Charity Registration Number: 1137535
Company Registration Number: 06265354
A WAY OUT (A Company Limited by Guarantee)
REPORTS AND UNAUDITED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 SEPTEMBER 2020
A WAY OUT (A Company Limited by Guarantee)
REPORTS AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
| Pages | |
|---|---|
| Directors’/Trustees’ Report | 1 to 16 |
| Independent Examiner’s Report | 17 |
| Statement of Financial Activities/Summary Income and Expenditure Account | 18 |
| Balance Sheet | 19 |
| Statement of Cash Flows | 20 |
| Notes to the Financial Statements | 21 to 31 |
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
The directors/trustees are pleased to present their report, together with the financial statements of the charity for the year ended 30 September 2020.
The financial statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland, published in October 2019.
LEGAL AND ADMINISTRATIVE INFORMATION
| Charity Name: | A WAY OUT |
|---|---|
| Charity Registration Number: | 1137535 |
| Company Registration Number: | 06265354 |
| Registered Office: | The Gate |
| 1-2 Castlegate Quay | |
| Riverside | |
| Stockton-on-Tees | |
| TS18 1BZ | |
| Website Address: | www.awayout.co.uk |
| Secretary: | Anita Burke |
| Directors/Trustees: | Toks Sangowawa (Chair) |
| John Robinson | |
| David Emerton | |
| Solape Adeboye (resigned 23 December 2019) | |
| Lesley Blundell | |
| Robert Thompson | |
| Charlotte Benjamin (resigned 25 January 2021) | |
| Andrew Malcolm | |
| Catherine Neville (appointed 13 July 2020) | |
| Katherine Carr (appointed 13 July 2020) | |
| Gemma Scire (appointed 28 September 2020) | |
| Chief Executive: | Sarah McManus |
| Independent Examiner: | Mr. J. Lester FCA |
| Baines Jewitt Limited | |
| Chartered Accountants | |
| Barrington House | |
| 41-45 Yarm Lane | |
| Stockton-on-Tees | |
| TS18 3EA | |
| Bankers: | HSBC Bank plc |
| 136 High Street | |
| Stockton-on-Tees | |
| TS18 1LR | |
| Solicitors: | Punch Robson |
| 35 Albert Road | |
| Middlesbrough | |
| TS1 1NU |
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing Document
A Way Out is a company limited by guarantee and not having a share capital, governed by its memorandum and Articles dated 27 January 2016. It is also a charity registered with the Charity Commission. The members of the charitable company guarantee to contribute an amount not exceeding £1 to the assets of the company in the event of a winding up during their period of membership and within one year of their ceasing to be a member.
Appointment of Trustees
The charity currently has 9 trustees.
New trustees are appointed from time to time at the discretion of the existing trustees.
Trustee Induction and Training
The current Board are familiar with the ethos and workings of A Way Out, with many of them having been involved with the charity for some time.
New trustees undergo an induction process that gives them an insight into the roles and responsibilities of trustees and the aims and objectives of the charity.
Following their induction, trustees are encouraged to participate in external training events that will benefit their role and are kept informed of relevant matters by the Chief Executive.
Organisation
A Way Out was formed in 2002. Its founder, being brought up in the town of Stockton-on-Tees, was so moved by the abuse, poverty and addiction that was devastating the lives of young girls and young people across the area, that she started an organisation, with a group of like-minded individuals, with the aim of providing outreach and support to at-risk women and young people.
The organisation secured some charitable grants and began project work by the end of 2002. It became a registered charity in September 2004 and transferred its assets and liabilities to a charitable company limited by guarantee in October 2010. It also moved to its present site at the end of 2008 in order to provide better equipped facilities and a greater portfolio of services.
A Way Out currently employs 27 full and part-time staff members and three consultants. It is governed by a board of trustees.
In exercising their powers and duties, the trustees have had due regard to the guidance on public benefit published by the Charity Commission.
Related Parties
Other than as disclosed in note 20 to the accounts, there were no related party transactions during the year under review.
Pay Policy for Senior Staff
The Board of Directors are also the charity’s trustees and, along with the Chief Executive, are the key management personnel responsible for directing and operating the charity on a day-to-day basis. All directors give their time and expertise freely and no director received remuneration in the year.
The pay of the senior staff is reviewed annually and is normally increased in accordance with cost of living increments. The trustees also benchmark against pay levels in other voluntary sector organisations of a similar size operating in the North East region.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
STRUCTURE, GOVERNANCE AND MANAGEMENT (C ontinued)
Risk Management
Risk assessments are conducted for every activity that each of the project areas are involved with. The organisational Risk Register is reviewed by trustees via the Finance & Risk Sub-Committee on a monthly basis, along with Senior Management reviewing current and emerging risks, or those where the rating has changed. Risk is considered by trustees as part of their decision making around policy, strategy and financial matters. External risks to funding can only be reduced by allowing for diversification of funding and activities. Internal risks are minimised by the implementation of procedures to assess and monitor all transactions and projects and to ensure consistent quality of delivery for all operational aspects of the charity. These procedures are periodically reviewed to ensure that they still meet the needs of the charity.
A robust risk management policy and framework has been agreed, along with a risk appetite setting for the organisation. On a quarterly basis the whole board will review those risks and controls above the risk appetite, new and emerging risks, or those where ratings need to be changed.
OBJECTS AND ACTIVITIES
The Current Need
Stockton-on-Tees has gone through many changes over the past few centuries, both as the wider borough that takes this name and the large market town at its centre, where A Way Out is based.
With the River Tees running right through the heart of Stockton town, and the smaller towns and villages that make up the borough (including Thornaby, Billingham, Yarm, Eaglescliffe, Norton and Ingleby Barwick) to both the north and south, Stockton-on-Tees is now the only council area in England or Wales to be split between two ceremonial counties (Durham and North Yorkshire), a unique status that isn’t always an easy place to be.
The town of Stockton itself is a part of Stockton North and does boast a proud history of prosperity and achievement – as a major port with a thriving shipbuilding industry throughout the 17th and 18th centuries - where the world’s first passenger railway was engineered by George Stephenson in 1822, and where the chemist John Walker invented the friction match in 1827 – but sadly saw a significant demise in the later part of the 20th century.
A large number of factors contributed to this, but primarily it was the severe decline of much of the engineering industry alongside the national economic recession of the 1980s leading to considerable unemployment and a widening of inequality gaps.
The Joint Health and Wellbeing Strategy 2012-2018 demonstrated the following issues of concern for women and young people in Stockton-on-Tees:
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The number of young people who are not in education, employment and training is higher than the national average.
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The rates of hospital admissions for children and young people who are admitted as a result of self-harm is higher than the national average.
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The level of people claiming job seeker allowance has increased following the credit crunch and recession.
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There are some groups such as older people and young people who are unable to find suitable Employment Education and Training (NEETs) that have been particularly affected by the current economic climate.
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12.2% of Stockton’s working age population have no qualifications; and the qualification levels at NVQ4 and above are considerably lower than national levels (26% compared to 31%).
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Life expectancy is 15.3 years lower for men and 11.3 years lower for women in the most deprived areas.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
OBJECTS AND ACTIVITIES (Continued)
The Ministry of Housing, Communities and Local Government: The English Indices of Deprivation 2019 show the following geographical map of most deprived areas in England, clearly indicating Teesside in the most deprived 10% in the country:
Local and national needs assessments demonstrate the following issues of concern for women and young people, within Teesside and Stockton-on-Tees:
Health and Wellbeing inequalities affecting women, families and young people in Stockton :
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The health and wellbeing of children in Stockton-on-Tees is generally worse than the England average (Public Health England, Child Health Profile 2015).
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The level of child poverty is worse than the England average with 21.9% of children aged under 16 years living in poverty (Public Health England, Child Health Profile 2015).
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Children in Stockton-on-Tees have worse than average levels of obesity. 10.9% of children aged 4 to 5 years and 22.1% of children aged 10 to 11 years are classified as obese (ChiMat March 2013).
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Stockton has some of the worst statistics nationally for depression and unhappiness compared with the rest of the country (North East Health Observatory).
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Alcohol related or attributable admissions to hospital are higher than average in Stockton for both males and females (LAPE profile).
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Life expectancy is significantly lower through alcohol misuse, and mortality is higher in both males and females in Stockton than the national averages (LAPE).
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The area has a high percentage of births to teenage girls compared with the England average and a higher percentage compared with the European average (Public Health England, Child Health Profile 2015).
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
OBJECTS AND ACTIVITIES (Continued)
At-risk Women in Stockton:
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There are estimated to be around 100 women who are sexually exploited and actively engaged in street based survival sex work within the Stockton area (Barefoot research 2014).
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From regional research, 93% of on-street sex workers have used an illegal drug in the past six months; 85% had used heroin and 87% had used crack cocaine – much survival sex is self-medicating because of historic abuse and trauma and linked to very poor mental health, depression, PTSD, bipolar (The GAP Peer Research 2013 & Barefoot Research 2014).
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Many women and young people who are sexually exploited and involved in street prostitution experience extreme violence and a range of increased health risks including exposure to blood-borne virus’ and infections, abscesses, sexually transmitted infections, weakened immune system. (Barefoot Research 2014).
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Cleveland Police has one of the highest recording and detection rates for sexual violence offences of comparable police forces in England and Wales.
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Binge drinking amongst women is significantly higher than average and amongst those aged 16 to 25 it is even worse.
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• The vast majority of the women and young people we encounter suffer with poor self-image, feeling victimised and excluded from mainstream activities and social networks. Many are involved in self-harming behaviour and most struggle to develop and maintain positive engagement around education, training, and employment.
Despite cutbacks and austerity measures, efforts are being made to address these issues and, along with other groups and agencies, A Way Out is seeking to be part of the solution and meet the need of many individuals in our town.
The town itself has seen a recent regeneration, with significant investment and improvements to the town centre and development across the borough.
There is still much to do and the earlier statistics remain valid and deeply concerning. While it is good that redevelopment of the town is increasing public opinion and positive attitudes, for those still struggling with poverty, addiction and exploitation – those A Way Out is seeking to reach – Stockton is a very difficult place to live.
Organisational Summary
A Way Out is an outreach and prevention charity which aims to engage, empower and equip vulnerable and excluded women, families and young people to live lives free from harm, abuse and exploitation and to reduce life limiting choices and behaviour.
