Registered CIO 1190508 Previous charity number 1126716
**ANNUAL REPORT & ACCOUNTS AUGUST 2022 - JULY 2023**
_“I need these days man, I need back what's been stolen.”_
**- Alaska, a Flourish guest reflecting after a day trip**
**www.azalea.org.uk**
## **CONTENTS**
- **2 INTRODUCTION FROM CEO**
- **3 REFERENCE AND ADMINISTRATION DETAILS**
- **5 GOVERNANCE**
- **5 FINANCIAL SUMMARY AND RESERVES STATEMENT**
- **6 AZALEA PROJECTS**
- **7-10 OUR YEAR AT A GLANCE**
- **11 GUEST'S STORY**
- **12 ENCOMPASS**
- **13 FLINT**
- **14 LAST**
- **14 FACES**
- **15 CONSULTING AND PARTNERING**
- **16 VOLUNTEERS**
- **16 FUNDRAISING**
- **18 RISK MANAGEMENT ASSESSMENT**
- **19 SAFEGUARDING**
- **20 INDEPENDENT EXAMINERS REPORT**
## **21-26 ACCOUNTS**
**1**
**Azalea Annual Report 2023**
## INTRODUCTION FROM CEO and CO-FOUNDER RUTH ROBB
Welcome to our Annual Report for 2022-23. We are so pleased you have taken the opportunity to read about Azalea.
We can’t really describe the sadness of sitting in the Encompass Drop-in late at night and listening to yet another woman’s story of the violence she has experienced. Or tell you of the complexity of working with a Flint client who is earnestly seeking to end sex buying, for the last time.
It would be difficult to show you the power of volunteers being persistently present, or of those amazing moments when women take the risk of trusting us.
We can’t count the number of hours volunteers have spent visiting, driving, baking, texting, card-writing, cooking, knitting, and organising in the last year.
All we can do here is give you a flavour of our work, but we hope that you will be encouraged by it, and that you might find a way to be part of Azalea as well.
Our records indicate that 421 women have accessed Azalea over the years, and our experience tells us that they could do so again, at any given time. There are those who we have not seen for years, and yet they return when facing crisis. Their stories reveal to us that during those missing years they have been domestically and internationally sex trafficked, trapped, and have had no freedom of movement.
We have been hard pressed on every side, but not crushed; perplexed, but not in despair. In the midst, we celebrate the effectiveness and transformational stories held in Azalea.
Thank you for being with us,
## Ruth Robb, CEO and Co-Founder
**2**
**Azalea Annual Report 2023**
## REFERENCE AND ADMINISTRATION DETAILS
**Charity Name:** Azalea
**Registered Office & Principal Address:** 3a Upper George Street, Luton, Beds, LU1 2QX
**Charity Commission Numbers: Trust** 1126716 CIO 1190508
**Governing Document:** Azalea is a registered CIO, registered on 21 July 2020 Azalea was originally set up as a registered charity, first registered on 14th November 2008 and governed by a Trust Deed created on 16th October 2008. This was amended on 31st October 2013 and on 21st November 2014 by Special Resolution.
## **Board of Trustees:**
As at 31st July 2023, the Board of Trustees comprised Martyn Shea, Chair Mark Plane, Treasurer
Amanda McCalla-Leacy Anna Theron Gerard Van der Westhuyzen Kate Dunwoodie Lauran Bethall Sam Hargreaves Will Treasure
Will Treasure joined on 30 November 2022 Nic Homan stepped down on 30 November 2022
## **Patrons**
Elaine Storkey Russell Beard
## **The Senior Leadership Team**
The Senior Leadership Team is responsible for holding the vision of Azalea; decision making in relation to new projects, proposals, and potential changes in Azalea; evaluation of all operations; reviews annual budgets from all teams and submits to the Finance Team; and is accountable to Trustees.
As at 31st July 2023, the Senior Leadership Team comprised
Ruth Robb, CEO Emma Koroma (nee Turner), Deputy CEO and Flourish Director Gus Scrace, Operations Manager
Jo Kitson left Azalea on 27[th] June 2023
**3**
**Azalea Annual Report 2023**
## **Trust Bank:**
Co-operative Bank 2-6 Alma Street Luton LU1 2PL
## **CIO Bank:**
Lloyds Bank Victoria (309897) Branch PO Box 1000 BX1 1LT
## **Independent Examiner:**
Alan Endersby AAT, ACA Streets Chartered Accountants Basepoint Business & Innovation Centre 110 Butterfield Great Marlings Luton LU2 8DL
**4**
**Azalea Annual Report 2023**
## GOVERNANCE
## **Board of Trustees**
The Board of Trustees, as detailed above, meets every quarter and are responsible for the governance of the CIO, ensuring it meets its statutory responsibilities as well as determining overall strategy, policies, and direction with the expert guidance of the Senior Leadership Team.
The Trustees delegate day-to-day management of the charity to the Senior Leadership Team.
## **Sub-Committees**
There are five key decision-making sub committees, each comprised of at least one Trustees and one member of the Senior Leadership Team. These committees are Consulting and Partnering, Finance, People and Culture, Safeguarding and Structures
## **Public Benefit**
The Trustees have referred to information in the Charity Commissions guidance on public benefit and in particular how planned activities contribute to the vision of the charity and the fulfilment of key project aims and objectives.
