## qibiscus Initiatives A Company limited by guarantee not having a share capital and a registered charity TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 - ## “Hibiscus Initiative S A Company limited by guarantee not having a share capital and a registered charity Trustees Rachel Youngman (Chair) Michael Greenwood (Treasurer) Elizabeth Hogarth (Resigned 16 November 2020) Anne Stephens (Resigned 27 October 2021) Sara Khan Margaret Crisell (Resigned 27 October 2021) Roz Morrison Erika Szasz Louise Swan Klara Skrivankova (Appointed 22 February 2021) Rosalyn Akar Grams (Appointed 22 February 2021) Anne Noreen Langton (Appointed 22 February 2021) Annette Kwan Man So (Appointed 22 February 2021) Chief Executive and Secretary Charity number Marchu Girma 01104094 Company number Principal address and registered office 04533442 356 Holloway Road London N7 6PA Auditors Myrus Smith Chartered Accountants Norman House 8 Burnell Road Sutton Surrey SM1 4BW 1 ## ¨ ¨ - ¨ ¨ Social justice - We are committed to social justice. We aim to impact positively on the lives of our clients ¨ Integrity and Respect **-** We work with integrity, respecting the diversity of our clients, to overcome inequality of access to social justice ¨ Learning and Innovation **-** We promote a culture of learning and innovation ¨ Inclusivity **-** We promote a culture of inclusivity for everyone in our organisation - ¨ - Anti Trafficking - help to access legal advice/representation, family issues, social services, housing, mental health and well being, ¨ - Anti trafficking work spans the entirety of our work. Volunteers and mentors complement and enhance our work - Our community team provides specialist, trauma informed support to Black and migrant women affected by the criminal justice system, immigration restrictions and/or survivors of trafficking, across the Greater London area. Funding for the team came from a number of sources including the National Lottery Community Fund Women and Girls Initiative, Comic Relief, and the Esmée Fairbairn Foundation. - - Due to the Covid 19 pandemic, our Women’s Centre remained closed for the duration of the 2020 21 financial year. Staff continued individual casework and emotional support for clients remotely using a variety of - communication channels. A programme of group and 1 1 activities, focusing on three overlapping strands of Emergency Covid grants from a number of funders also allowed us to provide hardship grants to clients most in need of support, to assist with basic needs including food vouchers, clothes, baby and children’s provisions, utility - bills, and electronic devices and data top ups to enable access to the internet. We continue to see a high level of - need from women accessing casework support, with immigration decisions and Tribunals delayed due to Covid 19, Our community services include a number of additional projects and partnerships: We continued our Pan London WrapAround Service, delivered under a Service Level Agreement funded by Mayor’s Office on Police and Crime (MOPAC) in partnership with Advance, Women in Prison and Pecan. Our WrapAround project worker provides holistic support to women with experience of the criminal justice system Our Diversion Service works with migrant women who have been given conditional cautions with a requirement to ## “Hibiscus Westminster Magistrates Court Service - - court proceedings, and where possible post sentence. The project was heavily impacted by Covid 19 and the Cultural Mediation Project Our Cultural Mediation Project, funded by The Bell Foundation, focusses on work with trafficking, and aims to provide evidence for and establish the role of cultural mediators justice and immigration systems. In March, we launched a new report highlighting the - mediation approach to working with survivors of gender based violence. We currently continue to work in three prisons, HMP Bronzefield, HMP Peterborough and HMP Downview. The extended lockdown has been extremely difficult for women in prisons, with very little time out of cells or access activities, no visits from family, and delays in access to support services. Hibiscus staff were unable to attend any - prisons in person due to the Covid 19 restrictions for the majority of the year, but support has been provided remotely via phone, letter and using the ‘email a prisoner’ service, with support from the relevant staff lead in prison. In HMP Peterborough the prison has facilitated free phone calls for foreign national women to call our project worker via a dedicated free PIN, this has proved very beneficial with a large number of calls received and - - Funding secured from Comic Relief provided additional women centred, trauma informed support to clients - - affected by gender based violence, this was delivered via information packs sent to women in prison since in the repurposing of the immigration removal centres and the work we are doing including our work with partners ## Hibi - Numbers are at