The Charity’s Legal Objectives (‘the Objects’) are:
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to relieve suffering and promote good health and the advancement of education amongst members of the community in the borough of Stockton-on-Tees, particularly, but not exclusively, amongst women, children and young people;
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to provide or assist in the provision of facilities, in the interest of social welfare, for the recreation and other leisure time occupation of individuals who have need of such facilities by reason of their youth, age, infirmity or disability, financial hardship or social circumstances, with the object of improving their conditions of life.
Our Beliefs
We are an organisation based upon a Christian ethos. The organisation adheres to the Equality Act 2010 and does not expect all staff and volunteers to subscribe to the Christian faith, but to understand and acknowledge the Christian values which are at the heart of the organisation.
Our Values
Excellence: we have high standards and strive to be excellent in everything that we do. We are professional and have clear boundaries and operational standards.
Faith and Hope: we believe in the power of prayer and faith in our work amongst the most marginalised. Hope gives us a vision of a changed life. Faith helps us believe for it. We welcome staff, volunteers, supporters and service users from all faiths and denominations and those who are agnostic or atheist. We do not expect anyone at A Way Out to subscribe to the Christian faith, but trust that they will understand and acknowledge our values above.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
OBJECTS AND ACTIVITIES (Continued)
Love: we believe that love is fundamental to everything we do; the way we treat our staff, the way we treat each other and the way we treat our clients. We believe that through loving care, clients are able to walk out their journey to recovery and restoration.
Equality and Diversity: we believe that equality and diversity bring a rich flavour to all that we do, and we seek to work with people from all backgrounds regardless of sexuality, faith or ethnicity.
Our Activities
We seek to run specific projects that are aimed at vulnerable women, young people in the community and those families most at risk of not living a healthy, safe and whole life.
We recognise that it is often those who are most vulnerable who do not access mainstream services. Our primary focus is to reach those who are most at risk and hardest to reach.
A Way Out’s core strength is our ability to reach out and engage with full acceptance and with commitment to stand with people throughout their recovery journey. Through this engagement and continued support, we can see their lives changed and full potential enabled.
Delivery Model
A Way Out has four distinct programmes of work, providing services to disadvantaged, vulnerable and socially excluded groups.
The Liberty project delivers an outreach, engagement and recovery service to adult women with complex needs, who are drug and alcohol dependent, socially isolated and involved in survival sex work.
The Blossom project works with young women aged 16 to 24 years, who experience multiple disadvantages, to build emotional resilience and to encourage positive life choices, with the aim of preventing young women being vulnerable to exploitation and abuse and progressing into survival sex work.
The Youth project works with children aged 8 to 14 years. It provides a safe environment in which children experiencing social and emotional difficulties can learn new skills, practise positive behaviour and build selfconfidence and competency.
The Family project, RISE (Reaching, Inspiring, Supporting, Empowering) works with the whole family in an intensive and motivational way, supporting and empowering disadvantaged families to discover new skills and confidence and to build resilience to effect sustainable positive change.
Our Key Strategic Aims
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Deliver excellent evidence-based services that meet and help realise the ambition of the organisation.
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Sustain, develop and grow current packages of work to ensure that they meet the current and future needs and aspirations of our service users.
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Promote efficiency and value for money throughout the organisation to ensure that funding and the financial support of donors is maximised fully.
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Through good governance and strong leadership continue to strengthen funding, financial and risk management, controls and expertise in-house.
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Invest and grow staff and volunteer potential improving their overall work experience.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE 2019/2020
Management Team
The organisation has maintained a strong focus upon strategic development across all services areas and increasing A Way Out’s geographic reach. In response to the impact of the COVID-19 global pandemic the Management Team have maintained a critical focus upon key areas of risk and safeguarding, whilst ensuring that service delivery continues to meet needs by remaining client-led. Alongside leading the organisation through the 2020 global pandemic, A Way Out has progressed with the following developmental initiatives:
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The charity has maintained strong partnerships in delivering our work with Cleveland Police Crime Commissioner (PCC) and Durham & Teesside Community Rehabilitation Company (DTV CRC).
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We have continued our service to local schools and introduced new and exciting delivery methods enabling the offer of enhanced support to our service users.
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The Liberty service has firmly established a venue and service delivery in a new regional area (Middlesbrough).
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The Blossom service has expanded its scope, adding to its existing service that of support to a younger female demographic.
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External evaluations of Liberty and Blossom services have been completed and presented to partners and agencies.
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The organisation has led and presented at various events including Health and Wellbeing Board, Tees Wide Safeguarding Board, Female Offender Event for Durham and Tees Valley, Agenda virtual event, and other networks and partnership forums.
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The service delivered a Regional Learning Day as part of the North East Sex Work Forum.
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The team hosted an event with partners to mark the annual International End Violence to Sex Workers day.
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We revised and refreshed our volunteer training programme.
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We launched an Empowerment Programme for all staff.
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We launched a full organisational review to ensure structure and delivery aligns with the changing needs of clients.
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We have undertaken a GDPR compliance review.
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We have commenced a review of the website.
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We have delivered wellbeing sessions and toolkits, alongside targeted training around mental health for staff improving their skill-set and expertise, to meet the changing needs of the clients.
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We have introduced an Employee Assistance Programme and launched a new supervision framework including external supervision for all staff across every project.
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We have launched a regional strategic communications programme.
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We have launched on-line digital delivery and provided IT equipment to ensure digital engagement is accessible.
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A Way Out is working towards achieving Trusted Charity Accreditation.
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As with most charitable organisations, securing adequate funding is a continual focus. This year the organisation implemented an agreed Income Diversification Plan in order to sustain and develop the services by appointing a parttime Training Co-ordinator and a part-time Community Fundraising Co-ordinator. Bespoke training sessions have been delivered to partner agencies; however, community fundraising has proven to be more of a challenge due to pandemic related restrictions.
A Way Out’s staff and management team have responded swiftly and proactively to each COVID-19 lockdown and related restrictions to ensure that all client support has been maintained, continuing our trauma and gender informed approach; asset based approach; safety planning and risk assessments for clients; peer-led support planning; community outreach; dedicated case working 1:1 support; advocacy; partnership work; digital engagement and a hybrid of home and office working. Successful access to COVID-19 targeted funding has enabled the organisation to sustain this support.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Governance
During the past 12 months A Way Out has undertaken successful targeted recruitment of additional trustees to complete the skill set of the existing board in areas of knowledge and experience identified in the Charity Commission Governance Code. The Board successfully appointed an additional three trustees in areas of additional needs, forensic psychology and data analysis and leadership experience in the organisation’s specialist area.
- The board have attended annual training alongside governance workshops to direct the organisational review and support the organisation to develop and expand in a safe, structured and managed way whilst ensuring the needs of the clients are met.
Local Influence
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A Way Out’s Blossom Service responded to local need highlighted by partners and statutory agencies, to provide a support service to girls aged 13-16.
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The Blossom Service launched an employment programme supported by the European Social Fund to support young women not in education, employment or training.
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A Way Out continues to be an influential member of the North East Sex Work Forum and works closely at a strategic level with Teesside Safeguarding Adults Board, raising awareness in relation to understanding issues around exploitation and sex work.
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A Way Out continues to work closely with, and feed into, a Police and Council-led Vulnerable, Exploited, Missing and Trafficked (VEMT) strategic and operational group.
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A Way Out is also a member of the RASSO (Rape And Serious Sexual Offences) panel, which is managed by the Crown Prosecution Service, to review related cases which have been charged by the CPS but unsuccessful in the judicial process.
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A Way Out hosted the Co-ordinator for the North East Sex Work Forum, a multi-agency group that supports individuals across the North East involved in sex work and those vulnerable to sexual exploitation; the forum shares good practice and helps to inform local policy-making decisions.
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A Way Out has regularly attended the Cleveland Anti-Slavery Network Meetings; Problem Solving Panels; Domestic Abuse Strategic Partnership in Middlesbrough; Hate Crime Group in Stockton; Community Safety Partnership in Stockton; Strategic and operational meetings for the North East Sex Work Forum; Cleveland Women’s Network; Big Lottery Women and Girls Initiative meetings; Stage partnership strategic and operational meetings to name but a few.
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A Way Out continues to successfully raise the profile of members of our community who have reduced opportunity to benefit from the economic growth occurring in the region, thus providing those who experience isolation, marginalisation and multiple disadvantages to have their voices heard and to influence and bring about local change.
National Influence
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A Way Out continues to be part of a consortium of five organisations in the North East and Yorkshire influencing and contributing to research, which aims to develop the first ever national safeguarding framework to support women who have been sexually exploited.
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A Way Out’s General Manager, Anita Burke, has featured on several occasions on the national radio station, Premiere Christian Radio, praying for A Way Out’s clients and raising the profile of the organisation and its service delivery.
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A Way Out’s Blossom Project has contributed to briefing papers produced by DMSS and Tavistock Institute as part of the network of Big Lottery WGI funded projects.
Community Involvement
A Way Out attends monthly information sharing briefings with Cleveland Police and Community Safety Street Wardens to maintain awareness of arising issues in the local community which may impact those receiving support from the organisation.
A Way Out actively recruits local volunteers who are essential to the delivery of our Liberty, Blossom and Youth Services. All volunteers receive A Way Out’s core volunteer training along with specialised supplementary workshops to equip each willing supporter with background knowledge and information regarding outreach, drug and alcohol awareness and related issues.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Liberty - Women’s Engagement & Recovery Programme
Project Outline:
A Way Out’s women’s outreach and recovery programme seeks to provide unique opportunities to facilitate engagement into services and establish recovery pathways for women aged 18 plus with complex needs. Such women have needs relating to issues such as survival sex work/sexual exploitation, substance dependency, homelessness and domestic abuse. This women only specialist service includes 1:1 support, drop-ins and structured programmes intended to help improve selfesteem, confidence and lifestyle choices with an aim to widen their long-term aspirations beyond such marginalisation and offer a way back into mainstream services and activities.
Liberty Achievements Oct 19 – Sept 20:
The expansion of the Liberty service into Middlesbrough has facilitated a wider reach across Teesside in supporting women who are experiencing multiple disadvantage and who sell sex on the street. The establishing of a second office base, central to the targeted geographic area, has hugely complemented the day-time and evening outreach elements of service delivery.
In addition to core service delivery, in the months leading up to the COVID-19 March lockdown, we additionally supported clients in addressing financial resilience, budgeting and expenditure prioritising skills, debt management and signposting to supporting agencies. Clients also engaged in sessions exploring how to cook a healthy meal on a budget using items provided in weekly food parcels.