## **Vision**
## **ALL COMMUNITIES WALKING FREE FROM SEX TRAFFICKING MATTERS.**
Driven by the belief that every person matters, Azalea works to empower and facilitate sustainable transformation in the lives of the men, women and neighbourhoods impacted by sex trafficking. Through the sharing of expertise in this seemingly insurmountable global issue, Azalea then mobilises others to do likewise.
## FINANCIAL SUMMARY AND RESERVES STATEMENT
||**2022-23**|**2021-22**|
|---|---|---|
|Income|417,955|424,387|
|Expenditure|399,481|388,482|
|Restricted Reserves|125,645|54,714|
|Unrestricted Reserves|159,011|211,468|
|Total Reserves|284,656|266,182|
It is Azalea's policy to hold four months committed expenditure as reserves at all times. If reserves fall below the agreed amount, Trustees and the CEO must be notified by the Finance & Operations Officer as soon as possible in order to decide whether action is required.
**5**
**Azalea Annual Report 2023**
## AZALEA PROJECTS
Inspired by faith to support Our Mission, Azalea runs five projects **.**
Supporting women caught up in local and international sex trafficking, empowering all to develop exit pathways to recovery, with a holistic approach to care which is unconditional. There are four strands to Encompass: **Engage** , with Outreach and Drop-in; **Build** , with support for budgeting, housing, addiction, relationships and health; **Flourish** , with a focus on trauma recovery; and **Tamar** , working with those trafficked for sex internationally.
Mentoring men who pay for sex to change their habits and recover to a full and healthy attitude to sex and relationships.
Working with the community, both citizens and professionals, to develop solutions to sex trafficking and influence policy locally and nationally.
Azalea responds to local invitations to recognize the signs of Child Sexual Exploitation. Partnering with this Luton based charity and working to strengthen resilience within faith communities against Child Sexual Exploitation and other forms of harm; by challenging misleading and harmful messages that can surround Child Sexual Exploitation and other safeguarding circumstances and offering bespoke training sessions for charities, public sector professionals, faith leaders and families, and workshops for young people.
Working in response to requests, Azalea equips national and international communities to end sex trafficking in their region by contextualising our vast experience into a local framework nationally and internationally.
**6**
**Azalea Annual Report 2023**
## OUR YEAR AT A GLANCE
## Encompass supported **134 total guests**
Outreach connected with Drop-in welcomed Foodbank, clothes, **29 116** toiletries, supported with at 156 sessions all Drop-in guests
practical & Social 1-2-1's with Build guests **44 57**
long-term moved on **12**
supported with housing
**38**
supported with accessing drug & alcohol services
**28**
accessed/accessing detox/rehabilitation
**2**
emergency financial support - access
supported with GP.
access
supported with dental health access
**25**
**4**
**19**
**7**
**Azalea Annual Report 2023**
## OUR YEAR AT A GLANCE (cont'd)
regularly attending **20**
Flourish welcomed engaging in talking therapy **28 1**
independently attending establishment of boundaries trips out church mutual support, relaxed **8 10** space, and **warm welcome for all**
Flourish ran 348 group sessions and groups include: barista, sewing, cooking, worship & song writing, free art, money management, pottery, creative writing, soap making and more.
29 Guest supported 1 to 1
4 Referrals not met through a warrant 2 Referred to The National Referral Mechanism (NRM) and given positive conclusive grounds decision **girls remaining free.**
**8**
**Azalea Annual Report 2023**
## OUR YEAR AT A GLANCE (cont'd)
attended launched this year
**6**[clients engaged in ] mentoring
Flint
**Hosting weekly Drop-in meetings at the Café Lagoa in Hightown.**
**Attending Networking events to advertise LAST and Azalea**
**Working and liaising together with the Community High Town Police, Luton Borough Council, and other services**
**Working together with the Hightown Community to find local solutions to local problems.**
**9**
**Azalea Annual Report 2023**
## OUR YEAR AT A GLANCE (cont'd)
**----- Start of picture text -----**
supporting projects in
6 areas
**----- End of picture text -----**
including UK; Burundi, China, Egypt, South Africa, and other sensitively secure nations
2
**2**[new frontline volunteer] training courses delivered **6** new frontline volunteers Flint
**11** office/admin
**24** cake bakers
**10**
**Azalea Annual Report 2023**
## GUEST'S* STORY
We want to introduce you to Haven.
'Haven’ had been in a co-dependent, violent and drug-centred relationship with her perpetrator for 7 years. On many occasions she has attended Azalea’s Encompass DropIn in crisis, desperate to leave immediately, having experienced physical violence, manipulation, sexual exploitation, and torment from this man.
When plans were put in place to help her leave, she could not see them through because she had no control over her time and lived in fear. She had to have a safe word for any professional to speak to her over the phone.
She continued to attend our Drop-In whenever she could and began meeting and building a relationship with two Victim Engagement Officers from Bedfordshire Police, who are present in our Drop-In most Monday nights. Each week 'Haven’s’ trust in them grew. After a few weeks, the police uncovered that she wanted to leave, and they helped her to consider an exit plan.
