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← Safa Cumbria

2024-08-31-accounts

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18th Annual

Registered charity no: 1121122

CONTENTS

Board of Directors and Staff 3
Chairman’s Foreword 4
Chief Executive Officer’s Report 5 & 6
SAFA’s Statement of Purpose & Objectives 7
Board Recruitment, Risk Management & Safeguarding & Confidentiality 8
Growth of Services 9
Impact of Services 10
Client Feedback 11
Impact in Education 12
What Growth Means To The Team 13 & 14
Client and Family Support Synopisis 15
Events and Fundraising 16 & 17
Funders 18
Finances 19

Special thanks to: Eleanor Karasek for the art work on the front cover page 2 | P a g e

Board of Directors

Ian Burns Chair Katie Moncrief Board Member – Vice Chair Cindy Daltioni CEO and ex Officio Board Member Dennis Laird Board Member Emily Dougan Board Member Zena Walker Board Member Tim Shuttleworth Board Member Ben Shirley Board Member Joe Mckenna Board Member–Resigned February 2024

Patrons of SAFA

Tim Farron MP for Westmorland and Lonsdale Rob Cairns Deputy Lieutenant of Cumbria

Staff

Cindy Daltioni Chief Officer & DSL Hayley Sams Finance and Office Manager Helen Beech Counselling Coordinator & deputy DSL Jackie Cole Family Support Worker Shellie Briggs Contracted Therapist

SAFA Registered Office

Unit 24 Trinity Enterprise Centre, Ironworks Rd, Barrow-in-Furness LA14 2PN.

Bankers

HSBC, 104 Duke Street, Barrow in Furness, LA14 1RD

Independent Examiners

Knox Accounting Ltd, 6 Bath Street, Barrow in Furness, Cumbria, LA14 1LZ

Received The Kings Award for Voluntary Service 2023

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Chairman's Report - Ian Burns

Welcome to our AGM of 2024 and thank you for attending, we really appreciate your support.

It has been another amazing year for SAFA with record service delivery, outstanding results for our clients and the formal presentation of our Kings Award for Voluntary Service.

I would like to sincerely thank all those who make our wonderful, vibrant organisation so successful

My background is in business and if I place SAFA in a business context then we have a fabulous, well run business with a great, cost effective product that is in high demand. We have a service delivery and continuous improvement culture second to none. If we were a business we would be unstoppable! However we all know the charity sector does not quite work in this way. Market forces do not apply and we are at the mercy of decisions from government and local NHS decision makers and benefactors who are sometimes drawn to the 'new and novel' rather than 'tried and proven' services.

One very unhelpful trend is the move to award contracts to organisations who then simply take a management fee and sub contract the actual service delivery to organisations like SAFA. Whilst we will work in this way through necessity, frankly all this does is reduce the amount of funding available for front line service delivery and weakens the long term sustainability of those who deliver service, clearly the exact opposite of what we should all be aspiring to achieve.

It costs us £ 325k a year to run SAFA and I convinced we save many multiples of this across many areas of government, as well as changing hundreds of lives for the better every year. Unfortunately there are too many charities seeking too little funding, too many 'integrators' taking some of this precious funding and delivering little value.

We will continue to challenge this trend and speak out for what we believe – the area we work in is too important for us not to and we look forward to continuing to deliver for our clients through 2025 and beyond.

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CEO Report - Cindy Daltioni

This impact report tells the story of a year defined by how team SAFA has risen to the challenges and played a crucial role in tackling health and well-being issues by providing therapeutic interventions, direct support, education and awareness to the people in our communities. As a trauma informed service SAFA places great emphasis on the relationship, trust and boundaries it provides.

We do not diagnose or medicate. We do not ask what is wrong with people, we meet the person where they are and ask about their journey. Our work and objectives are rooted in the knowledge that counselling improves and saves lives. Therapy is nothing we do to you it’s something we do with you!’

We work alongside our local schools, healthcare providers, local authorities and community groups to raise awareness, reduce stigma, offer practical solutions, and provide psychoeducation and supervision. Given the growing demand for mental health services in Furness, Westmorland and the surrounding areas particularly among young people, our work has never been more vital.

