REPORT OF THE DIRECTORS & FINANCIAL STATEMENTS
For the year ended 31st May 2021
Registered charity Number: 1151412 Company Number: 08414392
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Report of the Council of Management for the year ending 31[st ] May 2021
Homeless Care is governed by a Memorandum and Articles of Association dated 21[st ] February 2013, when the organisation was incorporated. It is a company limited by guarantee and has no share capital. It was formed to carry on the activities of Maidstone Christian Care [Registered charity 1048081]and Goodsell House [Registered charity 1109633]. The company registration number is 08414392 and the registered charity number is 1151412.
Registered Address: Maidstone Day Centre, 15 Knightrider Street, Maidstone, ME15 6LP
Council of Management
Peter Cox Chairman Revd DW Bond Treasurer Angela Clay Secretary Katherine High Clare Hudson Richard Larkman Des Long Joyce Newman
| Board resignations before the | year end 31/05/2021 | |
|---|---|---|
| Lisa Delaney | 20/08/2020 | |
| Sue Wood | 03/11/2020 | |
| Gayle Wallace | 09/03/2021 | |
| Staff Team | ||
| Matthew Lamb | Manager | |
| Tracy Maybank | Assistant Manager | |
| Stephen Diner | Administrative Assistant | |
| Amanda Jeffery | Project worker | |
| Thea Theodorsdottir | Mental Health specialist | |
| Brian Masters | Project Worker | |
| Richard O'Neill |
Project Worker |
Bankers
CAF Bank, 25 Kings Hill Avenue, West Malling, Kent. Royal Bank of Scotland, 94 High Street, Maidstone, Kent. Independent Examiner of Accounts: Mr Lee Seal, ACCA FAIA 74 College Road, Maidstone, Kent, ME15 6SL
Insurers: Markel, Aviva Insurance Ltd.
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Objects of the Company
As set ·out in the Memorandum and Articles of Association, the objects of the Company are: ' To help alleviate suffering by supporting homeless and vulnerable people with the provision of Day Centre facilities, temporary/short term accommodation and/or community food share services as appropriate to collective/individual need within the Borough of Maidstone and its surrounding areas. "
Structure and Management
The Council of Management, which currently consists of 8 Directors/Trustees, is responsible for the strategic affairs of the Company. The Full Council met on 12 occasions during the period under review. New members are appointed by invitation from the Council and the aim is to recruit people from the local community who have a range of appropriate skills and experience. The current Council has members with practical knowledge of financial management, marketing, public relations, personnel management and not for profit organisations.
The Council encourages newly appointed members to go through a practical process of familiarising themselves with the work of the organisation. From time to time, members may take advantage of appropriate training opportunities provided by local and national bodies. Members of several public and voluntary bodies give of their time to undertake specific projects for the benefit of the Company and its clients.
Activities
The Company aims to fulfil its objectives through two main activities. It operates a Day Centre for homeless and vulnerable people, based at Lily Smith House, 15 Knightrider Street, Maidstone, ME15 6LP. The service began in February 1996 at Lenworth House, Maidstone and moved.to its present location in 2004. Prior to the Covid 19 lockdown in March, Maidstone Day Centre was open 5 days a week but since then, distancing rules have meant that our main service has been operating on a much restricted basis.. However, staff and volunteers have continued to support vulnerable clients with telephone calls and where possible, socially distanced meetings. Food for Thought, Homeless Care's community food share project, has been operating successfully for over 15 years and the scheme continues to be well supported by local food traders and manufacturers as well as schools and churches. Demand for the service has increased significantly during lockdown and we have been providing for over 100 families a week. Since the start of the epidemic, Homeless Care has been working closely with the Salvation Army and Maidstone Borough Council, to huge benefit to the community.
Since August 2004, Maidstone Day Centre has rented the purpose built accommodation at Lily Smith House. The Centre is on the ground floor of a 42 unit hostel for homeless people that was built by English Churches Housing Group and initially operated by them. It is now managed by the Riverside Group Ltd. Homeless Care has continued to work closely with Riverside staff.
Future Plans
The future sustainability, independence and development of the charity's service to homeless men and women, would be greatly enhanced by securing 'a home of our own' in a town centre location and with sufficient space to realise Homeless Care's full potential.
Efforts to find an appropriate building in which to house Maidstone Day Centre continue. Discussions have taken place with a local church with a view to sharing their premises to mutual benefit; communications to that end are continuing. The service that for over 30 years has been an integral part of managing and reducing the town's homeless population, will continue to work closely with Local Authorities and agencies towards this end.
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Day Centre regime under Covid restrictions.
MDC is currently operating an appointment only system so that safe distancing can be managed. Clients are given a timed slot but if numbers permit, this may be extended. Showers, laundry and food are main requests by clients attending. However, In order to help people turn their lives around, Day Centre staff continue to give one to one support to clients according to individual need which is detailed on his or her care plan; this may be help with benefit entitlements, employment applications, training opportunities, establishing identity, Court appearances, registering with a doctor, problems around drug/alcohol misuse and most importantly, applying for accommodation. Virtually all applications for benefits and accommodation must now be made online and so the Centre has set up a small computer suite and beginner level training is available to clients The problems do not end once accommodation has been secured for a client and we are very aware that our support is crucial at this time of change, if the tenancy is to be sustained. The responsibility of running a home, possibly for the first time, can be daunting with daily challenges such as paying bills on time, budgeting, cooking and cleaning. A number of newly housed clients continue to attend the Day Centre so that they can receive the practical support and encouragement that is essential to their wellbeing. Staff frequently offer telephone guidance to callers who are newly homeless or are in danger of becoming so.
Rehousing
Finding accommodation for clients is one of our main objectives. To this end Maidstone Day Centre has positioned itself as the hub of a strong network of local organisations offering potential solutions, including Porchlight, AMAT and Riverside.
Our staff are relentless in their ongoing pursuit of new networking opportunities.
Kitchens
The Department of Environmental Health is responsible for assessing the cleanliness and safety of catering operations and their inspectors confirm that the Day Centre continues to achieve the highest award. Staff can be very proud of maintaining a higher score than that of many local restaurants.
Eastern European Clients
Continuing to meet the needs of people from Eastern European countries has beena challenge, particularly when the individual speaks no English. On occasions it has beennecessary to engage an interpreter.
Healthcare
The Company is grateful for the services of an NHS nurse who has held regular surgeries at the Day Centre and was able to make referrals for further treatment where necessary. The local Sexual Health nurse has been a regular visitor to the Day Centre. Homeless Care is working with the monitoring body NHS Health Watch, to ensure quality of service for our clients.