'Haven’ trusted the Encompass team and trusted the police, but she was terrified. With careful consideration, Encompass, the police officers and 'Haven’ managed to come up with a safe plan for her to escape. The police arranged a safe house and our Encompass team arranged all she needed to take with her.
After years of being controlled, coerced, and exploited by the same man, she has found her way out. It took many, many years. Not for lack of trying. She fought, and we fought. But her time was not her own, and repeatedly, she couldn't get away from this man. Until, finally, she could.
'Haven’ now lives in a safe area, far away from the perpetrator. She is overcoming her addictions and processing her trauma. She chose not to stay in touch with Encompass because she is on a journey away from needing our support. Finally, 'Haven' can choose her future.
* is a pseudonym used to protect identity
**Azalea Annual Report 2023**
**11**
The unconditional and holistic care given by Encompass opposes the abhorrent perception held by Human Trafficking perpetrators, that people are commodities. The objectification of women in sex trafficking is challenged from the outset in our work, they are guests of Encompass whether they are connected to us through **Engage** ; **Build** ; **Flourish** or **Tamar** .
## **ENGAGE**
Outreach and Drop-in provide the most common starting point in a guests journey out of exploitation.
We have two weekly Outreach sessions which take our frontline team to the streets to meet with Encompass guests. One Outreach session happens on a Monday night, meaning any women met can be signposted to Drop In that same evening. The other session happens Wednesdays mornings from 5.30am - 7.30am meaning any women met can be signposted to Drop In starting later that day. Morning Outreach creates better opportunities for meeting international survivors of sex trafficking.
This year **31 guests** connected with Engage for the first time. They found themselves with a safe place to go, food, warm clothing, and the opportunity to build stable relationships with the team.
The consistency of Drop-in running three times a week is vital in the development of trust with guests, and despite challenges with volunteer availability, each and every Drop-in session has been delivered. **116 guests** have been to the **156 Drop-in sessions** with an **average of 14 guests per session** . Guests are attending more regularly, which indicates relationships are being built, alongside this is the deterioration within the economic landscape and it is this which provides the basis for guests accessing Build.
## **BUILD**
**57 guests** were supported by Build this year, of which **15 guests** received support for the first time. Guests accessing Build begin to establish the foundations which ultimately enable them to exit sex trafficking, by developing more self-confidence, increased stability, and better self-care.
One-to-ones are the mainstay of Build. They can be practical in nature, relating to support with bills, housing, accessing GP and dental services, banking, drug & alcohol services and rehabilitation. But of equal benefit are the social one-to-ones with guests being taken for coffee or lunch, a walk in the park, bowling, or a picnic. One-to-ones enabled **19 guests to receive support with their bills** , **38 guests** to be **supported with housing** , **two guests accessing detox/rehabilitation, 25 supported with GP access** and more.
Relationship is key within Build. Not only between the guests and the Encompass team, but also between the Encompass Team and the many partners involved in supporting the guests.
**12**
**Azalea Annual Report 2023**
## **FLOURISH**
Flourish provides a safe space to empower guests into life beyond sex trafficking, with empowerment being the key proponent in the recovery from trauma. Where the mainstay ' of Build is one-to-one s, Flourish puts an emphasis on groups to create a new understanding of belonging. And the creative aspect of the Flourish programme allows those who are in trauma to find safe and appropriate ways to express something of themselves.
Flourish welcomed **28 guests (20 of whom attended regularly)** at **348 group sessions** including therapeutic art, music, sewing, pottery creative craft, soap making and barista training. There have been 10-day trips out to various different places. St Albans Abbey has been a highlight for many guests who stood in awe at how majestic and beautiful the building was. 11 Flourish guests have engaged with a counsellor offering spoken therapy.
Guests have supported firmer boundaries and accept this as growth as part of their recovery. There has been a huge decrease in the number of interruptions during groups, which everyone appreciates. New starters are welcomed into the group and those more established show kindness and patience to them as they adjust to the Flourish space.
## **TAMAR**
Tamar offers a non-authoritative presence to survivors of sex trafficking during and in the aftermath of police warrants. Tamar supported on **two warrants** , one with Bedfordshire Police and one with UK Boarder Force and continues a good relationship with London Luton Airport.
There have been four significant Tamar referrals in the last year, and all engaged well with 1 to 1 practical and social support. Professionals in the community are learning that Tamar is available to support internationally trafficked women and continue to make referrals. Two have been referred to the National Referral Mechanism with the help of Tamar and are now in receipt of additional support.
The confidential and non-judgmental mentoring offered by Flint for men with strong temptations to significantly reduce their purchase of sex, has seen **three clients successfully move on** from the programme this year and **six clients are engaged in mentoring.** In recognition of the need for ongoing support at the end of the one-to-one programme, a **monthly Peer-Support group** has been established.
Whilst overall mentoring activity has somewhat reduced this past year, our time has been well spent in developing the service we provide to Flint mentees by pioneering the new, integrated support programme now offered by our **four** mentors.