As self-harming behaviours remain a key issue within our communities, we feel more needs to be done to address the fundamental questions about the rising levels of unhappiness and despair.

We often see the results of a system broken. As research suggests, we have the highest diagnostic waiting lists and number of drug prescriptions of all time. Our clients and their families are experiencing isolation, family breakdowns, generational trauma, drug use, poor nutrition, poverty as well as the negative impact of social media and the dark web. I hold a deep concern that these issues can all too easily become normalized. Global issues and political conflict are also becoming increasingly present in our therapy and training rooms. We need to recognize the huge impact of these things and we must be willing to get to grips with them.

We are heartbroken to listen to those who have lost loved ones far too soon and those waiting desperately for a psychological intervention - often too late. And whilst we continue to campaign for changes, SAFA is also committed to providing opportunities for local people to be heard thereby improving health, reducing crime and often saving lives. As we support and listen to practitioners, we see the emotional and psychological cost to them of working within a broken system where they often feel powerless to prevent things. In their role, they bear witness to situations and experiences that go far beyond their own deeply held moral beliefs – often compounded by a sense of betrayal by authority. THE WORK HURTS AT TIMES. SUPPORT IS VITAL.

It would appear that work is being commissioned to offer signposting, online platforms and raising awareness services more than ever before, and while I do not oppose these, I do feel they have been shortsighted in the delivery of direct interventions needed to tackle this growing problem.

In the face of financial pressures on local organisations, raising funds for our life changing/ lifesaving service work remains tough. It is the greatest battle we continue to face. We take nothing for granted and continue to deliver value for money whilst never losing what is in the best interest of the client. Its’s frustrating to see where the current money is being spent when we know we make a massive difference. We know what we do works. We have nearly twenty years of evidence of its impact. I would also like to put on record the incredible generosity and efforts of our funders who know us and continue to trust and invest in us. I

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would also like to thank the person(s) who have raised vital funds for us. None of this would be possible without the efforts of many people across our community . I could not be prouder of the work we do together.

I would like to record my appreciation for the hard work and dedication and efforts of our key staff, therapists, volunteers, and partnership colleagues. Working alongside you is a privilege. Thank you!

A special mention must go to our board of directors, who continue to help us steer in the right direction ensuring that we use our resources wisely and strive to achieve the biggest impact we can. Always last but never least a special thanks to our Chair Ian Burns who continues to keep us moving when all feels lost.

The Impact

What would happen if we were not here and delivering the service we do?

Suicide has hit an all-time high this year and it is not being talked about. We are here to listen.

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SAFA: Statement of Purpose

SAFA is committed to making a positive difference to the lives of individuals who self-harm and to those who support them. Our primary goal is to empower the individual to take responsibility for their own lives by offering counselling and trusting support.

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 by:

Structure, Governance and Management

The Directors present their report along with the financial statements of the charity for the year ending 31 August 2024. The financial statements have been prepared 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 2015) .

Organisation

The charity is governed by a board of Directors. 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 of the charity 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:

The quorum necessary for the transaction of the business of the Board is three (3) Members, or 50% of the Board of Directors at the time, whichever is the greater.

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Board Recruitment

The charity seeks to recruit Board 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 back-grounds in education, 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.

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Growth of Services

Counselling

Family Support

Training and Group Workshops

Supervision sessions

Peer Support

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The impact of our growth
Counselling Hours
2022-2023 2023-2024
Total Clients 319 408
Total Sessions 2993 3498
Target: Increase counselling hours delivered by
25% (68 hours per week).
=
Wait Times
SAFA received 334 new referrals
this year.
Wait Times:
Kendal/South Lakes 143 Da s
y
Barrow In Furness 100 Da s
y
Target: Reduce client waiting time by 25% (waiting
list of less than 115 people).
Family Support
2022-2023 2023-2024
Total Sessions 37 149
Target: Increase family support sessions to 156
hours per year.
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Client Satisfaction 92% have a better understanding of their underlying issues 8% didn’t know yet at the time of the survey. 91% have developed better coping strategies 9% didn't know yet at the time of the survey 79% have reduced or stopped self-harming 21% didn’t know yet at the time of the survey Target: Improve client satisfaction by at least 25%. ~~_~~ Client Feedback “The counsellor is an amazing listener and made me feel calmer and validated about really difficult things in my past and present. I also learned some new ways to write/illustrated how I feel and some anxiety reducing techniques.”

