2021-03-31-accounts

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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The trustees (who are also the Directors of the Company for the purposes of company law) are pleased to present their annual directors’ report, including Strategic Report, together with the consolidated financial statements of the charity and its subsidiary for the year ending 31 March 2021 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and the Charities Statement of Recommended Practice (“Charities SORP”) (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland; FRS 102) issued in October 2019.

Chair’s Report

Changing Lives helps people facing the most challenging of circumstances make positive change - for good.

We believe that everyone deserves a safe home, a rewarding job and a life free from addiction or abuse. We know that with the right support, anyone can change their life for the better.

In 2019 we set a two year strategy and we have achieved a huge amount in that period, given that one year in the coronavirus pandemic resulted in a seismic shift in the world, including in how we work and deliver our services.

The pandemic exposed further the inequalities faced by the people we work with, who may be experiencing homelessness, addiction, abuse and discrimination. Changing Lives’ teams responded rapidly to what people told them and asked for as the coronavirus restrictions began, and we made sure to listen and learn from the people we work with as the situation changed.

Being Becoming Belonging continues to be our focus for working with people, and we know to achieve this we need to work on shifting power away from the centre of the organization and create space for flexibility, adaptability and focusing on what matters to the people we work with.

We believe our services are moving in the right direction, offering support led by the person and based on people’s strengths to move on from the trauma they have experienced.

The inherent uncertainty of the next 12 months or longer, including the continued restrictions and recovery from the pandemic and Brexit, means that we need to be flexible and prepared to adapt to a changing environment.

Therefore we have set a one-year strategy that builds on our 2019 -2021 strategy and renews our focus on:

Excellent Services
• Collaboration

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Diversity and Inclusion
Raising our Voice

We are confident that Changing Lives is in a strong position and ready to face the challenges the next year will bring.

Dean Fielding Chair of Trustees

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Reference and Administrative Information:

Charity Name: The Cyrenians Ltd – Trading as Changing Lives

Charity registration number: 500640 Company registration number: 00995799

Registered Office Unit D13 Marquis Court, Team Valley Trading Estate Gateshead NE11 0RU

Trustees:

Dean Fielding Chair Steve Guyon Vice Chair Lesley Telford Treasurer Michael Barton Pete Brown Catherine Hearne Geraldine Kay Maggie Pavlou (resigned 1 December 2020) Fiona Wharton (resigned 11 November 2020)

Secretary:

Susan Carr

Senior Management Team:

Stephen Bell Chief Executive Becky Elton Deputy Chief Executive Laura Seebohm Executive Director, External Affairs Nigel Dawson Interim Director of Finance Lesley-Anne Knowles Executive Director, People

Auditors:

MHA Tait Walker Bulman House, Regent Centre Gosforth, Newcastle upon Tyne NE3 3LS

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Bankers:

Barclays Bank plc Newcastle City 9 49 – 51 Northumberland Street Newcastle upon Tyne, NE1 7AF

Solicitors:

Ward Hadaway LLP Sandgate House Newcastle upon Tyne NE1 3DX

Womble Bond Dickinson LLP 112 Quayside Newcastle upon Tyne NE1 3DX

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Structure, Governance and Management

The Charity group is comprised of the parent company, The Cyrenians Ltd and its wholly owned subsidiary TCUK Homes Ltd, the latter a company limited by guarantee and a registered social landlord.

Governing Document:

The charity's name is The Cyrenians Limited, however the charity operates under the name of Changing Lives. It is a charity registered in the United Kingdom, charity No. 500640, and a company limited by guarantee, registered in England, Company No. 00995799.

The company was established under a Memorandum of Association, which established the objects and powers of the charitable company, and is governed under its Articles of Association, revised in 2017.

Appointment of trustees:

Trustees are appointed at the Annual General Meeting and the term of office is four years, after which they have the opportunity to be re-elected for a further period of four years.

The charity undertakes a regular skills audit of the board, and when vacancies arise it tries to recruit from areas in which the Board has no professional background. There is also a strong focus on the recruitment of board members with "lived experience" of the areas of focus for the charity.

Trustee induction and training:

A new member's Induction Package includes the following:
Governance Handbook
Membership Form (to be completed and returned)
Companies House Form (to be completed and returned)
DBS Form (to be completed and returned, and updated every three years)
The Role of the Board of Directors
Board Members information Sheets
Organisational Chart
Most recent audited accounts
Changing Lives Strategic and Business Plan
Board Meeting Schedule
Copies of the last three Board Meeting minutes.

