2024-03-31-annual-return

., / Report simoi community 2023. 2024 Ending Homelessness

Contents

Easton’s Story 04 Foreword from our Chair, 05 Joe O’Neill A review of the year, 06 Jim Dennison, Chief Executive Who is Simon Community? 07 Key Impact at a glance 10 The people we helped this year 11 Eoin’s Story 12 Alister’s Story 13 Strategic Objective 1: 14 To prevent homelessness Strategic Objective 2: 16 To provide the right support at the right time for those who become homeless Strategic Objective 3: 18 To ofer options and solutions to end homelessness Strategic Objective 4: 20 To develop, support and invest in our staf and volunteers	Looking to the future - 24 Doing Things Diferently	Looking to the future - 24 Doing Things Diferently
	Alex’s Story 26
	Structure, Governance and Management 27
	Risk 29
	Statutory Disclosures 30
	Financial Review 2023/2024 32
	Financial Statements 33
		Independent auditor’s report 33
		Statement of fnancial activities 37
		Statement of fnancial position 38
		Charity Statement of Financial Position 39
		Statement of cash fows 40
		Notes to the fnancial statements 41

02 | Annual Report 2023–2024

Easton’s Story

At just 18, Easton faced a family breakdown that impacted his mental health, forcing him to leave home and live in his car while still attending school. After a brief stay on a friend’s sofa, he found support at Simon Community’s Foyer in Belfast, a temporary accommodation service for young people under 25 years old.

Initially shy and isolated, Easton gradually began engaging with those around him, accessing mental health support and building up his confidence. Now 20, Easton is the Foyer’s client representative, and is focused on securing his own place and a stable job for the future.

I’m thankful for the Simon Community for being there to give me somewhere to live while I look for my own place.

I have met so many good people while living here, both staff and clients alike that I am glad to have met. The staff in the Foyer are an amazing group who have helped and supported me so much. From helping me while in my darkest period to growing as a person.

Before I moved here, I was quiet and shy but now I am the client rep of the Foyer, doing things I wouldn’t have even thought I could achieve two years ago.

Foreword

from our Chair, Joe O’Neill

In my Foreword to last year’s accounts - my first as Chair of Simon Community - I reflected on my priorities for the early part of my term in office which were:

• to challenge and support the organisation to do more for those that depend upon our services

• to help develop and deliver our strategic priorities for the next 5 years

• to ensure that the Board has the right people with the right experience providing the right stewardship at the right time.

Reflecting one year on and I am delighted with the progress we have made. Given the passion, dedication, and expertise of the Simon team, I was always confident in our ability to respond to these priorities. Unfortunately, what was far less predictable, was how dramatically the homelessness crisis would continue to escalate, even as the team worked so hard to address these priorities.

In our extensive discussions in 2023/24 on our new five year Strategic Plan, we quickly concluded that we were preparing for both a homelessness crisis and emergency. Our research, the first of its kind in the sector, uncovered the true scale of homelessness in Northern Ireland, revealing that 1 in 34 people meet the official definition of homelessness.

Against this shocking context we developed our new Strategic Plan with a renewed commitment. We must not only provide every opportunity for people in our temporary accommodation to be able to move on to their own homes, but we must also develop a plan which would meaningfully prevent many from falling into homelessness in the first place.

I was particularly pleased with how the organisation challenged the very fundamentals of its purpose, vision and strategic priorities in setting the new strategy and the widespread consultation it undertook with all of its stakeholders.

Most importantly it was crucial to get the views, experiences and insights of our clients. Their plea for the organisation to be their voice and advocate became a shining star for our strategy.

Our extensive consultation also included as many of our staff as possible, our Housing Association partners, the NI Housing Executive, Health and Social Care Trusts and, of course, the Board itself.

Recognising the challenging and deteriorating homelessness environment, we were determined to achieve immediate impact with our new strategy and it was particularly encouraging to see how many of our valued stakeholders turned out in the Ulster Museum on 1st March 2024 for the strategy launch.

What has been particularly rewarding for me as Chair has been to see how the Team at Simon, under the passionate and expert leadership of our Chief Executive, Jim Dennison, and the Senior Management Team, have successfully ensured that the scale of the homelessness emergency remains a focus of public attention, rather than fading away as a short-lived headline from a strategy launch.

For our part my Board colleagues and I are delighted with the early progress being made against the strategy but we remain acutely aware of the challenges we will face over the years to come.

I would like to both congratulate and thank the wonderful staff and volunteers at Simon Community for their unwavering commitment and hard work in 2023/24 to deliver our charitable objectives and who care so passionately about our clients and their wellbeing.

I would also like to thank my fellow Board members for their support and contribution during the year. Developing a new strategy requires significant additional time and commitment from our Board of Trustees, and I very much appreciated how each and every trustee responded.

As we look ahead, I’m confident that we are ready to face the upcoming challenges and make a real impact on homelessness in Northern Ireland. Together, we will work towards a future where everyone has a place to call home.

Joe O’Neill Chair

04 | Annual Report 2023–2024

A review of the year

Jim Dennison, Chief Executive

It’s really difficult to capture the breadth and depth of the work Simon Community does in a short document, but this report aims to do just that. It will draw out the different ways we support people who need help because they have no home to call their own. It describes the demand for services and what we’re doing to fulfil our mission and vision of ending homelessness and, in doing so, helping to create a society where everyone has a place to call home.

They work hard, they are committed and they are truly making a difference. For that, I am very grateful. It’s right and appropriate that we celebrate the countless times in which we have helped people to end their homelessness this year. And I’m really pleased that this document also reflects some of our award winning services, services which include our homelessness prevention work, new homelessness solutions and other key elements of our work.

Peppered through this document are real life stories. I thank Easton, Eoin, Alister and Alex for letting us share their stories. It’s easy to get lost in numbers and statistics when we talk about homelessness, but it’s vitally important to understand that behind every number there’s a person - someone who has either experienced homelessness or is at risk of it. Someone who, with the right help at the right time, could free themselves from homelessness and have a safe, secure and affordable home of their own.

As the calendar closed on 2023, we learned that a staggering 55,500 people were deemed legally homeless across Northern Ireland. The future will hold some very real challenges for our charity and we could not lose sight of these challenges as we began to think about our strategy for the next five years. Our new strategy document, which we entitled ‘Doing Things Differently’, sets out how we will develop existing services and deliver new ones to support more people than ever before. I’m pleased to say that we officially launched that document in March 2024 and have entered the new financial year with a rejuvenated purpose and vigour.

Homelessness is happening all around us, and at a greater rate than ever before. The stories in this document give a snapshot of real lives and struggles, but also real hopes and aspirations.

