## **Annual Report** **for the year ended 31 August 2020** Registered Charity No: 1121122 Company No.6344630 ## **Contents** |Trustees & Staff|3| |---|---| |Mission & Governance|4 & 5| |Chair’s Report|6| |Chief Executive Officer’s Report|7| |Client Testimonials|8| |Client Case Study|9| |Operational Statistics|10 & 11| |Manager’s Report|12 & 13| |Finance & Accounts|14| |Funders|15| 2 ## **TRUSTEES & STABoard of Directors FF** ## **Trustees** Ian Burns Chair (from 12/19) Rod White Chair (until 12/19) Vice Chair (from 12/19) Vacant position Treasurer Donna Jacobs Secretary (until 12/19) Board Member (from 12/19) Gemma Cameron Board Member Kim Robinson Board Member Dennis Laird Board Member, Secretary (from 12/19) Elaine Foylan Board Member Caroline Faulkner Board Member Dr Arabella Onslow Board Member David Jackson Co-opted Board Member Cindy Daltioni Ex Officio ## **Staf** Cindy Daltioni Chief Officer & Safeguarding Lead Kath Threlkeld Project Manager Helen Beech Counselling Coordinator & Dep. Safeguarding Chris Adams Finance Manager ## **ce SAFA Registered Of** Heron House, 114 Duke Street, Barrow-in-Furness, LA14 1LW ## **Bankers** HSBC, 104 Duke Street, Barrow in Furness, LA14 1RD ## **Independent Examiners** Knox Accounting Ltd, Old Fire Station, 1 Abbey Road, Barrow-in-Furness, LA14 1XH 3 ## **MISSION & GOVERNANCE** ## **MISSION STATEMENT** ## **SAFA is committed to making a positive difference to the lives of individuals who self-harm and to those people who support them.** ## **Objectives** We aim to protect and preserve the health and relieve the needs of people in Cumbria who self-harm or are affected by others that self-harm. We do this by: - Providing free, professionally qualified counselling to young people and adults who self-harm or have an eating disorder, working in accordance with the British Association of Counselling Professionals (BACP) ethical framework for good practice in counselling - Providing a local information and support service - Increasing awareness and understanding of self-harm and to dispel the myths surrounding it by providing training and advice to groups, organisations and professionals - Cooperating with statutory, voluntary and private sector agencies in order to give individuals choice about access to the various services available locally. ## **Organisation** The charity is governed by a board of Directors (aka trustees). These persons are responsible for all decisions regarding the operation of the charity on a day to day basis. A Director can be appointed at the Annual General Meeting by being proposed and seconded by existing Directors and voted upon. Alternatively a Director can be appointed directly by the board as the need arises throughout the year and in accordance with the Charity’s Rules of Governance. The Board of Directors is comprised of: - Chair - Vice Chair - CEO - Elected and voting board members The quorum necessary for the transaction of the business of the Board is three (3) 4 ## **MISSION & GOVERNANCE** ## **Structure, Governance and Management** in accordance with current statutory requirements, the charity’s Memorandum and Articles and the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities (SORP 2019) . ## **Committee Recruitment** The charity seeks to recruit committee members from a wide range of backgrounds and experiences. This ensures a broad spectrum of skills available to the charity for the development and management of policies that will be of benefit to the staff and clients. New members are provided with a range of documentation and an induction into the charity's Aims and Objectives. The recruitment and induction of Directors is intended to ensure that the appropriate skills are available to the Board of Directors for them to carry out their responsibilities and duties prudently and efficiently. Board members have current or recent backgrounds in education, social work, counselling, health and business, and are in a position to access help and advice from other professionals as and when required. ## **Risk Management** The Directors regularly review risks to the charity. These are mainly of a financial nature due to the instability of the funding environment which the charity seeks to mitigate by ensuring a wide and diverse funding base. Operational risk through its core activities is minimised by a