The Chair encourages new members to visit Changing Lives Projects to better understand the work that we undertake.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Changing Lives trustees understand that effective governance is crucial to the running of the charity. The charity governance code is a key tool in ensuring that this is achieved. Trustees will be working through the principles of the good governance toolkit culminating in a self-evaluation, and Changing Lives is arranging for a range of training for board members.

Trustees participate in a range of activities to promote the charity, including hosting and attending fundraising events and influencing policy though participation at round tables and seminars on behalf of the charity. Trustees also use their professional and social networks to promote the charity, as well as joining in the conversation on social media to promote Changing Lives.

Trustees undertake regular project visits to engage with staff and people who use our services. When required trustees attend meetings with funders, commissioners and other stakeholders. The charity also commissions regular stakeholder surveys to find out views from stakeholders and the trustees receive and discuss the full reports and agree action upon the surveys.

Organisation:

Changing Lives has a board of at least 6 and up to 15 members who meet regularly and are responsible for the strategic direction and policy of the charity. At present the board has 7 members from a variety of professional backgrounds relevant to the work of the charity.

The work of the Board is supported by the following sub committees:

Finance Risk and Compliance Remuneration

The Chief Executive on behalf of the Directors manages the charity with the help of a Senior Leadership Team. There is a clear structure and reporting accountabilities that run throughout the organisation, and details of those matters reserved to the Board, and those areas where decision-making power is delegated are set out in a detailed policy.

Related parties and co-operation with other organisations:

None of our trustees receive remuneration or other benefit from their work with the charity. Any connection between a trustee or member of the Senior Leadership Team must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party. Related party transactions are reported in note **.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Objectives and Activities

Purpose and Aims

Our charity’s purposes as set out in the objects contained in the company’s memorandum of association are:

To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to lead sustainably independent and fulfilled lives.

To relieve the poverty of those in need, in particular the homeless or those at risk of homelessness.

The relief of the physical and mental sickness of persons in need; through the provision of treatments, including medical or psychosocial interventions, counselling and support.

To provide, for the benefit of the public, assistance through conciliation and mediation of persons whose relationships have, or are at risk of having, broken down and to advise and help in the settlement of differences over issues connected to such relationships.

"Socially excluded" means being excluded from society, or parts of society, as a result of one or more of the following factors: unemployment; financial hardship; youth or old age; ill health (physical or mental); substance abuse or dependency including alcohol and drugs; discrimination on the grounds of sex, race, disability, ethnic origin, religion, belief, creed, sexual orientation or gender reassignment; poor educational or skills attainment; relationship and family breakdown; poor housing (that is housing that does not meet basic habitable standards); crime (either as a victim of crime or as an offender rehabilitating into society); being a member of a socially and economically deprived community.

Ensuring our work delivers our aims

We review our aims, objectives and activities each year. This review looks at what we achieved and the outcomes of our work in the previous 12 months. The review looks at the success of each key activity and the benefits they have brought to those groups of people we are set up to help. The review also helps us ensure our aim, objectives and activities remained focused on our stated purposes. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aim and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set.

The focus of our work

Our main objectives for the year continued to be delivering high quality services through our “Four Pillars”.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Four Pillars

Housing and Homelessness Service:

There are a range of circumstances which mean people find themselves homeless, including family breakdown, addictions, mental and physical ill health and leaving prison or hospital. We want homelessness to be a brief transitory period in someone’s life, not a permanent label or a cycle from which people find it hard to escape. Our homelessness services provide a safe place to stay, help to sort out practical issues, and strengths based support.

The ultimate aim is for people to transition out of homelessness and tough times in their lives quickly and positively, with a whole new community-based network of support built around them ready for the next steps in their journey.

Drug and Alcohol Service:

Addiction is one of the biggest factors in social exclusion, and the two often go hand-in-hand. Our dedicated drug and alcohol services offer tailored support to adults who are thinking about abstinence from drugs, alcohol, and/or substitute medications, and those who are taking active steps towards it.

Across the North East and Yorkshire, we are on hand to help people take their first steps towards abstinence, support their ongoing recovery, and celebrate the recovery community.

Women and Children’s Service:

Changing Lives’ Women’s Services reach out and support women and girls at risk and who may experience a range of complex needs. At Changing Lives we provide support around vulnerabilities which are directly affected by gender, often relating to experiences of childhood trauma and abuse, which can continue into adolescence and adulthood.