The demand for our services has never been greater, and it continues to grow. We took nearly 18,000 calls for people needing help during the year. On average, that’s a call every 29 minutes, 365 days a year. The demand is relentless but I’m proud to say that we end homelessness for people every day. We couldn’t do it without support which is why it is important for me to thank all of the individuals and organisations who contribute either their time or money to help people who need it. And, whilst it has been a challenging year, the resilience and the tenacity shown by my colleagues right across the organisation is remarkable.

Jim Dennison CEO

Who is Simon Community?

In the past five years - from Coleraine to Armagh, from Lisburn to Derry - we have provided one million nights of accommodation or support for people with nowhere else to go. But we don’t just focus on finding people a bed for the night. We provide support that makes a lasting difference: addressing mental health, trauma and addiction issues, and helping to find a permanent place to live.

Founded in 1971, Simon Community was set up to provide a soup run for rough sleepers across Belfast City Centre. Over 50 years later, Simon Community has grown to become Northern Ireland’s largest homeless organisation. We work in every corner of NI, providing a range of services that support people experiencing homelessness.

Our Vision: A society where everyone has a home.

Our Mission: To end homelessness for people who need our help.

Our Values: These values will inspire and challenge us as an organisation.

We are dedicated to the people we support

We are trustworthy and focused on ending homelessness

We are non-judgmental

We exist to support our clients and meet their needs

06 | Annual Report 2023–2024

It is more than just a room, at Simon Community you are never alone.

08 | Annual Report 2023–2024

Key Impact at a glance

17,915

calls for help were made to our freephone support line.

Last year, Simon Community helped thousands of people facing homelessness across Northern Ireland.

----- Start of picture text -----
accommodation
21 services
across NI with
a total of
464 beds.
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We provided vital support to those experiencing homelessness through temporary accommodation and essential services.

We focused on supporting those most at risk of homelessness, preventing it before it starts.

And for many families and individuals, we ended homelessness, breaking the cycle and creating a legacy for generations to come.

1,086 653

173

deposits were provided for those who couldn’t afford the up-front costs associated with private rental accommodation.

people were people were able to helped through our stay in our temporary accommodation sites accommodation sites or support services. across Northern Ireland.

days 277 was the average length of stay in our temporary accommodation services.

Creating Homes properties were purchased as safe, secure and affordable homes for people 9 experiencing homelessness. people were supported through our Family Accommodation Service including 58 children. 99

The people we helped this year

Of the people we supported:

34% 45%

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67% male
26% female
7% other/non binary
/trans
26%
needed help with
their physical health
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----- Start of picture text -----
were under needed support with
age of 25 their mental health
32%
were supported with
budgeting/benefits
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24% 17% 10% 16% were supported with supported with had a were had a education, training or serious medical care leavers disability condition

were supported with supported with education, training or employment/volunteering

10 | Annual Report 2023–2024

Eoin’s Story

Alister’s Story

Eoin, 20, became homeless after a family breakdown. He spent a week sofa surfing in friends’ houses. Starting to fear that he would end up having to sleep on the streets, Eoin reached out for help and relocated from Belfast to a Simon Community service in Coleraine. With support, Eoin has now got a job and is looking to the future.

When I first came to Simon Community, I didn’t have a job and I didn’t really feel like anyone was here for me. I was lonely.

But over the weeks everything’s changed. I’ve patched things up with my family. I’ve got a job. I’m thankful for the Simon Community staff, they’re always there for you.

At 51, Alister was living with a family member when their relationship broke down, leaving him homeless and unable to maintain his job. As winter fell, Alister was living in a tent under a bridge. One especially cold night, he decided to seek help from Simon Community in Larne. The staff welcomed him, providing a meal and a hot drink, and giving him a safe space to sleep and rebuild his life.

For the first time in months, I felt safe.

You hear all sorts of stories when you’re on the outside of a hostel, but it wasn’t like that at all. We’re all here for the same reason – to try and move on with our lives after having been through a difficult experience.

12 | Annual Report 2023–2024

Strategic Objective 1: To prevent homelessness

Creating greater public awareness about the causes and effects of homelessness is essential for both prevention and long-term solutions. This year, we launched several public awareness campaigns and published research, including our study on “Access to healthcare for Women Experiencing Homelessness,” which drew attention to the unique challenges faced by women who access our services.

This year, preventing homelessness remained one of our core priorities. Our work has focused on four key areas: providing advice and support, expanding access to alternative accommodation, raising public awareness and engagement, and campaigning for homelessness to remain a key issue on the public policy agenda.

A central pillar of our prevention work has been the provision of advice, support, and signposting services for individuals at risk of homelessness. This year, our freephone support line received 17,915 calls from people desperate for help, a 12% increase in demand in just 12 months. Hundreds of people were able to access the information they needed to find secure housing or take steps to prevent becoming homeless.

“Access to healthcare for Women Experiencing Homelessness,”

In collaboration with Queen’s University Belfast (QUB), we conducted a study that brought to light the significant health inequalities experienced by women facing homelessness. Through direct engagement with women living in Simon Community accommodation, as well as professionals from homelessness and health services, the study developed a practical, personcentred model to better support women in these circumstances. This model, captured in the acronym INvEST—Involve, Network, Educate, Support, and Tailor—provides a framework adaptable across Northern Ireland, responsive to the specific needs of each region.

Securing alternative accommodation is crucial for preventing homelessness, and Simon Community has further developed our ability to support people to find safe, affordable homes. In partnership with Lloyds Banking Group and Crisis, we successfully delivered the first year of a new collaboration aimed at expanding access to the private rental sector. This innovative programme prevented homelessness in Northern Ireland for 35 households through a combination of financial packages and support services. In addition, thirteen households exited homelessness from our temporary accommodation services. Partnerships like this are a vital tool in our work to prevent homelessness, and enable us to make a bigger difference for those in need.

The INvEST model was launched in March 2024 and brought together allied professionals from various sectors. The event centered on amplifying the voices of women, understanding their health journeys, and addressing how homelessness compounds health challenges. INvEST offers a pathway to strengthen existing best practices, ensuring that women receive timely, appropriate healthcare, free from stigma or judgement. This collaborative approach not only seeks to break down barriers to healthcare access but also fosters a compassionate and inclusive environment for women experiencing homelessness.

When someone leaves temporary accommodation and moves into a permanent home, they frequently face substantial financial challenges. The properties they move into are often completely bare, lacking even basic flooring, and the individuals themselves cannot afford essential furnishings or household items. In the three months from January 2024, we provided 18 Move On Packs to alleviate some of the financial burden during this transition and help prevent a return to homelessness. Our hope is to scale this programme up in 2024/2025.

