Safety Net(UK) Annual Report April 2020- March 2021 I FISHER STREET |Table of Contents
Pg No.| |---| |REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS ............... 2| |CHAIRMAN’S INTRODUCTION TO ANNUAL REPORT ................................................................................ 4| |OUR VISION, MISSION AND VALUES ........................................................................................................ 6| |OUR WORK ............................................................................................................................................... 7| |Delivery ......................................................................................................................................... 7| |Our model of working; how we achieve our objectives .............................................................. 8| |Case Story 1 .................................................................................................................................. 9| |Case Story 2 ................................................................................................................................ 10| |Case Story 3 ................................................................................................................................ 11| |What our clients say ................................................................................................................... 11| |OVERVIEW AND ACHIEVEMENTS ........................................................................................................... 13| |WEBSITE AND SOCIAL MEDIA ................................................................................................................. 15| |OUR OUTCOMES ..................................................................................................................................... 16| |OUR RESPONSE TO COVID-19 ................................................................................................................ 17| |STRUCTURE, GOVERNANCE AND MANAGEMENT ................................................................................. 17| |Constitution ................................................................................................................................ 17| |Method of appointment or election of Trustees ....................................................................... 17| |Policies adopted for the induction and training of Trustees ..................................................... 18| |Pay policy for staff ...................................................................................................................... 18| |Organisational structure and decision-making .......................................................................... 18| |Delivering public benefit ........................................................................................................... 18| |RISK MANAGEMENT ............................................................................................................................... 19| |OUR CHALLENGES ................................................................................................................................... 20| |OUR FUTURE PLANS ............................................................................................................................... 21| |Services post Covid-19 – providing a mix of face to face and online work. ............................... 21| |Developing our peer led group work ......................................................................................... 22| |Service development .................................................................................................................. 22| |Website and social media .......................................................................................................... 22| |Learning and development pathways ........................................................................................ 22| |Longer term funding and mixed income generation ................................................................. 23| |Training and Continuous Professional Development ................................................................. 23| |Building and developing our partnerships ................................................................................. 24| |Working in schools ..................................................................................................................... 24| |INVESTMENT POLICY .............................................................................................................................. 24| |FINANCIAL REVIEW ................................................................................................................................. 24| |Expenditure ................................................................................................................................ 24| |Going concern ............................................................................................................................ 24| |Funding ....................................................................................................................................... 25| |Reserves policy ........................................................................................................................... 25| |Public Benefit .............................................................................................................................. 25| |OUR TRUSTEES AND TRUSTEES’ RESPONSIBILITIES STATEMENT ........................................................... 26| |ARMSTRONG & WATSON: INDEPENDENT EXAMINER'S REPORT .......................................................... 27| |ARMSTRONG & WATSON:STATEMENT OF FINANCIAL ACTIVITIES ........................................................ 28| |ARMSTRONG & WATSON:BALANCE SHEET AS AT 31 MARCH 2021 ...................................................... 29| |ARMSTRONG & WATSON:STATEMENT OF CASH FLOWS ...................................................................... 30| |_Appendix 1: Armstrong & Watson– Notes to the financial Statements ............................ pg1-18_| **1** ## **SAFETY NET (UK)** ## **A Charitable Incorporated Organisation** ## **REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS** For period ended 31 March 2021 ## Trustees ## - **Biographies can be found:** https://www.safetynetuk.org/our team Mr C J Armstrong, Chairman – Appointed 16 January 2017 (Resigned 31 March 2021) Ms C J Green – Appointed 16 January 2017 Ms L Vance – Appointed 16 January 2017 Ms G Martlew – Appointed 16 January 2017 (Resigned 31 December 2020) Mr A Kevern – Appointed 13 August 2020 Ms E McGregor– Appointed 13 August 2020 Ms G Maietta– Appointed 13 August 2020 Mr R Wood– Appointed 13 August 2020 Ms K Dixon – Appointed 01 April 2021 Ms V Corbishley – Appointed 28 July 2021 ## Head of Operations Jo Birch ## Head of Strategy and Development Julia Carver ## Registered Charity Number 1164998 ## Registered Company Number CE005945 ## Registered Office 1 Fisher Street, Carlisle, Cumbria, CA3 8RR ## Independent Examiner Armstrong Watson Audit Limited, Fairview House, Victoria Place, Carlisle, Cumbria, CA1 1HP ## Banking Cumberland Building Society, 38 Fisher Street, Carlisle, Cumbria, CA3 8RQ ## Solicitors Burnetts, Victoria House, Wavell Drive, Carlisle, Cumbria, CA1 2ST **2** YEAR IN NUMBERS 2020121 Big Numbers 12485'°'°';"' behalf of, clients. 1000 ,..,..,,,.. 440 261 299 New cases Existing cases Enquiries / HeLpLine 13% up from lastyear 125% up in six years ## **CHAIRMAN’S INTRODUCTION TO ANNUAL REPORT** You may have heard of it, but I suspect not many of those reading this report will have seen the ‘60s satirical TV programme “That Was the Week That Was” (TW3). Hosted by (Sir) David Frost, it introduced the likes of John Cleese, Ronnie Barker and Ronnie Corbett, and made the practice of lampooning public figures respectable, if not yet compulsory. The show always began with Millicent Martin singing the introductory song: “That was the week that was, it’s over let it go”. Perhaps, slightly amended, that is a template for general reaction to the past 12 months, in which the global coronavirus pandemic has affected most people and resulted worldwide in hundreds of thousands of deaths. Nobody, I think, will be reluctant to bid farewell to such a time, and will heartily endorse the thought “It’s over, let it go”. Sadly, the death toll is not the only tragic result of Covid-19, since enforced “stay at home” measures appear to have resulted in the likelihood of many more vulnerable people being unable to escape abuse in what should be a safe haven, their own home. Charities devoted to helping these victims have themselves been under extreme pressure to maintain their own survival at the same time as trying - remotely - to help those victims who have been able to report their plight. Thankfully, the Government and other funding bodies have recognised the need to support this part of the charitable sector, and we thank them for doing so, but there has still been a struggle to cope for those members of staff who carry out an already stressful task while themselves subject to isolation, fear of infection and worse. When the pandemic struck, urgent action was taken to enable Safety Net staff to work from home, as per national guidance. Delivering counselling other than face-to-face was a daunting task, and many thought it could not work. However, despite the difficulties, our dedicated staff made it work and continued to offer the same level of high-quality support as that delivered in the office, and for that they are to be heartily congratulated. While there will always be those clients who either need or prefer personal contact rather than