policy of continual training for staff and adherence to Charity’s policies and procedures by others that may be required to carry out core counselling activities as directed by the Chief Officer. Appropriate levels of insurance are maintained and adjusted as and when appropriate. ## **Safeguarding & Confidentiality** Safeguarding our vulnerable clients is at the heart of our operations. All Directors, counsellors and volunteers are fully DBS checked. SAFA has a comprehensive Confidentiality Policy which follows BACP Guidelines, and informs our sharing of information with other Agencies, including the police and statutory services. Board members monitor and support policy and practice. Safeguarding is a standing item on monthly board meetings. 5 ## **Chair’s Foreword** This is my first AGM foreword after taking over from Rod White as Chair at the AGM in December 2019. Whatever challenges I thought the future offered us, the COVID ¢ Pandemic was not one of them but I have been amazed 5 and humbled how everyone associated with SAFA has ~ fought to keep the service going at a time when the need is obviously increasing. In adversity we have seen some fantastic innovation to sustain, modify and improve the services we offer. I think online counselling via Zoom will # / stay with us after COVID as an option for some people and the Toolbox project we are starting to develop with the local community will be a significant game changer in improving our understanding from the client perspective. I would like to personally thank the Board, Cindy, our CEO, our employees and our counsellors who all help SAFA deliver such an amazing service to those who are struggling. The most powerful thing about mental well-being is the fact 1 in 4 people will be suffering at any one time but that 3 in 4 of those will not be in a year's time. So, if treated, (important caveat) mental well-being issues are often transient and people can move on after receiving help. I am so proud to be a small part of the fabulous SAFA team of employees and counsellors who deliver that help and literally change people's lives for the better. Notwithstanding COVID, I think 2020 to date has been a good year for SAFA. As a Board we continue to develop our management information and governance to ensure we get the best possible results from the resources we have, and ensuring that we are planning for the future so we can sustain the services so clearly needed across our community. We have also strengthened the Board in 2020 in terms of numbers, skills, experience and diversity and it is an absolute pleasure to lead such a dedicated team. We have introduced Board Sub Groups to address the critical risks and opportunities we have and these have proved really successful in driving the pace of improvement. I would particularly like to thank Rod White who I succeeded as Chair – they were and remain big boots to fill but the task is made so much easier by Rod's continued great support and wise counsel. Our challenges for the rest of 2020 and 2021 include continued reduction in the waiting list so people can be seen more swiftly, delivery of the Toolbox community led project, a major focus on future funding streams and moving in to new premises in the Barrow area. Whatever the next year throws at us I am confident that the SAFA team will tackle it head on and continue to go from strength to strength 6 ## **CEO Report** Building on past successes, our focus for the next year is building a sustainable strategy – reaching even more people and providing greater awareness and hope. Last year I highlighted that ‘people were suffering, people were dying, and that we were in the midst of a mental health crisis’. In March, the unwelcome coronavirus cemented those words. With increased loss, impact of lockdown, and the inevitable recession that lies ahead it will leave a deep and lasting scar on our nation’s mental health. Never before has there been such a need to invest in community services, protect those most at risk, and support our children and young people. SAFA responded to this need by providing a Covid helpline to support people’s emotional and more immediate needs. This was on top of SAFA’s other challenges - a re 2 growing waiting list and lack of resources. Not only did we have a new language to learn (e.g. furlough, zoom etc.), but