“I have had a lot of types of therapy since I was 13ish and this has been one of the most helpful. The counsellor is so lovely and amazing at what she does and I'll never forget these sessions.”

“Overall good. The wait time is quite long although I understand the reason for this. I think there is a good variety of counsellors who all offer something different so there is something for everyone.”

“It has been a good experience, I appreciated when the last counsellor left suddenly that I was given extra counselling sessions with someone new.

It's been a very positive experience, I've talked through experiences I never felt I would and felt listened too.”

“It took me a while to settle into it at the start, but it's become like a comfort, a release, and a safe space for me. I needed it. Especially alongside study and all sorts of stress.”

“The counsellor has been amazing and this has been a very different experience to my first counsellor. I felt heard, seen and understood and was met with genuine kindness and have been given some tools to keep going.”

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Impact in Education

We have had an exceptional year in growth. We have pushed forward, listened to what the community needs and utilised the resources we have.

We are still in demand and the referrals come in each week with an average of eight. With this the family support has increased.

We have worked with local schools and colleges with various projects. Why is raising awareness of mental health so important for schools?

Impact of Psycho-education and Resilience Centre (PARC)

We use the PARC to host SAFA training days. We run training for practitioners such as emergency services, health care sector, education, those working in residential settings and construction.

This training offers an opportunity to learn about self-harm behaviours and suicidal thoughts, deepen understanding about what is happening for individuals who experience these, signs to look out for and how to support someone who is self-harming or suicidal. We raise awareness about the work that SAFA does including how to refer people to our service and also other referral pathways.

Another focus for these days is to provide a safe space for practitioners to meet and connect with others working in the same field and to explore the challenges of their role. We invite them to consider their own mental health and self-care and we offer them a chance to reflect on what support they might need or how they can support themselves.

The feedback for our training has been overwhelmingly positive with many attendees reporting that they feel more confident and better equipped to support people who are selfharming or suicidal. For example, “I feel I can support my students more”, “I wasn’t sure what to expect but it was very informative and useful for my life and work”, “Caring, compassionate and a lovely focus on us to ensure we take care of ourselves to be able to take care of those we support.”

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What Growth means to the team

As a young boy, Carl Rogers, the father of person-centred therapy, observed that potato plants stored in a cellar continued to grow even in the relative absence of light. He came to believe that every living organism whether it be human, plant or animal, possessed an innate drive towards growth. He called this, the actualising tendency.

One of the deep joys of the work I do with SAFA is witnessing the actualising tendency at work in each one of our clients. Many have experienced significant life challenges and in some cases, devastating trauma and yet something within drives them forward. Clients may enter our counselling rooms without really knowing why they have come or what they might expect. Yet they come.

A significant part of our work is to provide the relational conditions that enable effective growth and change, including empathy, unconditional positive regard and authenticity. As I seek to offer these, I get to see clients grow in their knowledge and understanding of themselves, of what they need, who they are in the world and who they want to be. I get to walk alongside clients as they overcome difficulty, adapt and find new ways of being that are a truer reflection of themselves.

Shellie Briggs-Therapist

Throughout the years, I have grown, been at rock bottom and risen from the ashes. I feel that life is a lesson and growth does not stop from the time you leave school. You grow in all challenges, even when it seems the universe is against you.

A main challenge was words, verbal sentences that stuck in my head. It has amazed me over the years to learn that, although people can’t see it, how words affect the mind. They become engrained and they felt a part of my personality. They drag you into the ground and you feel you can never be anything else.