a face on a screen, the necessity to cope in the emergency has opened the way to new ways of working and, more significantly, to reaching those vulnerable victims in more remote areas, where travel across a large county such as Cumbria proves a major barrier. The demands of coping with the pandemic, and staff departures, caused Safety Net to look at itself to ensure it can continue to deliver its vital services to vulnerable victims, helping them recover from the traumas of rape, exploitation, sexual and domestic abuse. Helped by an independent report, a restructuring, conducted with positive staff input, took place. At the heart of this operation remained the need to support our unique four-stage model which is described in greater detail elsewhere in this Report and which promotes a holistic approach to recovery. Again, you will see later in this Report that numbers continue to increase despite the Government lockdown procedures. Safety Net as a recovery service, sadly expect the numbers to continue to increase as the country exits from the impact of the pandemic. Our efforts have been focussed on ensuring that Safety Net has the resources, both financial and human (including new Trustees to **4** strengthen the team) to meet whatever the future holds but we are confident that there is a sound base – including a sound back-story of successful delivery - on which to build. I am pleased to report Safety Net recorded a small surplus at the close of the year. Our unrestricted cash reserves have increased from £95,788 to £124,481 although we aim to increase our unrestricted reserves to around 25% of annual turnover we are comfortable with this level of reserves going forward. That brings me to my final point. This will be my last Annual Report introduction since I cease to be a Trustee of Safety Net on 31 March 2021. I have had the honour and privilege of leading the Board of Trustees for 7 years, during which time the Charity’s governance has, of necessity, become more business-like and the service it provides to victims has developed enormously, in both scope and caseload. The number of people supported by Safety Net has grown each year, last year we supported 1000 people (886 year before) clients in the service, a 13% annual increase and a 125% increase over the last 6 years. On top of that, our partnership with the Birchall Trust as part of the county’s Bridgeway service, strengthens the reality that expert counselling and advice is available across Cumbria. One last word. I would like to thank all Safety Net’s incredibly talented staff, who do such excellent work with our clients, and particularly Jo Birch and Julia Carver who have played a key part in helping Safety Net cope during the pandemic. My thanks also go to the Board of Trustees, especially my Deputy Linda Vance, who have provided such wisdom, experience and support. I am delighted that Linda will succeed me in the chair. More needs to be done, locally and nationally, to address the scourge of sexual and domestic abuse in our society, and with such talent on board, Safety Net stands ready to play its part in addressing the results of such despicable behaviour and helping its vulnerable victims to recover from the trauma of their ordeal. Chris Armstrong Chairman of Trustees **5** ## **OUR VISION, MISSION AND VALUES** ## Our vision: Our vision is to work in partnership to support communities to be free of rape, exploitation, sexual and domestic abuse. ## Our mission: To support the recovery of those affected by rape, exploitation, sexual and domestic abuse across Cumbria, through six main outcome areas: - to deliver high quality services, - to reduce risk and risk-taking behaviours, - to reduce the symptoms of trauma, - to improve emotional resilience, - to facilitate increased access to services and support and improved ability to cope with practical tasks, - to prevent abuse and increase awareness of the impact of sexual and domestic abuse, rape and sexual exploitation. ## Core values: **6** ## **OUR WORK** ## Delivery We deliver services across Cumbria, primarily Allerdale, Copeland, Carlise and Eden with some domestic abuse work in the south of the county and some in the border region. Our core service takes a holistic, and trauma-informed approach, we often work with whole families to help them understand both the impact of trauma and what the individual needs from them in order to recover. We are an organisational member of British Association for Counselling and Psychotherapy (BACP) and work within the BACP ethical framework, therapists are accredited to BACP or equivalent and we are also Members of The Survivors Trust, a national sexual abuse umbrella organisation. All our work takes place in psychologically-informed environments, designed to put our clients at ease. **7** ## Our model of working; how we achieve our objectives Since May 2015 we have embedded our model and core services, which include: - Tier 1: Short term information, advice, advocacy and helpline. Providing advice around court procedures, pre-trial advice and support, liaising with other agencies and services, as well as advice and support to professionals and family members (up to 3 sessions). Tier 2: Trauma-informed support - providing short-term safety and stabilisation work. Practical support with housing, benefits, court procedures and health needs, our specialist trained practitioners also work with clients on strategies to improve safety and ability to cope. This can include mindfulness and relaxation, sleep and self-care techniques, as well as psychoeducational work on the impact trauma has on the brain and on the body. (Up to 12 sessions on average.) ## Tier 3: Counselling and therapeutic support. We have a team of specialist trained therapists and counsellors who work within a traumainformed model. Our counsellors and therapists provide a safe, trusting, non-judgemental and confidential space. The duration of this support is adjusted according to need (Max of 20-25 sessions on average.) ## Tier 4: Recovery community. We work in partnership with other charities, groups, gyms and clubs to support integration back into the community, helping to build social networks and relationships. We also have peer mentors and befrienders to support when clients have finished therapy or support at Safety Net. Our work in this area includes an arts and crafts group, and a specific men’s group, managed by volunteers, many of whom have been clients. Training, education and awareness raising. Increased awareness of the psychological and emotional impact of domestic violence and sexual abuse through education and training. **----- Start of picture text -----**
A good attendance at our Coercion &
Control conference last year
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**8** Case Story I Melanie's Story l rnet Ben in 2009. He was charming. outgoing* the life and soul of the party. We ended up getting tO8ether really quickly- which lookin8 back was a red flag. I fell pregnant the first time we had sex together, and we decided to keep the baby and make a go ofthings. I started to notice that Ben had issues. He loved dining in fancy restaurants and drivin8 fancy cars. but he was actually facing hi5 second bankruptcy. He was really into cocaine. He portrayed himself as a good businessman, but his impulsive behaviours led to bad decisions which he did not learn from. I stayed with him for around 7 years or so and we brought our son up together. He persuaded me to invest all of my savings in his failing businesses, and he always had an excuse for his bad behaviours. Looking back, I was hoodwinked - under his spell. Until the day when a family member told me about some photos they had seen of Ben behaving in a sexual way with a very young woman. At the time we had just bought a house together. so 1 said to him "I will back you 100% if vou tell me this is a lie.- At that point, he reversed the tables and told me it was my fault and I needed to get a job. I remember thinking to myself "how is this my fault?" Somewhere inside myself. I realised thi5 Wa5 a desperate attempt for him to retain control. and the penny started to drop. Things escalated as he realised his facade was crumbling and he did everything possible to preserve his reputation. He told our families that I didn't like them, and this culminated in a family member assaulting me. One day he attacked me, and in self-defence I pushed him away with my hands. He took photos of his scratched face to use as evidence against me to bad mouth me to his friends. I started being seriously worried for my safety, so I moved in with my sister for a few month5. The following months were really difficult as I tried to navigate child contact visits with him. He was intredibly aggressive and angry and accused me of poisoning my son against him. I could have refused contact, but I knew if I did that, he would go to the family courts and he was such a sophisticated con man that I knew he'd wrap CAFCASS around his little finger and they'd believe him, not me. I got some support from a local domestic violence service, who made sure that I wasn't at immediate risk. But emotionally I was a complete wreck. My head felt like a volcano exploding. I was getting 3 or 4 hours sleep per night. I was hyper vigilantthe whole time, and my son was really clingy. Someone from 8arnardo's put me in touch with Safety Net. and it was at that point that evÈrything began to make sense. I had therapy and support work over several months and I began to realise that I had spent 7 year5 of my life with a real sociopath. The reason I was stuck and hadn't been able to leave despite all the problems- the bankruptcy, the drugs. the endless rumours of other girls-was because of something called cognitive dissonance. I wasn't able to tell what was real and what was not. what part of