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We work hard to
make life safe for
our young people.
Housing First for Youth
Support Worker
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----- Start of picture text -----
“They know by my
voice [when I need
help], and they
come over here
like Batman and
Robin to save me.”
Young Person in Housing
First for Youth service
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In the past year, Simon Community’s media and campaign efforts generated significant impact, with over 3,300 media mentions, reaching an audience of 555.6 million and an estimated PR value of £11 million. Our social media presence grew steadily, adding over 1,100 new followers across our 4 core platforms to a total of 21,452. Key campaigns that contributed to this success include Easton’s Story, World Homeless Day with Alex and Davy, Lesley and Eoin at Christmas, and our quarterly hiring drives, along with fundraising events and fundraising appeals including Joseph’s Story Christmas Campaign.

As part of our efforts to address homelessness at a systemic level, Simon Community has made homelessness a key priority in public policy discussions. The return of Stormont in January 2024 provided the opportunity to re-engage with MLAs and government officials. We facilitated visits to our services with elected representatives, organised events, and met with decision-makers to advocate for a renewed focus on housing as a critical issue.

Our work in the community this year has been extensive. Through our floating support contracts in Kilcooley (Bangor) and Portadown, 76 individuals received community-based support, an early intervention that helps people remain housed and reduces the risk of falling into homelessness.

Twenty-one young care leavers were supported through our Housing First for Youth programme. Care-experienced young people are often battling with trauma from their childhood, with little or no support from family. They are at high risk of homelessness and often lack the social and behavioural skills to cope with managing a tenancy, even if they could find one. Our programme provides them with a guaranteed home and access to 24/7 support when they need it.

Looking forward, we understand the growing need for increased public engagement. As part of the development of our new strategy for 2024-2027, we have identified the need to invest in our public affairs capacity, ensuring that we drive systemic change to improve the outcomes for those at risk of homelessness and amplify their voices.

The young people themselves have told us the difference Housing First for Youth has made - their health and mental wellbeing has improved; they made friends and community connections in their neighbourhood; and risky or destructive behaviours, like alcohol and drug use, has reduced. They have all described the service as lifesaving.

14 | Annual Report 2023–2024

Strategic Objective 2:

To provide the right support at the right time for those who become homeless

individuals living in our temporary accommodation and has been invaluable in helping us understand the current challenges they face and how we can better meet their needs moving forward.

For those who have already lost their homes, our temporary accommodation sites (or hostels) offer a vital lifeline. We provide the right support at the right time for people experiencing homelessness. We listen to those we help, create environments for them to feel safe, provide specialist services, and ensure our staff and volunteers are equipped to deliver high-quality support.

We seek feedback from the people we help regularly to monitor and improve our services. In our recent client satisfaction survey, completed by 229 people across our temporary accommodation sites, 95% of respondents said they received enough support from our staff, and the same percentage felt listened to and able to communicate their needs.

We provide 464 beds in 21 accommodation sites right across Northern Ireland.

We have 16 Adult Accommodation Services including in Belfast, Derry/Londonderry, Ballymena, Coleraine, Newry, Bangor, Downpatrick and Portadown. These services provide comprehensive housing support, addiction treatment, and wellbeing programmes for adults over 18 years old.

Creating a welcoming and secure environment for individuals in crisis is a core part of what we do. This year, 653 men, women and children stayed in our accommodation services. This is not just about giving people a bed for the night. We provide the support that makes a lasting difference: addressing mental health, trauma and addiction issues, and helping them to find a permanent place to live.

At our Family Accommodation Service in Belfast, we have supported 41 families with young children over the past year. Homelessness is not just an issue faced by individuals; it’s increasingly affecting entire families. It has a profound and long-term effect on a child’s well-being, development, and opportunities. A safe, stable environment is crucial for children’s growth and learning, and family homelessness disrupts these critical aspects of their lives. By supporting these families, we’re giving children the opportunity to thrive despite the challenges they face.

Being homeless is an extremely difficult experience whether it be rough sleeping, hostel living or being in an overcrowded home. Mental wellbeing and treatment may be the last thing on a person’s mind as they focus on paying rent, finding food or securing a bed for the night. Once in the cycle of homelessness and poor mental health, it’s often easy for individuals to see alcohol and drugs as their only option, which only exacerbates the situation.

We operate four Youth Accommodation Services - three in Belfast and one in Coleraine - offering crucial support to young people who are increasingly at risk of homelessness. Last year, we provided assistance to 371 young people aged 16-25.

We take pride in shaping our services based on the needs and feedback of those with lived experience. This year we engaged directly with the people we help to inform our future direction. In September 2023, we conducted a series of workshops across Lisburn, Armagh, Derry-Londonderry, and Belfast, including a special session for young people who are accessing our services. These workshops involved 55

Eoin Ryan, Head of Wellbeing, Simon Community

• The Low Threshold Service, funded by the Public Health Agency (PHA), provides essential support to people who want to reduce their alcohol and substance use. Throughout 2023/2024, we were able to support 243 individuals with free and confidential advice. The evaluation of this service showed that 100% of participants felt they received enough support and were making progress in their lives. Additionally, 100% reported having a good relationship with staff, and all would recommend the service to a friend or family member.

• The Wellbeing Service, funded by the National Lottery, is another vitally important element of the support we can offer, delivering a range of psychosocial interventions, trauma support and harm reduction techniques to improve the health of people experiencing homelessness. This year we have assisted 148 individuals through this programme improving their mental health and reducing substance use.

• The Complex Lives project supports people with very complex needs, affected by chronic and repeat homelessness. The project seeks to help them to access housing, addiction and mental health support, and wider healthcare needs. These individuals often face multiple, severe challenges and struggle to engage with traditional services. Through Complex Lives, we work with partners like the police, Northern Ireland Housing Executive, probation services, and other homeless providers to give intensive, tailored support. From April 2023 to March 2024, we helped 40 people through this programme, with 16 placed in our temporary accommodation and 10 moved into safer housing.

• Our Transition Project for Separated Children, in partnership with Belfast HSCT, supports separated children - young people aged 16-17 who are outside their country of origin and separated from both parents - in their move from assessment centres and child residential families to independent living. The project, staffed 7 days a week, provides strength-based, individualised support in areas such as community and social integration, independent living skills, support with accessing school/college, and even help with improving their English. Young people are housed in flats, where they receive daily assistance, with the goal of preparing them for life in the community. In 2023/24, six young people were accommodated and supported, over 3,250 support or activity sessions were delivered, and three young people successfully transitioned to shared homes.

To provide the best possible care, we recognise the importance of investing in our staff. This year, we have continued to offer training and resources to ensure our team can deliver high-quality, clientcentered services. Over 95% of the people we helped expressed satisfaction with staff support.

All of our frontline staff are trained in administering naloxone, a lifesaving opioid that can reverse the effects of an overdose. This year, our staff gave 56 doses of naloxone, responding quickly and effectively to emergency situations and helping to save lives.