Over time, with strength and giving myself the permission, I have grown. I have grown within myself

to be a good mum, daughter and friend to many. I have pushed myself to learn, to take on new tasks and be okay with not knowing the outcomes, even though this is still hard. I have learnt to replace the words that brought me down with words and sentences that make me feel positive and worthwhile. I am learning and growing.

Hayley Sams-Finance/Office Manager

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What Growth means to the team

I have noticed when I experience growth it often comes during or after a period of change, this year I have faced challenges both personally and professionally, and believe this has led to growth. I have had to review my life a little this year; there have been recent situations in my personal life where I have said no to things that I would have liked to say yes to. Saying no has given me a greater understanding around the importance of it and the value in putting my health before some of things I wanted to do, while acknowledging the feelings that brings.

Professionally, SAFA has gone into a period of change, what we offer within the service. Sometimes I find change difficult to navigate, when I am confident around the work I aera am doing that feels okay, when I am out of my comfort zone it’s scary, taking time to feel those fears, often around getting it wrong and making mistakes. Also being open learning new things shows me new possibilities and greater a strength within team SAFA.

Helen Beech-Counselling Co-ordinator

Growth for me is believing in myself. It’s about feeling the fear and doing it anyway. Trying new things and not letting age be a barrier. It’s about leaving the past behind and living in the here and now and looking forward to each new day, because today is the day that matters.

Having grown up with negative introjected values, I found it hard to believe in myself. I spent many years not feeling good enough and not loving myself. Wasted years where I wasn't living my best life.

Through reading self-help books, studying, exercising and trying out new things I started to believe in myself.

Letting go of negative thoughts is very liberating, however it takes time, patience and hard work, however the rewards are that I am living life to the full. My real self has blossomed and I have become the person I was born to be.

Jackie Cole-Family Support Worker

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Client Synopsis 1

The client came to SAFA with issues around low self-esteem, previous suicidal thoughts, and history of sexual abuse.

At the beginning of the relationship, the client started very critical of them self, to the extent that they reported having visualized shooting their adolescent self to obliterate them.

Although I didn’t discuss it with the client, the work I did on my own ‘inner child’, as well as a theoretical understanding, helped me in the work we did around this, and it felt like there were some moments of real relational depth in the work we did around this.

The client often quoted other people in what they should do or accept, throughout the sessions, they became more confident of their own feelings, and more accepting of their positive and negative feelings. Perhaps the most significant point was where they were able to be compassionate towards their younger self, and acknowledge what they had achieved as a parent and an adult. This enabled the anger towards them diminish, and for them to see what their child wanted, and what they were able to give, when the need to defend them self constantly was significantly reduced. We both valued having 15 sessions, as it took until about session 7 for them to feel confident to talk more fully about their past and inner conflicts, eventually being able to share that they may be holding strong feelings in their body the origins of which they were unaware of but wanted to acknowledge

As we concluded the work the client felt it was less necessary to wear a mask, they had repaired some important relationships in their life.

Client Synopsis 2

This client came to SAFA struggling in their relationships, having had a history of not feeling heard or understood by significant others.

This was the second time they have accessed our counselling service. They reported that they regularly engage in self-harm behaviours including cutting and burning, which developed in their early teenage years.

The client’s preference to use therapy for what they called, “a space to off load and feel heard”. Offering a warm and non-judgemental relationship created an environment in which the client was able to more fully share, the relationship provided a safe and contained space for them to process, to become more aware and accepting of the different parts within them.

As a practitioner remaining present with the client in their pain and isolation was at times deeply challenging. The client spoke of feeling ‘as if’ they had a black hole inside, expressing long-term suicidal thoughts. It was difficult to hear and to stay in their process rather than reaching for solutions or trying to bring about change for them, allowing the work to reflect what the client needed, and embracing where they were in their own process ultimately honoured the ethical value of client autonomy. As we came to the end of our sessions the client gained insights into parts of them self that they had not explored before with another person. These insights led to

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greater self-understanding and ultimately, greater self-acceptance – a precursor to change.