him was real and what was not. He had gaslighted me over many years. My mind was trying to f ind more and more distorted pieces of evidence for the less painful belief, which was that he was a good person, and I was not being psychologically. emotionally and financially abused. I received support from Safety Net for several months. and they helped me realise that the reason I had been attracted to Ben was probably because of rny narci55i5tic father. I started to heal and reduce my anxiety. I started researching how to manage someone with this sort of personality, by using a method called the Grey Rock technique. This helped me to manage the contact visits. I feel safe now and I have peace, and partly this is a result of the 5UPPOrt I've received from Safety Net. I couldn't have done it without them. ## Case Story 2 ## **Poppy’s Story** Poppy was referred to Safety Net by her school as part of an Early Help Plan. When we first met, she was displaying emotional and social difficulties in school and at home. Poppy felt confused and angry and expressed this through aggression toward Mum, classmates and teachers. She had witnessed the domestic abuse of her mother by her father from birth until the age of two, when her parents separated. Poppy continued to have supervised contact with her father which created lots of difficult feelings which she could not express in a safe way. Domestic violence not only has a lasting impact on the target of the abuse but can result in long term developmental damage to children exposed to it, including trauma symptoms. Poppy perceived her world as unsafe, as she had felt so frightened and helpless when mum was being hurt by dad. Poppy’s therapist used play therapy and sand tray to help her to find a way of expressing how she was feelings. It was too difficult for Poppy to put everything into words but playing with her therapist alongside her enabled Poppy to start to make some sense of what had happened to her and her mum in the past. Poppy showed how it had felt for her when she saw mum being hurt by dad. She would bury a rabbit, (mum) in the sand and cover her with pebbles. A three headed dog (dad) created chaos trying to dig the rabbit up carry it away and throw it about. Later in the play, there was sometimes a dragon (Poppy) who would attack the dog to stop it getting to the rabbit. The dragon would scatter the sand and stones in her rage. In this way, Poppy was able to work through and share some very complex and intense feelings, and by expressing them in a safe way with the support of her therapist, she came to understand them better. Poppy’s therapist worked systemically and contributed to the Early Help Plan established in school. She explored the relationship between mother and daughter, observing them playing and interacting. Developing Mums’ understanding of Poppy’s trauma enabled her to re-establish a sense of security in their relationship. Poppy could begin to trust that the world was not always harsh and frightening, and that Mum could keep her safe. The work took place over 5 months, at which point positive improvements were noted at home and in school. As she grew to understand what had happened to her and why she sometimes felt so angry, Poppy’s challenging behaviour reduced, and her confidence increased. Poppy developed the resilience to cope with the disruptions in her schooling brought about by the pandemic. She now enjoys school, and her relationships with other children are rewarding and relaxed. She and Mum have fun in each other’s company and their relationship is more emotionally attuned. Life at home is generally easier. Both mum and school felt that no further sessions were needed. **10** Case Story 3 ## What our clients say - We have very positive client and professional feedback, backed up by case studies and client surveys. - The positive scores this year were quite surprising. We asked for some feedback from our staff and service users as to what had made a difference and the responses included; - ❖ more time to engage in therapy and self-care, - ❖ more time with children, - ❖ engagement in hobbies, - ❖ less pressure to socialise, - ❖ less anxiety about work and home life, - ❖ the wrap around support offered by Safety Net. **11** Clien r serv ir say iv l&e bein9 able to feel safe coyid while still C￿e41s1￿9 SlPWt via phone ve really practlcal suggettlons on dtffovent strategles to use In dtfferent sltuatlons that Be Deaf A Irtrtle si9n l(m9ua9e. proved to be dtffkult for me to deal 4vlth. 14%)t intorppetors as thot's not wivat•. Also emolled me some theory ￿tIvItIeS that WheTr safe to do so. I w￿uld prefop discussiwj proved very useful. and I contlnue to use my issue5 f(￿• to tse. sometimes I f it dlff kult to conv•y vkleo my tvue fe•llngS Gettlngto knowmytheTaplrtln pers0Th (beforE covld) deflnliEly helped u5 MOVE Ilie sessbJns to telephonelvldeo when covld hlL SafetyNet' helped ¥vith my wntid8n(￿snd hdpBd tnBf881 li￿4 vAI- U8d pBrson The three months overthe phone W8ie good. I did do SO￿taSks. th"11 Ongoing￿th th8m. It h8lp8d m8. I am lurtwaltlngfor oiun5elllngnow. I prefewrgj face to face ¢ontartwhlch 15 how it 51art8d off. and I think it'5 U58fd to build a rapport but phone I vSdeo was flne On￿ I got used ts It. I recelvo weekly (allswhlch hav8 b8en an atnaiing support and really helped me rnak8 pos1- tlve change Provldlngthe space to reflert and getlntouth ¥dththlny thathi8 b8Bn puta5id8 8wn on the phone Vd Ilke to explore face to fa¢e 5e551ons the ie5tii(tion5 allDwtO 58e ￿thBle are otheraciiviti85 thatwould a551rt I had fflu5dyt81ophonB conv8￿- Ilun and lurthavlng sumeune tslkto aThd open otp to has been vory b8￿8fi￿al I *Dukl lkn to (￿cesS 9MllP SlPPWt when covid has 9one They dld all they coukl ond I hod oll the help swort I It woukl pjssibly would needed ot the time. Proctlcal ojvke. beln9 Ilstened to and belng help more if it w￿% face belleved. Practlcol exerclses to mamge trl9- to foce but is helpin9 a 9er anxlety. Wrote a swortlng letter for me Moybe have o yearly lot thank y)u meetlry to see how to use wlth ry ewpbyer It wos helpful thot I thlngs we golrYJ a￿A dld not hcwe to pay ot o tlme when I stru99llNJ f Incfficlolly I am dolry now to what I was Ilfe then . I thidq the inrlial assessmeTrt prvce55 could be by phoTre op video link. Pep50Mlly I don't thidl video link would be helpfvl as an ong)in9 fopm of thep*y. Because I xiukl Tr>t hove all matepiol tools availoble to me move f0Th￿￿d. Still beifft9 able to a￿•s% %uFpopt duviry CA￿) times thMu9h scheduled pEvJne calls. Accegsing suppopt motepiol thp0￿￿ WhatsApp, ie YouTth>e op tll(tak videos - Initial agsegsment was ovep the phone. I found thTS helped my nepves a¥ I dKln have to about meetirg ￿n￿ne in pevson. I could & it in the of my own Tace. 12 ## **OVERVIEW AND ACHIEVEMENTS** Safety Net was established in 2005 and we became a Charitable Incorporated Organisation (CIO) in January 2017. We support the recovery of both adults and children affected by rape, exploitation, sexual and domestic abuse across Cumbria. Referrals to the service grow each year, last year we supported 1000 people (886 year before) clients in the service, a 13% annual increase and a 125% increase over the last 6 years. We supported 299 people via a new duty/helpline service with a range of enquiries from those wanting services, advice, and professional support. To meet this demand, we employed a new duty worker. We are trusted providers and have built an excellent reputation across the county. We are contracted by the Ministry of Justice (MOJ) to provide sexual assault services and commissioned by Cumbria Police and Crime Commissioner (CPCC) to provide counselling support as part of the Cumbria Sexual Assault Referral Centre (SARC), which is called The Bridgeway and is the source of about a quarter of our referrals. We have excellent working relationships and pathways in place with our Bridgeway partners; Independent Domestic Violence Advisors (IDVA), Independent Sexual Violence Advisors (ISVA) and with women’s centres, mental health services, other health providers, the police and children’s social care. We have a range of referral sources; 31% of referrals were self-referrals and 30% were from statutory services. We are a member organisation of The Survivors Trust and have been involved in a national collaborative project to develop sector service standards for sexual abuse, template policies, procedures and guidance, online psychoeducational resources and minimum data set. Safety Net workers also took part in The Truth projects, independent inquiry into Childhood sexual abuse (IICSA). We all feel passionately about making sure survivors voices are heard, championing positive change and actively engaging in forums which can provide this, the inquiry is due to be published in July 2021. 