we also had to adapt our governance to become compliant with this new way of working. This included provided training for staff and counsellors so they could continue to work to the high standards we set. Our counselling service continued via an online platform, but with the added concerns of how we could stay connected to clients who could not access online counselling. We are currently preparing our counselling rooms for some face to face work to continue, within the current government guidelines. This includes changing Kendal premises to meet those standards. Recommencing face-to-face work has been a life line to many. Feedback from our clients tell us that SAFA continues to provide life changing and at times a life-saving service. Our position in North & West Cumbria remains unchanged in spite of people still contacting us for help. As our waiting list in these areas nears an end we are communicating with all our stakeholders regarding our departure strategy, that we signalled 18 months ago. This has been one of the most difficult decisions to date; knowing people need our service, but being unable to provide it due to lack of funding commitments. Schools education work has been put on hold. We are currently planning an online resource that can be used at the start of the new academic year. I have great faith in the team leading on this and know they will find a way to deliver using creativeness and professionalism. We have applied for funding to run a project to help us better understand the communities needs, especially in these challenging times. We are hopeful of a successful bid which would enable us to have meaningful connections that will bring us closer together, moving beyond the current landscape we have found ourselves in. As this present situation deepens, social inequalities can only be addressed in conjunction with addressing other societal injustices. We are learning to become true partners in building a trusting and meaningful culture. Our previous success is rooted in strong relationships with our clients, other community groups, local officials, and others. By increasing our support in community-based organising, non-traditional partnerships, grassroots movement and power building, we are partnering for progress. A quote from a former CEO of General Electric states “an organisations ability to learn and translate that learning into action rapidly, is the ultimate competitive advantage”. SAFA will continue to set the bar. Never could I conclude an annual report without a special acknowledgment to our incredible staff, counsellors and volunteers that rally together to make things happen. I am so thankful for all your dedication and efforts! To our funders who continue to put their faith in us and see our work as a great investment. With your support we’ll continue to honour our word and our communities. To our Board of Directors for all your expertise and commitment to me and belief in our work. And last but not least a special thank you for the remarkable leadership of our Chair Ian Burns. His exceptional resilience has been grounding and enlightening. SAFA is about real change through transformative partnerships and without the excellent efforts of the whole team we could not achieve this. 7 ## **Client Feedback** _**“I haven’t self harmed or even thought about it since I started SAFA”**_ _**“I now eat intuitively and it feels right”**_ _**“Excellent. Don't know where I would have been without it especially during this very isolating time because I am totally alone”**_ _**“Highly positive, very chilled staff, very lovely people and amazing work being done”**_ _**“The best experience I've had with counselling “**_ 8 - **Client Case Study** - Client consent received & identifying features removed. The client is a 14 year old female and had 18 sessions with SAFA. **Presentng issues**  Eating disorder – binging/purging/starving - ~~=~~  Regular cutting & suicidal thoughts  Absent from school for 9 months due to extreme bullying  Issues with bereavement, self-confidence, anxiety & witnessing domestic violence ## **Specifc examples of therapeutc input** - Counselling provided with genuineness, unconditional positive regard and empathy - Exploring and recognizing strengths - looking for exceptions to the problem. - Completing a time-line of significant life events