Mental Health
Homeless Care's Mental Health Specialist provides much needed one to one support for clients' mental wellbeing as well as making referrals to external agencies. The most referred to agencies are social groups, counselling services, community mental health teams and alcohol/substance misuse services. Clients' mental health diagnoses vary in severity with most common being anxiety, depression, borderline personality disorder and emotionally unstable personality disorder. A high percentage of clients report a history of trauma.
The criteria for accessing mental health and counselling services are GP registration, a telephone number and an address. Street homeless clients may not have these options and our Mental Health Specialist often encounters barriers when referring clients to appropriate services, especially where agencies operate solely on a telephone assessment basis.
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Having access to the Maidstone Day Centre Specialist is crucial in following up referrals for mental health wellbeing as these can take many weeks to come through and need to be monitored. Many clients have had a negative experience with mental health services and are reluctant to seek or accept help but the Day Centre offers a safe haven where they can be supported during a difficult period in their lives.
Volunteers
From the very earliest days, the Company has depended heavily on volunteers from the local community, to back up the work of Day Centre staff.
Volunteers from Churches, local authorities and both corporate and voluntary bodies have visited the Day Centre during the year, to carry out tasks such as sorting and storing food donations and , improving existing facilities by redecorating the premises. Our team of volunteer drivers plays a significant and greatly valued part in the success of Homeless Care's community food share scheme, Food for Thought.
Food for Thought
Homeless Care's community food share scheme, Food for Thought, was launched in 2005 and since then demand for the service has continued to grow each year. Local food traders donate their surplus, but in date, food to the scheme and it is redistributed to school breakfast clubs, day centres for elderly and/or disabled people. Emergency food parcels are made up according. to a specific need whether for an elderly couple with a cat, a single person or a family with children. These requests are referred to Homeless Care by local agencies including Social Services, schools Family Liaison Officer, Age Concern, supported housing projects, Probation Service, Health visitors, YouthandCommunity Workers. In addition, Women's Support Services helping the victims of domestic abuse and charities supporting people with severe learning difficulties and health problems. Particularly during the Covid 19 epidemic, the foodshare scheme has proved invaluable in making sure that vulnerable people do not go without food.
Some of the food has been used in the Day Centre kitchens and the fresh fruit, vegetable and meat donated are particularly welcome in providing a balanced diet for clients. Rough sleepers are likely to present with poor health but after a comparatively short period of eating. well, the improvements are noticeable. The scheme is carefully regulated by Homeless Care so that it is not abused.
Annual food drives by Kent Messenger and Harvest Festivals and Christmas collections by churches and schools have ensured that food stock levels are regularly replaced and maintained.
Maidstone Borough Council
Maidstone Borough Council has continued to support the work of Homeless Care. The two organisations have worked in partnership to address the problems of homeless and vulnerable people.
Goodsell House
Goodsell House is a house of multiple occupation, [HMO], situated in a prominent position on the west side of Maidstone. Prior to the merger with Homeless Care in 2013, the property was owned and run by Goodsell House, the charity, set up in 1976 by Mr Goodsell, to help homeless men. The aim has been to provide a safe, stabilising environment where previously homeless residents are given a period of respite from the streets in preparation for independent living.
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Under the Housing Act2004 Part 2, House in Multiple Occupation, Goodsell House has a licence for occupancy of the premises by a maximum of 10 persons currently valid until January 2022.At present nine rooms are occupied and the 10[th] is set up as an office. The house stands in its own grounds and each resident has his own bedroom and the toilets, bathroom, shower, kitchen, dining room and lounge are shared. Considerable refurbishments have taken place and the house is now in an excellent state of repair and decoration. In response to the needs of residents, Goodsell House is additionally registered as Supported Accommodation and recognised as such by MBC. The increased rents allow for specialist staff to support residents with mental health and , other issues.
It has been agreed by Trustees, that the few long-term residents who had not managed to move on from Goodsell House would be permitted to remain there if they so wished. Those residents who had expressed a wish to move into their own accommodation were being helped to apply for social housing but Covid 19 restrictions had put a temporary stop to this.
Statistics
M ONTHLYSTATS
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Slo ts Slo t s Resol ved Food Pack Up Eat In Regi ster Cl othes Sho wer Comp ut er Coll ect Laundry Oth er Phone
Benefi ts MH/ Cu lBooked Att en ded at Door Parcel Use Post Health
Month
Jun-20 11<0 ST ATS RECORDED
Jul-20 NO STATS RECORDED
Au i:- 20 NO STATS RECORDED
Sep-20 NO STATS RECORDED
Oct-20 32 18 16 9 7 86 49 8 7 55 6 0 23 0 1 1 10
N ov-20 50 45 6 150 45 25 4 3 16 1 1 10 0 0 0 1
Dec-20 29 28 1 261 29 17 0 0 20 3 0 15 2 1 2 5
Jan- 21 58 58 21 342 28 32 0 10 15 3 2 8 0 3 1 6
Feb-21 50 38 9 230 5 18 0 6 13 s 2 8 6 2 3 4
Ma r-21 76 69 16 304 17 21 4 5 24 13 4 13 8 2 4 40
Apr -21 139 117 29 226 38 64 4 9 41 20 0 14 15 2 3 22
M ay-21 97 91 7 225 22 51 1 7 46 13 l 24 9 2 1 66
Total s 591 464 10S 1835 270 277 21 47 230 64 10 115 40 13 15 154
----- End of picture text -----
Male/Female Ratio: 85/15
Multi-Purpose Visrts Recor ded
Winter Accommodation
Over the past five years, Maidstone Churches have joined together in the Winter Shelter project to provide emergency accommodation over the coldest 3 months of the year. Individual churches have taken their turn in hosting the operation, providing food and a bed for the night. The venues are staffed by volunteers from the Winter Shelter project. Homeless Care works closely with all the Winter Shelter partners in what has grown to be a very successful community solution to a difficult problem.
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Town Centre Police
We have an excellent working relationship with the Town Centre Police. They attend the Day Centre from time to time but it is to the credit of our staff that they rarely come in response to an emergency. In previous years until the outbreak if Covid 19, Until Covid 19 restrictions were implemented, Police students were periodically spending a week or so at the DayCentre as part of their Diversity Placement programme. Reports from the students have praised the work of our staff and recognised the usefulness of the placements in furthering their understanding about homeless men and women in our community. We look forward to resuming these placements as soon as restrictions permit.