Events and Fundraising

We have had a wonderful year of events including a Charity Ball, organised by the amazing Natalie and Jordan Woodend. They raised an incredible amount for us.

Jordan Shipley, Dawn Hadrick and Alexander Scales all did the Great North Run and smashed it! They all raised funds for SAFA. The dedication and training is outstanding. _

Our very own Vice Chair organised our first Fizzy Friday! It was a huge success!

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We received a lovely letter with a pack of stickers. Rowan Parker designed and produced the sticker packs for us and is selling them on Etsy. A donation from each sale is made to SAFA, we could not be more grateful and the stickers are amazing.

We try to attend all well-being events and raise awareness where we can!

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Funders

A special Thanks also goes to our individual Fundraisers, Supporters and the General Public for their donations and generosity!

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Financial Information

Summary of Finances for F/Y 2023/24 (year ending 31/08/24)

Whilst the funding environment remains challenging with more charities chasing less funding, SAFA had a good year securing funds from our generous benefactors, allowing us to deliver more counselling than we have ever delivered.

Expenditure is very closely controlled with all costs directly linked to service delivery.

In 2025 we are looking to successfully secure a greater level of funding so that we can deliver even more counselling support, such is the demand for our service.

Expenditure Value
Raising Funds £16,376
Salaries and Wages £137,667
Counselling Costs £94,797
Property and Utility Costs £41,656
Other Charitable Activities £24652
Total £315,148
Income Value
Donations and Legacies £188,429
Charitable Activities £90,593
Other Trading Activities £8,950
Investments £3,125
Total £291,097

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Visit our Facebook page: www.facebook.com/SAFACumbria www.safa-selfharm.com

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SAFA CUMBRIA

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2024

Registered Number 06344630

KNOX ACCOUNTING

SAFA CUMBRIA

FINANCIAL STATEMENTS

FOR THE YEAR ENDED

31 AUGUST 2024

Contents

Page

The following page does not form part of the statutory accounts which can be provided on request:

SAFA CUMBRIA

FINANCIAL STATEMENTS

FOR THE YEAR ENDED

31 AUGUST 2024

Report of the trustees

The trustees presents their annual report and financial statements for the year ended 31 August 2024.

CONSTITUTION

Safa Cumbria Limited is a company limited by guarantee and a registered charity governed by its Memorandum & Articles of Association.

PRINCIPAL ACTIVITY

The principal activity of the company during the period was to protect and preserve health and relieve the needs of people in Cumbria who self harm.

No material uncertainties that may cast significant doubt about the ability of the company to continue as a going concern have been identified by the directors

DIRECTORS AND TRUSTEES

The directors of the charitable company are its Trustees for the purpose of charity law and throughout this report are collectively referred to as the Trustees. As we are a registered charity and a company Limited by guarantee the terms directors and trustees are used interchangeably throughout.

The trustees who served during the year were as follows:

I Burns Chairman
K Moncrief Vice Chairman
D Laird Company Secretary
C Daltioni Ex Officio
E Dougan
Z Walker
T Shuttleworth
D Jackson Resigned 16/10/2023
J McKenna Resigned 19/02/2024
B A Shirley Appointed 16/10/2023
A Treharne Appointed 17/06/2024

The above report has been prepared in accordance with the small companies regime of the Companies Act 2006 and applicable charity legislation.

Signed on behalf of the board

I Burns Director

30 November 2024

SAFA CUMBRIA

FINANCIAL STATEMENTS

FOR THE YEAR ENDED

31 AUGUST 2024

Statement of trustees responsibilities

The directors are responsible for preparing the annual report and the accounts in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each year.

Under that law the directors have elected to prepare the accounts in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The accounts are required by law to give a true and fair view of the state of affairs of the company and of the profit or loss of the company for that period. In preparing theses accounts, the directors are required to:

select suitable accounting policies and then apply them consistently;

make judgments and estimates that are reasonable and prudent;

prepare the financial statements on a going concern basis unless it is inappropriate to presume that the company will continue in business.