an all time low, but we are responding to the trend and ensuring that our focus remains on those in fund that Hibiscus provided has been invaluable and the IR team are focusing on a sustainable support system - Some of our work has been supporting clients released from detention into the community due to Covid 19 or - In Heathrow, our caseload has been migrant ex offenders who have been transferred from prisons and awaiting - - health and safety concerns around COVID 19 where clients need to self isolate on their return. Due to the pandemic the Gatwick Pre Departure Accommodation (PDA) has been closed, staff have ## “Hibiscus The Specialist Welfare Service (SWS) at Yarl’s Wood has been offering a hybrid service within Yarl’s Wood centre - - with one or two days’ notice. This planning has helped ensure that a larger amount of clients can be supported. - - Where we haven't been able to hold face to face group work with the women, we have found suitable alternatives - such as making individual packages that were delivered to help with their self care and positivity. The SWS has also been assisting with post release work, including those who are referred to our service prior to release. We have therefore been able to do direct support work to those released in the community, instead of - referring to other support agencies for financial help with things such as mobile top ups, social services, liaising with solicitors and Home Office regarding their cases. We are also pleased to say that our SWS worker has passed her Independent Domestic Violence Advisor qualification and will be able to support women who are being presented with complex needs and - domestic abuse, as well as our continuous work on the anti trafficking steering group. ## **-** Anti Trafficking - ~~Our anti trafficking goal for 2024~~ - - Providing day to day practical support services for survivors of trafficking. - Training all our staff on anti trafficking so that we can always recognise and respond effectively to the needs of potential survivors. - Researching and assisting others to research and promote anti trafficking and the rights of survivors. ¨ ¨ ¨ ¨ - Trustees have reviewed and re designated reserves to set aside funds to meet financial obligations to staff and - the projected increased costs of contractual obligations and wind down costs, increased CMS and IT upgrade - - ## **-** - From 2021 2023 Hibiscus is focusing our work on five strategic themes - - more impact led, trauma informed and client centred organisation. ¨ ¨ ¨ ¨ ¨ ## Hibi101SCUS Initiative S A Company limited by guarantee not having a share capital and a registered charity TRUSTEES’, REPORT Report of the Trustees for the year ended 31 March 2021 Structure, Governance and Management Hibiscus Initiatives is a company limited by guarantee without share capital incorporated on 12 September 2002 and registered with the Charity Commission on 2 June 2004 as a charity. Its governing rules are its Memorandum and Articles of Association. Prior to its incorporation the charity had operated since 1986 as an unincorporated charity under the name Female Prisoners Welfare Project. On incorporation it became FPWP Hibiscus Limited and changed its name to Hibiscus Initiatives by special resolution on the 9th September 2013. The Articles of Association were reviewed and updated during 2014 and formally adopted in October 2014. While day to day responsibility is delegated to the Chief Executive, Marchu Girma and her senior leadership team, overall responsibility rests with the Board. Strategic decisions and those relating to conditions of employment for the Chief Executive and senior leadership team are made by the Board and where appropriate with the assistance of external professional experts. The Chief Executive works closely with the Board and the senior leadership team. Senior staff each manage a team of skilled staff and send regular departmental reports on their projects’ work to the Board members. Hibiscus’ administrative structure and governance arrangements are a crucial part of the organisation, driving performance and keeping delivery on track. We worked to achieve the aims set out in the strategic plan; particular attention was paid to ensure staff training and support needs were met. We dedicated time on the Trustee recruitment, Hibiscus successfully appointed four new Board members who joined in February 2021. The remuneration of the charity’s key management personnel, the Chief Executive and senior leadership team, is set by the Board of Trustees, taking into account the charity’s financial position and the amount paid for comparable roles in comparable organisations. 10 ¨ ¨ ## Trustees’ responsibilities statement ¨ - re appointment will be put to the forthcoming Annual General Meeting. ¨ ¨ ## ¨ ¨ ¨ ¨ - Irregularities, including fraud, are instances of non compliance with laws and regulations. We design procedures in line with ## ¨ - identification of non compliance with laws and regulations. ## ¨ ## ¨ ## ¨ ## ¨ - a material misstatement in the financial statements or non compliance with regulation. - will be less likely to become aware of instances of non compliance. The risk is also greater regarding irregularities occurring |||578,808|578,808|367,993| |---|---|---|---|---| |-|-|578,808|578,808|367,993| |795,662|-|-|795,662|875,993| |96|-|-|96|269| |795,758|**-**|578,808|1,374,566|1,244,255| |18,849|-|-|18,849|16,276| |737,702|-|601,378|1,339,080|1,146,778| |756,551|-|601,378|1,357,929|1,163,054| |39,207|-|(22,570)|16,637|81,201| |(17,857)|15,872|1,985|**-**|-| **----- Start of picture text -----**
- -