Homelessness Prevention Forum
Multi Agency meetings were held monthly at the Day Centre and chaired by Maidstone Borough Council. The meetings were attended by locally based agencies with an interest in individual clients. Housing First, the initiative to house people before addressing their problems, was proving effective. The multi-agency approach identified individuals in crisis and agreed a personal care plan. It is hoped that once Covid restrictions allow, these meetings will resume..
Drop in Services
Drop in services at Maidstone Day Centre have been an example of best practice in local organisations working together to help members of the community experiencing difficult times in their lives. Some of the services provided are: Hairdresser, Sexual Health Nurse, Royal British Legion Employment support, Porchlight, MBC and Police
· Policies and Procedures
The Company has developed policies and procedures to cover all issues likely to impact on staff and clients. Periodic review and update is ongoing.
Public and Community Relations
The Company relies heavily on the goodwill of the local community to meet its objective and therefore places a high priority on maintaining good communications with people in our community. Representatives of the charity regularly visited schools, church groups and other local bodies to talk about the work of the Day Centre and to appeal for support. A monthly electronic newsletter has proved popular with supporters; it carried photos and stories of the many school and church events at Harvest Festival and Christmas.it is also available on www.homelesscare.org.uk
Local newspaper, Kent Messenger, has continued to be supportive of Homeless Care by raising awareness of our work and of the problems of homelessness. During the You Can Help Christmas Campaign KM reporters and photographers attended seasonal events to raise awareness of the charity.
Finance
Our income consists of grants from Charitable Trusts, Foundations together with donations by individuals, local firms, churches and schools and rent from Goodsell House residents. Much of this income is both volatile and insecure and is highly susceptible to factors outside the charity's control. Considerable time and effort is devoted to ensuring that the Company secures sufficient income to continue its core activities. We receive significant donations of food, clothing, sleeping bags or rucksacks; It is impractible to attribute a value to these donations for which we are very grateful. Online donations from Virgin Money Giving via ' the charity s website www.homelesscare.org.uk exceeded £35.000.
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Covid 19.
For over a year, the pandemic has had a considerable impact on the way that we operate. Maidstone Day Centre has on occasions had to be closed when staff/volunteers tested positive. Some staff have worked partly from home, supporting clients by telephone whilst liaising with other local agencies regarding their welfare, partly at the Day Centre and partly at Goodsell House.
However, Homeless Care's community food share scheme, Food for Thought, has expanded significantly during this time as more people fall victim to hardship of unemployment or falling incomes.
Public Benefit
The Trustees consider that the foregoing detailed explanation of the Company's activities carried out in furtherance of its objects demonstrates that it meets the Public Benefits test as laid down in the Charities Act 2006.
Signed on behalf of the Board on 12[th] October 2021
Peter Cox Chairman
Angela Clay Company Secretary
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HOMELESS CARE
Balance sheet
31 May 2021
| As at 31/05/2021 | As at 31/05/2020 | |
|---|---|---|
| £ | £ | |
| Fixed assets | ||
| Tangible assets Note 5 | 366,159 | 364,207 |
| --------------------------------------------- | ||
| 366,159 | 364,207 | |
| --------------------------------------------- | ||
| Current assets | ||
| Debtors Note 6 | 4,757 | 4,672 |
| Cash at bank and in hand | 202,081 | 173,905 |
| --------------------------------------------- | ||
| 206,838 | 178,577 | |
Net current assets less current liabilities |
206,838 | 178,577 |
| --------------------------------------------- | ||
| Total assets less current liabilities | 572,998 | 542,785 |
| Total net assets less liabilities | 572,998 | 542,785 |
| Represented byNote 7 | ||
| Unrestricted | ||
| Unrestricted - General fund | 497,998 | 467,785 |
| Designated | ||
| Designated - Property purchase fund | 75,000 | 75,000 |
| --------------------------------------------- | ||
| Funds of the charity | 572,998 | 542,785 |
| --------------------------------------------- |
The directors consider that the company is entitled to exemption from the requirement to have an audit under the provisions of S.477 of the Companies Act 2006 [“The Act”] and members have not required the company to obtain an audit for the year In question in accordance with S. 476 of the Act. The directors acknowledge responsibility for:
[a] ensuring the company keeps accounting records which comply with S.386 of the Act; and
[b] preparing accounts which give a true and fair view of the state of affairs of the company as at 31 May 2021 and of its profit or loss for the financial year in accordance with S.396 of the Act and which otherwise comply with the Act relating to accounts so far as is applicable to this company.
The financial statements were approved by the Board on 12[th] October 2021 and signed on its behalf by:
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Chairrnan Secretary
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HOMELESS CARE
Statement of Financial Activities
For the period from 01 June 2020 to 31 May 2021
| Unrestricted | Restricted | Endowment | Total | Prior year | |
|---|---|---|---|---|---|
| funds | funds | funds | funds | total funds | |
| Income and endowments from: | |||||
| Donations and legacies | 84,895 | 84,895 | 54,118 | ||
| Income from charitable activities | 123,038 | 123,038 | 165,485 | ||
| Investments | 23 | 23 | 76 | ||
| -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total income and endowments from: | 207,957 | 207,957 | 219,680 | ||
| Expenditure on: | |||||
| Expenditure on charitable activities | 177,744 | 177,744 | 205,221 | ||
| ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total expenditure on: | 177,744 | 177,744 | 205,221 | ||
| ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Net income / (expenditure) | 30,212 | 30,212 | 14,459 | ||
| ================================================================================================================= | |||||
| Net income / (expenditure) | 30,212 | 30,212 | 14,459 | ||
| --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Net movement in funds | 30,212 | 30,212 | 14,459 | ||
| Reconciliation of funds | |||||
| --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total funds brought forward | 542,785 | 542,785 | 528,326 | ||
| ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total funds carried forward | 572,998 | 572,998 | 542,785 | ||
| ====================================================================================================================== |
There may be minor discrepancies in the totals if the pence are not being shown
HOMELESS CARE
Notes to the financial statements for the year ended 31[st] May 2021
1 ACCOUNTING POLICIES
The financial statements have been prepared in accordance with the Financial Reporting Standard for Smaller Entities [Charities SORP (FRSSE]. The financial statements have been prepared under the historical cost convention. There has been no change in the method of accounting since last year and no changes have been made to the accounts for previous years. There has been no change in the year end or the length of the charity’s financial year. The charity did not made any material ex-gratia payments during the year and has no material uncapitalised fixed assets.