Our volunteers are also a critical part of the team, and are vital in supporting the work we do. We’re especially thankful to our corporate partners, whose volunteer hours have helped transform communal spaces across our temporary accommodation sites. They have also supported Simon’s Pantry (our provision of food and household items for people accessing our services), the development and delivery of Home Starter Packs to those that need them, and the Christmas hamper delivery for every person or family living in our temporary accommodation services. In addition, our 15 Move On Coach volunteers have provided vital support to people moving from temporary accommodation into their own homes, a transition that can often be very difficult.

16 | Annual Report 2023–2024

Strategic Objective 3: To offer options and solutions to end homelessness

As the demand for social housing continues to rise and private rents increase, the need for effective solutions to end homelessness has never been more urgent. We are focused on providing practical options that help people find stable homes and break the cycle of homelessness. This year, we have worked hard to assist individuals in finding and keeping their homes, offering new housing choices, and supporting positive moves to permanent accommodation.

This year, we expanded our Creating Homes programme by acquiring an additional 9 properties. Launched in 2020 to tackle the severe shortage of affordable housing for the people we help, this initiative aims to provide safe, secure, and affordable homes for individuals experiencing or at risk of homelessness. As of March 2024, we now own 17 homes that provide critical move-on and permanent homes for individuals transitioning out of homelessness. The benefits of having a permanent home of your own are transformative - offering stability, security and a sense of belonging.

From April 2023 to March 2024, we facilitated 357 ‘positive move-ons’ from temporary accommodation to a more secure place to live. Of these, 244 individuals moved to permanent accommodation, such as social housing, private rentals, or returning to family homes. Another 113 people moved into temporary housing options like supported housing or staying with friends, a significant step forward for many.

Our Tenancy Deposit Scheme provided targeted financial support that made it possible for people to take on private rentals. From April 2023 to March 2024, we received 789 referrals and were able to provide 173 deposits, totaling over £86,000. Thirteen of these deposits directly supported Simon Community temporary accommodation residents, helping them access stable housing in the face of rising costs.

18 | Annual Report 2023–2024

Strategic Objective 4:

To develop, support and invest in our staff and volunteers

Our Health & Wellbeing programme for staff is structured around four themes: physical, emotional, mental, and financial wellbeing. Ongoing support is primarily facilitated through our Wellbeing Champion Group and some of the core offering includes:

Everything we do is built on trust and on the individual relationships we develop. Every person we help is different and the support we offer is tailored to their needs. Whether it’s finding someone a bed or supporting them through a difficult time, we are there without judgement.

• 24/7 Counselling Services: Immediate support for emotional and mental health available to all employees.

Across all of our services, we have an amazing staff team who do an incredibly challenging job, sometimes in very difficult circumstances.

In the past year, we have made significant advancements in improving employee wellbeing, reducing operational costs, and strengthening our leadership capabilities. This year we have seen record low employee absence rates and the successful graduation of two cohorts from our “Develop Your Talent” management programme.

• Healthcare Services: Ensuring access to essential health services.

• Employee Support Pathway: A structured framework providing intensive care for employees following work-related incidents.

• Menopause Support Group: A dedicated space for support and shared experiences among employees.

This programme has significantly increased my self-awareness, helping me to lead my team with more confidence and empathy. The practical skills I’ve gained, particularly in managing difficult conversations and setting professional boundaries, have been invaluable.

• Green Therapy: Outdoor walks and treks designed to promote physical and mental wellbeing, delivered by Positive Outdoors NI.

• Staff Spaces Improvement: Creation of onsite wellbeing rooms.

In 2023/2024, we expanded our focus on financial wellbeing by introducing a staff savings scheme through the Credit Union and hosting a pension webinar. A Health Shield representative also attended the staff conference to discuss health benefits. Looking ahead, we plan to introduce Mental Health First Aiders/Champions, further strengthening our support network for staff.

Develop Your Talent Management Programme Graduate

To manage rising costs associated with agency staffing, we have worked closely with our operations team to refine our plans and improve our recruitment practices, successfully reducing our reliance on agency staff and achieving significant cost savings as a result.

Training & Development

We are committed to ensuring our staff have opportunities to learn and develop by offering a variety of training programmes. Last year, 453 participants attended in-person training sessions, accumulating a total of 274 hours of training.

• Mandatory Training: Our required courses include online modules on health and safety, safeguarding, housing rights and benefits, naloxone administration, our ethos and values, and first aid.

• Specialised Courses: We provide targeted training in key areas such as alcohol management, ASIST (Applied Suicide Intervention Skills Training), sexual consent, prescription medication delivery, de-escalation techniques, hoarding management, investigations, LGBT+ issues and homelessness, and ligature cutting.

2023/24 Chartered Institute of Housing All Ireland Housing Awards

Our training programmes have significantly enhanced service quality, particularly in de-escalation and safeguarding, directly benefiting the people we help. Looking ahead to 2024-25, we are aiming to implement a new Learning Management System (LMS) that will improve access to training, track progress more efficiently, and ensure compliance with mandatory training requirements.

In March, we were very proud to celebrate six nominations and win two awards at the Chartered Institute of Housing All Ireland Housing Awards 2024. Our Housing Solutions Team was named Housing Team of the Year, and our CEO, Jim Dennison, received the award for Outstanding Contribution to Housing.

Winning Housing Team of the Year is a well-deserved recognition of the impact of our Housing Solutions Team who have gone above and beyond to support individuals and families, using creative approaches to address housing and homelessness.

We also want to acknowledge our four other shortlisted nominations: Best Housing Story (featuring Davy Faulkner of the Belfast Foyer and former client Alex), Excellence in Housing Innovation for the Creating Homes Initiative, Housing Hero of the Year for Kelan McClelland, and the Housing First for Youth service for Working in Partnership.

20 | Annual Report 2023–2024

----- Start of picture text -----
Length of Service:
Less than 2 years: 27.2%
2 – 5 years: 25.9%
6 – 10 years: 17.1%
11 – 15 years: 10.1%
16 – 20 years: 7%
Over 20 years: 12.7%
Staff Conference:
In February we hosted our annual Staff Conference
with this year’s theme of ‘Rising to the Challenge’.
The conference was a great opportunity to hear
from across our services, as well as share the new
organisational strategy for 2024-2029.
We were able to celebrate the successes of the
people we help, and take a moment to reflect and
remember those we have lost.
Finally, we honoured the many employees who have
reached service milestones this year of 10, 15, 20
and 25 years in service.
10 years: 8 employees
15 years: 7 employees
20 years: 8 employees
25 years: 1 employee
Could we
present this as
a graphic
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Employee Demographics: (Feb 2024, Great Place to Work survey):

We are committed to further improving our diversity and inclusion practices, and creating a workplace culture for all.