which were good and not so good. - Activity scheduling - identifying helpful behaviors and exploring support networks - Exercises around living in the moment to reduce rumination and obsessing - Exploring role play around managing particular scenarios. - Psychoeducation including helpful apps, STOPP, CALM & Headspace ## **Outcomes to date** - Improved self management— able to more effectively regulate feelings. - Gained greater self-awareness and insight into their core self - Attending school regularly and excelling academically - Self –harming incidents have greatly reduced with no reported suicide ideation, thoughts, plans or intent. - Improved friendships, improved confidence and improved eating habits 9 ## **Statistics** ## **Clients & Session Figures** ||**2019-2020**|**2018-2019**| |---|---|---| |**Total clients**|177|142| |**Total sessions**|1564|1246| |**Average per client**|9|9| ## **Our 3 main outcomes** ||**2019-2020**|**2018-2019**| |---|---|---| |**% of clients who have a**
**better understanding of**
**underlying issues**|92.5%|81%| |**% of clients who have**
**reduced—or stopped—**
**self harm**|87.5%|80%| |**% of clients who have**
**developed better coping**
**strategies**|95%|86%| ## **WAITING LIST** **The waiting list for counselling with SAFA at the end of August 2020 stood at 126 .** **The average wait time across the areas is 4-6 months.** 10 ## **Statistics** ## **Warwick & Edinburgh Mental Wellbeing Scale (WEMWBS)** SAFA uses this scale 3 times with clients— beginning, middle & end. The scale measures various individual levels of progress—such as feeling loved, feeling cheerful, feeling useful, feeling confident etc.. The minimum score is 14 and the maximum score is 70. Below is a graph of averages. This clearly shows increase in scores—and therefore is evidence of the positive effect of SAFA counselling. 11 ## **Counselling Coordinator Report** My second year in post, and what a year it has been! I love working for SAFA and all it represents. This year our team have had to adjust to working remotely, whilst also growing and expanding to accommodate clients ever changing needs Cindy has been an unwavering support, whilst Chris in Finance has brought much needed humour into many situations! Kath our Project Manager has offered me consistent support, resulting in extensive service improvements. Switching from face to face to virtual counselling meant our counsellors underwent additional training and worked in more isolating conditions. They worked tirelessly and I am humbled by their drive to continue on the client journey in these unprecedented times. We have a remarkable team, thank you to all. I look forward to the year ahead. I am excited to be part of the website ‘Toolbox’ and how this will benefit our clients. With the upcoming recruitment of the family worker, I also look forward to being included in supporting not just clients, but their families too. ## **Helen Beech, Counselling Coordinator** ## **Finance Manager Report** At the end of August 2018, I was asked if I could come into SAFA and for a short while help them out with their Finances. Over two years later and I’m still here! I came to SAFA knowing nothing about them, and with only a slight awareness of the impact of self-harm on individuals and families. Boy have my eyes been opened. My background was initially in finance, firstly in the private sector, then with the NHS and I then moved into General and Project Management and Service Development in the NHS. I have a broad experience of financial and management issues, though the Charity Sector was and still is new to me. I also support a number of other people and organisations with their finances including private and voluntary sectors. While I don’t usually have direct client contact, my role is to support the delivery of operational services, support bid writing processes and provide financial management information to the Chief Executive and the Board. With the pressures on funding as things are, this latter part of the role is and will in the future be key in supporting the Board in taking informed decisions about strategic direction and operational planning. **Chris Adams, Finance Manager** 12 ## **Project Manager Report** I have been with SAFA for almost a year and my role links with all parts of the organisation. This year, I have