Our dedicated staff members support women:

with experience of sex work, survival sex and/or sexual exploitation
with experience of domestic abuse
with experience of the Criminal Justice System
in need of recovery services for themselves and their family
experiencing homelessness

Through our supported accommodation, women’s centres, outreach services and community hubs, we take a women-centred approach to supporting our clients to lead fulfilling lives. This means:

Women-only spaces
Safe and trusted environments
Trauma-informed approach, based on empathy, consistency, boundaries and an acknowledgement of the reality of each individual’s life
Strengths based approach that fosters empowerment and choice
Recovery-focused work, including peer support and opportunities to share common experiences

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Employment Services:

Employment Services help people who face barriers to the job market get employment-ready and secure sustainable jobs.

We support people to gain the confidence and skills they need to access employment by matching every person with an employment coach who will work with them on a one to one basis.

We work to empower people to take control of their futures. But we understand that often, people come to us with low self-esteem and no confidence in their abilities, because of past trauma and abuse.

We therefore prioritise workshops that can help boost confidence, as well as offering support developing CVs and setting up work placements.

In 2020/21 we worked with around 12,000 people across our services and four pillars, in the Midlands, the North and Westminster to integrate services and develop new approaches that are person-led. We respond to the people we are working with using our Theory of Change, Being, Becoming, Belonging.

Our volunteers:

Our work is supported by a committed team of over 122 volunteers who collectively contributed over 16,000 hours in 2020/21. Volunteers support us across our services in a variety of roles including counselling, mentoring and in our central services. We were proud to achieve Investors in Volunteers quality mark status.

Public Benefit:

We promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to lead sustainably independent and fulfilled lives.

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

Achievements and Performance:

Review of Operations

2020/21 was an extraordinary year for Changing Lives’ operational services. We started the year in a national lockdown, which presented huge challenges to the running of our services. We quickly moved services online or over the telephone where possible but the majority of our homelessness and outreach services continued with face to face delivery. The teams on the frontline did an incredible job to adapt to the ever changing situation and keep the focus on making sure that people we work with were supported and safe.

Our services also continued to develop, in May 2020 we welcomed the Halton Homelessness Services, Brennan Lodge and Halton Lodge, into the organisation and now provide over 100

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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supported bedspaces in the area. We expanded into Westminster and Northamptonshire, through our partnership with Mayday Trust, who transferred 172 supported accommodation units and the Westminster Personal Transitions Service over to Changing Lives. We also secured DCMS funding to demonstrate the value of Changing Lives services delivering Trauma-Informed support to people we work with experiencing multiple disadvantage with learning internally and externally to influence public services and commissioning.

We continued to build on our aspiration that everyone has their ‘own front door’, that is, selfcontained accommodation where they have time and space to recover from homelessness and what led them to homelessness, by nearing completion of the transformation of large 52bed hostel in Newcastle into self-contained flats, opening in May 2021.

It was with sadness, however, that we said goodbye to our colleagues at the Halton Domestic Abuse Service and Wear Recovery when the contracts transferred to other providers.

We were also concerned with ensuring the voices of the people we support were heard during the pandemic, and completed two significant pieces of research and influencing work, Learning to Listen Again, which heard directly from people using our services about how the pandemic was affecting them, and Nowhere to Turn highlighting the increase in sexual violence during the pandemic. We also reached our final year of the DCMS Tampon Tax funded Stage Project, a partnership project which supported survivors of sexual exploitation and worked to influence policy and practice locally and nationally. The continuation funding of Stage for the next three years (to 2024) recognises the gap in provision in this area.

In common with many organisations across the country we also challenged ourselves on our Equality Diversity and Inclusion performance, and commissioned 100 White Allies to support a programme of deep listening work across our staff teams to explore experiences of race and racism and potential implications of structural racism within the organisation.

Future Plans

Our 2021/22 Strategy sets out our overarching objectives for the year ahead.

1. Excellent services: Our wide range of services for people experiencing challenging �

times, disadvantage and discrimination are underpinned by our Theory of Change, �

Being Becoming Belonging enabling those we support to live flourishing lives. We will continue to improve, adapt and develop our services to ensure we are delivering the best possible support where we’re needed. To do this we will:

Embed Being Becoming Belonging in all that we deliver and all of our activities, ensuring that everyone who works for Changing Lives has a strong sense of purpose and understanding of how we work.
Shift power and control away from the centre of the organisation, so services are led locally, can focus on what matters to people we work with and are supported to be creative, agile, flexible and sustainable.
Improve our understanding and measurement of what really matters to the people we work with, allowing us to better reflect on and learn from practice.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