**13**
**Azalea Annual Report 2023**
LAST Luton Against Sex Trafficking works to bring the community together, both citizens and professionals, to develop local solutions to the local problems associated with domestic and international sex trafficking. LAST, in appreciation of the complexity of sex trafficking, works in collaboration with a number of partners including but not exclusive to Bedfordshire Police, London Luton Airport Border Force, ResLUTiONs drug and alcohol service, Stepping Stones, Luton Sexual Health service, Luton Borough Council, NOAH, Penrose, Women's Aid, Signpost and YMCA.
LAST hosts weekly drop-in meetings at the Café Lagoa as well as professional meetings and Residents Meetings to facilitate engagement with the local community. They have been a crucial part of the Good Practice Guidance amongst the Food Networking Events locally showing that too many free food distributors are part of the problem that encourages our guests into relapse (they have spare cash to spend inappropriately).
They also conducted **a door-to-door campaign** in Dunstable in collaboration with Safer Streets and other professionals **.** In a pilot project with Penrose, LAST engaged with **internationally trafficked women** supporting them in visa's, immigration, housing, banking and appointment with sexual health. In conjunction with Encompass team members, LAST supported London Luton Airport Border Force with their **anti-trafficking operations** throughout the year.
FACES is a collaborative partnership between a group of organisations which seeks to draw attention to Child Sexual Exploitation and different forms of harm. We aim to raise awareness and help people be equipped to better prevent, recognise and respond to child sexual exploitation. Azalea has given presentations in local senior schools, to raise awareness amongst teenagers.
**14**
**Azalea Annual Report 2023**
Consulting and Partnering works in response to requests for projects who share in the vision to see an end to sex trafficking, to contextualise our vast experience into a local framework nationally and internationally. Consulting and Partnering is active across the globe, bringing insight, experience and wisdom often in geographical locations impacted by war, poverty and religious persecution. This limits the extent to which Azalea is able to publish information relating to this activity. Demand for support is high both internationally and, in the UK, and Azalea's growth is inevitable.
Azalea is an active member of the Home Office board for Modern Day Slavery and the Serious Sexual Assault Board England. In addition, Azalea is an advisor to APPG on Modern Day Slavery and International Sex Trafficking and supports Border Force and Chaplaincy at London Luton Airport.
Azalea is on the leadership team of ICAP (the International Christian Alliance on Prostitution).
**15**
**Azalea Annual Report 2023**
## VOLUNTEERS
Azalea would not be able to offer its' breadth and depth of support to all caught in sex trafficking without the incredible and literal army of volunteers that give of their time and resources. Volunteers bake cakes, make meals, stuff envelopes, set up Drop-in, clean, write bookmarks, and more.
This year continues to have been particularly challenging in both retaining and recruiting volunteers. This vital resource is suffering from fatigue and had expressed a need to turn their attention towards themselves, family and home.
The two frontline volunteer training courses resulted in an additional six new frontline volunteers. The Encompass team currently has 23 frontline volunteers, Flint has four.
Ongoing training is essential for all frontline volunteers, Mental Health & Self Care and Encompass Scenarios & role play training has been delivered this year.
## FUNDRAISING
|**INCOME SOURCE**|**2022-23**|**% Total**|**2021-22**|% T**otal**|
|---|---|---|---|---|
|Individual Regular|68,037|16|66,614|16|
|Donors Trusts & Grants Income|218,395|53|237400|56|
|Community Giving|24,536|6|22,340|5|
|Income Church Standing Orders|9,190|2|10,830|3|
|Events & Campaigns|30,310|7|35,072|8|
|Training Income|-|-|1,220|-|
|Replication Income|4,800|1|6,800|2|
|Bank Interest|523|-|-|-|
|Miscellaneous Donations|40,151|10|22,984|5|
|Gift Aid Recovered|22,013|5|21,127|5|
|**TOTAL INCOME**|**417,955**|**100**|424,387|100|
**16**
**Azalea Annual Report 2023**
## FUNDRAISING (cont'd)
**Trusts and Grant** income has grown successfully, with a number of new trusts beginning to support Azalea this year and others remaining committed. We are deeply thankful to all those who support Azalea, who choose to invest in the work we do and in the lives of those who engage with Azalea's services.
We are thankful to all who financially support our work, including and not limited to the following:
- Bedfordshire and Luton Community Foundation
- Amateurs Trust
- Benefact Trust
- Steele Charitable Trust
- Malachai Trust
- Goodnews Evangelical Mission
- Community Fund - National Lottery
- Childs Charitable Trust
- Office of the Bedfordshire Police and Crime Commissioner’s Fund
- The Beatrice Laing Trust
- Wixamtree Trust
- Souter Charitable Trust
- James Grace Trust
- The Barleycorn Trust
- The Anchor Foundation
- Archer Trust
**Community Fundraising** campaigns continue to bring in a wider network of supporters, along with an increased number of regular donors. Income generated for 2022-23 saw a similar income for Azalea Angels as last year, and the Regular Donor recruitment campaign. Two new campaigns, Get Together and 15th Birthday both generated funds, but there was a significant decrease year on year for 100 Miles in May. Fundraising for the new mobile van started well too.