2 Funds
Restricted Funds: there are no Restricted Funds:
Designated Funds: There is a designated fund of £75,000 to provide initial funding for the acquisition of a property to replace the current Day Centre.
3 Incoming Resources
Donations are recognized when they are received. Grants and tax recoveries are accounted for when the Charity is legally entitled to the amounts due. Goodsell House rents are recognised when they are received. All other income is recognized when it is receivable. All incoming resources are accounted for gross The charity receives significant donations of food from supermarkets, from churches at harvest time and from individuals. It is impracticable to attribute a value to these donations.
Grants received were:
| Grants received were: | ||
|---|---|---|
| y/e 31/5/21 |
y/e 31/5/20 |
|
| Kent County Council |
0 | 220 |
| Maidstone Borough Council |
0 | 15,000 |
| J & C Findlay Charitable Foundation | 2,000 | 3,000 |
| Cobtree Charity Trust | 5,000 | 5,000 |
| The Brook Trust [KCF} | 0 | 4,000 |
| Garfield Weston | 0 | 20,000 |
| Colyer Fergusson Charitable | 7,500 | 7,500 |
| Henry Smith Charity | 9,500 | 0 |
| Albert Hunt Trust | 0 | 5.000 |
| Oliver Borthwick Trust | 0 | 4,000 |
| Kent Police Mental Health | 0 |
10,000 |
| Joan Ainslee Trust |
5,000 |
5,000 |
| A& E Katzauer Trust | 0 | 2,000 |
| HMRC Furlough |
9,828 |
1,970 |
| Tesco | 0 | 500 |
| KCC Members | 0 | 4,500 |
| B & Q | 5,000 |
0 |
| Total |
43,828 |
87,690 |
Incoming resources received during the year were:
| y/e 31/5/21 | y/e 31/5/20 | |
|---|---|---|
| Donations | 84,895 | 54,118 |
| From charitable activities: | ||
| Grants [see above] | 43,828 | 87,690 |
| Rents Goodsell Residents | 79,211 | 77,771 |
| Day Centre subscriptions | 0 | 25 |
| Bank | 23 | 76 |
| 207,957 | 219,680 |
4 Resources used
Expenditure is generally recognized when it is incurred and is accounted for gross. Expenditure on the insurance of the premises and vehicles is allocated between the relevant years of cover. No Fund Raising activities were undertaken. Applications for grants and correspondence with donors are undertaken by trustees who are not remunerated.
Charitable expenditure:
| Charitable expenditure: | ||
|---|---|---|
| y/e 31/5/21 | y/e 31/5/20 |
|
| Staff wages, pensions & exps[note 9] | 115,688 | 113.882 |
| Day Centre running expenses |
17,476 |
23,528 |
| Goodsell House utilities & running expenses 9,049 |
11,290 | |
| Goodsell House repairs/maintenance | 5,579 | 22,278 |
| Professional/legal | 4,694 | 5,979 |
| Insurance of premises |
5,170 | 5,073 |
| Day Centre rent |
9,940 | 9,940 |
| Depreciation |
2,257 | 1,492 |
| Vehicles expenses |
2,888 | 3,126 |
| Day Centre repairs/maintenance | 1,109 | 1,094 |
| Waste Collection |
1,700 | 1,630 |
| Training |
1,017 |
2,804 |
| Other | 673 | 2,625 |
| 177,240 | 204,741 | |
| Governance costs: | ||
| Independent Examiner | 504 | 480 |
| 177,744 | 205,221 |
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Tangible Assets
No depreciation is provided on the freehold property Goodsell House which was last valued at £363,000 as the trustees consider it to have a useful economic life in excess of 50 years making any depreciation immaterial. The new works consist of the preliminary expenditure incurred in the provision of a garden shelter and an office building. Lily Smith House consists of a residential hostel run by Riverside Housing Group and a Day Centre run by Homeless Care. The whole premises are owned by Riverside. There was, at the Balance Sheet date, no formal lease of the Day Centre to Homeless Care.
| Buildings | Equipment | Total |
|
|---|---|---|---|
| NBV @31 May 2020 | 363,000 | 1,207 | 364,207 |
| Additions | 2,110 | 2,100 | 4,210 |
| Depreciation for the year | 0 | (2,258) |
(2,258) |
| NBV @ 31 May 2021 | 365,110 | 1,049 | 366,159 |
y/e 31/5/21 y/e 31/5/20
6 Debtors and Prepayments
Premises & Vehicle insurance 3,929 3,844 Rent 828 828 Other debtors 0 0 4757 4,672
7 Movement in funds
| Incoming | Outgoing | |||
|---|---|---|---|---|
| Unrestricted funds | 31/5/20 | resources | resources | 31/5/21 |
| Designated | 75,000 | 0 | 0 | 75,000 |
| General | 467,785 | 207,957 | (177,744) | 497,998 |
| 542,785 | 207,957 | (177,744) | 572,998 |
8 Investment Assets
The Charity has no investment assets.
9 Paid employees
The average number of staff employed during the year was 6. Gross salary costs (including Employers NIC), pension contributions and expenses were £115,688 broken down as follows:
| y/e 31/5/21 | y/e 31/5/20 | |
|---|---|---|
| Salaries/wages/expenses | 111,780 | 109,682 |
| Pension costs (defined contribution pension plans) | 3,908 | 4,200 |
| 115,688 | 113,882 |
No employee received benefits for the year of more than £60,000
10 Risk Management
The major risks to which the charity is exposed, as identified by the Trustees, are regularly reviewed and steps have been taken to mitigate these risks.
11 Reserves policy
Grants by Charitable Trusts and Foundations and donations by individuals, churches, schools and local organisations together with charges from Goodsell House residents provide the balance of the charity’s income. This year the charity received payments from HMRC in respect of the wages of staff put on furlough as a consequence of the Covid pandemic.The income from Grant making trusts, individuals, churches and schools is both volatile and insecure and is highly susceptible to factors outside the charity’s control. The Trustees have for some years provided for a minimum reserve of £50,000 as a contingency to maintain the services it provides and the free reserves are greater than this figure.
12 Trustee remuneration and related party transactions
No members of the Management Committee received any remuneration during the year.
13 Other matters
The charity has no commitments not provided for in the accounts, has not given any guarantees, has received no loan secured on any of its assets and, at the year end, had no contingent liabilities.