**----- End of picture text -----**
## “Hibiscus In 1t1 ative S A Company limited by guarantee not having a share capital and a registered charity STATEMENT OF CASHFLOWS AS AT 31 MARCH 2021 Net cash provided by /(used in) operating activities Cash and cash equivalents At 1 April At 31 March ~~Company Number 04533442~~ 2021 2020 Notes £ £ 21 92,919 (14,498) 339,176 353,674 432,095 339,176 18 ¨ ¨ ## “Hibiscus Initiative S A Company limited by guarantee not having a share capital and a registered charity NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 1 ACCOUNTING POLICIES (continued) Fixed Assets and Depreciation Tangible fixed assets costing in excess of £1,000 are capitalised and stated at cost less accumulated depreciation. Fixed assets acquired for a specific project are expensed in the year of purchase. Depreciation is provided so as to write off the cost of fixed assets at the following annual rates: Office equipment 25% reducing balance Computer equipment 25% straight line Fund accounting Unrestricted general funds are those funds which are freely available for use in furtherance of the objects of the charity. Designated funds are unrestricted funds set aside by the Trustees for particular purposes. Restricted funds are those funds which can only be used in accordance with the wishes of the donor or which have been raised for a particular purpose. Leases Operating lease rentals are charged to the Statement of Financial Activities on a straight line basis over the period of the lease. Pension costs The charity operates a defined contribution pension scheme. Contributions payable to the scheme are charged to the Statement of Financial Activities in the year to which they relate. 20 **-** |15,000|| |---|---| |15,000|-| |251,841|-| |578,808|367,993| |**-**|-| |**-**|-| **-** **-** - - 33,613 33,613 7,341 - 8,796 8,796 57,489 - 60,671 60,671 79,846 - 128,415 128,415 - - 42,925 42,925 - - - **-** **-** **----- Start of picture text -----**
—
**----- End of picture text -----**
**----- Start of picture text -----**
-
**----- End of picture text -----**
— - Pre payments - The total future minimum lease payments under non cancellable operating leases **-** - ~~28527032,~~ 854 **non-** **cancellable operating leases which expire in July 2023.** **----- Start of picture text -----**
|||||||||||| |---|---|---|---|---|---|---|---|---|---|---| |-|-| |The|Bell|Foundation|COVID|19|-|6,000|6,000|-|-| |National|Lottery|Community|Services|to Women|11,654|150,000|157,270|-|4,384| |-|-| |National|Lottery|COVID|19|40,000|37,858|2,142| |Specialist|Advocacy|and|Advice| |Comic|Relief|Services|417|37,250|37,949|282|-| |Comic|Relief|COVID|19|-|40,000|40,001|1|-| |Esmee|Fairbairn|Community|Services|to Women|(130)|10,873|10,753|10|-| |Esmee|Fairbairn|COVID|19|-|10,873|10,873|-|-| |NPS|Community|Services|to Women,|2,068|40,000|42,098|30|-| |Peoples|Postcode|Community|Services|to Women|1,173|-|1,176|3|-| |Pan|London|Community|Services|to Women|8,919|45,000|53,923|4|-| |-| |Trust|4|London|Community|Services|to Women|964|9,200|7,146|3,018| |LCF|COVID|19|-|30,000|30,000|-|-| |MOS|Community|Services|to Women|-|59,000|60,135|1,135|-| |MOS|COVID|19|-|45,968|46,081|113|-| |-|-| |Paul|Hamlyn|COVID|19|20,000|5,568|14,432| |Diversion|Community|Services|to Women|-|19,644|19,644|-|-| |The AB|Charitable|Trust|| Community|Services|to Women|-|15,000|15,075|75|-| **----- End of picture text -----**
|TheBellFoundation|AntiTrafficking|1,386|55,000|36,890||19,496| |---|---|---|---|---|---|---| |The Bell Foundation|AntiTrafficking|1,386|55,000|36,890|-|19,496| |Big Lottery|Community Services toWomen|19,991|150,000|158,337|-|11,654| ||Specialist Advocacy and Advice|||||| |Comic Relief|Services|4,572|62,527|66,682|-|417| |Esmee Fairbairn|Community Services toWomen|(40)|21,573|21,663|-|(130)| ||Community Services toWomen,|||||| |NPS|Court|-|20,000|17,932|-|2,068| |Peoples Postcode|Community Services toWomen|12,512|-|11,339|-|1,173| |Pan London|Community Services toWomen|3,175|43,944|38,200|-|8,919| |Trust 4 London|Community Services toWomen|-|4,600|3,636|-|964| |The AB
Charitable Trust|Community Services toWomen|3,439|-|3,509|70|**-**| |Diversion|CommunityServicestoWomen|-|10,349|10,989|640|**-**| - - - - - Contractual obligations and wind down costs 177,513 10,872 Website Upgrades/Staff Training 15,000 5,000 - **-** £ **-**