The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

SAFA CUMBRIA

ACCOUNTANTS' REPORT ON THE UNAUDITED FINANCIAL STATEMENTS TO THE BOARD OF DIRECTORS OF

SAFA CUMBRIA

In order to assist you to fulfill your duties under the Companies Act 2006, we have compiled the financial statements of the company which comprise the Income and Expenditure Account and Balance Sheet and the related notes from the accounting records and information and explanations you have given to us.

This report is made to the company's Board of Directors as a body in accordance with the terms of our engagement. Our work has been undertaken so that we might compile the financial statements that we have been engaged to compile, report to the company's Board of Directors that we have done so, and state those matters that we have agreed to state to them in this report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's Board of Directors, as a body, for our work or for this report.

You have acknowledged on the balance sheet your duty to ensure that the company has kept proper accounting records and to prepare financial statements for the year ended 31 August 2024 that give a true and fair view under the Companies Act 2006. You consider that the company is exempt from the statutory requirement for an audit for the period.

We have not been instructed to carry out an audit of the financial statements. For this reason we have not verified the accuracy or completeness of the accounting records or information and explanations you have given to us and we do not, therefore, express any opinion on the financial statements.

Knox Accounting 6 Bath Street Barrow in Furness Cumbria LA14 1LZ

30 November 2024

SAFA CUMBRIA

INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED

Notes
Income and endowments from:
Donations and legacies
Charitable activities
Other trading activities
Investments
Total
1,2
Expenditure on:
Raising funds
Charitable activities
Other
Total
Net gains/(losses) on investments
Net income/(expenditure)
3
Transfers between funds
Net Movement in Funds
Reconciliation of Funds
Total funds brought forward
Total funds carried forward		 Unrestricted
Funds
£
6,249
1,462
8,950
3,125
31 AUGUST		 Restricted
Funds
£
182,180
89,131
-
-
2024
2024		 Total
Funds
£
188,429
90,593
8,950
3,125
291,097
16,376
298,772
-
315,148
(24,051)
-
(24,051)
297,593
273,542		 2023
Total
Funds
£
118,896
154,191
4,494
4,862
19,786
13,806
40,583
-		 271,311
2,570
258,189
-		 282,443
14,178
316,134
-
54,389
(34,603)		 260,759
10,552		 330,312
-
(47,869)
23,613
(10,990)
(1,726)		 (23,613)
(13,060)
299,318		 -
(47,869)
345,463
(12,716) 286,258 297,593

The notes on pages 6a and 6b form part of these accounts

SAFA CUMBRIA

BALANCE SHEET AS AT

£
£
Notes
FIXED ASSETS
Tangible Assets
4
-
CURRENT ASSETS:
Debtors
5
-
Cash at Bank and in hand
273,542
273,542
CURRENT LIABILITIES:
CREDITORS: Amounts Falling
Due Within One Year
6
-
NET CURRENT ASSETS
273,542
TOTAL ASSETS LESS CURRENT LIABILITIES
273,542
SHARE CAPITAL AND RESERVES
Share Capital
7
-
Restricted Funds
8/9
286,258
Unrestricted Funds
8/9
(12,716)
273,542
2024
31 AUGUST 2024		 £
£
-
-
297,593
297,593
-
297,593
297,593
-
299,318
(1,726)
297,593
2023		 £
£
-
-
297,593
297,593
-
297,593
297,593
-
299,318
(1,726)
297,593
2023
297,593
-
299,318
(1,726)
297,593

The notes on pages 6a and 6b form part of these accounts

The accounts have been prepared in accordance with the provisions of the Companies Act 2006 applicable to companies subject to the small companies regime, and in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008).

For the financial year ended 31 August 2024 the company was entitled to exemption from audit under section 477 Companies Act 2006, and no notice has been deposited under section 476B(2).

The directors acknowledge their responsibilities for ensuring that the company keeps accounting records which comply with section 386 of the Act and preparing accounts which give a true and fair view of the state of affairs of the company as at the year end and of its profit for the financial year in accordance with the requirements of sections 393 and 394 and which otherwise comply with the requirements of the Companies Act 2006, so far as applicable to the company.