552 clients engaged across tiers 1-3 of our services last year. Clients can enter the service at different stages, leave, and return at a later stage when they feel ready to do so. Our model is tried and tested, we know that there is demand for our services and that they are greatly appreciated by clients using them. This year’s increase in contacts and wrap around support - **13** clients needing more time and more sessions, is primarily due to the delay and unavailability of other services. Staff have supported clients with benefits, housing needs, more complex mental health needs, food bank referrals to name a few. They have also supported them for longer than the 12- or 24-week timescales, which has affected capacity. We have recently restructured; moved more resource into operational delivery, split the Chief Officer functions to cover Operations, Strategy and Development and Clinical Practice, for which we are currently recruiting. We have a very strong board of 7 trustees who all have specialist portfolios including; governance, health and safety, human resources and clinical practice. This includes 4 new trustees, 2 of which have lived experience of domestic & sexual abuse . We have a streamlined staff structure with clear reporting lines and excellent supervision and support available for all staff members, including our experienced pool of bank staff. We have a team of 13 employed staff and 12 volunteers plus a pool of freelance therapists. Cumbria is a geographically large county but has a population of less than half a million, mainly living in communities round the outskirts of the Lake District National Park. It is a county of contrasts, economically and socially, with areas of high deprivation as well as relative affluence. Transport links are challenging to our community. Many of the people we work with live in areas of significant deprivation and/or rural isolation. This puts additional barriers in place when accessing services, we work hard to ensure we reduce these barriers wherever possible. We know our area really well and online working has enabled us to reach and be more accessible to everyone. Last year 80% (563) were adults (64% last year) and 20% (138) Children and Young People (CYP) (36% last year). There has been a significant drop number of CYP accessing services this year. This is primarily a result of our schools being closed and schools, health and children’s services not seeing CYP and families. Referrals are now increasing for CYP from schools and health professionals and other routes. We are recruiting to CYP therapy post and also one of our practitioners is training to be a CYP psychotherapist. The need for the services of Safety Net is greater than ever, and as we emerge from the restrictions of the pandemic, we prepare for the anticipated need that will be uncovered. **14** ## **WEBSITE AND SOCIAL MEDIA** We have Increased our social media presence and content to increase our reach to our communities, with new Instagram and linked in accounts as well as increases in the numbers of followers on face book and twitter. We were aware early on in the pandemic that our communities were unaware of what services were open and where they could get help and support. We have improved our website, contact pages, providing another format that the community can use to contact us and that we can deliver tools and resources to those who need it. Website: www.safetynetuk.org/ Facebook: www.facebook.com/safetynetnorth Twitter: twitter.com/safetynetnorth Instagram: www.instagram.com/safetynet_uk/ LinkedIn: www.linkedin.com/company/safety-net-uk **15** ## **OUR OUTCOMES** - We can demonstrate improvements across all indicators and overall outcome scores, despite the unprecedented year, with clients improving in health and trauma scales. Over 70% of clients showed improvements on wellbeing scores ,76% on trauma scores. - We do however acknowledge that for some of our clients being at home during lock down has not been a safe place and recovery has been, and will be, a long process. We are only just beginning to manage an increase in referrals from IDVA, ISVA, mental health teams and other crisis services. - We also know the risk has increased for many CYP and also that their mental health has suffered. _**The aftermath of the lock downs will likely be more obvious in our outcomes for the coming year.**_ **16** ## **OUR RESPONSE TO COVID-19** Without the support of the Ministry of Justice, the Office of the Cumbria Police and Crime Commissioner, Cumbria Community Foundation, Lloyds Bank Foundation and other smaller funders who have supported us during this challenging year, the work of Safety Net would have been at risk. This year we have: - **Successfully moved all our services online -** all staff and volunteers have been trained to be able to work safely online. We have maintained the quality of our service and developed our delivery model. Our therapists and practitioners have developed new and innovative ways of working online including online creative and play therapy sessions. - **We have responded to the impact of Covid-19 on CYP** - we know the coronavirus crisis has had an impact on the mental health of a number of the children and young people (CYP) we work with, many of whom are trying to cope with their worries and fears on their own. - **Working with trauma** - the impact of the tragic loss of lives during this pandemic has also added an additional element of trauma for our service users and communities. - **We have managed capacity -** by increasing our bank of freelance therapists to meet ongoing demand and we are in the process of recruiting to employed posts. We are starting to see more cases coming through from IDVA, ISVA and other crisis services. The pandemic and our online work has also driven many positive changes to our service delivery, many of which are here to stay. We have been able to: - Improve accessibility to our most vulnerable clients. - Extend services to those in the most remote parts of the county. - Offer regular sessions to those service users with disabilities who often find it hard to get to our offices. - Reduce travel time and increase the number of sessions we provide. - Reduce our office overheads and travel costs. - Reduce our carbon footprint. - Embed effective communication across the team including daily briefings, weekly online meetings. Embed wellbeing and team support and increase line management and clinical supervision. ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## Constitution The charity existed as Safety Net Advice and Support Centre for thirteen years but changed status from an unincorporated association to become a Charitable Incorporated Organisation on 16 January 2017. This new entity, Safety Net (UK), has a legal identity and the ability to conduct business in its own name. The Trustees and senior management team regularly review the charity’s governance, and its policies and procedures, on a rolling programme. ## Method of appointment or election of Trustees Safety Net has a balanced board of seven Trustees who have a range of relevant skills and experience. The strategic management and oversight of the charity is the responsibility of the Trustees, who are elected or co-opted by the Trustee Board. Recent appointments have addressed **17** skills gaps, particularly in the areas of marketing, business development and planning. Furthermore, the Trustees have identified diversification of the demographics of the Board as an area for further development. ## Policies adopted for the induction and training of Trustees Safety Net has an agreed staff and Trustee induction policy and checklist and provide induction training and ongoing staff/Trustee development days. We have a staff/Trustee policy handbook which is updated on a rolling basis. The charity has an annual strategy day, and biannual staff/Trustee training sessions. ## Pay policy for staff We have agreed pay scales and in 21/22 we will be implementing a new pay structure to ensure we remain competitive which will enable us to recruit and retain staff and provide development and training pathways. ## Organisational structure and decision-making The strategic management and oversight of the charity is the responsibility of the Trustees. We have recently reviewed our structure and divided the Chief Officer functions into Head of Operations, Head of Strategy and Development and Head of Clinical Practice who attend Trustees Board Meetings. Each Trustee has responsibility for a defined area of Safety Net’s activity and is available to senior management for consultation and advice. ## Delivering public benefit Safety Net’s objectives and activities fully reflect the purposes the charity. There is an inherent public benefit in raising public awareness of the extent of rape, sexual assault and all forms of abuse against children, women and men, so they feel able to talk about their experiences, seek help and access appropriate support. The Trustees have referred to the Charity Commission’s guidance on public benefit when reviewing the charity’s aims and objectives and comply with this guidance. **18** ## **RISK MANAGEMENT** The following have been identified by Safety Net Trustees as the key risks facing the charity. Our full risk assessment is reviewed at every meeting. |**Risk:**|**Managed by: **| |---|---| |Loss of
significant
funding|• We work hard to develop and maintain a diverse funding mix.
• We have insight of changing political priorities and how we can influence and
access service delivery and funding.
• Developing our community fund-raising capacity after lockdown is important.
• Our reporting to existing funders and commissioners is of a consistently high
standard.
• Senior staff are identifying and pursuing new income streams and diversification
opportunities in this changinglandscape.| |Loss of key staff|• Safety Net invests in its staff team, with regular reviews for skills gaps, succession
planning, personal and professional development.
• We have an excellent support and supervision structure, to assist staff with
increasingly complex cases and demands.
• We have excellent levels of staff retention – with staff engagement surveys,
flexible working, and follow-on actions plans.
• We have an experienced bankpool of freelance therapists.| |Competition
from other
providers|• We are uniquely positioned working as we do with all genders and ages, across
all forms of domestic and sexual abuse.
• We have a flexible delivery model with increased outreach via remote service
delivery.
• We are always over-subscribed; we work in a field where there is no shortage of
need.
• Our schools project can restart providing vital support for staff and school
children.| |Damage to
reputation|• We have comprehensive policies and procedures which are live documents,
supporting and structuring our day-to-day work.