REPORT OF THE DIRECTORS & FINANCIAL STATEMENTS
For the year ended 31st May 2021
Registered charity Number: 1151412 Company Number: 08414392
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Report of the Council of Management for the year ending 31[st ] May 2021
Homeless Care is governed by a Memorandum and Articles of Association dated 21[st ] February 2013, when the organisation was incorporated. It is a company limited by guarantee and has no share capital. It was formed to carry on the activities of Maidstone Christian Care [Registered charity 1048081]and Goodsell House [Registered charity 1109633]. The company registration number is 08414392 and the registered charity number is 1151412.
Registered Address: Maidstone Day Centre, 15 Knightrider Street, Maidstone, ME15 6LP
Council of Management
Peter Cox Chairman Revd DW Bond Treasurer Angela Clay Secretary Katherine High Clare Hudson Richard Larkman Des Long Joyce Newman
| Board resignations before the | year end 31/05/2021 | |
|---|---|---|
| Lisa Delaney | 20/08/2020 | |
| Sue Wood | 03/11/2020 | |
| Gayle Wallace | 09/03/2021 | |
| Staff Team | ||
| Matthew Lamb | Manager | |
| Tracy Maybank | Assistant Manager | |
| Stephen Diner | Administrative Assistant | |
| Amanda Jeffery | Project worker | |
| Thea Theodorsdottir | Mental Health specialist | |
| Brian Masters | Project Worker | |
| Richard O'Neill |
Project Worker |
Bankers
CAF Bank, 25 Kings Hill Avenue, West Malling, Kent. Royal Bank of Scotland, 94 High Street, Maidstone, Kent. Independent Examiner of Accounts: Mr Lee Seal, ACCA FAIA 74 College Road, Maidstone, Kent, ME15 6SL
Insurers: Markel, Aviva Insurance Ltd.
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Objects of the Company
As set ·out in the Memorandum and Articles of Association, the objects of the Company are: ' To help alleviate suffering by supporting homeless and vulnerable people with the provision of Day Centre facilities, temporary/short term accommodation and/or community food share services as appropriate to collective/individual need within the Borough of Maidstone and its surrounding areas. "
Structure and Management
The Council of Management, which currently consists of 8 Directors/Trustees, is responsible for the strategic affairs of the Company. The Full Council met on 12 occasions during the period under review. New members are appointed by invitation from the Council and the aim is to recruit people from the local community who have a range of appropriate skills and experience. The current Council has members with practical knowledge of financial management, marketing, public relations, personnel management and not for profit organisations.
The Council encourages newly appointed members to go through a practical process of familiarising themselves with the work of the organisation. From time to time, members may take advantage of appropriate training opportunities provided by local and national bodies. Members of several public and voluntary bodies give of their time to undertake specific projects for the benefit of the Company and its clients.
Activities
The Company aims to fulfil its objectives through two main activities. It operates a Day Centre for homeless and vulnerable people, based at Lily Smith House, 15 Knightrider Street, Maidstone, ME15 6LP. The service began in February 1996 at Lenworth House, Maidstone and moved.to its present location in 2004. Prior to the Covid 19 lockdown in March, Maidstone Day Centre was open 5 days a week but since then, distancing rules have meant that our main service has been operating on a much restricted basis.. However, staff and volunteers have continued to support vulnerable clients with telephone calls and where possible, socially distanced meetings. Food for Thought, Homeless Care's community food share project, has been operating successfully for over 15 years and the scheme continues to be well supported by local food traders and manufacturers as well as schools and churches. Demand for the service has increased significantly during lockdown and we have been providing for over 100 families a week. Since the start of the epidemic, Homeless Care has been working closely with the Salvation Army and Maidstone Borough Council, to huge benefit to the community.
Since August 2004, Maidstone Day Centre has rented the purpose built accommodation at Lily Smith House. The Centre is on the ground floor of a 42 unit hostel for homeless people that was built by English Churches Housing Group and initially operated by them. It is now managed by the Riverside Group Ltd. Homeless Care has continued to work closely with Riverside staff.
Future Plans
The future sustainability, independence and development of the charity's service to homeless men and women, would be greatly enhanced by securing 'a home of our own' in a town centre location and with sufficient space to realise Homeless Care's full potential.
Efforts to find an appropriate building in which to house Maidstone Day Centre continue. Discussions have taken place with a local church with a view to sharing their premises to mutual benefit; communications to that end are continuing. The service that for over 30 years has been an integral part of managing and reducing the town's homeless population, will continue to work closely with Local Authorities and agencies towards this end.
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Day Centre regime under Covid restrictions.
MDC is currently operating an appointment only system so that safe distancing can be managed. Clients are given a timed slot but if numbers permit, this may be extended. Showers, laundry and food are main requests by clients attending. However, In order to help people turn their lives around, Day Centre staff continue to give one to one support to clients according to individual need which is detailed on his or her care plan; this may be help with benefit entitlements, employment applications, training opportunities, establishing identity, Court appearances, registering with a doctor, problems around drug/alcohol misuse and most importantly, applying for accommodation. Virtually all applications for benefits and accommodation must now be made online and so the Centre has set up a small computer suite and beginner level training is available to clients The problems do not end once accommodation has been secured for a client and we are very aware that our support is crucial at this time of change, if the tenancy is to be sustained. The responsibility of running a home, possibly for the first time, can be daunting with daily challenges such as paying bills on time, budgeting, cooking and cleaning. A number of newly housed clients continue to attend the Day Centre so that they can receive the practical support and encouragement that is essential to their wellbeing. Staff frequently offer telephone guidance to callers who are newly homeless or are in danger of becoming so.
Rehousing
Finding accommodation for clients is one of our main objectives. To this end Maidstone Day Centre has positioned itself as the hub of a strong network of local organisations offering potential solutions, including Porchlight, AMAT and Riverside.
Our staff are relentless in their ongoing pursuit of new networking opportunities.
Kitchens
The Department of Environmental Health is responsible for assessing the cleanliness and safety of catering operations and their inspectors confirm that the Day Centre continues to achieve the highest award. Staff can be very proud of maintaining a higher score than that of many local restaurants.
Eastern European Clients
Continuing to meet the needs of people from Eastern European countries has beena challenge, particularly when the individual speaks no English. On occasions it has beennecessary to engage an interpreter.
Healthcare
The Company is grateful for the services of an NHS nurse who has held regular surgeries at the Day Centre and was able to make referrals for further treatment where necessary. The local Sexual Health nurse has been a regular visitor to the Day Centre. Homeless Care is working with the monitoring body NHS Health Watch, to ensure quality of service for our clients.