Throughout the past 12 months during normal working conditions and during lockdown the team have:
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continued to network and build on existing relationships with partner agencies raising the service profile and service offer, alongside developing grass-roots links with key community contacts and local councillors. Within the wider partnerships we have identified Key Professionals who have enabled access to advice and support in a faster and more streamlined manner.
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developed relationships with both Police and Community Safety CCTV teams who continue to support our work by providing radios linked to their control centre used by our outreach teams. This supports staff safety and also raises awareness of ongoing incidents that may need monitoring and potentially a police response to safety concerns.
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developed partnership working with Cleveland Police and Community Safety Street Wardens attending monthly partnership meetings to share, where appropriate, information enabling a joined-up working approach with some of the most vulnerable women in the local community at risk of exploitation, abuse, grooming and violence.
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continued to build upon partnership work with Housing Agencies, such as Local Authority Housing Provider-Homeless Prevention Team, Housing Options/Solutions, and other local providers, alongside attending and contributing to the Rough Sleepers Panel.
Due to COVID-19 the traditional format of community day-time and evening outreach has been adapted enabling the team to continue engagement with clients. During the initial lockdown period in March, 1:1 support was maintained via phone and on-line messaging and delivered within the community involving doorstep delivery of hundreds of crisis food and wellbeing parcels. Weekly delivery also provided vital opportunities for face to face welfare checks. Complying with COVID-19 guidelines the team continued to provide clients with safety packs, distributing condoms, ugly mug alerts, personal wipes, safety advice, fruit drinks and nutrition bars, along with PPE masks and non-alcohol hand sanitiser.
As the March lockdown was lifted in the summer months, staff undertook a pattern of hybrid home/office working and carefully risk assessed, COVID-19 compliant, face to face delivery was reintroduced for those most at risk clients with scheduled appointments in our office base along with ‘Walk & Talk’ meetings within safe community spaces.
The team have continued to support clients with Safety Planning, with 559 reviewed over this reporting period. The service has maintained partnership work with addiction support agency CGL encouraging clients to access the community needle exchange service during COVID-19 and to support clients to reduce their daily use of Class A drugs. Safe Sex in COVID19 guidelines have been distributed to those clients who are actively working.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
The team have introduced Digital platform engagement to deliver an on-line version of our Drop-in sessions, covering topics such as Mental Health, Suicide Awareness, Domestic Abuse, finances, Sexual Health, easy cooking tips and personal safety. A Way Out has also continued our commitment to attend partnership meetings with Safeguarding, ICPC’s, Team around Individuals and Food Network Forums enabled via Microsoft Teams, Zoom, Skype and conference calls.
Number of unique individuals worked with over 12 month period: 207
| Liberty Outcomes: | Change Indicators: | No: | How has the Liberty Project made an impact? |
|---|---|---|---|
| Reduction in harm & exposure to risk experienced by women involved in sex work |
Women reporting violence and threats to personal safety |
78 | This is an increase of 38 from previous year. 5 women supported to make reports to Ugly mugs and 8 alerts. All women supported disclosed some type of violence/harm. The team continue to worked in partnership with police/DLO. |
| Women reporting feeling safer and less exposed to risk |
62 | Showing an increase of 26 women reporting feeling safer - safety plans were reviewed 822 times over this 12-month period. We delivered on street safety planning during Evening Outreach with 28 women and distributed 33 harm reduction packs whilst on on-street evening outreach. |
|
| Women living in stable accommodation |
57 | We continue to work closely with housing providers within the Stockton borough and due to expanding our service provision into Middlesbrough this has resulted in a total of 57 women accessing stable accommodation over the reporting period with an increase of 23 from the previous year. We have also supported 2 clients into a specialised women’s only unit for those with complex needs. |
|
| Vulnerable women experience improved health and emotional wellbeing. |
Women reporting positive benefit from participation in AWO healthy living programmes |
42 | Due to COVID-19 we have been unable to deliver our groups in their normal format so we have adapted and delivered via digital platform and 1:1 support, addressing issues such as health awareness, drug/alcohol support, support accessing GP’s and heath care during COVID-19 and safe sex in COVID-19. |
| Women sex workers reducing daily use of Class A drugs |
46 | Continued to support clients throughout COVID-19 in accessing support from CGL and Foundations. Also supported clients in accessing the mobile needle exchange programme being run by CGL during Lockdowns. During Lockdown clients were encouraged to continue engaging with mutual aid groups in the format they had been set up. |
|
| Women reporting an increase in self-esteem |
55 | Continued to support clients throughout COVID-19 in accessing support from CGL and Foundations. Also supported clients in accessing the mobile needle exchange programme being run by CGL during Lockdowns. During Lockdown clients were encouraged to continue engaging with mutual aid groups in the format they had been set up. |
|
| Women involved in sex work are more confident to engage in training & development opportunities |
Women reporting positive benefit from participation in life skills activities |
47 | Clients have again been unable to attend group sessions., but they have highlighted that through 1:1 support addressing issues such as finances, debt, safety, housing, benefits and budgeting they feel their self-esteem has grown in making healthier life choices and building on Life Skills. 1 woman has successfully engaged in a volunteering opportunity because of tailored support from her support worker. |
| Women reporting feeling more confident as a result of acquiring new skills |
37 | Clients who have continued to engage with our team and have benefited from the amended life skills sessions have all shown an increase in confidence. We have continued to encourage more activehealthylifestyles. |
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Blossom Service
Project Outline:
In 2015/16 A Way Out successfully secured part funding for a new project, Blossom, offering targeted support for young women aged 16-24 years. It is learning from our well established and recognised work with vulnerable women and those involved with on-street sex work that has helped to develop this new service area. We listened to the women on our Liberty case load and two sentiments prevailed – grateful appreciation for the life changing work that A Way Out undertakes, and heartfelt reflection from the women in wishing they had been able to engage with A Way Out when they were younger – at an age before their lives became entrenched in the cycle of addiction and sex work. Blossom now successfully engages with vulnerable young women who often ‘fall through the net’ and who frequently are left to go their own way at a time of major transition into early adulthood. These young women often feel marginalised from mainstream services, are regularly deemed as ‘troublesome’ by the public, and as ‘hard to engage’. One of the important and key aspirations of our new service is also to counteract the exploitation of these vulnerable young women and avert routes into survival sex work. This service is well established in the Stockton area and the project continues to be a member of the VEMT Practitioner Group (Vulnerable, Exploited, Missing and Trafficked) and the Problem-Solving Panel.
Blossom Achievements Oct 19– Sept 20:
Prior to the impact of COVID-19 the Blossom project supported a strong cohort of young women, developing sessions covering a wide range of themes. The development of a Tuesday peer support group within an already established group of women has worked really well. A regular cohort of 10 women have attended 10 sessions since December 2019 which have covered general themes. Staff have been able to take a step back and women have been taking the lead. 98 drop-in sessions were delivered covering healthy relationships, emotional wellbeing, crafts, healthy eating and sexual exploitation. Partnership delivery included a Youth Directions session on knife crime followed by a visit to the touring sculpture ‘Knife Angel’ supported by Cleveland OPCC; and with Brooke covering sexual health also addressing the stigma around periods and period poverty, promoting alternatives to traditional sanitary products i.e. ‘mooncups’ and ‘period pants’.
Establishing Blossom’s peer support group is something we are very proud of this year. Sessions have been consistently attended and women have been able to positively develop relationships within the group. Staff worked tirelessly to ensure the concept of peer support was introduced appropriately and understood to form a solid foundation. Women have increased opportunities to be heard and direct co-production. We have developed the tactile resources available and made small adjustments to improve delivery; these have had a big impact i.e. women have felt more of an ownership of the Blossom space, have moved around the space independently and used other areas freely. A healthier range of snacks has been provided including a wide range of fruit; there have been more arts and crafts activities and the introduction of a suggestion box in addition to the existing prayer request box which has seen an uptake in prayer requests. Blossom worked in partnership with MIND’s Side by Side project, attending learning events and peer support sessions and utilising a Developing Peer Support in the Community Toolkit. Peer support group members put themselves forward to welcome a new member to the group, explaining how Blossom sessions worked and were willing to answer any questions. The new member returned to the group and is a consistent attendee and staff feel that the role of peer mentors was crucial in her feeling comfortable in returning to the group.
Christmas provided an ideal opportunity for social enterprise and the co-designing and production of a range of Christmas cards with very successful sales within the community.
Blossom’s Additional Needs worker provides separate advice and guidance to others in the team who have women on their caseload who have diagnosed/undiagnosed additional needs. We have also reviewed how information is presented; for example, using different fonts and colours, Women are empowered to request information in a way that is good for them. We provided more time-out space in drop ins and 1:1s and conducted disability awareness drop-in sessions to increase understanding and acceptance of peers.
Blossom have been located with the Local Authority Early Help team on a fortnightly basis which promotes the service, encourages appropriate referrals, reducing inappropriate referral. Partnership work has involved working with Hart Gables LGBT+; MIND’s Energise programme; MIND Side by Side Peer Support Group; MIND Community Minded programme; STAGE project; New Directions; Thirteen Group’s employment service Together Women; Gateshead young women’s outreach project and Huddersfield Women’s Centre.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Delivery was again impacted in March due to COVID-19 lockdown and responded with weekly crisis food and wellness doorstep parcel delivery addressing immediate need and providing opportunity for face to face wellbeing checks; 1:1 support moved on-line and via mobile phone and this younger cohort of women responded extremely well to this change in delivery. On-line drop-in sessions have been developed and very well received by this client group. During this pandemic period the Blossom service have experienced a notable increase in the number of referrals.
| Blossom Indicators | No: | How has the Blossom Project made an impact? (Total Caseload= 30 young women) |
|---|---|---|
| Increased emotional resilience and wellbeing | 8 | 8young women on case load have reported increased emotional resilience and wellbeing. 16felt they sustained emotional resilience and wellbeing. |
| Increased positive engagement with a range of support services |
10 | 10have increased engagement with a range of support services. 15felt they have sustained engagement with a range of support services |
| Increased social capital | 7 | 7young women experienced increased social capital. 20maintained |
| Increased awareness and consideration of diversity or peers’ views/needs in shaping wider service provision |
6 | 6young women reported increased awareness and consideration of diversity or peers’ views in shaping service provision. 17felt they sustained |
| Increased stable accommodation/sustained independent living |
26 | 26have increased or maintained stable accommodation/sustained independent living. |
| Reduction in problematic drug/alcohol | 2 | 3were identified as having problematic drug and alcohol use and out of those;2have reduced or stopped using and2are engaging with drug and alcohol support services. There are a number of clients who use drugs and alcohol, but their use is not identified as problematic. |
| Increased recognition and awareness of associated risks of exploitative relationships |
8 | 8have increased or sustained their recognition & awareness of associated risks of exploitative relationships.20felt they maintained. |
| Prevention of young women entering into sex work |
30 | Of the30women on caseload,noneof the young women have entered into sex work. |
| Increased confidence & motivation to apply/ engageinwork/training |
9 | 9have increased confidence and motivation to apply/engage in work/training. 18 havemaintainedinthis area. |
Specialist Case Worker:
This additional service is now firmly integrated into the Blossom project with 11 young women who have a disability, learning disability, learning difficulty or who present with additional needs that have not been diagnosed on caseload, accessing 1:1 support sessions and drop-ins.