Ensure we are rooted in the communities in which we work and develop new services alongside the people we work with and other stakeholders.
Learn from our response to the Coronavirus pandemic restrictions and the listening work we have undertaken to further develop our service offers, including through digital platforms.
Focus on Ministry of Justice dynamic framework, including putting resource into tendering across the organisation to expand our national presence in supporting women in the Criminal Justice System.
Collaboration: Relationships are central to what we do. We cannot change lives alone, to do the very best for the people we work with means collaborating, both internally and externally, with a strong shared purpose. We collaborate with the people we work with to co-create plans for the future. We join forces with other organisations and with commissioners and funders to deliver our services. However people arrive at our services, we work with colleagues in other Changing Lives and wider services, to ensure people can access what they need to move on. We will continue to strengthen collaboration across the organisation and our formal and informal partnerships by:
Developing and sustaining strategic partnerships that help achieve our purpose, support a diverse voluntary and community sector and support the public sector to meet the needs of the people we work with.
Building on our Creating Impact work to develop place-based plans for each area we work in.
Working with Better Way Network to influence different ways of working and the move towards strengths based practice.
Continue to engage with influencing partnerships, including national infrastructure organisations such as Clinks, Homeless Link, and Collective Voice.
Diversity and inclusion: Systemic discrimination is a significant factor for many of the people we work with, keeping people trapped in the system and unable to fulfil their potential. We recognise that at Changing Lives we have not done enough as an organisation to be proactively anti-discriminatory and in particular to be anti-racist. We want our staff teams and leadership to reflect the communities in which we work and be open and relevant for people who need our services. We commit to improving diversity and inclusion at all levels of the organisation. To do this we will:
Recruit senior staff and board members to better reflect communities in which we work and ensure our decisions are informed by diverse perspectives.
Ensure we are accessible and inclusive to all minoritised groups in our communities, working with colleagues, people who use our services and partner organizations.
Continue to listen and respond to people who experience racism and other forms of discrimination, both our colleagues and people who use services, and use the opportunities we have to influence policy, funders and the public to further antidiscriminatory action within society.
Develop a clear and measurable diversity and inclusion action plan in collaboration with colleagues and people we work with.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Raising Our Voice: People we work with are often unheard in decisions that directly affect them. We are committed to raising their voices by contributing to debates at national, regional and local levels. We will be vocal advocates for the people we are here to support across our themes of homelessness, recovery, employment, women and children.
Build on the work we have been doing to measure impact and listen to people we work with, to understand, articulate and evidence what really matters to people.
Connect with people who are working on social change, in particular through devolution, levelling up the north and Integrated Care Systems.
Work in collaboration with other charities and networks to influence change together.
Use our 50[th] Anniversary year to share our learning about what works and what matters with a wide range of stakeholders.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Energy and Carbon Usage:

The charity is reporting under this disclosure requirement for the first time and has taken advantage of the exemption this year with regard to reporting prior year comparisons.

Much of our work is around housing and homelessness. At the end of the financial year, the group had 998 housing units. Our types of property vary from individual rooms, to multi occupancy buildings, houses and offices. During the year we employed an energy agency to manage our gas and electricity suppliers and the process of review, consolidation of suppliers, seeking best value etc. is ongoing.

Despite the size of the organisation, we own/lease few vehicles and around 25% of our direct vehicle fuel costs for the year related to our subsidiary Fareshare, which we disposed of on 30 June 2020.

UK Greenhouse gas emissions and energy use data for the year ended 31 March 2021	Current reporting year 2021
Energy consumption used to calculate emissions (kwh): Gas Electricity Transport fuel Total	5,128,271 1,208,914 295,376 6,632,561
Scope 1emissions in metric tonnes CO2e Gas Consumption Owned Transport Total Scope 1	939.29 48.68 987.97
Scope 2emissions in metric tonnes CO2e Purchased Electricity	256.69
Scope 3emissions in metric tonnes CO2e Business travel in employee owned vehicles	33.96
Total gross emissions in metric tonnes CO2e	1,278.62
Intensity ratio Tonnes CO2e per unit	1.28

Quantification and Reporting Methodology

We have followed the 2019 HM Government Environmental Reporting Guidelines. We have also used the GHG Reporting Protocol – Corporate Standard and have used the 2021 UK Government’s Conversion Factors for Company Reporting

Intensity Measurement

The chosen intensity measurement ratio is total gross emissions in metric tonnes CO2e per housing unit, the most relevant measure as most of our emissions arise from our housing and homelessness work.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Measures taken to improve efficiency rating

We have increased the use of video conferencing technology for staff and other meeting

Employees

Employee Engagement:

Engaging our employees through the pandemic presented many new challenges and opportunities. As our services adapted rapidly during the pandemic, to make sure we could continue to deliver our vital services safely, so too did our ways of engaging with employees. As an organisation that previously relied heavily on face-to-face engagement between directors and employees, we rapidly had to find new communication channels.