**Miscellaneous Donations** have increased in 2022-23, due mainly to five generous donors.
## **Business Network**
This year we continue to develop partnerships with Bedfordshire Business Chamber of Commerce, Mint Construction and the Athena Network and have welcomed partnerships with the Diamond Trust, Unilever, Golf to Golf and Talk UK Telecom. This resulted in Azalea increasing national exposure and advocacy, with new resource partnerships.
**17**
**Azalea Annual Report 2023**
## RISK MANAGEMENT ASSESSMENT
Azalea has continued to face certain challenges this year due to the longer-term impact of COVID-19, along with the increased demand for our services from our guests, clients, and global communities. Azalea operates good practice by maintaining a risk register. This register is updated and submitted to the Trustee's for their review at Trustee meetings, with challenges addressed by them and Azalea’s employees.
Apart from the looming economic downturn and its short-term effects on spending, the most significant areas of risk for Azalea are largely unchanged from the previous year and are set out below.
## **COST OF LIVING CRISIS AND ECONOMIC DOWNTURN**
The after-effects of COVID-19 together with the impact of global wars on goods and services and the rapidly rising interest and inflation rates continue to contribute to a severe ‘cost of living’ crisis in the UK. This is creating an uncertain marketplace and, we anticipate, will result in increased pressure and demand for our services.
## **FUNDING**
While we have experienced another successful short-term achievement in funding this year, we continue to operate clear financial accounting by meeting every two weeks to assess our financial risk and forecasting. We believe Azalea will continue to expand the level of service and activities available to our guests and clients and is currently well placed to manage this risk due to our diverse funding streams.
## **RISKS TO STAFF, VOLUNTEERS, GUESTS/CLIENTS HEALTH & WELLBEING**
The ongoing health risks of COVID-19 are here to stay, albeit significantly reduced, and we need to continue to manage staff absence due to illness. There is a risk to staff of overload and fatigue so all staff were strongly encouraged to take up their full entitlement of holiday to ensure they get the necessary rest and recuperation they need.
Azalea continues to provide mandatory supervision with a Psychotherapist every three weeks and more if required. The invitation is extended to administration staff, though not mandatory. All the frontline team meet once a week for a mentoring session with the Azalea CEO. One way Azalea acknowledges the impact of frontline emotional engagement is by providing a three weeklong break for staff. All staff enjoy a generous annual leave scheme of 30 days, plus the eight public holidays each year.
## **BUILDING & INFRASTRUCTURE**
We have continued to make good progress to reduce the building risks and ensure the ongoing health and safety of everyone who uses the premises. Annual checks have been carried out of all our fire alarms and security system.
**18**
**Azalea Annual Report 2023**
## SAFEGUARDING
Safeguarding in Azalea has continued to operate satisfactorily. We continue to update and review policies and procedures twice a year so that all of the team know how to safeguard those who need it in a timely and effective manner. Bi-annual safeguarding reports are also created by the Encompass Director for the Senior Leadership Team and the Trustee Board.
An Azalea Safeguarding Subcommittee has been established comprising of Hollie Stone (Encompass Director), Emma Koroma (Deputy CEO), Gerard van der Westhuyzen (Safeguarding Trustee) and Robin Campbell (adult and child safeguarding specialist). The group meets four times per year to ensure that safeguarding standards are continually upheld in Azalea and that all staff, volunteers, Encompass guests and Flint clients are kept safe.
The designated safeguarding officers remain as Hollie Stone (Encompass Director) & Jayne Sinclair (Flourish Lead Officer). Hollie and Jayne continue to attend multidisciplinary meetings as well as specialised monthly safeguarding panels for the most vulnerable people in the area.
Over the past year there has been a high quantity of safeguarding concerns. There has also been a high quantity of intelligence submissions to the police largely concerning attacks and perpetrators, as well as sites suspected of exploitation and abuse. The large majority of these concerns have been for Encompass guests, as well as for children associated with them. Most of these have come from interactions in our Build and Engage work.
The Encompass team works very closely with Luton Borough Council/MASH to ensure that those cases which need submitting formally are done so in a timely manner. The designated safeguarding officers regularly assess whether the information obtained on our internal safeguarding documents pass the required threshold of concern to be referred to external services. When this is not the case, the internal documentation is kept under strict supervision and the suggested follow up steps for the team are communicated regularly so that they are constantly aware and listen out for any further details/feedback surrounding the respective cases.
**19**
**Azalea Annual Report 2023**
## **Azalea**
## **Report of the Independent Examiner for the year-ended 31st July 2023**
## **Report to the trustees of Azalea CIO Number 1190508**
On the accounts for the year ended 31st July 2023.
Financial statements as set out on pages 21-26 of the report.
## **Respective responsibilities of trustees and examiner**
As trustees you are responsible for the preparation of the financial statements. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. As a Fellow of the Institute of Chartered Accountants I consider myself suitably qualified to carry out the independent examination.
Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:
- examine the accounts under section 145 of the 2011 Act
- to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act
- to state whether particular matters have come to my attention
## **Basis of independent examiner’s report**
My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently I do not express an audit opinion on the financial statements.