Mental Health
Homeless Care's Mental Health Specialist provides much needed one to one support for clients' mental wellbeing as well as making referrals to external agencies. The most referred to agencies are social groups, counselling services, community mental health teams and alcohol/substance misuse services. Clients' mental health diagnoses vary in severity with most common being anxiety, depression, borderline personality disorder and emotionally unstable personality disorder. A high percentage of clients report a history of trauma.
The criteria for accessing mental health and counselling services are GP registration, a telephone number and an address. Street homeless clients may not have these options and our Mental Health Specialist often encounters barriers when referring clients to appropriate services, especially where agencies operate solely on a telephone assessment basis.
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Having access to the Maidstone Day Centre Specialist is crucial in following up referrals for mental health wellbeing as these can take many weeks to come through and need to be monitored. Many clients have had a negative experience with mental health services and are reluctant to seek or accept help but the Day Centre offers a safe haven where they can be supported during a difficult period in their lives.
Volunteers
From the very earliest days, the Company has depended heavily on volunteers from the local community, to back up the work of Day Centre staff.
Volunteers from Churches, local authorities and both corporate and voluntary bodies have visited the Day Centre during the year, to carry out tasks such as sorting and storing food donations and , improving existing facilities by redecorating the premises. Our team of volunteer drivers plays a significant and greatly valued part in the success of Homeless Care's community food share scheme, Food for Thought.
Food for Thought
Homeless Care's community food share scheme, Food for Thought, was launched in 2005 and since then demand for the service has continued to grow each year. Local food traders donate their surplus, but in date, food to the scheme and it is redistributed to school breakfast clubs, day centres for elderly and/or disabled people. Emergency food parcels are made up according. to a specific need whether for an elderly couple with a cat, a single person or a family with children. These requests are referred to Homeless Care by local agencies including Social Services, schools Family Liaison Officer, Age Concern, supported housing projects, Probation Service, Health visitors, YouthandCommunity Workers. In addition, Women's Support Services helping the victims of domestic abuse and charities supporting people with severe learning difficulties and health problems. Particularly during the Covid 19 epidemic, the foodshare scheme has proved invaluable in making sure that vulnerable people do not go without food.
Some of the food has been used in the Day Centre kitchens and the fresh fruit, vegetable and meat donated are particularly welcome in providing a balanced diet for clients. Rough sleepers are likely to present with poor health but after a comparatively short period of eating. well, the improvements are noticeable. The scheme is carefully regulated by Homeless Care so that it is not abused.
Annual food drives by Kent Messenger and Harvest Festivals and Christmas collections by churches and schools have ensured that food stock levels are regularly replaced and maintained.
Maidstone Borough Council
Maidstone Borough Council has continued to support the work of Homeless Care. The two organisations have worked in partnership to address the problems of homeless and vulnerable people.
Goodsell House
Goodsell House is a house of multiple occupation, [HMO], situated in a prominent position on the west side of Maidstone. Prior to the merger with Homeless Care in 2013, the property was owned and run by Goodsell House, the charity, set up in 1976 by Mr Goodsell, to help homeless men. The aim has been to provide a safe, stabilising environment where previously homeless residents are given a period of respite from the streets in preparation for independent living.
5
Under the Housing Act2004 Part 2, House in Multiple Occupation, Goodsell House has a licence for occupancy of the premises by a maximum of 10 persons currently valid until January 2022.At present nine rooms are occupied and the 10[th] is set up as an office. The house stands in its own grounds and each resident has his own bedroom and the toilets, bathroom, shower, kitchen, dining room and lounge are shared. Considerable refurbishments have taken place and the house is now in an excellent state of repair and decoration. In response to the needs of residents, Goodsell House is additionally registered as Supported Accommodation and recognised as such by MBC. The increased rents allow for specialist staff to support residents with mental health and , other issues.
It has been agreed by Trustees, that the few long-term residents who had not managed to move on from Goodsell House would be permitted to remain there if they so wished. Those residents who had expressed a wish to move into their own accommodation were being helped to apply for social housing but Covid 19 restrictions had put a temporary stop to this.
Statistics
M ONTHLYSTATS
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Slo ts Slo t s Resol ved Food Pack Up Eat In Regi ster Cl othes Sho wer Comp ut er Coll ect Laundry Oth er Phone
Benefi ts MH/ Cu lBooked Att en ded at Door Parcel Use Post Health
Month
Jun-20 11<0 ST ATS RECORDED
Jul-20 NO STATS RECORDED
Au i:- 20 NO STATS RECORDED
Sep-20 NO STATS RECORDED
Oct-20 32 18 16 9 7 86 49 8 7 55 6 0 23 0 1 1 10
N ov-20 50 45 6 150 45 25 4 3 16 1 1 10 0 0 0 1
Dec-20 29 28 1 261 29 17 0 0 20 3 0 15 2 1 2 5
Jan- 21 58 58 21 342 28 32 0 10 15 3 2 8 0 3 1 6
Feb-21 50 38 9 230 5 18 0 6 13 s 2 8 6 2 3 4
Ma r-21 76 69 16 304 17 21 4 5 24 13 4 13 8 2 4 40
Apr -21 139 117 29 226 38 64 4 9 41 20 0 14 15 2 3 22
M ay-21 97 91 7 225 22 51 1 7 46 13 l 24 9 2 1 66
Total s 591 464 10S 1835 270 277 21 47 230 64 10 115 40 13 15 154
----- End of picture text -----
Male/Female Ratio: 85/15
Multi-Purpose Visrts Recor ded
Winter Accommodation
Over the past five years, Maidstone Churches have joined together in the Winter Shelter project to provide emergency accommodation over the coldest 3 months of the year. Individual churches have taken their turn in hosting the operation, providing food and a bed for the night. The venues are staffed by volunteers from the Winter Shelter project. Homeless Care works closely with all the Winter Shelter partners in what has grown to be a very successful community solution to a difficult problem.
6
Town Centre Police
We have an excellent working relationship with the Town Centre Police. They attend the Day Centre from time to time but it is to the credit of our staff that they rarely come in response to an emergency. In previous years until the outbreak if Covid 19, Until Covid 19 restrictions were implemented, Police students were periodically spending a week or so at the DayCentre as part of their Diversity Placement programme. Reports from the students have praised the work of our staff and recognised the usefulness of the placements in furthering their understanding about homeless men and women in our community. We look forward to resuming these placements as soon as restrictions permit.