“Open door” sessions via Microsoft Teams were set up in order to create a direct dialogue between directors and employees during the height of the pandemic. Every fortnight, all employees were invited to speak with two members of the executive team about whatever was on their minds. Topics ranged from experiences of lockdown, to wellbeing, to digital poverty, giving the executive team insight into some of the challenges facing colleagues in different parts of the organisation.

Directors also meet on a quarterly basis with members of the Staff Voice Forum, whose role it is to advocate for staff around the issues that are most important to them. Employee resource groups, the Solidarity forum (for black and ethnic minority employees) and the LGBTQIA+ wellbeing group have also been set up in the past year, who liaise with the Staff Voice Forum to represent the views of their members. Relationships have also been built between our director team and the Solidarity forum to hear the views of our colleagues using a reverse mentoring approach. For our directors, hearing the views of teams across Changing Lives enables better decision making, to create a better, more inclusive workplace for everyone.

We also conducted an all-staff survey at the end of 2020, to give employees a voice, to measure engagement and to identify areas for improvement. Directors were involved in understanding the results and identifying organisational themes upon which to take action. Teams were engaged in local action planning sessions to understand team-level results and address challenge areas.

Since restrictions have been lifted, in addition to the new engagement mechanisms, directors have been regularly visiting services again to build and maintain close working relationships. Our CEO also regularly writes to employees via email and our intranet to communicate around issues of strategic importance.

All new employees who declare a disability are referred to an external occupational health (OH) organisation to be assessed. This assessment will result in recommended adjustments which are then implemented and monitored by our Health and Safety team. Any existing employee who becomes disabled is similarly referred.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Pay policy for senior staff:

The Remuneration Committee is established to recommend to the main Board an overall remuneration policy that is aligned with its long term business strategy and objectives, enable the recruitment, motivation and retention of senior executives whilst also complying with the requirements of regulation. This includes:

To recommend and monitor the level and structure of remuneration for senior management team.

Agreeing and recommending to the Board the annual staff pay award and its distribution relative to performance ratings.

Commissioning and considering market testing information relating to pay awards of Chief Executive, Executive Directors, and Directors pay.

Receiving reports on recruitment, turnover, sickness trends, employment conditions, staff benefits and other related issues.

Reporting annually to the main Board on the work undertaken by the Committee.

Financial review:

The group achieved a total deficit on £1,479,631 of which £566,596 surplus relates to restricted income funds.

The results for the past two years have been significantly impacted by the timing and accounting treatment of the work on Elliot House, a property in the West of Newcastle. In 2019 we secured grant funding from Homes England to renovate and restructure the interior to provide 36 flats. The grant funding has allowed us to achieve our aims of providing high quality accommodation to those in need, however the ceiling price of the property has been restricted due to its location and as a result the cost of the work has been impaired to the market value.

The grant funding has been treated as restricted funds income, with the impairment being charged against unrestricted income. The impact of the work on Elliot House on the net movement in funds, for the two financial years, is illustrated below:

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Description	Unrestricted Funds 2020	Restricted Funds 2020	Total 2020	Unrestricted Funds 2021	Restricted Funds 2021	Total 2021
Net Movement in Funds	(£84,843)	£1,647,567	£1,562,684	(£2,046,227)	£566,596	(£1,479,631)
Homes England Grant	-	(£1,671,224)	(£1,671,224)	-	(£557,074)	(£557,074)
Elliot House Impairment	£548,800	-	£548,800	£3,043,916	-	£3,043,916
Net Movement in Funds	£463,957	(£23,657)	£440,300	£997,689	£9,522	£1,007,211

Investment policy:

The trustees, having regard to the liquidity requirements of operating the charity, have kept available funds in an interest-bearing deposit account and seek to achieve a rate on deposit which matches or exceeds inflation as measured by the retail prices index. Due to wider economic circumstances deposit rates have been depressed and so this aim was not achieved in the year.

During the year, trustees took the opportunity to repay certain bank loans to reduce the interest cost to the charity

The charity gifted its investment in The Cyrenians Fareshare North East Ltd to Fareshare North East on 30 June. In addition the joint venture company Northern Inclusion Consortium was wound up on 30 September, with the investment being impaired in the accounts to the value of the final distribution, received in April 2021.