## **Independent examiner’s statement**
In connection with my examination, no matter has come to my attention:
- (1) which gives me reasonable cause to believe that in any material respect the requirements:
- to keep accounting records in accordance with section 386 of the Companies Act 2006 and
- to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities
## have not been met or
- (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached
|Name:|Streets S J Males Limited|Date:|23/02/2024|
|---|---|---|---|
||Basepoint Business & Innovation Centre|||
||110 Butterfield|||
||Luton|||
||LU2 8DL|||
Page 20
## **Azalea**
**Statement of Financial Activities for the year-ended 31st July 2023**
|**Income**
Regular donations from Individuals
Gift Aid recovered
Grants / Trusts
Church Gifts
Church Standing Orders
Fundraising Income
Virgin Money - Online Giving
Rental Income
External Training
Replication Income
Bank Interest
Miscellaneous Personal Donations
**TOTAL INCOME**
**Less Expenditure**
Salary
Employers NI
Employers Pension
Volunteer Training and Support
Staff Training and Welfare
Printing, Postage, Stationery
Marketing Literature
Advertising
Rent
Repairs & Maintenance
Depreciation
Volunteer Gift
Client Support
Supplies for Drop-In
Recovery Project Expenditure
Flint Project Expenditure
LAST project expenditure
Training refreshments
Website
Telephone & Internet
IT Support & equipment
Motor Expenses
Insurance
Subscriptions
Payroll Bureau
Travel Expenses
Utilities
Event Expenditure
Bank Fees
Donations
Miscellaneous
Independent Examination Fee
Consultancy
Database costs
External Training Costs
Legal Expenses
Replication Expenses
**TOTAL EXPENDITURE**
**EXCESS/(DEFICIT) OF INCOME OVER EXPENDITURE**
**Total Funds brought forward**
**Total Funds carried forward**|y/e
y/e
31/07/2023
31/07/2023
Restricted
Unrestricted
Funds
Funds
£
£
514
67,523
-
22,013
160,569
57,826
-
24,536
-
9,190
3,091
27,219
-
-
-
-
-
-
-
4,800
523
5,250
34,901
169,423
248,532
91,221
156,805
4,189
10,531
887
6,361
432
640
-
7,817
-
4,016
557
5,213
-
-
-
32,000
-
4,061
-
7,223
-
727
-
12,551
-
-
-
-
1,207
176
-
407
-
-
-
677
-
2,817
-
6,134
-
4,273
-
5,191
-
2,083
-
702
-
248
-
9,046
-
433
-
98
-
784
-
55
-
1,500
-
322
-
4,669
-
714
-
12,711
-
3
(98,492)
(300,989)
70,931
(52,457)
54,714
211,468
125,645
159,011|y/e
31/07/2023
Total
Funds
£
68,037
22,013
218,395
24,536
9,190
30,310
-
-
-
4,800
523
40,151
417,955
248,026
14,720
7,248
1,072
7,817
4,016
5,770
-
32,000
4,061
7,223
727
12,551
-
-
1,383
407
-
677
2,817
6,134
4,273
5,191
2,083
702
248
9,046
433
98
784
55
1,500
322
4,669
714
12,711
3
(399,481)
18,474
266,182
284,656|Combined
y/e
31/07/2022
Total
Funds
£
66,614
21,127
237,400
22,340
10,830
35,072
-
-
1,220
6,800
-
22,984|
|---|---|---|---|
||||424,387
254,601
15,428
6,264
2,174
7,214
3,549
2,554
59
32,000
5,014
5,345
169
13,411
989
-
1,686
738
-
342
3,060
5,699
3,788
4,832
1,743
952
264
8,501
533
54
1,271
70
1,650
-
4,300
180
-
48|
||||(388,482)|
||||35,905|
||||230,277|
||||266,182|
Page 21
## **Azalea**
## **Registered Charity No: 1190508**
|**Balance Sheet**
**as at 31st July 2023**|**Balance Sheet**
**as at 31st July 2023**|**Balance Sheet**
**as at 31st July 2023**|||||
|---|---|---|---|---|---|---|
|Note
**Fixed Assets**
Leasehold Improvements
1
Motor Vehicles
1
Computer Equipment
1
**Non-current assets**
**Current Assets**
Cash at bank and in hand
Virgin Money Debtor
Gift Aid Debtor
Other Debtors
**Less Current Liabilities**
Accruals and Deferred Income
Pensions Payable
Net Salary Payable
PAYE/NI
Net Current Assets
Net Assets
**Excess of Income b/f**
**Excess/(deficit) of Income for period**|£
270,066
-
10,476
229|£
-
1,749
6,502
280,771
4,366
266,182
18,474
y/e 31/07/2023|£
8,251
276,405
284,656
284,656|£
£
£
-
4,748
3,828
8,576
262,872
-
5,346
239
268,457
2,179
2,778
-
5,894
10,851
257,606
266,182
230,277
35,905
266,182
y/e 31/07/2022|||
||2,908
1,458
-
-|||2,179
2,778
-
5,894|||
||||||||
|||||||266,182|
||||||||
||||||||
|||||||266,182|
## **Restricted Funds**
The restricted funds represent amounts received from grant-making bodies to fund the projects described in Note 2.