• We have an experienced and knowledgeable Board who know the organisation
well and take an active governance role.
• We have dedicated specialists in health and safety and safeguarding.
• We regularly review internal and external safeguarding policies, procedures, and
training to ensure compliance and best practice.
• We work within BACP ethical frameworks to ensure aqualityservice.| |Impact Covid-19|• We have regular communication with all staff and the Board covering
operational requirements, financial implications, and staff wellbeing issues.
• We are following government guidance on safely returning to work, whilst
building service resilience for any future outbreaks.
• Children and young people referrals are increasing since schools have opened,
we are recruiting and training to meet demand.
• Signposting services are opening, we can refer clients onwards for additional
support previously unavailable during lockdown.
• Training and groups can cautiously start again as lockdown eases.
• To meet the increased longer-term need for pre-trial therapy, as courts have
paused during lockdown, we have provided shortened sessions over a longer
period.| **19** ## **OUR CHALLENGES** Staffing: We have been conscious of the potential of stress and burnout. Our staff have worked tirelessly throughout this pandemic to support our clients. We have invested in staff wellbeing ensuring effective communication and support for all staff and volunteers, including additional clinical supervision, line management and flexible working. - Complexity of cases: We have noticed an increase in the levels of anxiety and depression amongst our clients combined with isolation and high levels of trauma symptoms. - Service capacity: Using Covid-19 emergency - funding we have increased our bank pool of self- employed therapists to meet some of the increase in demand caused by the pandemic. Regrettably, we lost a therapist and a practitioner who left to work elsewhere in the county. We have found it very difficult to recruit to permanent positions during the pandemic, people are unsure about their future, they are furloughed, frightened to move, this has stretched permanent staff. There has also been a great deal of uncertainty around funding, more competition for funding and decisions on funding taking much longer, this has made service planning and recruitment difficult. Children and Young People: During the first lock down referrals for our service dipped significantly. The closure of schools and children’s service resulted in health professionals ceasing home visits and face to face contact with families. We know the risk has increased for many CYP and also that their mental health has suffered. Referrals are now increasing for CYP from schools and health professionals and other routes. Therefore, we are recruiting a CYP therapy post and also one of our practitioners is training to be a CYP psychotherapist. Lack of services to signpost to: With many staff furloughed and staff working from home it has been difficult to find services to refer and signpost on to, the knock-on effect being that we have provided more wrap around support around benefits, housing, court, food banks etc. Clients have needed more sessions and more support. Pre – trial work: The number of clients who are at the pre-trial stage has increased. With courts being shut and cases taking much longer to get to court, clients need more sessions. Staff are providing shorter catch-up sessions over a longer term. Community Fundraising: The pandemic has reduced substantially our community fundraising plans with the Great North Run and other events being cancelled. Training and Group Work: We have paused all training and group work during the year as we did not have the staff capacity to develop and deliver online training. Schools Work: We paused our schools work during the year, and we set up a referral pathway from our school contacts into our main service. Funding applications and monitoring: We have been grateful to be able to access additional funding to support the service and our clients during the pandemic, alongside this has been an extraordinary amount of monitoring. Monitoring and applying for funding is more competitive and very time consuming which is putting a huge amount of pressure on managers and operational support teams, taking away time and support to front line delivery and support. **20** ## **OUR FUTURE PLANS** Services post Covid-19 – providing a mix of face to face and online work. We do know that some of our service users will always prefer one to one work, as will some of our therapists and support staff. Also, some trauma therapies will also be more effective in face-to-face office-based sessions, especially with younger children. For some home is not a safe place. To help us develop our service going forward we held a focus group and asked 105 of our current clients or those who had received a service in the last year how they would like to see our service delivered into the future. We asked how likely they were to use a range of contact methods. As the graphic shows, whilst most respondents prefer face-to-face meetings some do state other preferences so we will offer both face-to-face and online sessions with all initial assessments being conducted over the phone. We have learnt a great deal from the pandemic, some very positive ways of working have emerged, especially when working across such a huge county. Staff can stay connected across the county working from outreach offices and they can offer sessions by telephone or video to clients living in the most remote parts of Cumbria where travel and public transport are infrequent. We will continue to learn from our experience and build this into future planning and projects to enhance the services we deliver. We intend to use our experience of working remotely, using IT solutions, to see how we can best support the more isolated and harder to reach communities, including older people, remote Cumbrian villages and LGBTQ communities. **21** ## Developing our peer led group work Befriending, peer support and other volunteer opportunities. All peer led group work was suspended during the pandemic as the craft group, which was volunteer led, did not want to meet online as many had home schooling responsibilities and other commitments and demands. The men’s group, which was also peer led and supported by our therapeutic team has met a few times, and they intend to resume in June / July as they also prefer face-to-face meetings. Our volunteer coordinator moved into a new role within the organisation, and we are recruiting to this post. We want to continue to build our pool of volunteers to support our Tier 4 community-based recovery work, providing training and volunteer opportunities as well as building a trained pool of befrienders and peer mentors who have live experience. ## Service development To continue to involve staff and service users in the development of our services. We will continue to review our model with input from staff and service users. We have a focus group of adult service users who we consult regularly and two trustees who have had experience of our services. We would like to get a similar group set up for young people to get their views and will work with one of the local schools to support this work. As part of the original Lottery Grant, we started a longitudinal study to see if recovery was sustained post leaving the service. For our first cohort of 24, findings were extremely encouraging with sustained recovery for all except one of these clients. The same researcher had been commissioned to continue with the study in June 2020, this was temporarily stalled due to the pandemic, but we will resume this work later this year. We have seen an increase in the complexity of client needs, including mental health, drug, alcohol and practical needs around housing, benefits and employment. This has led to an increase in the numbers of clients calling for advice and support and wanting drop-in and one-off sessions. We have added and developed a duty and enquiry service to our model to meet this increasing demand. ## Website and social media We continue to increase the reach and the function of our website and social media platforms. Providing easy access to our services via the website is a priority, we also want to develop our online tools and resources. This will be helpful for those on waiting lists and for professionals seeking support and advice. We want to enhance our digital offer through remote/online services and improved online resources, support and continue to increase our social media presence. This will enable us to extend the scope and reach of our services and support. We will continue to offer online services and innovative ways of supporting our clients’ needs and meet emerging needs. ## Learning and development pathways We have a commitment to ongoing professional development and training Recruiting and retaining staff is a high priority and crucial to our ability to provide a high-quality service. We have a dedicated and experienced staff team; we are committed to their ongoing **22** professional development and training. We are aware that our pay structure was no longer competitive and have made changes to address this. We have always found it difficult to recruit to specialist therapeutic posts which was even more problematic during the pandemic so for this reason we decided to train from within the organisation. We have trained two support staff as therapists and have another two in, or starting, therapy training. We will continue to support internal staff training and continuous personal development (CPD) by implementing a full training programme and by supporting individual training requests based on our annual appraisal process. We are building links with local and regional