Reserves policy and going concern

The calculation of free reserves is based on the definition included in the charity statement of recommended practice (SORP), which provides recommendations for accounting and reporting for charities. The trustees have examined the requirements of the charitable company to hold free reserves those reserves not invested in tangible fixed assets, excluding long term liabilities, or designated for a particular purpose. Resulting from this, the trustees consider it prudent to maintain unrestricted free reserves at a level sufficient to cover between two to four months of staff costs and lease commitments which equates to approx. £3million. At the 31 March 2021 the level of free reserves held by the charity was (£270,875), (2020 £749,619). The level of unrestricted reserves held by the charity at the year-end was £7,592,889 (2019 - £9,639,116).

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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As part of the reserves policy the trustees have designated the following funds; Sinking fund of £640,591 (2020 - £628,506); Core Properties fund and the revaluation reserve £4,712,203 (2020 - £4,511,183). Narrative for these funds can be found in note 26 of the financial statements.

Overall funds of £14,128,510 (2020 - £15,608,141) were held at 31 March 2021 which included restricted amounts of £6,535,621 (2020 - £5,969,025).

Risk management

The directors have examined the major strategic, business and operational risks which the charity faces and confirm that systems have been established to enable regular reports to be produced so that the necessary steps can be taken to mitigate these risks where necessary.

The Covid-19 pandemic and its knock-on impacts around staffing and use of agency staff are significant risks, there are other external risks around changes in policy that may also impact on funding. This has led to the development of strategic plans which are regularly revised and allow for the diversification of funding and activities. Internal risks are minimized by the implementation of procedures for authorization of all transactions and projects.

The charity maintains a risk register to ensure management of strategic risks, the Risk and Quality Committee has responsibility for oversight and quarterly review of the risk register, all strategic non-compliances and major strategic and operational risks to include safeguarding and health & safety. This Committee is chaired by a trustee, and reports into the main Board.

The charity has a loan with Barclays bank which has a covenant attached to it to monitor certain financial KPIs. Despite this loan, the charity is not particularly highly geared and in the event of a cash shortfall would be able to raise further finance against its assets, mainly property.

A large proportion of our income is derived from Local Authority budgets via housing benefit, contracts for service and grants. The announcement in the Autumn 2021 budget of increases in both National Insurance and National Minimal Wage, when combined with rising inflation, will place considerable cost pressures on these budgets. We are in the process of writing to our funders to raise these issues for discussion and looking at the viability of our projects should suitable increases not be forthcoming.

Our approach to fundraising activities:

The Charity complies with the Code of Fundraising Practice. All funds raised by the Charity will be spent for the purpose for which they are raised. All funds raised through sponsorship activities will be banked into the Charity's bank account before deduction of expenses. All literature will properly describe what donations will be used for. All fundraising activities

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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will be conducted in an open honest and transparent manner. Changing Lives does not employ the services of outside professional fundraisers. During the period under review no complaints have been received. Changing Lives values the contribution made by all our donors. Changing Lives will treat all donors with respect and dignity. Changing Lives do not, and will not make, unsolicited calls to members of the public requesting donations.

Trustees’ responsibilities in relation to the financial statements:

The charity trustees are responsible for preparing a Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The report and accounts have been prepared in accordance with the provisions in the Companies Act 2006 relating to small companies.

Company law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing the financial statements, the trustees are required to:

Select suitable accounting policies and then apply them consistently;
Observe the methods and principles in the Charities SORP;
Make judgements and estimates that are reasonable and prudent;
State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
� Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

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

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

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Statement as to disclosure to our auditors

In so far as the trustees are aware at the time of approving our Trustees’ Annual Report:

There is no relevant information, being information needed by the auditor in connection with preparing their report, of which the group’s auditor is unaware, and
The trustees, having made enquiries of fellow directors and the group’s auditor that they ought to have individually taken, have each taken all steps that he/she is obliged to take as a director in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

Reappointment of auditors

In accordance with section 485 of the Companies Act 2006, a resolution for the reappointment of MHA Tait Walker as auditors of the company is to be proposed at the forthcoming Annual General Meeting.

By order of the board of trustees.

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The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds

Housing and Homelessness

Housing and Homelessness
Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
National Lottery	Peer research inpartnershipwith Crisis	1,360	1,360	(1,360)	(1,360)	-
Big Lottery Fund	Share the impact of COVID on hard to reach communities, with decision makingagencies	-	50,000	(50,000)	-	-
Northumbria PCC – Violence Reduction Intervention Fund	Reduction in domestic violence in Northumbria	13,576	13,576	(13,576)	(13,576)	-
Community Foundation		600	600	(600)	(600)	-
HM Treasury – LIBOR Fund	Outreach service for veterans in HMP Northumberland, hospitals and local hospitals	12,107	12,107	(12,107)	(12,107)	-
Community Foundation	Establishment of a health and wellbeing hub for young people	3,813	3,813	(2,425)	(3,813)	1,388
Big Lottery Fund	Supporting people with multiple needs in Newcastle and Gateshead	145,098	603,499	(339,785)	(145,098)	263,714
Sunderland City Council	Rough Sleeper outreach support	13,250	-	-	(13,250)	-
ABF – The Soldiers Charity	Support ex armed forces personnel to transition to civilian lives in Gateshead.	20,000	44,000	(24,000)	(20,000)	20,000
ABF – The Soldiers Charity	Support ex armed forces personnel to transition to civilian lives in Newcastle.	-	3,000	(3,000)	-	-