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250 70
employees bank staff
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Recruitment:

360 New Starts: 59 across all sites, applicants including Central Office.

Gender:

27% male 73% female

Age Groups:

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25 or younger: 8.3%
26-34: 18.6%
35-44: 30.8%
45-54: 28.2%
55 or older: 14.1%
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22 | Annual Report 2023–2024

Looking to the future Doing Things Differently

1. Offering Solutions to End Homelessness: With significant gaps in housing supply, we need to provide solutions and support for people to access permanent homes. We will significantly scale up our Creating Homes portfolio and expand our Housing First initiative, with a focus on addressing homelessness among young people and women.

Throughout 2023/2024, we developed Simon Community’s new five-year strategy through a collaborative process that engaged across the organisation. We consulted with the Board of Trustees, frontline staff, partners, and—most importantly—the people with lived experience of homelessness.

In 2024, Northern Ireland is facing a serious homelessness crisis, and at Simon Community, we recognise the need to do things differently if we are to end homelessness for good. Our new strategic plan for 2024 to 2029 outlines practical actions that will make a real difference. With over 86,000 people waiting for social housing - 75% of them in housing stress - and 55,500 people legally classified as homeless, the urgency to act is clear.

1. Developing and supporting our People: We will deepen our collaboration with those we support as well as focus on recruiting and retaining a skilled and healthy workforce.

2. Preventing Homelessness: We must scale up our prevention efforts, increasing the support we give to people before they end up in the cycle of homelessness.

3. Building a strong Simon Community for the future: We will further strengthen governance to improve service delivery, and we will build a network of supporters, volunteers, and partners across Northern Ireland.

4. Providing the Right Support at the Right Time: We must continue to improve both the access to, and quality of, our temporary accommodation services. We must also actively engage with those we support to inform service improvements and development.

In March 2024, we hosted the launch of our new strategic plan, Doing Things Differently. Hosted by BBC Journalist Tara Mills, our Chair Joe O’Neill and CEO Jim Dennison outlined a bold vision to tackle the homelessness crisis in Northern Ireland. They were joined by PropertyPal’s Jordan Buchanan, who provided insight into the local housing landscape, and Elisabeth Hammer, Chair of BAWO in Austria, who shared innovative approaches to homelessness from her country.

24 | Annual Report 2023–2024

Alex’s Story

Alex spent nearly two years in the Foyer, our temporary accommodation service in Belfast for young people aged 18-25.

During her time with us, Alex rebuilt her life and gained the confidence she needed to live independently again. She is now an outreach worker, supporting young people across Belfast who face challenges similar to her own.

Reflecting on the staff at Simon Community, Alex said,

Financially, I didn’t have anything sorted out. That’s when the staff stepped in - they advocated for me and helped me with the benefits. They kept me strong whenever I felt like I couldn’t keep myself up.

Structure, Governance and Management

All Trustees give their time voluntarily and receive no benefits from Simon Community Northern Ireland. New Trustees are recruited to the Board of Directors by identification of skills needed. The recruitment of new Trustees is the responsibility of the Board of Directors who meet at least four times a year as appropriate. Simon Community Northern Ireland has an induction programme for new Trustees as part of which they:

Legal and Administrative Information

Simon Community is a company limited by guarantee and does not have a share capital. It is governed by a Memorandum and Articles of Association and the liability of each member is limited to an amount not exceeding £1. The company is a registered charity with the Charity Commission for Northern Ireland, registration number, NIC102724.

The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

• receive a copy of the Trustees’ Handbook;

• are advised of their legal responsibilities and requirements in regard to the code of conduct and declaration of interests; and

• receive briefings from the Senior Leadership Team on strategic and operational challenges and priorities.

Mr. J O’Neill (Chair)

Mr. J Johnston (resigned as of 13 November 2023)

There are three sub-Committees of the Board of Trustees (Strategy & Sustainability, Audit & Risk and Quality Assurance & Improvement). The Committees report on progress of delivering the strategic and operational plans and make recommendations relating to them to the full Board.

Mr. C Donaghy

Ms. T McAreavey

Mr. M O’Kane

Ms. A Braden

Ms A McGregor

Mr D Templeton

Mr C Fegan (joined on 13th November 2023)

Mr D McAllister (joined on 13th November 2023)

The Trustees have ultimate legal and financial responsibility for the affairs of Simon Community, although the management of the organisation is delegated to the staff, through the Chief Executive. The trust deed allows for up to 12 trustees to be appointed. Trustees appointed to the Board of Directors may serve for a maximum of three consecutive fixed terms, and on the expiry of the third fixed term shall not be eligible for re-election.

Simon Community Senior Management team:

Jim Dennison CIHCM Chief Executive

Andrea McCooke

Director of HR and Organisational Development

Áine Robinson ACA Director of Finance & Business Support

Kirsten Hewitt

Director of Homelessness Service

Harriett Roberts

Director of Growth & Engagement (joined 11th September 2023)

26 | Annual Report 2023–2024

Secretary: Ms A McGregor

Auditor:

GMcG BELFAST Chartered Accountants & Statutory Auditor Alfred House 19 Alfred Street Belfast, BT2 8EQ

Charity number: NIC102724

Company number: NI017466

Bankers:

Danske Bank Donegall Square West Belfast, BT1 6JS

Principal address: Unit 15 North City Business Centre Duncairn Gardens Belfast, BT15 2GG

Solicitors:

Agnew, Andress, Higgins & Co 92 High Street Belfast, BT1 2BG

Registered office: Unit 15 North City Business Centre Duncairn Gardens Belfast, BT15 2GG

Worthingtons 24-38 Gordon Street Belfast, BT1 2LG

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28 | Annual Report 2023–2024
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Risk

Simon Community’s projects make a significant impact on the families and individuals who access our work, but they are not without risks. We follow robust risk management protocols, with oversight by the Audit & Risk Committee of the Board. The Corporate Risk Register is reviewed monthly by the Senior Management Team to assess departmental risks and key strategic risks are identified and shared for review by the Audit & Risk Committee and the Board on a quarterly basis.

Here’s a summary of key risks and measures taken to mitigate them during 2023/2024:

1. Funding and Resource Risks: Financial Sustainability: Secure diverse funding sources. Resource Allocation: Implement strict oversight for efficient resource use.

2. Affordable Housing Expansion Risk: Property Market Fluctuations: Monitor market trends and adapt strategies. Regulatory Challenges: Work with legal experts to navigate regulations.

3. Corporate Partnership Risks: Partnership Alignment: Select partners aligned with the mission. Dependency Risk: Diversify partnership sources.

4. Employee Health and Wellbeing Risks: Burnout and Stress: Implement wellness programmes.

5. Mental Health Stigma: Promote mental health openness.

5. Project Execution Risks:

Project Delays: Develop contingency plans. Quality Control: Establish rigorous quality standards. Mitigating these risks through diversification, adaptation, and effective management will enhance project success while minimising setbacks. Continuous monitoring and adjustment are key.