Homelessness Prevention Forum
Multi Agency meetings were held monthly at the Day Centre and chaired by Maidstone Borough Council. The meetings were attended by locally based agencies with an interest in individual clients. Housing First, the initiative to house people before addressing their problems, was proving effective. The multi-agency approach identified individuals in crisis and agreed a personal care plan. It is hoped that once Covid restrictions allow, these meetings will resume..
Drop in Services
Drop in services at Maidstone Day Centre have been an example of best practice in local organisations working together to help members of the community experiencing difficult times in their lives. Some of the services provided are: Hairdresser, Sexual Health Nurse, Royal British Legion Employment support, Porchlight, MBC and Police
· Policies and Procedures
The Company has developed policies and procedures to cover all issues likely to impact on staff and clients. Periodic review and update is ongoing.
Public and Community Relations
The Company relies heavily on the goodwill of the local community to meet its objective and therefore places a high priority on maintaining good communications with people in our community. Representatives of the charity regularly visited schools, church groups and other local bodies to talk about the work of the Day Centre and to appeal for support. A monthly electronic newsletter has proved popular with supporters; it carried photos and stories of the many school and church events at Harvest Festival and Christmas.it is also available on www.homelesscare.org.uk
Local newspaper, Kent Messenger, has continued to be supportive of Homeless Care by raising awareness of our work and of the problems of homelessness. During the You Can Help Christmas Campaign KM reporters and photographers attended seasonal events to raise awareness of the charity.
Finance
Our income consists of grants from Charitable Trusts, Foundations together with donations by individuals, local firms, churches and schools and rent from Goodsell House residents. Much of this income is both volatile and insecure and is highly susceptible to factors outside the charity's control. Considerable time and effort is devoted to ensuring that the Company secures sufficient income to continue its core activities. We receive significant donations of food, clothing, sleeping bags or rucksacks; It is impractible to attribute a value to these donations for which we are very grateful. Online donations from Virgin Money Giving via ' the charity s website www.homelesscare.org.uk exceeded £35.000.
7
Covid 19.
For over a year, the pandemic has had a considerable impact on the way that we operate. Maidstone Day Centre has on occasions had to be closed when staff/volunteers tested positive. Some staff have worked partly from home, supporting clients by telephone whilst liaising with other local agencies regarding their welfare, partly at the Day Centre and partly at Goodsell House.
However, Homeless Care's community food share scheme, Food for Thought, has expanded significantly during this time as more people fall victim to hardship of unemployment or falling incomes.
Public Benefit
The Trustees consider that the foregoing detailed explanation of the Company's activities carried out in furtherance of its objects demonstrates that it meets the Public Benefits test as laid down in the Charities Act 2006.
Signed on behalf of the Board on 12[th] October 2021
Peter Cox Chairman
Angela Clay Company Secretary
8
HOMELESS CARE
Balance sheet
31 May 2021
| As at 31/05/2021 | As at 31/05/2020 | |
|---|---|---|
| £ | £ | |
| Fixed assets | ||
| Tangible assets Note 5 | 366,159 | 364,207 |
| --------------------------------------------- | ||
| 366,159 | 364,207 | |
| --------------------------------------------- | ||
| Current assets | ||
| Debtors Note 6 | 4,757 | 4,672 |
| Cash at bank and in hand | 202,081 | 173,905 |
| --------------------------------------------- | ||
| 206,838 | 178,577 | |
Net current assets less current liabilities |
206,838 | 178,577 |
| --------------------------------------------- | ||
| Total assets less current liabilities | 572,998 | 542,785 |
| Total net assets less liabilities | 572,998 | 542,785 |
| Represented byNote 7 | ||
| Unrestricted | ||
| Unrestricted - General fund | 497,998 | 467,785 |
| Designated | ||
| Designated - Property purchase fund | 75,000 | 75,000 |
| --------------------------------------------- | ||
| Funds of the charity | 572,998 | 542,785 |
| --------------------------------------------- |
The directors consider that the company is entitled to exemption from the requirement to have an audit under the provisions of S.477 of the Companies Act 2006 [“The Act”] and members have not required the company to obtain an audit for the year In question in accordance with S. 476 of the Act. The directors acknowledge responsibility for:
[a] ensuring the company keeps accounting records which comply with S.386 of the Act; and
[b] preparing accounts which give a true and fair view of the state of affairs of the company as at 31 May 2021 and of its profit or loss for the financial year in accordance with S.396 of the Act and which otherwise comply with the Act relating to accounts so far as is applicable to this company.
The financial statements were approved by the Board on 12[th] October 2021 and signed on its behalf by:
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Chairrnan Secretary
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HOMELESS CARE
Statement of Financial Activities
For the period from 01 June 2020 to 31 May 2021
| Unrestricted | Restricted | Endowment | Total | Prior year | |
|---|---|---|---|---|---|
| funds | funds | funds | funds | total funds | |
| Income and endowments from: | |||||
| Donations and legacies | 84,895 | 84,895 | 54,118 | ||
| Income from charitable activities | 123,038 | 123,038 | 165,485 | ||
| Investments | 23 | 23 | 76 | ||
| -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total income and endowments from: | 207,957 | 207,957 | 219,680 | ||
| Expenditure on: | |||||
| Expenditure on charitable activities | 177,744 | 177,744 | 205,221 | ||
| ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total expenditure on: | 177,744 | 177,744 | 205,221 | ||
| ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Net income / (expenditure) | 30,212 | 30,212 | 14,459 | ||
| ================================================================================================================= | |||||
| Net income / (expenditure) | 30,212 | 30,212 | 14,459 | ||
| --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Net movement in funds | 30,212 | 30,212 | 14,459 | ||
| Reconciliation of funds | |||||
| --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total funds brought forward | 542,785 | 542,785 | 528,326 | ||
| ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |||||
| Total funds carried forward | 572,998 | 572,998 | 542,785 | ||
| ====================================================================================================================== |
There may be minor discrepancies in the totals if the pence are not being shown
HOMELESS CARE
Notes to the financial statements for the year ended 31[st] May 2021
1 ACCOUNTING POLICIES
The financial statements have been prepared in accordance with the Financial Reporting Standard for Smaller Entities [Charities SORP (FRSSE]. The financial statements have been prepared under the historical cost convention. There has been no change in the method of accounting since last year and no changes have been made to the accounts for previous years. There has been no change in the year end or the length of the charity’s financial year. The charity did not made any material ex-gratia payments during the year and has no material uncapitalised fixed assets.