Universities and will continue to meet skills shortages by supporting staff to access courses and training to meet the needs we have. We want to provide well-resourced and supervised placement opportunities for both student social workers and student therapists. Longer term funding and mixed income generation Funding during the past year was primarily Covid-19 related. It has been very difficult to plan ahead with many trusts and foundations currently closing normal funding routes. We are fortunate to have an additional 2 years of MOJ funding and an ongoing (additional 1 year) of Cumbria PCC funding which represents around 60% of our total funding. The remaining 40% is made up from grants from trusts and foundations and our community fundraising element (5-10%). We will start to increase and develop our community funding stream as lock down eases. We want to work with the sector to pressure commissioners and funders to provide longer term funding to provide stability and sustainability and security for our staff team. Without this we are always at risk of losing staff who we have already invested in training and development. We have identified our financial needs over the next three years for our current practice. Safety Net has secured funding for 85% of its core activity for 2021/22. We do have challenges ahead to overcome in that our 5-year Lottery grant has ended and we are coming to the end of three-year grants from: Henry Smith and Children in Need, to whom we have re-applied although we know that the future funding landscape is even more competitive. We have recently heard that our bid for funding from Henry Smith has been secured for 3 years from April 2021. For 2022/23 we have over 50% of funding in place. ## Training and Continuous Professional Development Working with partner organisations we want to develop both our internal and external training around trauma and recovery work. We want to continue to evaluate and embed our delivery model and develop the training manual and resources to support our client recovery programme. We also want to develop our external training programmes around trauma, to deliver at least two external trauma-focused training sessions per year and continue to offer bespoke training packages to partner organisations across the county. We want to run a CPD event on elder abuse and more trauma workshops and programmes. **23** ## Building and developing our partnerships To strengthen our voice in Cumbria on issues relating to rape, exploitation, sexual and domestic abuse. Building upon our existing partnership with The Birchall Trust and working collaboratively with other specialised providers in the county, we think this will enable us to have more influence in shaping local services. We have excellent working relationships and pathways in place with our Bridgeway partners (IDVA, ISVA and SARC), women’s centres, mental health services, other health providers, the police and children’s social care, and social prescribers. We will continue to work in partnership to ensure that dealing with all aspects of sexual and domestic abuse remains a priority on the strategic agenda in Cumbria. Our staff hold key strategic positions; - our managers sit on the Sexual and Domestic Violence Strategic and Operational Groups and Rape Scrutiny Panel, - our CYP staff attend the Children and Young People reference group, and - staff attend MARAC and champions’ networks, other practitioner forums and groups. We are members of The Survivors Trust (TST) and will continue to work with TST and other second tier organisations such as Safe Lives and Women’s Aid who are working relentlessly to ensure funding for this sector remains high on the political agenda. ## Working in schools We intend to develop our model, working with a partner agency called the Blue-Sky Trust, and roll this out across schools in Cumbria once our schools are re-opened. ## **INVESTMENT POLICY** Safety Net holds all funding in two accounts with the Cumberland Building Society and relies on a mixture of grants, donations, contracts and local fundraising for income. ## **FINANCIAL REVIEW** ## Expenditure The year started with an opening reserve balance of £230k of which £134.2k were restricted funds (previous year £321.2k with £218.2k restricted funds). For the year to 31 March 2021 the excess of income over expenditure stood at just under £62k, which includes a one-off grant of £25k from Garfield Weston towards 2021-22 costs. The closing reserves stood at £292k of which £167.6k were restricted, leaving an unrestricted carry-forward reserve balance of £124.5k which is just over 22% of the annual expenditure for the year just ending. ## Going concern For the year to 31 March 2021 the staff and management ensured the provision of services continued without interruption, using technology and remote access, they met the needs of the service users. During this period, the fundraising team continued securing funds to support the remote working of all 19 staff, without a need to rely on the brought-forward reserves to support the charitable activities for the year. Considering the level of reserves and some of the recent successful grant applications, the Trustees have a reasonable expectation that the charity has adequate resources to **24** continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. ## Funding We have a good mix of funding with ongoing contracts with the MOJ and CPCC, which represent around 60% of our total funding. The remaining 40% is made up from grants from trusts and foundations and our community fundraising element (5%-10%). We have secured funding for 85% of our planned services for 2021/22. Although our plan for the coming year was to continue to develop and expand our community funding stream, it is unlikely this will happen in the wake of the pandemic. We have a mix of grant funding from National Lottery and Frances C. Scott Trust, Garfield Weston Foundation, Lloyds Bank Foundation, The Henry Smith Charity and Children in Need. We were pleased to be chosen as Brampton and Longtown Rotary Club’s Charity of the Year 2020/21. Despite the pandemic restrictions limiting our usual face to face events we have had online and socially distanced activities to raise funds, including a murder mystery night attended by around 100 people. ## Reserves policy It is our intention to incrementally increase the level of unrestricted funds balance to no less than 25% of the total annual operating costs and this for the year ending 31st March 2021 stands close to 22%. The policy is reviewed annually. ## Public Benefit The Trustees have considered the guidance issued by the Charity Commission in respect of public benefit and believe that the operations and activities of the charity comply with this guidance. **25** ## **OUR TRUSTEES AND TRUSTEES’ RESPONSIBILITIES STATEMENT** Our Trustees are named in the ‘ **reference and administrative details of the charity, its trustees and advisers’** section at the beginning of this report. Please check out more about them on our website www.safetynetuk.org/ The Trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law, applicable to charities in England and Wales, requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Trustees are required to; - select suitable accounting policies and apply them consistently, - observe the methods and principles in the Charities SORP, - make judgments and accounting estimates that are reasonable and prudent, and - prepare the financial statements on the ‘going concern’ basis, unless it is inappropriate to presume the charity will continue in operation. The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008, and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and, hence, for taking reasonable steps for the prevention and detection of fraud and other irregularities. This report was approved by the Trustees. **Date approved** : ## **and signed on their behalf by** : **Linda Vance** Chair of Safety Net (UK) Trustees **26** ## **INDEPENDENT EXAMINER'S REPORT** FOR THE YEAR ENDED 31 MARCH 2021 Independent examiner's report to the Trustees of Safety Net (UK) ('the Charity') I report to the charity Trustees on my examination of the accounts of the Charity for the period ended 31 March 2021. ## Responsibilities and basis of report As the Trustees of the Charity (and 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 Charity 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 the Charity's accounts 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 Charity'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 Association of Chartered Certified Accountants, which is one of the listed bodies. 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: **1.** accounting records were not kept in respect of the Charity as required by section 386 of the 2006 Act; or **2.** the accounts do not accord with those records; or **3.** 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 **4.** 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. This report is made solely to the Charity's Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Charity's Trustees those matters I am required to state to them in an Independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charity and the Charity's Trustees as a body, for my work or for this report. ## **Signed: Dated:** **Karen Rae,** FCCA, Armstrong Watson Audit Limited, Carlisle **27** ## SAFETY NET (UK) ## (A Charitable Incorporated Organisation) **STATEMENT OF FINANCIAL ACTIVITIES** (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2021 _**The notes on appendix 1 pages 1 to 18 form part of these financial statements.