In addition, Simon Community has in place an Internal Audit strategy (2021-2026). During the year, the following internal audits were completed and were awarded a “Satisfactory” assurance rating;

• Incident Response and Safeguarding

• Review of IT Systems

• Financial Control Review

Business Continuity Planning

The organisation has in place a Business Continuity Plan it can refer to in the event of a significant business interruption. A test exercise is completed annually, and any lesson learned fed into the business continuity planning process and a revised plan produced. This ensures the plan remains live and relevant for all staff involved.

Statutory Disclosures

the group financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company Law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the group and parent charity and of the incoming resources and application of resources, including the income and expenditure, of the group for that year.

Remuneration of Key Management and Personnel

All staff remuneration is matched to the appropriate grade on Simon Community’s pay scale in advance of employment.

Simon Community periodically benchmarks its remuneration of posts against similar roles in the sector and wider labour market. Unless agreed in advance of employment, staff are appointed at the bottom of the scale with a step up to the next point on 1 April annually and only on completion of a successful probationary period.

In preparing these financial statements, the trustees are required to:

Employee involvement

• select suitable accounting policies and then apply them consistently;

The charity’s policy is to consult its workforce through partnership meetings with trade unions, team meetings, staff roadshows and corporate briefings matters likely to affect employees’ interests. Communication updates are issued to employees on a regular basis, which seek to achieve a common awareness on the part of all employees of the financial and economic factors affecting the organisation’s performance.

• 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;

Supporting those with disabilities

Applications for employment by disabled persons are always fully considered, bearing in mind the aptitudes of the applicant concerned. All reasonable adjustments are made during the recruitment process. In the event of members of staff becoming disabled, every effort is made to ensure reasonable adjustments are made so that their employment within the charity continues and that the appropriate training is arranged. It is the policy of the charity that the training, career development and promotion of staff with disabilities should, as far as possible, be identical to that of other employees.

• and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the group and charity and 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Statement of trustees’ responsibilities

The trustees, who are also the directors of Simon Community for the purpose of company law, are responsible for preparing the Trustees’ Report and

30 | Annual Report 2023–2024

Financial Review 2023/2024

The financial statements are presented in the standard format required by the Statement of Recommended Practice Accounting and Reporting by Charities (FRS102) and cover the activities of Simon Community Northern Ireland and its subsidiary charity, Simon Community Creating Homes. The Statement of Financial Activities (SOFA) shows the gross income from all sources and the split of activity between restricted and unrestricted funds.

Within its unrestricted reserves, the Charity has designated funds of £1,485,299 related to capital grants, cyclical maintenance fund for the upkeep of client accommodation sites as well as designated funds towards capital projects and the purchase of properties to provide a home for clients who are ready to move into their own private rented property.

In 2021, an assessment of the level of free reserves that would be required to:

Given the nature and location of Simon Community Northern Ireland operations, the charity is not significantly exposed to price risk or foreign exchange risk. Regarding liquidity risk, cash flow is actively managed to ensure the charity has sufficient available funds for operations and planned expansions.

• maintain a quality service provision during any possible wind-up of the organisation;

• allow the orderly transition of services; and

• pay any financial liabilities, was calculated at £898k.

Interest rate risk is not currently relevant in relation to funding requirements. Regarding credit risk, exposure to individual clients is reviewed.

The Board approved the placement of these ‘required’ reserves in an investment portfolio that could be accessed relatively quickly should a ‘doomsday’ scenario arise.

Simon Community Northern Ireland annually reviews its reserves policy and the level of unrestricted reserves. In this context, unrestricted reserves are the total funds freely available to spend on any of the Charity’s purposes. This definition excludes restricted funds and funds designated for essential future spending, although holding such funds may influence the Charity’s reserve policy.

The Trustees have adopted a risk-based approach to the assessment of the appropriate level of freely available reserves. This approach is based on an understanding of income streams and their risk profile, the degree of commitment to expenditure and the overall risk environment in which the charity operates. The unrestricted reserves balance at 31st March 2024 was £4,388,607 of which £2,038,367 was freely available for the Charity’s purposes.

Financial Statements

For The Year Ended 31 March 2024

the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Independent Auditor’s Report to the Members of Simon Community Northern Ireland

Opinion

We have audited the financial statements of Simon Community Northern Ireland (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2024 which comprise the consolidated statement of financial activities, the consolidated statement of financial position, the charity statement of financial position, the consolidated statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

In our opinion, the financial statements:

The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

• give a true and fair view of the state of the group’s and parent charitable company’s affairs and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in

We have nothing to report in this regard.

32 | Annual Report 2023–2024

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of our audit:

• the information given in the trustees’ report for the financial year for which the financial statements are prepared, which includes the directors’ report and the strategic report prepared for the purposes of company law, is consistent with the financial statements; and

• the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

Extent to which the audit was considered capable of detecting irregularities, including fraud We identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and then design and perform audit procedures responsive to those risks, including obtaining audit evidence that is sufficient and appropriate to provide a basis for our opinion.

In identifying and assessing potential risks of material misstatement in respect of irregularities, including fraud and non-compliances with laws and regulations, we considered the following:

• The nature of the industry and sector, control environment and business performance, including the company’s remuneration policies for directors, bonus levels and performance targets, if any;

• Results of our enquiries of management about their own identification and assessment of the risks of irregularities;

• Any matters we identified having obtained and reviewed the company’s documentation of their policies and procedures relating to:

• Identifying, evaluating and complying with laws and regulations and whether they were aware of any instance of noncompliance;

• Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected or alleged fraud; and

• The internal controls established to mitigate risks of fraud or noncompliance with laws and regulations;

• The matters discussed among the audit engagement team regarding how and where fraud might occur in the financial statements and potential indicators of fraud.

As a result of these procedures, we considered the opportunities and incentives that may exist within the company for fraud and identified the greatest potential for fraud in revenue recognition. In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override.

We also obtained an understanding of the legal and regulatory frameworks that the company operates in, focusing on provisions of those laws and regulations that had a direct effect on the determination of material amounts and disclosures in the financial statements. The key laws and regulations we considered in this context included the Companies Act 2006, and local tax legislation.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which may be fundamental to the company’s ability to operate or to avoid a material penalty.

Audit response to risks identified

Our procedures to respond to the risks identified included the following:

• Reviewing the financial statement disclosures and testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements;

• Enquiring of management concerning actual and potential litigation and claims;

• Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud;

• Reading minutes of meetings of those charged with governance and reviewing correspondence with tax authorities; and

• In addressing the risk of fraud through management override of controls, testing the appropriateness of journal entries and other adjustments; assessing whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business.