Over the pandemic period, these particular clients have struggled with feelings of isolation and issues related to change in their normal routine. The services has worked well in keeping young women engaging and accessing support via regular 1:1 sessions, either via video call or telephone engagement, Facebook and text messages, online drop-in sessions, Microsoft Teams and Zoom meetings. Having a variety of means of contact has resulted in the young women engaging really well with over 90% on caseload engaging on a weekly basis and 60% engaging three or four times a week.
Overall the disabilities of these young women have increased their vulnerability during lockdown due to other support services ceasing to operate in the usual way, e.g. GP surgeries conducting telephone appointments, social services/health visitors unable to complete home visits and appointments pushed back to later dates. Many of these young women reported that the Blossom Service has been their sole support during lockdown.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Therapeutic Psychotherapy Counselling
Service Outline:
The psychotherapy service is set up to be an integrated part of A Way Out offering a flexible approach ensuring that clients referred for psychotherapy receive tailored support.
Psychotherapy Service:
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Our trauma-informed In-House Psychotherapy Service, supporting women with complex needs and struggling with historic issues, has delivered 46 sessions during the past 12 months.
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Improvement in self-development and emotional wellbeing is the focus of the therapeutic 1:1 counselling that enables safe exploration of feelings.
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A Way Out's psychotherapist also runs weekly clinics within the staff teams, equipping them with key strategies for supporting clients.
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Examples of psychotherapeutic support required include being enabled to experience unconditional acceptance, feeling valued by another and hence valuing themselves.
Psychotherapy counselling support during this 12 month period, most especially during the pandemic has been vital, demonstrated by an increase in engagement via telephone consultations focussing on improving emotional wellbeing and self-development. this period is that engagement with psychotherapy sessions has been more consistent than when sessions could take place ‘in person’. One reason for this might be that the sessions focus on supporting the client with what is going on for them in the ‘here and now’ rather than exploring deep rooted issues. This makes the sessions less intense for the client and thus, possibly, encourages further engagement from the client. The sessions are quite conversational and through this conversational approach it is possible to identify what the deep rooted issues might be without discussing them directly.
A Way Out’s Psychotherapist has also delivered on-line team training sessions around CBT, Chaos, Wellbeing, Dialectical Behaviour Therapy and provides individual guidance to staff supporting clients facing multiple disadvantages and presenting with ‘complex needs.’
Youth & Families
Project Outline:
Our Youth Service (community based youth) aims to engage and empower young people (aged 8-14) at risk of poor outcomes. We deliver in two areas of deprivation within the Stockton area within schools and the community, offering vulnerable and at risk young people a full range of opportunities to be nurtured, equipped, empowered and inspired to develop positive and healthy lifestyles. The sessions provide a safe environment in which children experiencing social and emotional difficulties can learn new skills, practise positive behaviour and build self-confidence and competency.
Youth Service Achievements Oct 19 – Sept 20:
The Youth Project continues to deliver excellent services to children and young people living in areas of high deprivation in Stockton.
This year A Way Out’s Youth Service continued to deliver four after school sessions per week and 1:1 support for children in school lunchtime. The structured youth programme identifies current themes and trends affecting children and young people and has tackled these using interactive activities. Topics chosen by young people included: Bullying, The Future, Social Media, Listening, Healthy Lifestyles.
HALO (Helping And Loving Others), a bi-weekly social action project encouraging young people to take part in activities in their local community, this year saw young people help to take care of chickens; clean out a pond; gardening and picking fruit and veg to provide fresh produce to families in the community. Get Active, a bi-weekly health and fitness programme in partnership with Durham University involved young people in physical activity and provided learning about nutrition. EVO worked with Year 8 students that attended last year’s transition project. A mentor programme was delivered to focus on helping new Year 7s transition into secondary school education. One to one work in school lunchtimes was delivered based upon the information included in referrals, with initial meetings involving the youth worker and young person agreeing common goals based on what the young person prioritises. All of this area of work acts as a foundational base from which children can identify their needs, opportunities and strengths.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Due to the COVID-19 lockdown in March, face to face support sessions were suspended and a scaled back service was developed and delivered in line with government guidance and social distancing. The team thought creatively about how to continue reaching out to disadvantaged children and young people and put together robust risk assessments to ensure safe and government compliant delivery. Activity packs were delivered to young people's homes, including games, puzzles and ideas to help stay creative, inspired and entertained during this time at home. The activities encouraged both parent and child to take part, helping strengthen the bond and increase interaction. Throughout this pandemic period, the Youth Team have continued to develop activity packs and created digital versions for parents who gave consent and supplied email addresses.
The Youth Team launched its digital platform in June to help continue supporting young people by providing 1:1 sessions over WhatsApp. The sessions primarily focused on Year 6 children transitioning into secondary school and on younger children that were struggling with their behaviour/family relationships during lockdown. Digital 1:1 support provided children with coping mechanisms including mindfulness, distraction techniques and offered a safe space for children to confide and share any worries or concerns. The support was offered to help improve relationships at home by providing an outlet for children and young people and to help relieve the burden on parents and guardians.
| Youth Service Indicators | No: | How has the Youth Service made an impact? (Total Caseload= 58 young people) |
|---|---|---|
| Children who have benefited from the Youth Service in the past year |
58 | All children are considered to be disadvantaged. |
| Improved relationships with family and friends |
42 | 11 experienced significant progress. 31 started to experience progress and 16 yet to experience progress. |
| Improved understanding around healthy lifestyle |
41 | 27 experienced significant progress. 24 have started to experience progress. 7 are yet to experience progress. |
| Increased self-confidence and self-esteem | 45 | 20 experienced significant progress. 25 started to experience progress. 13 are yet to experience progress |
Families Service Achievements Oct 19 – Sept 20:
A Way Out’s Families Service RISE, (Reaching, Inspiring, Supporting, Empowering) complements all areas of A Way Out’s projects, providing bespoke person centred support to each benefiting family by delivering a whole family approach and coordinating the work and action of partner agencies addressing need and sharing information.
Liberty RISE
Families of women and girls supported by A Way Out’s Blossom and Liberty Projects are offered support through Liberty RISE in understanding the causes and consequences of exploitation, addiction and survival sex-work. The service enables the families to provide encouragement and support to their daughters, loved ones or family members instilling a sense of identity and purpose whilst inspiring hope that change is possible.
Over the past year Liberty RISE has enabled six families to access regular 1:1 support. The families have been supported with learning to identify and manage risk, and to develop communication strategies to include problem solving, boundary setting and self-care. Liberty RISE has also successfully built up connections with external agencies promoting the service and creating an increased awareness around the impact of on-street sex working and the specialist support available.
During lockdown the family service provided increased welfare checks over the phone including trauma informed emotional support. Advocacy work continued to take place via the telephone and the family worker continued in supporting clients with housing needs/school and college issues/drug and alcohol service including prescription collections and liaising with local mental health services.
Youth RISE
Youth RISE delivers a whole family person-centred approach, co-ordinating with local agencies to address need and information sharing. Youth RISE is offered to families of children and young people engaging with A Way Out’s Youth project. Families with children attending schools engaging in the Youth Service are encouraged to engage with RISE for support and advice around benefits, education and training, digital inclusion, education and awareness of child sexual exploitation and substance abuse, and behaviour management.
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A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE (Continued)
Regular and consistent contact has been maintained throughout COVID-19 with families receiving support via scheduled phone calls and the RISE Families dedicated private Facebook page. Tips and suggestions are posted in relation to managing stress and anxiety at home, along with physical exercise videos in response to requests for support to stay active during lockdown. Advocacy work took place in relation to children’s special educational needs and also for members of the family struggling with mental health during the COVID-19 pandemic. Weekly food and toiletry parcels were delivered regularly during lockdown giving the opportunity for a socially distanced welfare and wellbeing check.
Volunteering:
A Way Out is extremely grateful for the generous assistance our services receive from our bank of volunteers. During 2019/20, A Way Out revised and updated its comprehensive quarterly volunteer training and delivered to two separate cohorts of volunteers introducing 13 new volunteers to the organisation ahead of COVID-19 imposed lockdowns. Two dedicated volunteers have clocked up over a decade of service each. Despite restrictions and changes to service delivery, it is really worth celebrating the 1,203 volunteering hours that have been generously provided to our services by the volunteering team.
| A Way Out Volunteer Statistics 01.10.19-30.09.20 | |
|---|---|
| Number of dedicated Volunteers over the 12 month period | 52.5 |
| Number of Volunteer hours delivered per year | 1,203 |
In 2019/20 volunteers contributed to A Way Out’s services in the following ways:
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worked alongside our Liberty and Blossom teams during weekly drop-ins in Stockton and Middlesbrough
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worked alongside our Liberty and Blossom teams during weekly outreach in Stockton and Middlesbrough
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supported our Youth Team in delivery of RELOAD
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supported our Youth Team in delivery of HALO
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supported our Youth Team in delivery of GET ACTIVE
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prepared and packed up to 40 food parcels weekly
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assisted in the collection of regular food donations
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assisted in the maintenance of the building
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assisted in the sorting and storage of donations
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raised awareness and fundraised for A Way Out
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donated handmade PPE cloth face masks for clients
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• donated handmade encouragement tags for wellbeing parcels.
RESERVES POLICY
It is the intention of the trustees to maintain cash-backed unrestricted general reserve funds at a minimum of three months core expenditure and they estimate that a reserve of circa £175,000 (previous year: £175,000) would cover that requirement at the present point in time. The trustees consider that, in the event of a significant reduction in the level of grants and charitable donations, this level of reserve would allow sufficient time to source new funding or to wind down the operations of the charity in an orderly manner.