|Note 2
**Total Restricted funds**
Note 3
**Total Designated funds**
**Total Unrestricted funds**
**Total Funds carried forward**|2023
£
125,645
4,192
154,819
284,656|2022
£
54,714
4,192
207,276|
|---|---|---|
|||266,182|
The financial statements were approved by the board of trustees and authorised for issue on 23/02/2024 and signed on their behalf by
Martyn Shea, Chairman
Page 22
**Azalea Registered Charity No: 1190508**
## **Notes to the accounts for the year-ended 31st July 2023**
## **1 Fixed Assets**
|**Cost**
As at 1 August 2022
Additions in year
Disposals in year
As at 31 July 2023
**Accumulated Depreciation**
As at 1 August 2022
Depreciation charge for the year
Removed on disposals in year
As at 31 July 2023
**Net Book Value**
As at 31 July 2023
As at 31 July 2022|Leasehold
Improvements
£
7,947
-
-
7,947
7,947
-
-
7,947
-
-|Motor
Vehicles
£
10,996
-
-
10,996
6,248
2,999
-
9,247
1,749
4,748|Computer
Equipment
£
19,597
6,898
-
26,495
15,769
4,224
-
19,993
6,502
3,828|Total
£
38,540
6,898
-|
|---|---|---|---|---|
|||||45,438|
|||||29,964
7,223
-|
|||||37,187|
|||||8,251|
|||||8,576|
## **2 Restricted Funds**
The restricted funds represent amounts received from grant-making bodies to fund; Intervention & Exit - Contribution to Staff costs
Housing Officer - Funding to employ a Housing Officer Encompass Project - Contribution to project costs Consulting and Partnering - Contribution to project costs Outreach Van - A pilot scheme to purchase and run an outreach van project Flint Project - A mentoring project for men who buy sex
Partnership Mental Health Officer - A partnership project with other local charities International Officer - A post dedicated to combating International sex trafficking
|Intervention & Exit Staff
Housing Officer
Encompass Project
Consulting and Partnering
Outreach Van
Flint Project
Partnership Mental Health Officer
International Officer|b/f
13,142
22,421
9,151
10,000
-
-
-
-
54,714|2023
Income
4,750
-
87,688
20,000
13,141
16,822
12,346
14,676
169,423|2023
Expenditure
17,892
22,421
22,996
24,000
-
5,486
5,697
-
98,492|c/f
-
-
73,843
6,000
13,141
11,337
6,649
14,676|
|---|---|---|---|---|
|||||125,645|
## **3 Designated Funds**
In 2018, the trustees designated an amount of £10,000 to support the launch of a new project: Replication - Exploring replicating Azalea's work in other locations in the UK.
|Replication|b/f
4,192
4,192|2023
Transfer In
-
-|2023
Expenditure
-
-|c/f
4,192|
|---|---|---|---|---|
|||||4,192|
Page 23
## **4 Related Party Transactions**
In 2023, there was 1 Trustee (2022 - 1) receiving remuneration and benefits.
Mark Plane received salary of £10,332 (2021 - £9,760) while employed by Azalea as a Management Accountant. In 2023, there were nil Trustees (2022 - nil) receiving expenses.
In 2023, there were transactions of £nil (2022 - £nil) with parties related to the Charity or its Trustees.
## **5 Independent Examination Fee**
In 2023, £1,500 (2022 - £1,650) was payable for independent examination of the Charity's accounts.
## **6 Staff Information**
In 2023, 14 (2022 - 14) employees were employed the Charity.
There were no employees who received salary greater than £60,000.
## **7 Merger Accounting**
On 1st December 2022, the assets and activities of Azalea Charitable Trust no:1126716, was transferred to Azalea CIO no:1190508. Throughout the year Azalea Trust transferred £227,196 to Azalea CIO.
Both Charities used the same accounting policies and there were no significant adjustments on transfer.