34 | Annual Report 2023–2024

We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. In addition, as with any audit, there remains a higher risk of non-detection of irregularities, as they may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect noncompliance with all laws and regulations.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Mr Nigel Moore FCA (Senior Statutory Auditor) for and on behalf of GMcG BELFAST

Chartered Accountants Statutory Auditor

Chartered Accountants & Statutory Auditor Alfred House 19 Alfred Street Belfast BT2 8EQ

Consolidated Statement of Financial Activities Including Income and Expenditure Account

For the year ended 31 March 2024

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2024 2024 2024 2023 2023 2023
Notes £ £ £ £ £ £
Income from:
Donations and
legacies 3 1,216,785 776,309 1,993,094 1,112,958 832,892 1,945,850
Charitable activities 4 5,396,765 5,957,019 11,353,784 4,963,811 5,829,669 10,793,480
Other income 5 158,076 - 158,076 72,208 652,231 724,439
Total income 6,771,626 6,733,328 13,504,954 6,148,977 7,314,792 13,463,769
Expenditure on:
Raising funds 6 449,221 - 449,221 354,983 - 354,983
Charitable activities 7 5,843,517 7,529,194 13,372,711 5,403,649 7,004,787 12,408,436
Total expenditure 6,292,738 7,529,194 13,821,932 5,758,632 7,004,787 12,763,419
Net gains/(losses) 11 1,006 - 1,006 (31,403) - (31,403)
on investments
Net incoming/
(outgoing)
479,894 (795,866) (315,972) 358,942 310,005 668,947
resources before
transfers
Gross transfers
- -
(330,264) 330,264 (272,247) 272,247
between funds
Net incoming/
(outgoing) 149,630 (465,602) (315,972) 86,695 582,252 668,947
resources
Other recognised gains and losses
Revaluation of
- -
50,584 50,584 (20,080) (20,080)
tangible fixed assets
Net movement
200,214 (465,602) (265,388) 66,615 582,252 648,867
in funds
Fund balances at
4,176,308 1,312,604 5,488,912 4,109,693 730,352 4,840,045
1 April 2023
Fund balances at
4,376,522 847,002 5,223,524 4,176,308 1,312,604 5,488,912
31 March 2024
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The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

36 | Annual Report 2023–2024

Consolidated Statement of Financial Position

Charity Statement of Financial Position

As at 31 March 2024

----- Start of picture text -----
Notes 2024 2023
£ £ £ £
Fixed assets
13 2,194,157 1,476,873
Tangible assets 14 899,006 -
Investments
3,093,163 1,476,873
Current assets
Debtors 16 1,130,803 896,965
Investments 15 1,055,663 -
Cash at bank and in hand 2,728,145 5,260,074
4,914,611 6,157,039
Creditors: amounts
17 (1,894,093) (1,297,231)
falling due within one year
Net current assets 3,020,518 4,859,808
Total assets less current
6,113,681 6,336,681
liabilities
Creditors: amounts
falling due after more 18 (890,157) (847,769)
than one year
Net assets 5,223,524 5,488,912
Income funds
Restricted funds 21 847,002 1,312,604
Unrestricted funds
Designated funds:
Revaluation reserve 522,583 471,999
Other designated funds 962,716 796,238
22 1,485,299 1,268,237
General unrestricted funds
2,891,223 2,908,071
4,376,522 4,176,308
5,223,524 5,488,912
----- End of picture text -----

The financial statements were approved by the Trustees on 11 November 2024

Ms T McAreavey Trustee

Mr J O’Neill Trustee

Company registration number NI017466

As at 31 March 2024

----- Start of picture text -----
Notes 2024 2023
£ £ £ £
Fixed assets
13 1,451,234 1,476,873
Tangible assets 14 899,006 -
Investments
2,350,240 1,476,873
Current assets
Debtors 16 1,122,082 896,965
Investments 15 1,055,663 -
Cash at bank and in hand 1,990,979 3,760,089
4,168,724 4,657,054
Creditors: amounts
17 (1,893,198) (1,296,931)
falling due within one year
Net current assets 2,275,526 3,360,123
Total assets less current
4,625,766 4,836,996
liabilities
Net assets 4,625,766 4,836,996
Income funds
Restricted funds 21 237,159 660,373
Unrestricted funds
Designated funds:
Revaluation reserve 522,583 471,999
Other designated funds 962,716 796,238
22 1,485,299 1,268,237
General unrestricted funds
2,903,308 2,908,386
4,388,607 4,176,623
4,625,766 4,836,996
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The financial statements were approved by the Trustees on 11 November 2024

Ms T McAreavey

Trustee

Mr J O’Neill Trustee

Company registration number NI017466

38 | Annual Report 2023–2024

Consolidated Statement of Cash Flows

For the year ended 31 March 2024

----- Start of picture text -----
2024 2023
Notes £ £ £ £
Cash flows from operating activities
Cash generated from/(absorbed by) operations 30 38,719 (62,991)
Investing activities
Purchase of tangible fixed assets (775,061) (308,180)
Purchase of investments (898,000) -
-
Proceeds from disposal of investments 922,259
Investment income received 158,076 724,439
Net cash (used in)/generated from investing activities (1,514,985) 1,338,518
Financing activities
Proceeds from borrowings 847,769
Net cash (used in)/generated from
financing activities 847,769
Net (decrease)/increase in cash and cash equivalents (1,476,266) 2,123,296
Cash and cash equivalents at beginning of year 5,260,074 3,136,778
Cash and cash equivalents at end of year 3,783,808 5,260,074
Relating to:
Cash at bank and in hand 2,728,145 5,260,074
-
Short term deposits included in current asset investments 1,055,663
----- End of picture text -----

Notes to the Financial Statements For the year ended 31 March 2024

1 Accounting policies

Charity information

Simon Community Northern Ireland is a private company limited by guarantee incorporated in Northern Ireland. The registered office is Unit 15, North City Business Centre, Duncairn Gardens, Belfast, BT15 2GG.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity’s Memorandum and Articles of Assocation, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)”. The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include certain investments and financial instruments at fair value. The principal accounting policies adopted are set out below.

These financial statements consolidate the accounts of Simon Community Northern Ireland and its subsidiary undertaking, Simon Community Creating Homes.

The charity is the sole member of Simon Community Creating Homes, a charitable company registered in Northern Ireland that was incorporated on 13 June 2022.

The income and expenditure account for the year dealt with in the accounts of the charity was net expenditure of £261,814 (2023 - net income of £17,031).

1.2 Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Designated funds comprise capital grants that have been expended for their restricted purpose and have been transferred to unrestricted funds. Such designated funds are then released to general funds over the related assets useful life.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

The charity has taken advantage of the exemption contained within section 408 of the Companies Act 2006 not to present its own Income and Expenditure Account.

40 | Annual Report 2023–2024

1 Accounting policies (Continued)

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

Donated goods for resale in charity shops are included as income in the period the goods are sold. No amounts are included in the financial statements for services donated by volunteers.

Revenue grants are credited to incoming resources in the earlier date of when they are received or when they are receivable, unless they relate to a specified future period, in which case they are deferred.