With net current assets/cash liquidity of £408,012 at 30 September 2020 (30.9.19: £292,496) and unspent restricted funds of £123,784 (30.9.19: £67,998), the above level of cash-backed unrestricted funds was achieved.
FINANCIAL REVIEW
The results for the year and financial position at the year end are shown in the annexed financial statements.
Page 16
A WAY OUT (A Company Limited by Guarantee)
DIRECTORS’/TRUSTEES’ REPORT FOR THE YEAR ENDED 30 SEPTEMBER 2020
PLANS FOR THE FUTURE
-
Develop our on-line training programme offer and payment schedule to generate income in line with agreed targets providing bite-size training sessions to promote our training offer, by detailing content and learning outcomes. The training programme and its promotion will be one of our key priorities in our marketing and communications plan for 2021/22.
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Recruit a Community Fundraising Co-ordinator responsible for developing our engagement with on-line communities and corporates and deliver an innovative approach to generating income through fundraising activities that can connect supporters during and after COVID-19 restrictions are lifted.
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Adapt and flex the services in line with external changes, need and demand from clients in partnership and collaboration with other key providers, adopting a whole person approach to delivery.
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Conduct a full scale organisational review to ensure that our vision, mission, values and objectives are fit for purpose and will support the future sustainability of the charity. The review will incorporate a 360 degree appraisal of the organisation in consultation with staff, board, volunteers, clients and partners whose feedback will help reshape why, how and what we do as a charity.
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Conduct individual service reviews as part of the organisational review and external evaluation process evidencing theory of change, purpose, difference of impact of each service.
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Develop a robust evidence base and reporting framework to reflect best what matters to the client and their needs which will then be shared with funders, local partners and commissioners.
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Develop and implement a Communications and Marketing Strategy and Plan which will provide a structured coordinated approach to help promote the work of the charity, improve our reach and strengthen our ability to influence and bring about system change and access to social justice.
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Conduct an audit of our risk management policy framework incorporating good practice and training for staff.
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Develop collaborations with partners to help support future funding and commissioning opportunities as part of our income diversification strategy.
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Launch the new website adopting an asset based approach to how we describe and articulate what we do, why and how we do it.
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Develop and implement an interim business plan that provides a steer, flexibility to adapt to change and some clear parameters around development and expansion across the next 12 months.
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Successfully achieve Trusted Charity level 1 accreditation.
The directors/trustees have prepared this report in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.
Approval
This report was approved by the directors/trustees on 16 February 2021 and signed on their behalf by:
……………………………..
T. Sangowawa Chair
Page 17
INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF A WAY OUT
I report to the charity trustees on my examination of the accounts of the company for the year ended 30 September 2020 which are set out on pages 18 to 31.
Responsibilities and Basis of Report
As the charity trustees (who are also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent Examiner’s Statement
Since the company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
-
accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or
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the accounts do not accord with those records; or
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the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or
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the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Mr. J. Lester FCA Baines Jewitt Limited Chartered Accountants Barrington House 41-45 Yarm Lane Stockton-on-Tees TS18 3EA
Dated: 16 February 2021
JL/AJD
Page 18
A WAY OUT (A Company Limited by Guarantee)
STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 SEPTEMBER 2020 (including Summary Income and Expenditure Account)
| Unrestricted Funds | Unrestricted Funds | Restricted Funds | Restricted Funds | Total | Funds | ||
|---|---|---|---|---|---|---|---|
| Notes | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | |
| £ | £ | £ | £ | £ | £ | ||
| INCOME | |||||||
| Grants and donations | 4(a) | 90,811 | 107,027 | 675,508 | 567,883 | 766,319 | 674,910 |
| Income from charitable activities | 4(b) | 3,840 | 3,830 | - | - | 3,840 | 3,830 |
| Investment income | 4(c) | 1,328 | 1,265 | - | - | 1,328 | 1,265 |
| Other income | 4(d) | 153 | - | 200 | - | 353 | - |
| __ | ___ | ____ | ____ | ____ | ____ | ||
| TOTAL INCOME | 96,132 | 112,122 | 675,708 | 567,883 | 771,840 | 680,005 | |
| ======= | ========= | ========= | ========= | ========= | ========= | ||
| EXPENDITURE | |||||||
| Charitable Activities | 6 | 9,773 | 54,955 | 644,638 | 561,219 | 654,411 | 616,174 |
| _ | ___ | ____ | ____ | ____ | ____ | ||
| TOTAL EXPENDITURE | 9,773 | 54,955 | 644,638 | 561,219 | 654,411 | 616,174 | |
| ====== | ======== | ========= | ========= | ========= | ========= | ||
| Net income/(expenditure) | 9 | 86,359 | 57,167 | 31,070 | 6,664 | 117,429 | 63,831 |
| Transfers between Funds | 15 | (24,716) | (8,888) | 24,716 | 8,888 | - | - |
| __ | __ | ___ | ___ | ___ | ____ | ||
| Net Movement in Funds | 61,643 | 48,279 | 55,786 | 15,552 | 117,429 | 63,831 | |
| Reconciliation of funds: | |||||||
| Total funds brought forward | 15 | 231,254 | 182,975 | 67,998 | 52,446 | 299,252 | 235,421 |
| ____ | ____ | ____ | ___ | ____ | ____ | ||
| Total Funds Carried Forward | 15&16 | 292,897 | 231,254 | 123,784 | 67,998 | 416,681 | 299,252 |
| ========= | ========= | ========= | ======== | ========= | ========= |
The Statement of Financial Activities includes all gains and losses recognised in the year.
All incoming resources and resources expended derive from continuing activities.
The notes on pages 21 to 31 form part of these financial statements
Page 19
A WAY OUT (A Company Limited by Guarantee)
Company Registration Number: 06265354
BALANCE SHEET AS AT 30 SEPTEMBER 2020
| 2020 | 2019 | ||||
|---|---|---|---|---|---|
| Note | £ | £ | £ | £ | |
| FIXED ASSETS | |||||
| Tangible assets | 10 | 8,669 | 6,756 | ||
| CURRENT ASSETS | |||||
| Debtors | 11 | 27,710 | 38,405 | ||
| Cash at bank and in hand | 624,695 | 479,156 | |||
| ____ | ____ | ||||
| 652,405 | 517,561 | ||||
| CREDITORS: Amounts falling due | |||||
| within one year | 12 | (244,393) | (225,065) | ||
| ____ | ____ | ||||
| NET CURRENT ASSETS | 408,012 | 292,496 | |||
| ____ | ____ | ||||
| NET ASSETS | 416,681 | 299,252 | |||
| ========= | ========= | ||||
| FUNDS | 15 & 16 | ||||
| Unrestricted funds | 292,897 | 231,254 | |||
| Restricted funds | 123,784 | 67,998 | |||
| ____ | ____ | ||||
| TOTAL FUNDS | 416,681 | 299,252 | |||
| ========= | ========= |
The directors/trustees are satisfied that the charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 30 September 2020.
The members have not required the charitable company to obtain an audit of its financial statements for the year ended 30 September 2020 in accordance with Section 476 of the Companies Act 2006.
The trustees acknowledge their responsibilities for:
-
(i) ensuring that the charitable company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006, and
-
(ii) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of the financial year and of its profit or loss for the financial year in accordance with the requirements of Sections 394 and 395, and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as are applicable to the charitable company.
These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.
These financial statements were approved by the directors/trustees on 16 February 2021 and signed on their behalf by:
……………………………..
T. Sangowawa Director/Trustee
………………………………..
R. Thompson Director/Trustee
The notes on pages 21 to 31 form part of these financial statements
Page 20
A WAY OUT (A Company Limited by Guarantee)
STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 SEPTEMBER 2020
| Notes | 2020 | 2019 | |
|---|---|---|---|
| £ | £ | ||
| Cash inflow from operating activities | 22 | 149,863 | 150,883 |
| -------------- | -------------- | ||
| Cash outflow from investing activities: | |||
| Interest receivable | 1,328 | 1,265 | |
| Purchase of tangible fixed assets | (5,652) | (6,584) | |
| __ | __ | ||
| Net cash outflow from investing activities | (4,324) | (5,319) | |
| ------------ | ----------- | ||
| Increase in cash and cash equivalents in year | 145,539 | 145,564 | |
| Cash and cash equivalents at the beginning of the year | 479,156 | 333,592 | |
| ____ | ____ | ||
| Total cash and cash equivalents at the end of the year | 624,695 | 479,156 | |
| ========= | ========= | ||
| Cash and cash equivalents consist of: | |||
| Cash at bank and in hand | 624,695 | 479,156 | |
| ========= | ========= |
The notes on pages 21 to 31 form part of these financial statements
Page 21
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
1. CHARITY INFORMATION
The charity (registered number 1137535) is a public benefit entity incorporated in the UK on 1 June 2007 as a company limited by guarantee. The company remained dormant until October 2010 when all of the assets and liabilities were transferred from the former unincorporated charity, which was founded in 2002. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements. The objective of the charity’s operation and principal activities is to improve the health and wellbeing of women and young people.
2. BASIS OF PREPARATION OF THE FINANCIAL STATEMENTS
Basis of Preparation and Assessment of Going Concern
The charity constitutes a public entity as defined by FRS 102. The financial statements have been prepared on a going concern basis under the historical cost convention and in accordance with applicable accounting standards, the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011 and the Companies Act 2006. The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.
3. ACCOUNTING POLICIES
Income Recognition
All incoming resources are included in the Statement of Financial Activities when the charity is legally entitled to the income, after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
(a) Grants and donations
-
Where donors specify that grants and donations given to the charity must be used in future accounting periods, the income is deferred until those periods.
-
Where donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included in incoming resources until the pre-conditions for use have been met.
When donors specify that grants and donations, including capital grants, are for particular restricted purposes, which do not amount to pre-conditions regarding entitlement, this income is included in incoming resources of restricted funds when receivable.
(b) Gift aid recoverable on donations and gifts
Gift aid recoverable is included in incoming resources in the same period as the gift to which it relates.
(c) Fees and similar income
Fees receivable and charges for services provided are accounted for in the period in which the service is provided.
(d) Investment income
Investment income is included when receivable by the charity.
(e) Gifts in kind
Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised.
Gifts in kind for sale or distribution are included in the financial statements as gifts only when sold or distributed by the charity.
Gifts in kind for use by the charity are included in incoming resources when receivable.
(f) Donated services and facilities
Donates services and facilities are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value of the service or facility received.
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A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
3. ACCOUNTING POLICIES (Continued)
(g) Volunteer help
The value of any volunteer help received is not included in the financial statements.