Signed on behalf of the board I Burns Director

Approved by the board of directors: 30 November 2024

6a.

SAFA CUMBRIA

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2024

NOTE 1 ACCOUNTING POLICIES

a Basis of Acccounting

The accounts have been prepared in accordance with appropriate accounting standards and under the historical cost convention. The accounts have also been prepared in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008) and the Statement of Recommended Practice, Accounting and Reporting by Charities (SORP 2019).

b Turnover

Income comprises of Grants and Donations received during the year except when donors specify that amounts given to the charity may be used in future accounting years, the income is deferred until those years.

c Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in futherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund.

d Staff costs

The breakdown of salary & wage costs are as follows:

Wages and salaries
Social security costs
Other pension costs		 2024
£
131,457
6,210
6,589
144,256		 2023
£
124,355
3,418
3,113
130,886

A fully compliant workplace pension scheme has been running from January 2017.

The average number of employees during the year was as follows:

2024 2023
No. No.
Charitable activities 4 4

Holiday accrued and not taken up to 31 August 2024 amounted to 0

e Tangible Fixed Assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Office Equipment Written down to current value

NOTE 2 INCOME

In the period to 31 August 2024 none of the company's income was derived from outside the United Kingdom.

NOTE 3 EXCESS OF INCOME

The surplus of income is stated after charging

2024 2023 £ £ Depreciation of owned assets - -

6b.

SAFA CUMBRIA

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2024

NOTE 4 TANGIBLE FIXED ASSETS

Office
Equipment
Cost
At 1 September 2023
-
Additions
-
At 31 August 2024
-
Depreciation
At 1 September 2023
-
Charge for year
-
At 31 August 2024
-
Net Book values
At 31 August 2024
-
At 31 August 2023
-
NOTE 5
DEBTORS:
2024
Trade Debtors
-
Other Debtors
-
-
NOTE 6
CREDITORS:Amounts falling due within one year
2024
£
Trade Creditors
-
Other Taxes & Social Security
-
Accruals
-
-		 Total
-
-
-
-
-
-
-
-
2023
-
-
-
2023
£
-
-
-
-

NOTE 7 SHARE CAPITAL

The company is limited by guarantee and therefore has no share capital.

NOTE 8 RESERVES

Unrestricted
Restricted
At 1 September 2023
(1,726)
299,318
Excess of income for the period
(10,990)
(13,060)
At 31 August 2024
(12,716)
286,258		 Total
297,593
(24,051)
273,542

6c.

SAFA CUMBRIA

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2024

NOTE 9 SUMMARY OF FUND MOVEMENTS


Unrestricted Funds
General Fund
Total Unrestricted Funds
Restricted Funds
Adult Funding
Albert Hunt 2023
Albert Hunt Trust
Awards for All
Awards for All
BBC cost of living
Bounce Back Training
CCF 23 Core
CCF CYP
CCF Lakeland
Contingency Reserve
Cumbria Youth Alliance
Edward Gostling Core
Evan Cornish
Francis C Scott
Fieda Scott Trust
Hadfield Trust
Hadfield Trust
Hardship CCF
NHS ICB
Priority Wards
Project Fund
Safa Party
Sir Bernard and Lady Schreier
SJF 23 Core
Sir John Fisher Foundation
Spot Purchases
The Edward Gostling
Toolbox
Ulverston Curry Club
Young People Project
Total Restricted Funds
Total Funds		 Balance at
Balance at
1 September 2023
Income
Expenditure
Transfers
31 August 2024
£
£
£
£
£
(1,726)
19,786
54,389
23,613
(12,716)
(1,726)
19,786
54,389
23,613
(12,716)
-
-
21,094
-
(21,094)
-
4,000
3,974
(26)
-
3,384
-
3,501
117
-
9,910
-
9,956
46
-
4,552
-
5,006
454
-
1,637
-
1,637
-
-
9,748
561
10,309
-
-
-
8,000
8,000
-
-
-
13,000
193
-
12,807
10,967
-
10,967
-
-
85,608
-
-
-
85,608
-
12,380
1,199
-
11,181
-
5,000
5,000
-
-
4,654
-
4,654
-
-
-
20,000
14,296
-
5,704
-
20,000
12,651
-
7,349
3,652
-
4,244
593
-
-
5,000
2,484
-
2,516
1,120
-
1,280
160
-
-
75,000
21,360
-
53,640
-
9,800
2,335
-
7,465
28,399
-
4,655
(23,744)
-
438
-
79
-
358
651
-
928
278
-
-
10,000
10,000
-
-
-
-
122,494
88,570
87,769
(20,000)
103,295
9,904
-
9,904
-
-
2
-
2
-
-
2,200
-
713
(1,487)
-
-
-
2,571
20,000
17,429
299,318
271,311
260,759
(23,613)
286,258
297,593
291,097
315,148
-
273,542