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
Community Foundation	Starter packs for clients moving into independent accommodation in Newcastle	2,500	2,500	(2,500)	(2,500)	-
City of York Council	Mental Health Housing First officer in York	-	20,000	-	-	20,000
Sunderland City Council	Support for rough sleepers in Sunderland	11,224	11,224	(1,428)	(11,224)	9,796
Virgin Money Foundation	Establishment of the Athena project in Sunderland	38,027	38,027	(38,027)	(38,027)	-
Northumberland County Council	Management of temporary accommodation in Northumberland	11,500	11,500	(11,500)	(11,500)	-
Northumberland County Council – Community Chest Scheme	New kitchen for temporary accommodation in Blythe.	8,750	8,750	(8,750)	(8,750)	-
Sunderland City Council	Additional COVID related support for families in Sunderland	65,000	170,500	(95,820)	(65,000)	74,680
South Tyneside CCG	To support people with mental health needs by providing two self-contained flats for short-term, 24- hour crisis accommodation to reduce delays in hospital discharge/risk of admission or readmission to hospital	-	25,000	(6,398)	-	18,602

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
NHS Vale of York CCG	To assist hospital staff in York to prevent avoidable admissions and facilitate effective discharge.	-	81,000	(68,305)	-	12,695
Homes England	Refurbishment and Redevelopment of Elliot House into 36 flats.	1,671,224	557,074	-	-	2,228,298
Homes England	Purchase of homes for homeless people	3,168,096	-	-	(168,330)	2,999,766
Total Housing and Homelessness Drug and Alcohol		5,186,125 1,657,530 (679,581) (515,135) 5,648,939

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
Cityof York Council	Establishment of a drugrecoverycentre in York	500,000	-	-	-	500,000
Cityof York Council	Drugabstinence and recovery programme in York	40,000	-	-	(40,000)	-
The Health Foundation	Establish a primary care hub in the west end of Newcastle	-	19,370	(19,370)	-	-
North Yorkshire County Council via Humankind	Partnership work in North Yorkshire – aftercare and recoverysupport	25,000	25,000	-	(25,000)	25,000
Total Drug and Alcohol		565,000 44,370 (19,370) (65,000) 525,000

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Women and Children

Women and Children
Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
National Lottery Community Fund	Fund Support Workers and other posts in Wolverhampton	104,560	184,882	(184,882)	(104,560)	-
The Vardy Foundation	Develop Theory of Change model to influence training and service delivery	-	250,000	(230,213)	-	19,787
Merseyside PCC	Supporting sex workers in Merseyside to improve their safetyand report crimes against them	-	19,363	(18,273)	-	1,090
MHCLG via Newcastle City Council – Safe Newcastle Unit	Part funding of Outreach Workers in Newcastle	-	67,572	(51,895)	-	15,677
MHCLG	Additional community based capacity and accommodation for victims of domestic abuse across Tyne and Wear, Northumberland, North and South Yorkshire, Wolverhampton and Nottinghamshire	-	100,000	(100,000)	-	-
National Lottery Community Fund	Support for 120 individuals within the Northumbria Police region who have beengroomed for exploitation.	41,166	156,166	(103,317)	(41,166)	52,849
Police, Fire and Crime Commissioner for North Yorkshire Community Fund	Sex work project in North Yorkshire	2,590	7,793	(4,820)	(2,590)	2,973
DCMS	Support to overcoming trauma for adult survivors of groomingand sexual exploitation	-	608,294	(458,721)	-	149,573