**_ **28** ## SAFETY NET (UK) (A Charitable Incorporated Organisation) REGISTERED NUMBER: CE005945 ## **BALANCE SHEET AS AT 31 MARCH 2021** The Charity was entitled to exemption from audit under section 477 of the Companies Act 2006. The members have not required the company to obtain an audit for the period in question in accordance with section 476 of Companies Act 2006. The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements. The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime. The financial statements were approved and authorised for issue by the Trustees on and signed on their behalf by: ................................................ ……………………………………………. **Mrs L M Vance Ms C J Green** (Chair of Trustees) (Trustee) ## _**The notes on appendix 1 pages 1 to 18 form part of these financial statements.**_ **29** ## SAFETY NET (UK) (A Charitable Incorporated Organisation) **STATEMENT OF CASH FLOWS** FOR THE YEAR ENDED 31 MARCH 2021 ## _**The notes on appendix 1 pages 1 to 18 form part of these financial statements.**_ **30** From overyone at Safety Net YHANK You TO ALL OUR FUNDERS CU M BRIA Ministryof Childpen in Need JUSTICE LOTTEfN CUMBRIA COMMUNITY FOUNDATION LOTfERY FUNDED FCSCT FAMILY WELLBEING TRAhSfrOItMItIGI*ÈST COPELAND COMMUNITY FUND Garfield Weston FOUNDATION LLOYDS BANK FOUNDATION Henry Smith Charity Er￿&￿￿5 31 **Appendix 1: Armstrong & Watson – Notes to the financial Statements** Pg - 1 - of Appendix 1 SAFETY NET IUKI IA Charitable Incofporated Organmationl HOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 A¢countinu PC*licie8 Icontinuedl 2.4 Expendiiure Expendrtute is recogntsed once there is a legal or constructNe obligabon to transfer economic benefft to a thTd party, rt is probable that a tsansfer of ecotbornic benefits wll be required In setuetnent aTrd the amount of the oblig8bon can be me8sured reliab￿. Expenditu￿ dassif*d by a¢trwty. The ¢o$ts of each activity a￿ made up of Ihe total of di￿¢1 ¢￿ts and Sha￿ Costs. Induding ￿pPort involwed in undertaking each a¢tivty. Direct costs aMributab￿ to 8 $ingk a¢bTrAty a￿ 8110¢8ied dre¢¢ty to that actwrty. Shared costs which contnbute to more than one actrvrty and supwrt costs which are TK>t aknbutabk to a 3ingle acliwty are appOrti(￿ed belween those aCtsV￿eS on a baws con¥i¥tent with the use of ￿SourCeS. Central $taff costs a￿ alb¢4ted on the basts ol b.me S￿n( and depreuatitin ¢haroes alh)¢ated on Ihe p(Kb"on oltr)e asser$ use. ExpendrtUTe funds incknées all expend￿re incurred by Ihe Charfy to raise hJnds for ils ¢haritabbtr purposes and In¢lLMJe8 costs of al fundtwsing actmbes events &rvJ nw-charit&Ae tsadirbg. EXpenLlrtu￿ ￿ ¢haril8tAe a¢tr¥th$ B Incur￿ on diredy undertaking the athitses *thi¢h lurther the Charrtl$ (*e¢trves. as well as any assouated suptx)rt costs. Al e¥pen¢Jiture •idusi¥e ol irrecoTrMable VAT. 2.5 TAx￿￿)n The Charrty 1$ ¢on¥wJered to p8¥9 the tests set r*Jt ￿ Patagrnph 1 Schedule 6 of the FinaD* Act 2010 and therefore It tneets the definition of a charitable cofflpany for UK corporatK)n tax purp￿e¥. Ac¢ordingly, the Chanty ig Potenbally exempt from tsx&￿Jn in re$pe¢i of income or ¢awtsl gaing teived ￿lIhin ¢ategones COVe￿d by Chapter 3 Part 11 of the Co￿ratKIn Tax Aci 2010 or Se¢tioD 256 of Ihe Taxab"ty) of Chargeable Gains Act 1992, ¢0 extent Ihat su¢h income or we a￿led exChJ￿¥ety to charitable purpo￿. 2.6 T&ngible ftxed &s$et$ and depreclation A reTr4t• for imWm￿nt of 8 fixed a￿t is ¢amed (*rt rf events or ch8r*ges in ur¢umstsn¢es indi¢8te that the ¢8￿Y￿g vakJe of anyffixed as¥et may not be rewverable. Shortralls bets¥een the caThwng value of fixed assets and their recoverabk amoutts a￿ recognised 88 1tnpairr7￿lts. Imp8irrnent Jsses are ￿e00n1$e￿ in the S18tement offin8ndal 8thrt*s In￿￿&b"n9 income and expenditu 8¢¢ount. Oepteciabon is ¢hthroed $0 8$ to albcate the cost ol tanglAe fixed as#ets k$$ their ￿9￿JU&l value over their thmated useful lives, on 8 reduung balance ba*$. Deweciation is prov*Jed the foknw.ng basis.. Office equipment - 25% Reducing B8lan¢e 2.7 Interest receivable Intewt on funds held on deposrt • in¢Wed when re¢eNatye an¢J the amount Can be mea8ure(I rdiablyby ihe ¢h8rty", Ihis k* r￿)MI￿￿ upon nobfi¢8tion of the interest paKI ot payable by the Bank. 2.8 Debtors Trade and other deb¢ors are ￿￿TrIsed at Ihe $ettlemen¢ omount after any trade dM¢ounl offered. Prepa￿￿ents are vdued 8t the wrv)unt PTepttKJ net of any trade di$ctyJnts due. Pg- 2- of Appendix I SAFETY NET IUKI IA Chariloble In¢orporateil organisots.onl NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Accounting policies Icontinuedl 2.9 Cash at bank and in hand Cash at l>ank and in hand includes cash and short.term hTrJhty IvJu&J nvestments with a short maturity ol three months or less from the date of acqUis￿'0n or opening of Ihe deposrt or sinilar account. 2.10 Liabilrties and provision# Liabilities are recc4Jnised when therE is an ot4bJatbJn at the Balance Sheet date as a rvduli of a past event, it is probable that a transfer of economic benefft be required in setdement. and the arrnunt ol the setuement can be estwnated reliabty. Liabilities recognised at the amoutrt that the Chatrty ￿tiCipate8 it wll payto setthE the debt or the amount it has recer￿ed a5 advanced payThefits ljr the good¥ ￿ 3eTrices rt must proV￿￿e. are rnea¥ured atthe t￿1 estmate ol the amounts required to sethe the obl￿ation. Where the effect of the tyrne value of money is matenal, the prowsion is b8¥ed on the pre¥ent ¥alue of th02e omounts, ¢Jiscounted at the pre-tax discount rate that retscts the n¥ks specffic to the hatsilrty. The Un￿ndIng ofthe discount i¥ recognised in the Slatement OffinanC￿ aciNrtM as a finance cost 2.11 Financial instruments The Charity onty has fin8nu81 assets and financ￿ liabilrt*$ ol a kind that ouakfy a$ b8$i¢ financial instrurnents. Basic financkfjl instwments are Inthally recognised at tsansacts'on vahje and subsequent measured at their setUetDent value the exCept￿n of bank ban8 which are suLwuenty measured fit arnottised cost using the effective interest method. 2.12 Pen$N)ns The Charity ¢Jperate$ 8 deffied tOntribU￿ pension scheme and the pen*on thttrge tepre8ents the amount$ payable by the Charity to the lund in respect of the period. 2.13 Fund accounting Genetal lunds are unrestsi¢ted funds *hi¢h are a¥8d8ble k)r use at the dk%rebon of the Trust￿ in fvrtherance ol the genernl (14e¢Jve9 of Ihe Charity and which I￿ve not been deswjnated for other purww. Res¢ri¢ied funds th￿ fvnd¥ which are tts be wi •¢cord8n¢e inwsed by onors or *hi¢h have been ra*ed by the Charty partscular purposes. The Costs of raiyng and adminkl￿nn0 Such funds a￿ th8roed ag8inst the specifi¢ fund. The aim and use of each restricted fvnd is set out in ¢he note$ lo the finanual ststements. Investr￿ent int￿ne. uains and lo￿9 a￿ 8lo¢aled to the appmwale fund. Pg- 3- of Appendix I SAFETY NET IUKI A Charitable incorporated Organi*ationl NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 come from donations and grants Unregtri¢ted Restticted fund$ 2021 Toiol nd$ 2021 2021 Donations Other Grants BBC Chilaw in Need Garfeld Weston Mintsty ofJustice Henry Smrth Chanty Lkjyds Banl Foundal PCC Cumbria 33,864 25.000 136.080 40,000 25,000 133,225 172.411 33,864 25,000 136,080 40,000 25,000 133,225 172,411 Coronawrus Grants 565,580 566,468 Pg- 4- of Appendix I SAFETY NET IUKI IA Charitable Incorporated Organisationl NOTES TO THE FINANCblL STATEMENTS FOR THE YEAR ENOED 31 MARCH 2021 Income frorn donations giants Icontinuedl Unrestrpcted funds 2020 ReslrKled fvnds 2020 funds 202Q Donations Whrtestufi Foundatr INno Mern￿l Twst Sabina Sutherfand (Mens. Group) Together We Can other 1,496 1,496 1.000 500 3tX) 435 300 435 Grants Francis C Scott Charitable Trust BBC Chik1ren in Need 16.2LX) 16.200 33.200 98,419 25.000 90.720 40.000 25,000 133,225 5,000 3J,873 15,956 3. 150 1,000 B¥ Lottery fund Garfield Weston MIn￿ty of Justice enry Smrth Chanty LtyJ8 Banl Found8ti PCC Cumbria 98,419 25,LKiI 90, 720 40,QG¥) 25,000 13.9 225 Grants for peer wjpwjrt Copebnd Convnunty FuTr(YSelbfek1 Grants for T*r 4 wo 35,873 15,956 3,150 1,000 HO Central Zedra TrusVJoan Wi*inson CYPP 23.337 503, 137 526.474 Pg- S- of Appendix I SAFETY NET IUKI IA Charitable Incorporaied Oruanisationl MOTES TO THE FINANCiAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Incorne from charitable activities Unrestricted fund8 2021 Total fund8 2021 Incon* trcrtn charitabbe a¢bV￿.es. Re¢o¥ery $eryi¢es for those affected by rape or Sexu￿ abus8 13,842 13.842 un￿Str*Iea funds 2020 Totsl fvnds 2020 Income from charitabb2 acts¥itses- Recoveryserwice3 for those affected by rape or Sexual abuse 18,959 18,959 Incorne Irom other tiading activities Incorne trom fundraising events Unieslricted Restticled fund? fund8 2021 2021 Total funds 2021 Fundrais 26,8rK) 5,500 32.300 UnrestrKled funds 2020 Reslricted funds 2020 Total 2020 Fundraigng 10,4Y 2.513 12,967 Pg- 6- of Appendix I SAFETY NET ILIKI IA Charitable Incorpctraied Oroant•ationl NOTES TO THE FINANCLAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Investment income Unrestricted funds 2021 Total fund¥ 2021 Tot81 lunds 2020 Bank interest re¢￿vaNe 98 Other incoffling resources Unre8trieted funds 2021 Total funds 2021 Total filnds 2020 Color￿nj8 Retenkn Schen* ICJRSI 4,699 4,699 Expenditure on raising funds Fundrai$inu costs Unieslticled funds 2021 Total funds 2021 Fundrni*ThJ costs 17,634 17,634 un￿striCted lunds 2020 Totsl nd5 2020 FUndrai￿￿j costs 26.432 26.432 Pg- 7- of Appendix I SAFETY NET IUKI IA Charitable kncorporated Organisationl NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Anoly$i8 of expenditure on charl￿ble a￿1vIlle• Swnrnory by fund type Re$irkted funds 2021 Toial lund$ 2021 Recovery %Trices forthose affected by tape or sexual 537,776 537,776 Unrestrrted funds 2020 ResI￿ted funds 2020 Total nds 2020 Recoyery seNce8 for those artected by rape or sexual abuse 35,953 587,263 62.1216 Swnmary by expenditsre type Total nd8 2021 staff c08ts Depreciation Other co$t8 2021 2021 2021 Recovery seN¢es forth¢Me 8ffethd by r8pe or sexud abuse 298,042 1.789 237,9¢5 