafeNet Services in Lancashire and |
beyond, | to | support | more victims | ||||||||||||
| and survivors ofabuse |
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| New Opportunities | |||||||||||||||||
| ~ | Achieved - Extend Lancaster Service, establish new 20-unit refuge |
including | 5 | complex | needs units, 6 unit safehouse | ||||||||||||
| i | and a male victim accommodation service by September 2020 Achieved- New 2~ stage safehouse established in Rochdale, 20 |
units | |||||||||||||||
| Elevate SafeNet's Profile |
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| ~ | Achieved- significant progress with greater strategic presence as |
Lead Provider | of DA | Refuge Services | in Lancashire | ||||||||||||
| and additional on-line services, social platforms, visits to SafeNet's social |
media, | research | collaboration | and | |||||||||||||
| participation | |||||||||||||||||
| 5 | Partnership Work with Key Partners and Stakeholders |
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| Strategic IGeographical Development |
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| ~ | Achieved- built and strengthening links, paid attention to external |
relationships | and involvement | resulting | in positive | ||||||||||||
| and fruitful relationships with stakeholders, commissioners, funders |
& partner | agencies | |||||||||||||||
| Internal Collaboration |
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| ~ ~ |
Achieved- worked across the Calico Group at different levels, internal training Achieved- Lead and contributed to strategic partnership work, deliver external |
and key training |
projects to partner, |
statutory and |
3" | ||||||||||||
| Sector partners to support multi-agency responses to domestic abuse |
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| 6 | Focus on staff potential and wellbeing |
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| Performance &development framework 8 Leaders Journey |
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| ~ | Achieved- supported staff to achieve their potential and wellbeing; |
create the | best conditions | for | staff | to | be focussed, | ||||||||||
| present, motivated and supported |
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| Practice (Clinical) Supervision for all frontline staff |
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| ~ | Achieved- supported and improved wellbeing: Practice (Clinical) Supervision; |
wellbeing | activities | ||||||||||||||
| This is Safenet's 10th year as part of Calico, and the partnership has proven immensely |
beneficial. | The | company continue to |
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| work closely and strategically via shared goals, policies and procedures and |
work to strengthen | its | position | in relation to existing | |||||||||||||
| contracts | and future proposals to extend domestic violence and similar |
support services. Safenet |
continue | to | build | on the | |||||||||||
| company's success and maintain high standards in its provision ofsupported |
housing. | Demand | for service | remains | consistently | ||||||||||||
| high. Safenet offer an established service based on best practice, providing |
guidance | and inspiration | to others | in the field. |
| Total Unrestricted Funds |
Total General Restricted Funds |
Total Restricted Fixed Asset Funds |
Total Funds |
Total Funds |
|||||
|---|---|---|---|---|---|---|---|---|---|
| Note | 2021 | 2021 | 2021 | 2021 | 2020 | ||||
| E'000 | R'000 | K'000 | K'000 | f'000 | |||||
| Income | |||||||||
| Donations and |
legacies | 30 | 30 | 20 | |||||
| Income from investments | 1 | ||||||||
| 30 | 30 | 21 | |||||||
| Income from Charitable | activities | 3,875 | 640 | 4,515 | 3,291 | ||||
| Total income | 3,905 | 640 | 4,545 | 3,312 | |||||
| Expenditure | |||||||||
| Expenditure on |
Charitable | activities | 5 | 3,834 | 644 | 4,478 | 3,302 | ||
| Total expenditure | 3834 | 4475 | 3,252 | ||||||
| Net income/(expenditure) | for the year | 71 | (4) | 67 | 10 | ||||
| Gross Transfers | between | funds | 13 | ||||||
| Net movement | in funds | 75 | (4) | (4) | 67 | 10 | |||
| Funds Brought | Forward | at 1 April 2020 | 1,013 | 36 | 140 | 1,189 | 1,179 | ||
| Funds Carried | Forward | at 31March | |||||||
| 2021 | 1,088 | 32 | 136 | 1,256 | 1,189 |
| Note | 2021 | 2020 | ||||
|---|---|---|---|---|---|---|
| K'000 | f'000 | |||||
| Fixed assets | ||||||
| Tangible fixed assets | 838 | 823 | ||||
| Current assets | ||||||
| Debtors | 10 | 437 | 423 | |||
| Cash at bank and | in | hand | 329 | 248 | ||
| 766 | 671 | |||||
| Creditors: amounts | falling due within one year | 348 | 305 | |||
| Net current assets | 418 | 366 | ||||