worked hard to make efficiencies and streamline the SAFA service. Key projects this year have included managing the Cumbria Youth Alliance training contract, rolling out electronic record keeping for the SAFA counsellors and setting up and marketing the Covid 19 helpline. Although not a core part of my role, I also have assisted with fundraising - and have secured grants and contracts worth over £20k in income. Going forward I hope to continue to refine the operations side of the charity, including working with Helen on the clients SAFA journey—and making sure the processes are smooth for SAFA staff, our counsellors—and most importantly - our clients. The obvious main difference this year has been working from home due to Covid 19. Trying to understand MS Teams, Zoom and keeping in contact where all a steep learning curve – but one I think the SAFA team managed admirably. ## **Kath Threlkeld, Project Manager** ## **Funding Report** Before I joined the SAFA Board, I had little knowledge of who they were or what they did. After attending an eye-opening meeting, where some of their work was showcased , I was keen to contribute whatever skills were needed. Since that time, I have been involved as a Board member, latterly as Company Secretary. However, my main focus was, and continues to be, securing funding for our service. SAFA has no income of its own and is totally dependent on the generosity of grant funders organisational and individual donors. To our major funders, I would like to record that without their generosity SAFA could not continue it’s vital work. The availability of such funds is reducing year on year, with an increasing number of organisations bidding to secure money from a decreasing ‘pot’. National economic uncertainty and COVID-19 – as well as its longer-term economic impact - is bound to have a serious effect on future funding. As such. the Board are working hard to explore options so that SAFA is prepared for the future. ## **Dennis Laird, Company Secretary/Board member** 13 ## **Finance Officer Report—Chris Adams Accounts for 2019/2020** An unusual year as noted in my colleague’s previous statements has been reflected in the accounts and financial position for 2019-20. We have spent slightly less than last year. Counsellor costs are down slightly due to the changes in how we have delivered our service since Covid restrictions began. Property costs are down due full year rates savings at Barrow, and time lag between moving from old premises to new in Kendal (again Covid related) Our income is up on 2018-19 which reflects additional monies received to support Covid 19, including the Helpline, Toolbox Development , and funding to make our premises Covid secure for clients & staff. However, fees received are well down on last year. Some of this is due to one-off income received in 2018/19, some to year end timing of invoices and some is down to reduced fundraising due to Covid. It is important to note that the excess of income over expenditure is NOT a profit. It merely reflects funding received in advance of work to be done. For example we received funding this year for the support worker post that only started in the new financial year. Looking at finances going forward, I would like to commend the work done by Kath and Helen in bringing the waiting list down to a more manageable and (perhaps more importantly financially) a more meaningful level, to the point that I have more confidence that the activity data are reflected in the financials. Consequently, I am confident enough to use the waiting list (and planned activity dropping from this) as a basis for budgeting for the remainder of this year and future years. This the first time for the past 2 or 3 years that I feel we have been able to do this. ## **Chris Adams, Finance Manager** |**INCOME**|**INCOME**|**EXPENDITURE**| |---|---|---| |**2019/20**
**£**
Big Lotery
99,756
Children in Need
14,547
Sir John Fisher
Foundaton
10,920
Covid 19 Monies
9,200
Cumbria Community
Foundaton
21,500
Garfeld Weston
15,000
Orsted (Grantscape)
5,132
Other Income
64,283
Bank Interest
297||**2019/20**
**£**
Direct Stafng Costs
90,568
Other Staf Costs
2,222
Training
1,886
Direct Project Delivery
38,750
Premises
21,787
Consultancy &
Professional
519
Ofce & IT
9,928
Memberships
709
Fundraising Costs
2,317
Depreciaton
191| |**TOTALS**