(h) Resources Expended
Resources expended are accounted for on an accruals basis, inclusive of attributable VAT which cannot be recovered.
Certain expenditure is directly attributable to specific activities and has been apportioned to the costs of those activities on a basis consistent with the use of resources.
(i) Tangible Fixed Assets
Fixed assets are included at cost less depreciation unless details of cost are not available. Where details of cost are not available, fixed assets are included at an estimated value. Where neither details of cost nor estimated values are available, fixed assets are not shown in the financial statements.
(j) Depreciation
Tangible fixed assets are depreciated over their estimated useful lives as follows:
Leasehold property - straight line over the initial primary term of the lease (3 years) Fixtures, fittings and equipment - 33.33% per annum straight line Motor vehicles - 25% reducing balance
(k) Pension Costs
Contributions payable to a group personal pension and individual personal pension schemes are charged to the Statement of Financial Activities in the period to which they relate.
(l) Financial Instruments
The charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effective interest method.
Financial assets held at amortised cost comprise cash at bank, together with trade and other debtors. Financial liabilities held at amortised cost comprise trade and other creditors.
(m) Fund Accounting
Funds held by the charity are either:
-
unrestricted funds - these are funds which can be used in accordance with the objects of the charity at the discretion of the trustees. They may include designated funds which have been set aside by the trustees for particular purposes.
-
restricted funds - these are funds which can only be used for particular restricted purposes within the objects of the charity; whether it be for the purchase or construction of a fixed asset or in respect of a specific project. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Once the restrictions imposed by the provider of the grant/the donor have been observed, the fund is then transferred to unrestricted funds.
(n) Operating Leases
Rentals applicable to operating leases, where substantially all of the benefits and risks of ownership remain with the lessor, are charged against revenue on a straight line basis over the period of the lease.
- (o) Hire Purchase and Finance Lease Commitments
Assets obtained under hire purchase contracts or on finance leases are capitalised in the balance sheet. Those held under hire purchase contracts are depreciated over their estimated useful lives. Those held under finance leases are depreciated over their estimated useful lives or the lease term, whichever is the shorter.
Page 23
A WAY OUT
(A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
4. INCOME FROM CHARITABLE ACTIVITIES
| (a) | Donations and Legacies | Unrestricted Funds | Unrestricted Funds | Restricted Funds | Restricted Funds | Total | Funds |
|---|---|---|---|---|---|---|---|
| 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | ||
| Grant and Contract Income: | £ | £ | £ | £ | £ | £ | |
| Anonymous | - | - | 4,000 | 4,000 | 4,000 | 4,000 | |
| Ashburn Charitable Trust | 3,000 | - | - | - | 3,000 | - | |
| Ballinger Charitable Foundation | - | - | 16,000 | 15,000 | 16,000 | 15,000 | |
| Big Lottery Fund | - | - | 220,232 | 224,860 | 220,232 | 224,860 | |
| Brock Cowan | 600 | - | - | - | 600 | - | |
| Cash for Kids | - | - | - | 1,125 | - | 1,125 | |
| Catalyst | - | - | - | 5,000 | - | 5,000 | |
| Changing Lives (Tampon Tax) | - | - | 35,752 | 13,398 | 35,752 | 13,398 | |
| Children in Need | - | - | 39,100 | 36,463 | 39,100 | 36,463 | |
| Clay Hill Trust | 4,000 | - | - | - | 4,000 | - | |
| Cleveland Divert | - | - | 22,268 | 22,028 | 22,268 | 22,028 | |
| Cleveland PCC (North East Sex Worker Forum) | - | - | 7,500 | - | 7,500 | - | |
| Cleveland PCC (COVID-19) | - | - | 3,215 | - | 3,215 | - | |
| Comic Relief | - | - | - | 17,500 | - | 17,500 | |
| Co-op | - | - | 3,285 | - | 3,285 | - | |
| County Durham Community Foundation (COVID-19) | - | - | 4,920 | - | 4,920 | - | |
| County Durham Community Foundation (Tampon Tax) | - | - | 6,667 | - | 6,667 | - | |
| Durham Community Partnership (North East Sex | |||||||
| Worker Forum) | - | - | 7,500 | - | 7,500 | - | |
| Durham Community Partnership (Growth & | |||||||
| Resilience Fund) | - | - | 3,775 | - | 3,775 | - | |
| Durham Tees Valley Community Rehabilitation | |||||||
| Company (Prison Mentor) | - | - | 30,000 | 19,298 | 30,000 | 19,298 | |
| Durham Tees Valley Community Rehabilitation | |||||||
| Company (Outreach) | - | - | 7,500 | 22,200 | 7,500 | 22,200 | |
| ESF | - | - | 6,576 | - | 6,576 | - | |
| Garfield Weston | - | - | 30,000 | - | 30,000 | - | |
| Greggs Foundation | - | - | 160 | - | 160 | - | |
| Hadrian Trust | - | - | - | 1,000 | - | 1,000 | |
| Henry Smith Charity | - | - | 28,800 | 28,300 | 28,800 | 28,300 | |
| HMRC - furlough grants | 11,644 | - | - | - | 11,644 | - | |
| Homeless Link | - | - | 18,874 | - | 18,874 | - | |
| Hudson Charitable Trust | - | - | 750 | - | 750 | - | |
| Lempriere Pringle | - | 45,000 | - | - | - | 45,000 | |
| Lloyds Bank Foundation | - | - | 32,715 | 22,918 | 32,715 | 22,918 | |
| Marsh Charitable Trust | 400 | - | - | - | 400 | - | |
| Middlesbrough Borough Council | 546 | - | 2,000 | - | 2,546 | - | |
| Ministry of Justice | - | - | 14,800 | - | 14,800 | - | |
| Smallwood Trust | - | - | 7,084 | 5,000 | 7,084 | 5,000 | |
| St. James’ Place Foundation | - | - | 10,000 | - | 10,000 | - | |
| Stockton Borough Council - Troubled Families | - | - | - | 1,050 | - | 1,050 | |
| Tees Valley Community Foundation | - | - | 1,000 | 1,000 | 1,000 | 1,000 | |
| Tesco/Groundwork UK | - | - | 500 | - | 500 | - | |
| The Anchor Foundation | - | - | 2,500 | 2,500 | 2,500 | 2,500 | |
| The Esmee Fairbairn Foundation | 17,500 | - | 32,084 | 36,100 | 49,584 | 36,100 | |
| The Five Lamps Organisation - YUS Small Budget | - | - | - | 1,000 | - | 1,000 | |
| The Hospital of God at Greatham | - | - | - | 2,000 | - | 2,000 | |
| The Mercers’ Company | - | - | 21,229 | 12,733 | 21,229 | 12,733 | |
| The Tudor Trust | 2,000 | - | 3,333 | 20,000 | 5,333 | 20,000 | |
| The Vardy Foundation | - | - | 30,000 | 30,000 | 30,000 | 30,000 | |
| Thirteen Community Fund | - | - | - | 1,800 | - | 1,800 | |
| Virgin Money Foundation | 6,000 | - | 20,660 | 21,610 | 26,660 | 21,610 | |
| __ | __ | ____ | ____ | ____ | ____ | ||
| 45,690 | 45,000 | 674,779 | 567,883 | 720,469 | 612,883 | ||
| Donations | 45,121 | 62,027 | 729 | - | 45,850 | 62,027 | |
| __ | ___ | ____ | ____ | ____ | ____ | ||
| Total Donations and Legacies | 90,811 | 107,027 | 675,508 | 567,883 | 766,319 | 674,910 | |
| ======= | ========= | ========= | ========= | ========= | ========= |
The charity benefits greatly from the involvement and enthusiastic support of its many volunteers. In accordance with accounting standards, the economic contribution of general volunteers is not reflected in the accounts.
Page 24
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
4. INCOME FROM CHARITABLE ACTIVITIES (Continued)
| (b) | Income from Charitable Activities | Unrestricted | Funds | Restricted | Funds | Total Funds | |
|---|---|---|---|---|---|---|---|
| 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | ||
| £ | £ | £ | £ | £ | £ | ||
| Miscellaneous income | 3,840 | 3,830 | - | - | 3,840 | 3,830 | |
| ====== | ====== | ===== | ===== | ====== | ====== | ||
| (c) | Investment Income | Unrestricted | Funds | Restricted | Funds | Total Funds | |
| 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | ||
| £ | £ | £ | £ | £ | £ | ||
| Bank interest receivable | 1,328 | 1,265 | - | - | 1,328 | 1,265 | |
| ====== | ====== | ===== | ===== | ====== | ====== | ||
| (d) | Other Income | Unrestricted | Funds | Restricted | Funds | Total Funds | |
| 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | ||
| £ | £ | £ | £ | £ | £ | ||
| Sundry income | 153 | - | 200 | - | 353 | - | |
| ===== | ===== | ===== | ===== | ===== | ===== |
5. RESOURCES EXPENDED - CHARITABLE ACTIVITIES BY PROJECT
For details of project costs, see note 15.
6. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES
| Unrestricted | Funds | Restricted Funds | Restricted Funds | Total | Funds | |
|---|---|---|---|---|---|---|
| 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | |
| £ | £ | £ | £ | £ | £ | |
| Direct project costs | - | 4,819 | 30,056 | 35,505 | 30,056 | 40,324 |
| Monitoring and evaluation | - | - | 14,507 | 20,674 | 14,507 | 20,674 |
| Fundraising expenses | - | 239 | 1,176 | 575 | 1,176 | 814 |
| Marketing | - | 1,438 | 306 | - | 306 | 1,438 |
| External supervision | - | - | 2,425 | 2,460 | 2,425 | 2,460 |
| Volunteer expenses | - | - | 312 | 742 | 312 | 742 |
| Salaries | 10,000 | 23,955 | 356,789 | 312,051 | 366,789 | 336,006 |
| Pension | - | 614 | 10,682 | 8,325 | 10,682 | 8,939 |
| Staff recruitment | - | 502 | 1,988 | 891 | 1,988 | 1,393 |
| Training | - | - | 7,197 | 2,232 | 7,197 | 2,232 |
| Office rent and service charges | - | - | 19,699 | 19,445 | 19,699 | 19,445 |
| Cleaning and waste disposal | - | 738 | 3,569 | 3,028 | 3,569 | 3,766 |
| Insurance | - | 551 | 2,925 | 1,646 | 2,925 | 2,197 |
| Rates and water | - | - | 460 | 482 | 460 | 482 |
| Heat and light | (227) | 883 | 4,512 | 3,312 | 4,285 | 4,195 |
| Telephone and IT support | - | 3,156 | 7,331 | 3,730 | 7,331 | 6,886 |
| Printing, postage and stationery | - | 1,915 | 2,304 | 709 | 2,304 | 2,624 |
| Repairs and maintenance | - | 1,608 | 2,058 | - | 2,058 | 1,608 |
| Legal and professional fees | - | 3,162 | 4,590 | - | 4,590 | 3,162 |
| Consultancy fees | - | - | 12,208 | 8,476 | 12,208 | 8,476 |
| Bank charges | - | 125 | 167 | - | 167 | 125 |
| Staff expenses | - | 269 | 8,715 | 11,188 | 8,715 | 11,457 |
| Motor expenses | - | - | 4,422 | 1,875 | 4,422 | 1,875 |
| Licence fees | - | 449 | 873 | 396 | 873 | 845 |
| Depreciation | - | 7,331 | 3,739 | - | 3,739 | 7,331 |
| Support costs - see below | - | 2,481 | 88,445 | 88,278 | 88,445 | 90,759 |
| Governance costs - see below | - | 720 | 53,183 | 35,199 | 53,183 | 35,919 |
| __ | __ | ____ | ____ | ____ | ____ | |
| 9,773 | 54,955 | 644,638 | 561,219 | 654,411 | 616,174 | |
| ======= | ======= | ========= | ========= | ========= | ========= |
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
7. ANALYSIS OF SUPPORT AND GOVERNANCE COSTS
| Basis of | Support | Governance | Total | Support | Governance | Total | |
|---|---|---|---|---|---|---|---|
| Apportionment | Costs | Costs | 2020 | Costs | Costs | 2019 | |
| £ | £ | £ | £ | £ | £ | ||
| Salaries and national insurance | Staff role | 61,798 | 45,106 | 106,904 | 65,218 | 29,040 | 94,258 |
| Pension costs | Staff role | 1,731 | 1,225 | 2,956 | 1,815 | 1,027 | 2,842 |
| Training | Staff time | - | - | - | 550 | 550 | 1,100 |
| Business development | Time | 20,631 | 2,292 | 22,923 | 18,805 | 582 | 19,387 |
| Office rent and service charges | Staff time | 2,198 | - | 2,198 | 2,150 | - | 2,150 |
| Cleaning and waste disposal | Staff time | 397 | - | 397 | 419 | - | 419 |
| Rates and water | Staff time | 51 | - | 51 | 54 | - | 54 |
| Heat and light | Staff time | 476 | - | 476 | 466 | - | 466 |
| Telephone and internet charges | Staff time | 814 | - | 814 | 765 | - | 765 |
| Printing, postage and stationery | Staff time | 256 | - | 256 | 291 | - | 291 |
| Staff expenses | Direct | 93 | - | 93 | 226 | - | 226 |
| Accountancy | Governance | - | 4,560 | 4,560 | - | 4,680 | 4,680 |
| Trustee meeting costs | Governance | - | - | - | - | 40 | 40 |
| __ | __ | ____ | __ | __ | ____ | ||
| 88,445 | 53,183 | 141,628 | 90,759 | 35,919 | 126,678 | ||
| ======= | ======= | ========= | ======= | ======= | ========= |
Page 26
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
8. STAFF COSTS AND REMUNERATION OF KEY MANAGEMENT PERSONNEL
| 2020 | 2019 | |
|---|---|---|
| £ | £ | |
| Salaries and wages | 458,609 | 410,197 |
| Social security costs | 10,775 | 20,067 |
| Agency costs | 4,309 | - |
| ____ | ____ | |
| 473,693 | 430,264 | |
| Pension costs (note 21) | 13,638 | 11,781 |
| ____ | ____ | |
| 487,331 | 442,045 | |
| ========= | ========= |
The total employment benefits, including employer pension contributions, of key management personnel were £49,838 (2019: £49,502).
No employees earned £60,000 per annum or more.
No remuneration was paid to trustees in the year. No expenses were reimbursed to trustees in the year.
The charity has indemnity insurance on behalf of the trustees, officers and directors. The cost of the premium included in these financial statements is £690.12 (2019: £645.12).
The average monthly number of staff employed by the charity during the year was as follows:
| 2020 | 2019 | |
|---|---|---|
| No. | No. | |
| Direct charitable work | 22 | 20 |
| Administrative | 4 | 3 |
| ____ | ____ | |
| 26 | 23 | |
| ==== | ==== |
The full-time equivalent number of staff employed by the charity during the year was 23 (2019: 20).
9. NET INCOMING RESOURCES FOR THE YEAR
This is stated after charging:
| This is stated after charging: | ||||
|---|---|---|---|---|
| 2020 | 2019 | |||
| £ | £ | |||
| Depreciation of tangible fixed assets | 3,739 | 7,331 | ||
| Independent Examiner’s fees: | ||||
| - Accountancy services | 2,735 | 2,665 | ||
| - Independent examination | 1,825 | 1,775 | ||
| - Consultancy work | - | 240 | ||
| __ | __ | |||
| 4,560 | 4,680 | |||
| ====== | ====== |
Page 27
A WAY OUT
(A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
| 10. | TANGIBLE FIXED ASSETS | ||||
|---|---|---|---|---|---|
| Fixtures, | |||||
| Leasehold | Fittings and | Motor | |||
| Property | Equipment | Vehicles | Total | ||
| £ | £ | £ | £ | ||
| Cost/Valuation | |||||
| At beginning of year | 127,294 | 51,657 | 9,500 | 188,451 | |
| Additions at cost | - | 5,652 | - | 5,652 | |
| Disposals | - | - | - | - | |
| ____ | __ | _ | ____ | ||
| At end of year | 127,294 | 57,309 | 9,500 | 194,103 | |
| ========= | ======= | ====== | ========= | ||
| Depreciation | |||||
| At beginning of year | 127,294 | 46,357 | 8,044 | 181,695 | |
| Charge for the year | - | 3,379 | 360 | 3,739 | |
| Disposals | - | - | - | - | |
| ____ | __ | _ | ____ | ||
| At end of year | 127,294 | 49,736 | 8,404 | 185,434 | |
| ========= | ======= | ====== | ========= | ||
| Net Book Value | |||||
| At beginning of year | - | 5,300 | 1,456 | 6,756 | |
| ====== | ====== | ====== | ====== | ||
| At end of year | - | 7,573 | 1,096 | 8,669 | |
| ====== | ====== | ====== | ====== | ||
| 11. | DEBTORS | ||||
| 2020 | 2019 | ||||
| £ | £ | ||||
| Due within one year: | |||||
| Grant/contract income receivable | 15,513 | 27,606 | |||
| Prepayments and accrued income | 12,197 | 10,799 | |||
| __ | __ | ||||
| 27,710 | 38,405 | ||||
| ======= | ======= | ||||
| 12. | CREDITORS: Amounts falling due within one year | ||||
| 2020 | 2019 | ||||
| £ | £ | ||||
| Creditors and accruals | 11,019 | 17,287 | |||
| Grants received in advance (see note 13) | 233,374 | 207,778 | |||
| ____ | ____ | ||||
| 244,393 | 225,065 | ||||
| ========= | ========= |
Page 28
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
13. DEFERRED INCOME
Grants received in advance relate to monies received during the year which are specified to be spent in a future period as follows:
| Balance | Balance | |||
|---|---|---|---|---|
| Received | Received | |||
| in advance | Received | in Advance | ||
| as at 1.10.19 | in Year | as at 30.9.20 | Per SOFA | |
| £ | £ | £ | £ | |
| Anonymous | 4,000 | - | - | 4,000 |
| Awards for All | - | 10,000 | (10,000) | - |
| Big Lottery Fund | 58,191 | 236,391 | (74,350) | 220,232 |
| Cleveland PCC (COVID-19) | - | 6,430 | (3,215) | 3,215 |
| County Durham Community Foundation (DCMS) | - | 6,109 | (6,109) | - |
| County Durham Community Foundation (Tampon Tax) | - | 10,000 | (3,333) | 6,667 |
| Durham Tees Valley Community Rehabilitation Company (Outreach) | - | 15,000 | (7,500) | 7,500 |
| Durham Community Partnership (North East Sex Worker Forum) | 7,500 | - | - | 7,500 |
| Durham Community Partnership (Growth & Resilience Fund) | - | 22,650 | (18,875) | 3,775 |
| Garfield Weston Foundation | 60,000 | - | (30,000) | 30,000 |
| Homeless Link | - | 30,199 | (11,325) | 18,874 |
| Lloyds Bank Foundation | 2,082 | 36,883 | (6,250) | 32,715 |
| Smallwood Trust | - | 17,500 | (10,416) | 7,084 |
| St. James’ Place | - | 10,000 | - | 10,000 |
| The Anchor Foundation | 2,500 | - | - | 2,500 |
| The Esmee Fairbairn Foundation | 20,417 | 52,500 | (23,333) | 49,584 |
| The Mercer Company | 9,095 | 20,802 | (8,668) | 21,229 |
| The Tudor Trust | 3,333 | 2,000 | - | 5,333 |
| The Vardy Foundation | 20,000 | 30,000 | (20,000) | 30,000 |
| Virgin Money | 20,660 | 6,000 | - | 26,660 |
| ____ | ____ | ____ | ____ | |
| 207,778 | 512,464 | (233,374) | 486,868 | |
| ========= | ========= | ========= | ========= |
14. OPERATING LEASE COMMITMENTS
The following operating lease payments are committed to be paid within one year:
| Land and | Land and | |
|---|---|---|
| Buildings | Buildings | |
| 2020 | 2019 | |
| On leases expiring: | £ | £ |
| Within 1 to 2 years | - | - |
| Within 2 to 5 years | - | - |
| After 5 years | 21,600 | 21,600 |
| ======= | ======= |
Page 29
A WAY OUT
(A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
15. MOVEMENT IN FUNDS
| MOVEMENT IN FUNDS | |||||
|---|---|---|---|---|---|
| Balance | Transfers | Balance | |||
| Restricted Funds: | as at | Incoming | Outgoing | Between | as at |
| Core Costs, Projects and Support Services | 1.10.19 | Resources | Resources | Funds | 30.9.20 |
| £ | £ | £ | £ | £ | |
| Core Services | 4,299 | 202,343 | 228,948 | 28,565 | 6,259 |
| Liberty | 25,139 | 166,096 | 139,350 | (4,562) | 47,323 |
| Psychotherapy | 2,685 | 4,815 | 7,500 | - | - |
| Youth Services | 6,017 | 54,536 | 45,420 | (73) | 15,060 |
| Family Services | - | 13,790 | 13,890 | 260 | 160 |
| Blossom | 3,938 | 85,371 | 74,844 | 1,809 | 16,274 |
| Blossom Specialist | 9,244 | 27,300 | 23,485 | - | 13,059 |
| Building Capacities | 8,024 | - | 5,070 | - | 2,954 |
| STAGE Project | (179) | 26,521 | 26,521 | 179 | - |
| North East Sex Work Forum | 581 | 15,000 | 13,677 | - | 1,904 |