7a.

SAFA CUMBRIA

INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED

31 AUGUST 2024

Donations and legacies
Donations received
Gift Aid tax claimed
South grants received
North grants received
Cumbriawide grants received - Gen
Charitable activities
Training
Fees Received
Other Income
Other trading activities
Fundraising income - general
Sale of Merchandise
Room Hire Income
Investments
Interest received		 General
£
6,249
-
-
-
-		 Designated
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Restricted
£
-
-
182,180
-
-
182,180
-
-
89,131
89,131
-
-
-
-
-
-
271,311		 2024
£
6,249
-
182,180
-
-
188,429
690
-
89,903
90,593
8,466
-
483
8,950
3,125
3,125
291,097		 2023
£
48,896
-
70,000
-
-
6,249
690
-
772		 118,896
180
-
154,011
1,462
8,466
-
483		 154,191
3,613
120
762
8,950
3,125		 4,495
4,862
3,125
19,786		 4,862
282,444

7b.

SAFA CUMBRIA

INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED

31 AUGUST 2024

General
£
Raising funds
Fundraising costs
13,806
13,806
Charitable activities
Administration salaries
-
Other direct admin costs
1,800
Salaries & wages
20,597
Pension Contributions
1,026
Staff training costs
-
DBS Checks
62
Salaried Counselling
-
Counselling
-
Training
-
Supervision
155
Counsellor Coordination
-
External Trainers
-
Travel & Sustinence
1,247
Utilities
18
Rent
8,662
Room Hire
-
Rates
168
Insurances
974
Repairs & Renewals
149
Telephone
547
Postage
122
Stationary
30
Advertising
121
Printing/Photography
379
Toolbox
-
Website
243
IT Costs
252
Equipment Purchases
1,604
Equipment Repairs
Library
-
Sundry
753
Memberships
1,637
Accountancy Costs
-
Bank Charges
35
Legal & professional
-
Trustees Meeting Expenses
-
Funds Transfer
40,583
Other expenses
Depreciation
-
-
Transfers between funds
23,613
23,613
Gains/losses on revaluation of
-
78,002		 Designated
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Restricted
£
2,570
2,570
-
-
117,069
5,564
432
362
-
94,797
-
943
-
-
379
5,502
26,041
-
212
459
-
1,939
-
48
824
487
-
161
2,213
49
-
-
38
-
634
36
-
-
258,189
-
(23,613)
(23,613)
-
237,147		 2024
£
16,376
16,376
-
1,800
137,667
6,589
432
424
-
94,797
-
1,098
-
-
1,626
5,520
34,703
-
380
1,433
149
2,486
122
78
945
866
-
404
2,465
1,654
-
-
791
1,637
634
71
-
-
-
298,772
-
-
-
-
-
-
315,148		 2023
£
14,178
14,178
-
-
120,187
3,113
600
183
-
88,243
804
375
-
-
391
5,786
34,647
-
851
1,387
215
1,856
-
176
581
871
34,564
521
1,878
16,298
-
-
1,432
493
609
72
-
-
-
316,133
-
-
-
-
-
-
330,311