537.TT6 Total fynds 2020 Staff costs Dep￿C{sIiOn Olhercosts 2020 2020 2020 Recovery 5eTrices those affected by rnpe or sexual abuse 339,319 2.385 281,512 623,216 Pg- 8- of Appendix I SAFETY NET IUKI IA Charrtable Incotporated Oiuanisaiionl NOTES TO THE FINANCiAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 10. Analysis of expendrture by aetivrt%s Activitks ndertaken directly 2021 Support costs Total funds 2021 2021 Re¢overy Sem￿$ for Ihose affected by rape or Sexual abtsge 507.857 29,919 537.776 ActM&e$ undertoken djrecty 2020 Support Totsl fvnds 202Q 2020 Recovery Services for those affected by rape or Sexual abuae 593.256 29,960 623.216 Pg- 9- of Appendix I SAFETY NET IUKI IA Chorrt&ble Incorporaled OroaDt8ationl NOTES TO THE FINANCLAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 10. Analysra of expenditure by activities Icontinvedl Analy$i* of direct costs Total fund8 2021 Total funds 2020 Staff costs 298,042 1.789 72,445 4,987 3,366 20.313 550 339.319 2,385 14,051 4,767 4.700 24,871 1,636 5.525 t8.258 1.829 15,83T 11,753 5.691 14,361 11,79T 44,408 2,063 Depretyab"( Extemal opera1th￿ TewJree Insurance Telephone Rent and $ervKe$ P08taoe and stsbonery Maintenance Website costs 11,765 518 RÈuuitment expen8e8 Training costs Travelh'ng expenses Vdunteers expenses Mtxdl8r￿0Us expenses Office equipment, IF¢enses and computer costs Birchalb ¥ubc<)ntractorfoT Curnbria PCC Rocm hire 3,0S3 10,929 4,45S 7.290 23,839 44,408 Bank charge& ca￿ts1 oranls rewd 70,000 507,857 593.256 Ca￿tal grants repaid totaling £70,OC¥J. were retumed t* the funders in the Frfiof as the charty decKJed. for operats"On￿ reasons, Trjt to pursue the wrcha8e of a ￿￿Ferty in West Cumbria. Analy$Mb of Svpport eosta Total fund8 2021 Total nds 2020 A¢￿UntrncY leefy Legal aTrJ Wes$￿81 fees 4,000 25.919 4,50Q 25,460 29,919 29.960 Pg- 10- of Appendix I SAFETY NET IUKI IA Chaiiiable In¢otporated ￿uan0$811on) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 IAARCH 2021 11. Stsff co*ts 2021 202Q Wages and salaries Sockql 8etunty tosts contriimJt￿ to deffined ¢onln"bul#￿ pens￿ 8chemeg 274,169 17,165 708 308.603 22.548 8, 168 298,042 339,319 The aveTrge nurnber of perxffis empw by Ihe Charrty duiing the year was as fdlows". 2rfJ21 2020 EmpW$ 12 14 No ernpb)&Ee recetved ￿uneratiOn a￿K)untIng to more than £60,C(K) in either yEar. DunTrg the key management remuneration liidudiTho twu$teesl amounted to £43,80812020- £59,656). 12. TTh8tee8' rernuneration and expenses Durng Ihe year. no Trustees re￿Ve￿ any rernUnerat￿ ￿0¢her benefrts (2020_ £AIIL). Dumg the year ended 31 March 2021. ￿ Twustee expenses have been incurred {2020_ £NILJ. Pg- 11- of Appendix I SAFETY NET IVKI IA Chariiable Incotporated Oruani8aiionl NOTES TO THE FINANCiAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 13. Tangible fixed as8et* Office equipment Co81 or valu￿10n At 1 April 2020 18,22T At 31 March 2021 18,227 Depreciation At 1 April 2020 Char9e for the ￿ar 11.071 1.7B9 At 31 Marth 2021 12,860 Net book value At 31 Mor¢h 2021 5.367 At31 Mthrch 2020 7, 156 14. Debtor? 2021 3020 Due wiihin one year Trade debtors 33,306 3,130 33.306 34,735 PrepayYnen¢s and o¢¢nJed in¢¢Nne 36,436 68,041 15. Credrtorn: Amounts tslling due Wiihln one year 2021 2020 Trade credrtor% 12,642 262 11,320 574 other CTedito AccruaL8 and defe¥red income 19,132 24,224 19,706 Pg- 12- of Appendix I SAFETY NET IUKI IA Charitabk Incorporated Organ￿ation) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 16. Ststernent of lunds ststernent of funds - current period 8•lance at 31 March 2021 88lanee at 1 April 2020 Income Expenditure Unrestricted funds Gener￿ Funds 95.788 46,327 117,6341 124,481 Restricted funds Chihlren in Need Coalr￿ld$ Regenerabon Trnst Cumbna CornmuDity Found*ts"on- Pe Support Garfield Weston Big Lottery Fund Ministy of Jusb"c8 Rape SupF(￿t Cumbria Poli¢e and cri￿ CommwM)ner 8,400 3,397 33,864 134,5541 13.3971 7,710 7.040 25,000 25,000 3B.341 138.3411 1136.0801 1119,4311 136,080 133225 46.594 60,388 23,694 2,309 6,452 7,878 5,500 21,582 Salety Net Fun¢J The Henry Smrth Charty Francis C Scott Charitabk Trust 23.694 331 6,452 40,000 138.0221 LWS Bank Foundats"on Grants for peer support Trwork Covid Fund 25,000 5,500 172rt11 117,1221 1150,8291 134.249 571,080 1537,7761 167,553 Total of funds 230.037 617,407 1555.4101 292,034 Pg- 13- of Appendix I SAFEfY NET IUKI IA Charrtabk Incofwraied Organksationl NOTES TO THE FINANCLAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 16. Statement of fvnds Icontinuedl $thiement of funds . prior perbod 8al8nce al 31 March 2020 Bal&nce at l April 2079 Tr•nsfers Income Expendilure Unresiiicted funds Gerw81 Funds 103,( 52.750 (62,385? 2,360 95,788 Restricted lunds Allerdak Communty Grant br Netherall Sthool 7,811 8, 744 (7,8111 Children in Need 33.200 8,4 CKDC Children Trust (2,CW) (6,6031 Coaffields Regeneralion Trust Copeland Communty Fund I SdIar￿Id iO.OLX7 3,397 35,873 (35,873? Cumbria Cc4nmunity FoundatK)n- Peer SuprrWest Cumbtia. Coalfields Regenerat*)n TNst_ £10.000 contribution to vO￿nteer Cocrtinator wst Copelond CL)mmunrty Fundl SdlafieTrd- Schts￿ Prop¢t- 3 ￿819 lundino-To wort in four secondary s¢hL¥)Is acro￿ Copeland, prowding prevention & earty inter¥entK)n work. This wll ￿clude 1-.1 Support and therapy for students, training and support lor slaff and peer mentors. Cumbria Community FtyJndatb)n- Peer supportIscho￿slPeer mentonng prL¥ramme delr¥ered to schcds the *esi of Cumbria. Garfiehl Weston- Funding for management. admin staffing costs (c￿e co8ts1. Big Loltery Fund_ S yeats frjnding to party thjnd salaries of an e￿Sts"n9 full bme CEO, an e￿$b"ng part t1"ni￿1 seTri¢e$ coordinator and an e¥i$bng part time integrated 18mity wother. MOJ Rape Support Fund_ Contnbubon towards the provi￿￿ of wpF4Jrt for femak and bictwns ol rape and sexual abuse Including chdd sexual abuse. CU￿￿18 Police and Crirne commi￿Oner- Funding to wovide a ¢oun8eliig service for wth"m¥ of rnpe ond serious ￿XUal a¥sauh n CuThbria. Safety Net Fund_ This is an internal restricted lund and is an accumulabon of the small balances of obj restricted ftJnd8. Henry Srnrth Charity - £40,000 received lorthree years 1£120.000 in totall contributs.ng toward3 core costs, salary and on4ost¥ for a Child and Young persons ICYPI therapist12018.2021 )- Wictins. TN8t_ Funding PTOVbYed lo sUp￿$rt the obJectNes ofthe charity. Thi$ fund has now teen trBn¥fertEd to unresthcteé reserve¥. West Worker. CKDC Children's Fund 8 Proven Trust_ Fundng pyovthd *Jr one Integraled SUFP kw)rker in West Cumbna, in connection with Ihe schojls proJecL Franti$ C Scolt Chantable Trust- To support the ¢o¥ts ol early intervention rier 1&213 yeaws l. Whitehaven Tr￿￿ Centre_ contri1￿tiOn towards the salaryfcf a w￿ker in Ihe west of the county. Clothworker8 CarAtal Grant. Cumbria Communty Foundabon Caprtal Grant and Unrted utilib.es Cawlal Grant- West Build￿g- GTants to SUPWrt the purchase of a bU￿dIng in Workngton so that we can crease the semce we offer to Chi￿ren. young people and adu￿5 living ￿ West Cumbrba. The grant was awarded in 2018119 whilst the pe￿d was extended into 2019120. it was not possible to find a surtab building dunng that penc41. Therefore. the Ixjard of tnjstees. followiTrg its consultab.on wrth the funder, agreed to retum the ¢arAW grants befrxe Ihe end of 2D19f20 finan￿1 peTh>J. Lbyds Bank Foundation- 3 year¥ I plu¥ 1 1 funding 2018-22- towards Integrated WPF¥Jt team specnlcalty w￿￿1n9 Wrth 1 and lTrer 2 adults and childrenfyoung peoe. COVKI Fund- Gronts to Support the $tsffing. Woits"ThJ lists and of Ihe organisati￿ durr￿ Ihe COVIO pandernic- Ministry ofJusbce. Cumbria Cornmunrty Foundatp)n. CumI￿a Police and Crime CoMrnts￿ner. Llosth Bank Foundat￿, CarfBle Cty Councl. Tier 4 1 V¢Yunteers- Grants ts) 8UPPOrt our recovery comrwnty l Klunteer Cumbn"a Comff￿nity Foundation. RG Hilb. 1961 TrLtSt. Pg- 16- of Appendix I SAFETY NET IUKI IA Charrtable In¢0￿•r81ed Oruanigaiionl NOTES TO THE FINANCLAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 18. knalysig of net aasets between fund? 8ly$i¥ of nei &#$et¥ be￿ten fund•- current period Unrestricted Restricted funds funds 2021 2021 Total lund* 2021 TanglAe ffixed assets Current assets Creditors due withn one ￿ar 2,518 146.187 124,2241 2,849 164.704 5,367 310.891 124,2241 Total 124,481 167,553 292,034 8ly$i¥ of net &#$et¥ be￿ten fund•- prioi period Unrestricted funds 2020 Restrthd funds 2020 Total fvnds 2020 TanglAe ffixed assets Current assets 3,357 112.137 119,7061 3,799 130.450 7, 156 242.587 (19.706) Creditors due withn one ￿ar Tothi 95,788 134,249 2.70.0.17 Pg- 17- of Appendix I SAFETY NET IUKI IA Charrtable Incorporated Oruanisaiionl NOTES TO THE FINANCtAL STATEMEwr$ FOR THE YEAR ENDED 31 MARCH 2021 19. Reconciliation of net movernent in funds to net cash flow from operating activities 2021 2020 Net 1icomelexpend1tu￿ for Ihe star {a¥ per Statement of Finan¢i81 61,997 (91,248) Adjustments for: Depreciab"on Decrea8ellln¢reasel *? debto Increa¥ellDecrea¥el n cieditor¥ 1,789 31,605 4,518 2,385 IT,983 (4,945) Net ca$h providedllused byl by operating activrties 99,909 (75.6251 20. Analy8is of cash and cash equivabent$ 2021 2020 Cash in hand 274,455 174,546 Totsl ca8h and cash equivalents 274,455 174.546 21. An6ly$is of changes in net debt At 31 March 2021 2020 Cash flows Cash at bank and in hand 174,546 99,909 274,455 174.546 99,91J9 274.455 22. Pension commitrnents The Charity OFerats3 a defined c0ntrityJtb￿ penwn scheme. The assets of the scheme are held separatety from those of the Chanty in an independenty adrninistered fund. The pension cost charye rwesents contr1￿jtioTrs payaNe by the Charty to the fund and amounted to £6.708 12020 . £8.1681. At the balance sheet date Ihere were £262 owed included within olher credthrs12020. £Nill. 23. Related party transactions The￿ Were related paty tran8adion$ in the perh)d 12020- £Nill. Pg- 18- of Appendix I