Page 24
|**Statement of Financial Activities**
**for theyear-ended 31st July 2023**|**Statement of Financial Activities**
**for theyear-ended 31st July 2023**||||
|---|---|---|---|---|
|**Analysis of principal SoFA components for the current reporting period**
y/e
31/07/2023
Trust
£
**Income**
Regular donations from Individuals
30,430
Gift Aid recovered
11,837
Grants / Trusts
46,933
Church Gifts
9,446
Church Standing Orders
7,115
Fundraising Income
12,657
Bank Interest
-
Rental Income
-
External Training
-
Replication Income
2,800
Miscellaneous Personal Donations
15,457
**TOTAL INCOME**
136,675
**Transfer from Trust to CIO**
-
**Less Expenditure**
Salary
82,372
Employers NI
6,691
Employers Pension
2,391
Volunteer Training and Support
590
Staff Training and Welfare
4,575
Printing, Postage, Stationery
2,359
Marketing Literature
4,097
Advertising
-
Rent
16,000
Repairs & Maintenance
1,644
Depreciation
2,091
Volunteer Gift
180
Client Support
5,379
Supplies for Drop-In
463
Recovery Project Expenditure
-
Flint Project Expenditure
332
LAST project expenditure
226
Training refreshments
-
Website
576
Telephone & Internet
1,791
IT Support & equipment
4,219
Motor Expenses
1,865
Insurance
3,965
Subscriptions
1,054
Payroll Bureau
234
Travel Expenses
-
Utilities
7,231
Event Expenditure
83
Bank Fees
2
Donations
60
Miscellaneous
48
Independent Examination Fee
-
Consultancy
-
Database costs
1,649
External Training Costs
-
Legal Expenses
12,711
Replication Expenses
3
**TOTAL EXPENDITURE**
(164,881)
**Transfer from Trust to CIO**
(227,196)
**EXCESS/(DEFICIT) OF INCOME OVER EXPENDITURE**
(255,402)
**Total Funds brought forward**
256,079
**Total Funds carried forward**
677||y/e
31/07/2023
CIO
£
37,607
10,176
171,462
15,090
2,075
17,653
523
-
-
2,000
24,694
281,280
227,196
165,654
8,029
4,857
482
3,242
1,658
1,674
16,000
2,417
5,132
548
4,329
2,379
1,051
181
101
1,026
1,914
2,407
1,226
1,029
468
248
1,815
350
96
724
7
1,500
322
3,020
714
-
-
(234,600)
-
273,876
10,103
283,979|y/e
31/07/2023
Total
£
68,037
22,013
218,395
24,536
9,190
30,310
523
-
-
4,800
40,151
417,955
-
248,026
14,720
7,248
1,072
7,817
4,017
5,771
-
32,000
4,061
7,223
728
9,708
2,842
-
1,383
407
-
677
2,817
6,133
4,272
5,191
2,083
702
248
9,046
433
98
784
55
1,500
322
4,669
714
12,711
3
(399,481)
-
18,474
266,182
284,656|Combined
y/e
31/07/2022
Total
Funds
£
66,614
21,127
237,400
22,340
10,830
35,072
-
-
1,220
6,800
22,984|
||136,675
-
82,372
6,691
2,391
590
4,575
2,359
4,097
-
16,000
1,644
2,091
180
5,379
463
-
332
226
-
576
1,791
4,219
1,865
3,965
1,054
234
-
7,231
83
2
60
48
-
-
1,649
-
12,711
3|||424,387
-
254,601
15,428
6,264
2,174
7,214
3,549
2,554
59
32,000
5,014
5,345
169
13,411
989
-
1,686
738
-
342
3,060
5,699
3,788
4,832
1,743
952
264
8,501
533
54
1,271
70
1,650
-
4,300
180
-
48|
||(164,881)
(227,196)
(255,402)
256,079|||(388,482)
-|
|||||35,905|
|||||230,277|
||677|||266,182|
Page 25
|**Statement of Financial Activities**
**for theyear-ended 31st July 2022**|**Statement of Financial Activities**
**for theyear-ended 31st July 2022**|||
|---|---|---|---|
|**Analysis of principal SoFA components for the prior reporting**
**Income**
Regular donations from Individuals
Gift Aid recovered
Grants / Trusts
Church Gifts
Church Standing Orders
Fundraising Income
Bank Interest
Rental Income
External Training
Replication Income
Miscellaneous Personal Donations
**TOTAL INCOME**
**Less Expenditure**
Salary
Employers NI
Employers Pension
Volunteer Training and Support
Staff Training and Welfare
Printing, Postage, Stationery
Marketing Literature
Advertising
Rent
Repairs & Maintenance
Depreciation
Volunteer Gift
Client Support
Supplies for Drop-In
Recovery Project Expenditure
Flint Project Expenditure
LAST project expenditure
Training refreshments
Website
Telephone & Internet
IT Support & equipment
Motor Expenses
Insurance
Subscriptions
Payroll Bureau
Travel Expenses
Utilities
Event Expenditure
Bank Fees
Donations
Miscellaneous
Independent Examination Fee
Consultancy
Database costs
External Training Costs
Legal Expenses
Replication Expenses
**TOTAL EXPENDITURE**
**EXCESS/(DEFICIT) OF INCOME OVER EXPENDITURE**
**Total Funds brought forward**
**Total Funds carried forward**|**period**
y/e
31/07/2022
Trust
£
66,614
21,127
227,400
22,340
10,830
35,072
-
-
1,220
6,800
22,874|y/e
31/07/2022
CIO
£
-
-
10,000
-
-
-
-
-
-
-
110
10,110
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
7
-
-
-
-
-
-
-
-
(7)
10,103
-
10,103|y/e
31/07/2022
Total
£
66,614
21,127
237,400
22,340
10,830
35,072
-
-
1,220
6,800
22,984
424,387
254,601
15,428
6,264
2,174
7,214
3,549
2,554
59
32,000
5,014
5,345
169
13,411
989
-
1,686
738
-
342
3,060
5,699
3,788
4,832
1,743
952
264
8,501
533
54
1,271
70
1,650
-
4,300
180
-
48
(388,482)
35,905
230,277
266,182|
||414,277
254,601
15,428
6,264
2,174
7,214
3,549
2,554
59
32,000
5,014
5,345
169
13,411
989
-
1,686
738
-
342
3,060
5,699
3,788
4,832
1,743
952
264
8,501
533
47
1,271
70
1,650
-
4,300
180
-
48|||
||(388,475)
25,802
230,277|||
||256,079|||
Page 26