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
People’s Postcode Trust	Support girls in Nottingham who experience period poverty	9,826	9,826	(5,801)	(9,826)	4,025
West Midlands PCC	Victim support in West Midlands	-	8,158	(8,158)	-	-
Halton Borough Council	Provision of Domestic Abuse refuge and community support in Halton borough	-	5,851	-	-	5,851
MHCLG via Cheshire Without Abuse	Domestic Abuse safe accommodation around COVID in Cheshire	-	51,577	(51,577)	-	-
PCC via MSS	Domestic Abuse safe accommodation around COVID in Cheshire	-	47,738	(41,730)	-	6,008
Newcastle City Council – Safe Newcastle Unit	Provision of Domestic Abuse Health Advocate	12,970	12,970	(12,970)	(12,970)	-
Newcastle City Council – Fairer HousingUnit	Provision of Domestic Abuse Health Advisor and Service Navigator	19,690	29,690	(21,670)	(19,690)	8,020
Community Foundation	To mark White Ribbon Day, campaign to end violence against women	110	110	(110)	(110)	-
National Lottery via North East Law Centre	Employ Senior Support Worker as partner supporting disadvantagedgroups	-	27,406	(18,921)	-	8,485
Home Office via Merseyside PCC	Protection of women sex workers in Merseyside	-	32,250	(32,250)	-	-

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
Shears Foundation	Core costs supportingsex workers	5,000	20,000	(20,000)	(5,000)	-
Other Funders		-	5,000	(5,000)	-	-
Northumbria PCC – Supporting Victims Fund - 19/20	Support the Crime and Policing objective “Putting Victims First” in Northumbria	15,507	15,507	(15,507)	(15,507)	-
Northumbria PCC – Supporting Victims Fund - 20/21	Support the Crime and Policing objective “Putting Victims First” in Northumbria	-	44,525	(44,525)	-	-
Northumbria PCC – COVID Fund	As above but specifically with reference to issues arising from COVID	-	40,250	(26,496)	-	13,754
Durham PCC Supporting Victims duringCOVID	Supporting victims of crime during COVID within County Durham	-	41,245	(30,127)	-	11,118
Community Foundation – Women’s Fund	Support women with experience of sex work	1,000	-	(1,000)	-	-
Total Women and Children		212,419 1,786,173 (1,487,963) (211,419) 299,210

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

Employment	Employment
Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
Newcastle City Council – Newcastle Fund	Peer mentoring programme in Newcastle	-	35,785	-	-	35,785
Business in the Community	Prepare unemployedpeople in Newcastle for work	-	10,000	(10,000)	-	-
Total Employment Criminal Justice		- 45,785 (10,000) - 35,785

Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
West Midlands PCC	Support for women in Walsall and Wolverhampton to prevent reoffending	-	31,694	(31,694)	-	-
Nottinghamshire PCC	Working with Notts police to provide early intervention support	-	40,032	(18,616)	-	21,416
Total Criminal Justice		- 71,726 (50,310) - 21,416

��

The Cyrenians Limited

operating as Changing Lives

Notes to the Financial Statements for the Year Ended 31 March 2021

30 Restricted Funds (continued)

General

General
Funder	Purpose of Funding	Opening	Income	Expenditure	Transfer	Closing
CommunityFoundation	Deliver arts basedprojects	2,687	2,687	-	(2,687)	2,687
Gateshead MBC	Provision of introductorytrainingmodules	1,234	1,234	-	(1,234)	1,234
CommunityFoundation		1,560	1,560	(210)	(1,560)	1,350
Total General Grant Total		5,481 5,481 (210) (5,481) 5,271
		5,969,025 3,611,065 (2,247,434) (797,035) 6,535,621

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_____________

Chair’s Report

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Reference and Administrative Information:

Trustees:

Secretary:

Senior Management Team:

Auditors:

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Bankers:

Solicitors:

_____________

Structure, Governance and Management

Governing Document:

Appointment of trustees:

Trustee induction and training:

_____________

Organisation:

Related parties and co-operation with other organisations:

Objectives and Activities

Purpose and Aims

Ensuring our work delivers our aims

The focus of our work

Four Pillars

Housing and Homelessness Service:

Drug and Alcohol Service:

Women and Children’s Service:

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Employment Services:

Our volunteers:

Public Benefit:

Achievements and Performance:

Review of Operations

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Future Plans

Our 2021/22 Strategy sets out our overarching objectives for the year ahead.

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

_____________

Energy and Carbon Usage:

Quantification and Reporting Methodology

Intensity Measurement

_____________

Measures taken to improve efficiency rating

Employees

Employee Engagement:

_____________

Pay policy for senior staff:

Financial review:

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

Investment policy:

Reserves policy and going concern

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Risk management

Our approach to fundraising activities:

_____________

Trustees’ responsibilities in relation to the financial statements:

The Cyrenians Ltd – Operating as Changing Lives Report of the trustees (including Directors’ Report) for the year ending 31 March 2021

_____________

Statement as to disclosure to our auditors

Reappointment of auditors

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