| Net assets | 1,256 | 1,189 | ||||
| FUNDS | ||||||
| Unrestricted funds |
||||||
| General Unrestricted |
Funds | 13 | 1,088 | 1,013 | ||
| Restricted funds | ||||||
| Fixed asset Restricted | Fund | 13 | 136 | 140 | ||
| General Restricted | Fund | 13 | 32 | 36 | ||
| Total Funds | 1,256 | 1,189 |
| Notes to the Financial Statements | Notes to the Financial Statements | Notes to the Financial Statements | Notes to the Financial Statements | Notes to the Financial Statements | Notes to the Financial Statements | (continued) | |||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2. | Donations | and Legacies | |||||||||
| 2021 | 2020 | ||||||||||
| F'000 | f'000 | ||||||||||
| Donations and similar incoming |
resources | 30 | 20 | ||||||||
| 30 | 20 | ||||||||||
| 3. | Income from Investments | ||||||||||
| 2021 | 2020 | ||||||||||
| F'000 | F'000 | ||||||||||
| Bank | interest | receivable | 1 | ||||||||
| Income from Charitable | Activities | ||||||||||
| Unrestricted Funds 2021 |
Restricted Funds 2021 |
Total Funds 2021 |
Total Funds 2020 |
||||||||
| f'000 | f'000 | F'000 | F'000 | ||||||||
| Support contracts | 1,680 | 640 | 2,320 | 1,491 | |||||||
| Contributions | in respect oftenants | 2,193 | 2,193 | 1,794 | |||||||
| Training fees | 2 | 2 | 6 | ||||||||
| 3,675 | 645 | 4,515 | 3,291 | ||||||||
| 5. | Analysis | of Charitable | Expenditure | ||||||||
| Unrestricted Funds |
Restricted Funds |
Total | Total | ||||||||
| 2021 | 2021 | 2021 | 2020 | ||||||||
| F'000 | f'000 | f.'000 | f'000 | ||||||||
| Direct | Costs: | ||||||||||
| Staff Costs | 2,083 | 632 | 2,715 | 2,149 | |||||||
| Other | Direct Costs | 1 | 751 | 12 | 1,763 | 1 153 | |||||
| 3,834 | 4,478 | 3,302 |
| Note | 2021 | 2020 | ||
|---|---|---|---|---|
| f'000 | F'000 | |||
| Auditors | Remuneration | 5 | 4 | |
| Depreciation oftangible fixed assets |
9 | 49 | 42 | |
| Operating | lease costs: other | 15 | 437 | 160 |
| 2021 | 2020 | ||||||||
|---|---|---|---|---|---|---|---|---|---|
| F'000 | F'000 | ||||||||
| Staff costs: | |||||||||
| Salaries and wages | 2,458 | 1,949 | |||||||
| Social security | costs | 190 | 143 | ||||||
| Other pension costs | 67 | 57 | |||||||
| 2,715 | 2,149 | ||||||||
| The average number of |
employees | during the | year, by function | was: | |||||
| 2021 | 2020 | ||||||||
| Number | Number | ||||||||
| Direct charitable | activities | 119 | 100 | ||||||
| Management and administration |
ofthe charity | 24 | 23 | ||||||
| 143 | 123 | ||||||||
| Nuinber of Full |
Time Equivalent | Employees | 91 | 74 | |||||
| Key Management | Personnel | Remuneration | |||||||
| 2021 | 2020 | ||||||||
| F'000 | F'000 | ||||||||
| The aggregate | emoluments paid |
to or receivable | by non-executive | Directors | 38 | 42 | |||
| The aggregate | emoluments paid |
to or receivable | by executive | officers | 139 | 65 | |||
| The emoluments | paid | to the highest paid executive officer excluding |
pension | ||||||
| contributions | 73 | 62 | |||||||
| Pension cost for executive officers The aggregate amount ofany consideration third parties for making available the services |
payable to / (receivable from) ofnon-executive Directors |
3 ~28 |
3 ~31 |
||||||
| Total key management | personnel | remuneration | 149 | 76 |
| . Tangible Fixed |
Assets | ||||
|---|---|---|---|---|---|
| Freehold Property |
Leasehold Improvements |
Computer Equipment |
Fixtures & Fittings |
Total | |
| Cost | F'000 | 6'000 | F'000 | E'000 | F'000 |
| As at 31 March 2020 | 635 | 165 | 164 | 248 | 1,212 |
| Additions | 32 | 32 | 64 | ||
| As at 31 March 2021 | 635 | 165 | 196 | 280 | 1,276 |
| Depreciation | |||||
| As at 31 March 2020 | 55 | 49 | 135 | 150 | 389 |
| Charge for period | 8 | 3 | 19 | 19 | 49 |
| As at 31 March 2021 | 63 | 52 | 154 | 169 | 438 |
| Net Book Value | |||||
| 31 March 2021 | 572 | 113 | 42 | 838 | |
| 31 March 2020 | 580 | 116 | 29 | 98 | 823 |
| 2021 | 2020 | ||||
|---|---|---|---|---|---|
| 6'000 | F'000 | ||||
| Trade | Debtors | 318 | 238 | ||
| Intercompany | Balance | 88 | 78 | ||
| Prepayments | &Accrued Income | 31 | 107 | ||
| 437 | 423 | ||||
| 11. | Creditors: amounts | falling due within one year | |||
| 2021 | 2020 | ||||
| F'000 | F'000 | ||||
| Trade | Creditors | 30 | 49 | ||
| Salary | Control | 18 | |||
| Deferred Income |
134 | 98 | |||
| Accruals | 46 | 63 | |||
| Intercompany | Balances | 120 | 95 | ||
| 348 | 305 |
| General Unrestricted Funds |
Restricted Funds |
Total Funds |
Total Funds |
|||
|---|---|---|---|---|---|---|
| 2021 | 2021 | 2021 | 2020 | |||
| F'000 | F.'000 | E'000 | F'000 | |||
| Tangible | Fixed | assets (Note 9) | 702 | 136 | 838 | 823 |
| Net Current assets | 386 | 32 | 418 | 366 | ||
| Net movement | in funds | 1,088 | 168 | 1,256 | 1,189 |