240,635||**TOTALS**
168,878| 14 ## **Funders** National Lottery Fund Children In Need Francis C Scott Trust Sir John Fisher Foundation Orsted Extension Fund Garfield Weston ea4 CUMBRIA Hadfield Trust Cumbria Youth Alliance Cumbria Community Foundation Morecambe Bay CCG Gateway Partnership Tesco Bags of Help National Lottery Covid 19 Fund Police & Crime Commissioner Lankelly Chase BAE Systems K2B Walk Hart Jackson Solicitors Rod White Cemetery Walks Individual Donations **A big thank you to everyone who gives to our work—** **it’s not possible without you.** 15 FOR THE YEAR ENDED 31 AUGUST 2020 RegL#¥&l Numtv IWO FINANCIAL sfATEMEiirs FOR THE YEAR ENDED 31 AUGusf 2020 whith be provided on request IrKLKne arKI knnt FOR THE YEAR ENDED 31 AIMaJsf x120 The trustees wÉ*nts ther annua ret*Nt financial Stat#r￿ts f￿the yew 31 Augu* 2020 CONsfTnTtION Safa Cumbna UM1￿ is a company Lry gwdftee aTrJ a ret)knd dkty Memorandum & ArtKks OfASs￿1ats"O￿. The principal aLtivtty of ￿ cnmpany durlng the ￿]C*J ￿ to wewve h&ith and rth the r*eds of peop￿ In Cumbria who Se￿ harm. No material Uncertainti￿ that may cast sigrrifk3nt thjutt abjrt Its aljlty ¢*t￿ company to £t￿tin as a grang COnc￿n have thrrtjf￿ ￿ the dir￿_ DIREcfoRS AND TRusfEES The direttors of the chaiitaLle company are ts Tru*s wrtbJ* cltharity13w af througfvjut thi5 retK)rt are cole£W referrnl tD as the TnJ*ees. As are a rwJithraY chaii znd a company L1rn￿ ty guardnteE the tenns d￿ettL¥S aFxI InLft Ad trx daimed 216 2216 24,880 24J 43,nD 14,(X)O North grants reteVEd 169.4(lJ 193,W 176.056 2Qim 8.812 152.406 Training 17,770 12.559 3Q329 17,770 27.710 29 64,269 tradl Fundralsry income Rocfffl Hire Irh)Jme 7,117 120 7.117 120 7237 305 751 Int￿est 297 297 297 297 675 193,9fy) 24Q635 217.729 WA aiMBRTA FOR THE YEAR EIWED Fthidral*ng costs 461 317 ioi 461 4317 ioi rninithtion salaries r altnin ctys 339 75.113 1043 977 li 87,￿27 3.541 1.341 aon Contributior staff training c 3,541 1.341 saI￿led CumsdliThJ CourtsdliTr3 Traning 43,050 1,5n 220 6,555 342 2.116 3,213 20,S35 1,115 1526 1,197 45 150) $45 {yJ) CourEdknr Cojrdinatk Travd & S￿11&￿e utii 22 3.4LO 16.8 022 3.410 16.89) RÉpalrs & ￿￿¢￿8￿5 Tdeph 1.731 L731 155 1530 25 StatiarFary 633 intingifththJraphy 651 520 004 2.185 647 Equlpment Rwalts Ubrary I￿ry Membethlps 135 135 424 216 519 162 519 711 Legal & Fwufes5iOll T￿￿tee5 Meefjng Ey FUE￿sTron*r 6,981 159 IE4369 171.607 Dyea"ation 191 191 191 191 1,441 {1.4411 159 I68￿78 171, (HARITY (OMMISSION Independent Examiner's Report on the Accounts Section A Independent Examiner's Report Report to the trustee5/mernbeis ol CTTraritVN Sfj* A On accounts lor the year ended (harity no lil any) Set out on pages Respedive responsibilities ol trustee5 and examiner The charily'5 trustee5 are iespon5ible loi the prepaiation ol the account5. The charity's truslees consider thai èn audit is nol requiied lor Ihis year under seilion 144 01 Ihe Charities Act 2011 (the Chaiities Acll and that an independent examination is needed. It is my re5ponsibilily lo.. examine Ihe aicounls undei 5eition 145 01 Ihe Chaiilies Act, to follow Ihe pioiedures lè*d down in the geneièl Diieitions given by the Chaiity Cotnmission luThdei section i451Sllbl ol the Ch3ritie5 Acll, and to Stale whether particulai matters have coffle lo my ottention. Basls of independent examiner's statemenl My ex3ffliTratioTr was caiiied o¢Ji in acioidance with general Directions given by the Chaiity Cornmission. An examination includes a ieview ol the accounting iecoids kepi by Ihe charilv and a compaiison ol the aciounls presenied with those recoids. 11 also Includes ioDsideralion ol any ￿nUsUal item5 01 disclosures In the accounts, and seekrng explanation5 from the Iiu51ees conierThing any such mattels. The pioieduies underlaken do not piovide all the evidence ihat would be required in an audit, and consequently no opinion is given as to whether the accoufiis present a 'lrue and lair, view and the repoil is limited to ihose matter5 Sel oui in the statement below. Independent examiner's staterneftt ITr connection wilh ffty examination. no tnatter has come lo tny attention lothei than that disclosed below-l= 11) which gives me ieasonable iause lo believe thal in. any material respect, the iequiiemeThi5= to keep aiiounting iecord5 ITr acioidènie with $￿tiOn 130 01 the chariiies ACI- to piepare accoun15 whi