2 Funds
Restricted Funds: there are no Restricted Funds:
Designated Funds: There is a designated fund of £75,000 to provide initial funding for the acquisition of a property to replace the current Day Centre.
3 Incoming Resources
Donations are recognized when they are received. Grants and tax recoveries are accounted for when the Charity is legally entitled to the amounts due. Goodsell House rents are recognised when they are received. All other income is recognized when it is receivable. All incoming resources are accounted for gross The charity receives significant donations of food from supermarkets, from churches at harvest time and from individuals. It is impracticable to attribute a value to these donations.
Grants received were:
| Grants received were: | ||
|---|---|---|
| y/e 31/5/21 |
y/e 31/5/20 |
|
| Kent County Council |
0 | 220 |
| Maidstone Borough Council |
0 | 15,000 |
| J & C Findlay Charitable Foundation | 2,000 | 3,000 |
| Cobtree Charity Trust | 5,000 | 5,000 |
| The Brook Trust [KCF} | 0 | 4,000 |
| Garfield Weston | 0 | 20,000 |
| Colyer Fergusson Charitable | 7,500 | 7,500 |
| Henry Smith Charity | 9,500 | 0 |
| Albert Hunt Trust | 0 | 5.000 |
| Oliver Borthwick Trust | 0 | 4,000 |
| Kent Police Mental Health | 0 |
10,000 |
| Joan Ainslee Trust |
5,000 |
5,000 |
| A& E Katzauer Trust | 0 | 2,000 |
| HMRC Furlough |
9,828 |
1,970 |
| Tesco | 0 | 500 |
| KCC Members | 0 | 4,500 |
| B & Q | 5,000 |
0 |
| Total |
43,828 |
87,690 |
Incoming resources received during the year were:
| y/e 31/5/21 | y/e 31/5/20 | |
|---|---|---|
| Donations | 84,895 | 54,118 |
| From charitable activities: | ||
| Grants [see above] | 43,828 | 87,690 |
| Rents Goodsell Residents | 79,211 | 77,771 |
| Day Centre subscriptions | 0 | 25 |
| Bank | 23 | 76 |
| 207,957 | 219,680 |
4 Resources used
Expenditure is generally recognized when it is incurred and is accounted for gross. Expenditure on the insurance of the premises and vehicles is allocated between the relevant years of cover. No Fund Raising activities were undertaken. Applications for grants and correspondence with donors are undertaken by trustees who are not remunerated.
Charitable expenditure:
| Charitable expenditure: | ||
|---|---|---|
| y/e 31/5/21 | y/e 31/5/20 |
|
| Staff wages, pensions & exps[note 9] | 115,688 | 113.882 |
| Day Centre running expenses |
17,476 |
23,528 |
| Goodsell House utilities & running expenses 9,049 |
11,290 | |
| Goodsell House repairs/maintenance | 5,579 | 22,278 |
| Professional/legal | 4,694 | 5,979 |
| Insurance of premises |
5,170 | 5,073 |
| Day Centre rent |
9,940 | 9,940 |
| Depreciation |
2,257 | 1,492 |
| Vehicles expenses |
2,888 | 3,126 |
| Day Centre repairs/maintenance | 1,109 | 1,094 |
| Waste Collection |
1,700 | 1,630 |
| Training |
1,017 |
2,804 |
| Other | 673 | 2,625 |
| 177,240 | 204,741 | |
| Governance costs: | ||
| Independent Examiner | 504 | 480 |
| 177,744 | 205,221 |
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Tangible Assets
No depreciation is provided on the freehold property Goodsell House which was last valued at £363,000 as the trustees consider it to have a useful economic life in excess of 50 years making any depreciation immaterial. The new works consist of the preliminary expenditure incurred in the provision of a garden shelter and an office building. Lily Smith House consists of a residential hostel run by Riverside Housing Group and a Day Centre run by Homeless Care. The whole premises are owned by Riverside. There was, at the Balance Sheet date, no formal lease of the Day Centre to Homeless Care.
| Buildings | Equipment | Total |
|
|---|---|---|---|
| NBV @31 May 2020 | 363,000 | 1,207 | 364,207 |
| Additions | 2,110 | 2,100 | 4,210 |
| Depreciation for the year | 0 | (2,258) |
(2,258) |
| NBV @ 31 May 2021 | 365,110 | 1,049 | 366,159 |
y/e 31/5/21 y/e 31/5/20
6 Debtors and Prepayments
Premises & Vehicle insurance 3,929 3,844 Rent 828 828 Other debtors 0 0 4757 4,672
7 Movement in funds
| Incoming | Outgoing | |||
|---|---|---|---|---|
| Unrestricted funds | 31/5/20 | resources | resources | 31/5/21 |
| Designated | 75,000 | 0 | 0 | 75,000 |
| General | 467,785 | 207,957 | (177,744) | 497,998 |
| 542,785 | 207,957 | (177,744) | 572,998 |
8 Investment Assets
The Charity has no investment assets.
9 Paid employees
The average number of staff employed during the year was 6. Gross salary costs (including Employers NIC), pension contributions and expenses were £115,688 broken down as follows:
| y/e 31/5/21 | y/e 31/5/20 | |
|---|---|---|
| Salaries/wages/expenses | 111,780 | 109,682 |
| Pension costs (defined contribution pension plans) | 3,908 | 4,200 |
| 115,688 | 113,882 |
No employee received benefits for the year of more than £60,000
10 Risk Management
The major risks to which the charity is exposed, as identified by the Trustees, are regularly reviewed and steps have been taken to mitigate these risks.
11 Reserves policy
Grants by Charitable Trusts and Foundations and donations by individuals, churches, schools and local organisations together with charges from Goodsell House residents provide the balance of the charity’s income. This year the charity received payments from HMRC in respect of the wages of staff put on furlough as a consequence of the Covid pandemic.The income from Grant making trusts, individuals, churches and schools is both volatile and insecure and is highly susceptible to factors outside the charity’s control. The Trustees have for some years provided for a minimum reserve of £50,000 as a contingency to maintain the services it provides and the free reserves are greater than this figure.
12 Trustee remuneration and related party transactions
No members of the Management Committee received any remuneration during the year.
13 Other matters
The charity has no commitments not provided for in the accounts, has not given any guarantees, has received no loan secured on any of its assets and, at the year end, had no contingent liabilities.