| Monitoring & Evaluation | 6,316 | 18,149 | 14,507 | - | 9,958 |
| Cleveland DIVERT | 1,732 | 20,535 | 19,842 | - | 2,425 |
| Prison Mentor | 202 | 28,005 | 20,892 | (962) | 6,353 |
| Training | - | 2,562 | 2,484 | - | 78 |
| COVID-19 | - | 10,685 | 8,208 | (500) | 1,977 |
| __ | ____ | ____ | __ | ___ | |
| 67,998 | 675,708 | 644,638 | 24,716 | 123,784 | |
| ------------- | --------------- | --------------- | ------------- | -------------- | |
| Unrestricted Funds | 231,254 | 96,132 | 9,773 | (24,716) | 292,897 |
| --------------- | ------------- | ---------- | ------------- | --------------- | |
| Total Funds | 299,252 | 771,840 | 654,411 | - | 416,681 |
| ========= | ========= | ========= | ====== | ========= | |
| Balance | Transfers | Balance | |||
| Restricted Funds: | as at | Incoming | Outgoing | Between | as at |
| Core Costs, Projects and Support Services | 1.10.18 | Resources | Resources | Funds | 30.9.19 |
| £ | £ | £ | £ | £ | |
| Core Services | - | 161,117 | 171,712 | 14,894 | 4,299 |
| Liberty | 10,844 | 136,895 | 110,759 | (11,841) | 25,139 |
| Psychotherapy | - | 6,689 | 7,315 | 3,311 | 2,685 |
| Youth Services | 4,202 | 49,874 | 48,059 | - | 6,017 |
| Family Services | - | 13,564 | 13,564 | - | - |
| Blossom | 14,064 | 96,492 | 100,090 | (6,528) | 3,938 |
| Blossom Specialist | 7,909 | 29,155 | 24,286 | (3,534) | 9,244 |
| Off Street Sex Work Research | 2,347 | - | 1,851 | (496) | - |
| Building Capacities | 13,080 | - | 5,056 | - | 8,024 |
| STAGE Project | - | 9,797 | 9,015 | (961) | (179) |
| North East Sex Work Forum | - | 9,976 | 9,395 | - | 581 |
| Monitoring & Evaluation | - | 14,854 | 23,470 | 14,932 | 6,316 |
| Cleveland DIVERT | - | 22,028 | 19,407 | (889) | 1,732 |
| Prison Mentor | - | 17,442 | 17,240 | - | 202 |
| __ | ____ | ____ | _ | __ | |
| 52,446 | 567,883 | 561,219 | 8,888 | 67,998 | |
| ------------- | --------------- | --------------- | ----------- | ------------- | |
| Unrestricted Funds | 182,975 | 112,122 | 54,955 | (8,888) | 231,254 |
| --------------- | --------------- | ------------- | ----------- | --------------- | |
| Total Funds | 235,421 | 680,005 | 616,174 | - | 299,252 |
| ========= | ========= | ========= | ====== | ========= |
Transfers between funds are as agreed by the Board of Trustees.
Page 30
A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
15. MOVEMENT IN FUNDS ( Continued )
Restricted Funds:
Core Services - this relates to the Chief Executive Officer, Service Managers, Business Development, Administration, Finance and centre running costs (e.g. utilities). Restricted funding includes Big Lottery Women & Girls, Garfield Weston, Tudor Trust and Lloyds Bank Foundation.
Liberty - this relates to street-based outreach, assertive engagement and intensive therapeutic/recovery support to address immediate needs and, over time, empower women involved in on-street sex work, to prevent further harm and enable them to exit and break free from these life-controlling situations. Restricted funding includes Big Lottery, Henry Smith, The Mercers Company, Smallwood Trust, The Anchor Foundation, Catalyst, Ministry of Justice, Homeless Link and County Durham Foundation.
Psychotherapy - this relates to our in-house psychotherapeutic counselling service. Restricted funding includes Big Lottery Women & Girls and Henry Smith.
Youth Services - working exclusively with vulnerable young people in two areas with high levels of deprivation to intervene and break the cycle of disadvantage, and prevent related issues before they become entrenched. Restricted funding includes Children in Need, Ballinger Charitable Foundation and St. James’ Place.
Family Services - (RISE) Reach, Inspire, Support and Empower families in need who are struggling with a range of complex issues which weaken the family unit and compound disadvantage. Working with the whole family in an intensive and motivational way, supporting and empowering them to make changes and achieve better outcomes. Restricted funding includes Children in Need.
Blossom - prevention and early intervention work with vulnerable women aged 16 to 24 to prevent exploitation of their vulnerabilities and access to routes into sex work. Restricted funding includes Big Lottery Women & Girls and Vardy Foundation.
Building Capacities - funding from Big Lottery to help the charity build its skills, knowledge and confidence so that it delivers outcomes to beneficiaries more effectively and sustainably.
STAGE Project - a partnership of six charities across the North East and Yorkshire helping women affected by sexual exploitation and grooming. The STAGE Project provides a range of one-to-one support, drop-ins and specialist group work programmes, as well as specialist work in custody. Together these provide a therapeutic approach to help women recover from the impact of recent and historic grooming and exploitation. The project is one of 10 chosen by the Department of Digital, Culture, Media and Sport to receive the restricted proceeds from the 5% tax on tampons and sanitary towels.
North East Sex Work Forum (NESWF) - a multi-agency not-for-profit regional group aiming to give a voice to people involved in or exploited through the sex industry across the North East, enabling them to shape and contribute to service provision and respond to their needs. Restricted funding from County Durham Community Foundation and Cleveland PCC provides for a part-time NESWF Co-ordinator.
Monitoring & Evaluation - funding towards additional costs of the Liberty and Blossom projects. Restricted funding from Big Lottery.
Cleveland DIVERT - a voluntary, multi-agency adult offender diversion scheme as part of the Police and Crime Commissioner’s strategy to reduce re-offending by providing offenders with the opportunity to address the underlying causes of their offending behaviour and prevent them re-offending. The scheme targets low and medium level offenders and offers them a credible alternative to criminal prosecution. Restricted funding from Cleveland PCC.
Prison Mentor - restricted funding from Durham Tees Valley Community Rehabilitation Company provides for a full-time Prison Mentor who supports females in prison to strengthen and build resilience through Pathway 9. The Mentor specifically engages with women offenders who disclose involvement with sex work, preparing them for release by creating robust resettlement plans, identifying and recognising any triggers upon release in order to reduce the incidence of women re-attaching to former networks and returning to substance misuse.
Training - restricted funding to develop and deliver an evidence based training programme to equip partners to develop and deliver services for isolated and vulnerable individuals. Restricted funding from County Durham Partnership (Growth & Resilience Fund).
COVID-19 - restricted funding from County Durham Community Foundation, Tees Valley Community Foundation, Tesco Groundworks and Ballinger Charitable Trust to provide weekly parcels for isolated and vulnerable clients that are currently accessing our services. Each parcel is tailored to the age(s) and number of recipients and contains information (including government guidance and other sources of support), food, hygiene products and activities (for children and/or parents) so that they do not have to leave the house whilst socially isolating.
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A WAY OUT (A Company Limited by Guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2020
16. ANALYSIS OF NET ASSETS BETWEEN FUNDS
| Tangible | Net | ||
|---|---|---|---|
| Fixed | Current | ||
| Assets | Assets | Total | |
| £ | £ | £ | |
| Restricted funds | - | 123,784 | 123,784 |
| Unrestricted funds | 8,669 | 284,228 | 292,897 |
| _ | ____ | ____ | |
| 8,669 | 408,012 | 416,681 | |
| ====== | ========= | ========= |
17. FUNDS OF THE CHARITY
Unrestricted funds comprise those funds which the trustees are free to use in accordance with the charitable objects, although the trustees may decide to designate part of these funds for specific purposes.
Restricted funds are funds which have been given for particular purposes and projects.
18. TAXATION
HM Revenue & Customs have approved the charitable status of A Way Out and its income is therefore exempt from tax under Sections 505 and 506 of The Taxes Act 1988, provided that such income is applied for charitable purposes.
19. CONTROLLING PARTY
Throughout the year, the charity was under the control of the Board of Trustees.
20. RELATED PARTY TRANSACTIONS
The total amount of donations received without conditions from trustees in the year to 30 September 2020 was £1,651 (2019: £1,500).
Other than the above, there were no reportable related party transactions (2019: none).
21. PENSION COSTS
The charity operates a group personal pension scheme. The assets of the scheme are held separately from those of the charity, being invested by the insurance company. The pension costs charged in the financial statements represent contributions payable by the charity in the year and amounted to £13,638 (2019: £11,781).
22. RECONCILIATION OF NET MOVEMENTS IN FUNDS TO
| RECONCILIATION OF NET MOVEMENTS IN FUNDS TO | ||
|---|---|---|
| CASH FLOW FROM OPERATING ACTIVITIES | 2020 | 2019 |
| £ | £ | |
| Net movement in funds | 117,429 | 63,831 |
| Add:Depreciation charge | 3,739 | 7,331 |
| Less:Interest receivable | (1,328) | (1,265) |
| Decrease/(increase) in debtors | 10,695 | (30,396) |
| Increase/(decrease) in creditors | 19,328 | 111,382 |
| ____ | ____ | |
| Cash Flow from Operating Activities | 149,863 | 150,883 |
| ========= | ========= |
23. FINANCIAL INSTRUMENTS
At the year end, the charity had financial assets at amortised cost of £640,208 (2019: £506,762) and financial liabilities at amortised cost of £11,019 (2019: £17,287).
The income attributable to the charity’s financial instruments is summarised as follows:
| 2020 | 2019 | |
|---|---|---|
| Interest receivable: | £ | £ |
| Financial assets at amortised cost | 1,328 | 1,265 |
| ====== | ====== |