Grants for the purpose of capital expenditure are credited to restricted incoming resources when receivable, transferred to designated funds on purchase of asset and then released to general funds over the related asset’s useful life.

Rental income is recognised evenly over the period to which it relates.

Investment income is included in the Statement of Financial Activities when receivable.

Income for accommodation and support charges is received from the Northern Ireland Housing Executive and Northern Ireland Health and Social Services Trusts for the provision of accommodation to homeless people. This is included in the Statement of Financial Activities when receivable.

1.5 Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributable to particular headings they have been allocated to activities on a basis consistent with use of the resources. Staff costs and overhead expenses are allocated to activities on the basis of staff time spent on those activities.

Fundraising costs include the salaries, direct expenditure and overhead costs of staff who promote fundraising, including events and mailings.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities

and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Governance costs includes those incurred in the governance of its assets and are associated with constitutional, statutory and strategic requirements.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Tangible fixed assets costing more than £1,000 are capitalised and included at purchase cost, together with any incidental costs of acquisition.

Freehold properties are carried at their revalued amounts being fair value at the date of valuation less subsequent depreciation and impairment losses. Revaluations are performed by professional qualified valuers with sufficient regularity to ensure that the carrying amounts do not differ materially from those that would be determined using fair values at the end of each reporting date. Any accumulated depreciation at the date of revaluation is eliminated against the carrying amount of the asset and the net amount is restated to the revalued amount of the asset.

Any revaluation increase is transferred to the revaluation reserve. Where a property accumulates a deficit thus exceeding any previous revaluation surpluses, it is recognised as expenditure in the Statement of Financial Activities. Any reversal of such a deficit is recognised in the Statement of Financial Activities as a reduction in expenditure.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Freehold land and buildings 2% straight line

Property improvements 2% straight line/over lease term

House equipment 20% & 50% straight line

Office equipment 20, 25 & 50% straight line

Motor vehicles 20% straight line

1 Accounting policies (Continued)

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds

and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Fixed asset investments

Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.

1.8 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

1.9 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.10 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity’s balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

1.11 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

42 | Annual Report 2023–2024

1 Accounting policies (Continued)

1.12 Retirement benefits Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

2 Critical accounting estimates and judgements In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Critical judgements

Property valuations

The charity applies a policy of carrying land and buildings at valuation and professional revaluations are carried out as often as is deemed necessary. Deciding on the frequency of the valuations requires judgement and the valuations involve assumptions and estimation uncertainty regarding market conditions.

Land and buildings were most recently revalued during the year ended 31 March 2024, resulting in a revaluation gain of £51k. Any additions since the date of last valuation are carried at cost.

Funds

Judgements are made in relation to allocation of income and expenditure to restricted and unrestricted funds. The trustees consider it appropriate to allocate these funds based on interpretation of the grants and donations received.

Key sources of estimation uncertainty

Fixed assets

The annual depreciation charge on fixed assets depends primarily on the estimated lives of each type of asset and estimates of residual values. The directors regularly review these asset lives and change them as necessary to reflect current thinking on remaining lives in light of prospective economic utilisation and physical condition of the assets concerned. Changes in asset lives can have a significant impact on depreciation and amortisation charges for the period. Detail of the useful lives is included in the accounting policies.

Debtors

Short term debtors are measured at transaction price, less any impairment. Impairment of such debtors involves some estimation uncertainty.

44 | Annual Report 2023–2024

3 Donations and legacies

6 Raising funds

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
general general
2024 2024 2024 2023 2023 2023
£ £ £ £ £ £
- -
Donations and gifts 833,709 833,709 831,245 831,245
- -
Legacies receivable 335,043 335,043 254,480 254,480
Grants 48,033 776,309 824,342 27,233 832,892 860,125
1,216,785 776,309 1,993,094 1,112,958 832,892 1,945,850
Grants receivable for
core activities
Northern Ireland Housing
Executive - 326,378 326,378 - 258,000 258,000
- -
Public Health Agency 222,166 222,166 255,763 255,763
Other Grants 48,033 227,765 275,798 27,233 319,129 346,362
48,033 776,309 824,342 27,233 832,892 860,125
----- End of picture text -----

4 Charitable activities

----- Start of picture text -----
Accomm. Accomm.
and support and support
charges charges
2024 2023
£ £
Services provided under funding agreement 11,353,784 10,793,480
Analysis by fund
Unrestricted funds - general 5,396,765 4,963,811
Restricted funds 5,957,019 5,829,669
11,353,784 10,793,480
Performance related grants
Supporting People 5,957,019 5,829,669
Accommodation and Community Support Services 4,105,929 3,732,926
Health and Social Care Trust 1,290,836 1,232,385
11,353,784 10,793,480
----- End of picture text -----

----- Start of picture text -----
Unrestricted Unrestricted
funds funds
general general
2024 2023
£ £
Fundraising and publicity
Fundraising 277,497 228,392
Support costs 171,724 126,591
Fundraising and publicity 449,221 354,983
449,221 354,983
----- End of picture text -----

7 Charitable activities

----- Start of picture text -----
Influencing Accomm. Homelessness Harm
Total Total
policy & based support Prevention reduction
2024 2023
practice 2024 2024 2024 2024
£ £
£ £ £ £
-
Staff costs 7,787,427 380,328 187,146 8,354,901 8,197,771
- - -
Depreciation and impairment 108,361 108,361 106,480
- - -
Projects 2,825,216 2,825,216 2,327,460
- - - -
Supporting People recovery 314,770 314,770
-
11,035,774 380,328 187,146 11,603,248 10,631,711
Share of support costs
(see note 8) 171,602 1,365,136 42,494 29,249 1,608,481 1,631,042
Share of governance costs
- - -
(see note 8) 160,982 160,982 145,683
171,602 12,561,892 422,822 216,395 13,372,711 12,408,436
Analysis by fund
Unrestricted funds - general 171,602 5,639,885 25,419 6,611 5,843,517 5,403,649
Restricted funds - 6,922,007 397,403 209,784 7,529,194 7,004,787
171,602 12,561,892 422,822 216,395 13,372,711 12,408,436
----- End of picture text -----

5 Other income

----- Start of picture text -----
Unrestricted Unrestricted Restricted Total
funds funds funds
general general
2024 2023 2023 2023
£ £ £ £
Rental income 90,402 54,406 - 54,406
Bank interest 54,154 17,802 - 17,802
-
Creating Homes income 13,520 652,231 652,231
158,076 72,208 652,231 724,439
----- End of picture text -----

46 | Annual Report 2023–2024

8 Support costs

----- Start of picture text -----
Support Governance 2024 Support Governance 2023
costs costs costs costs
£ £ £ £ £ £
Homelessness services 239,902 18,730 258,632 221,530 24,614 246,144
Human resources 457,130 9,329 466,459 452,585 9,237 461,822
Finance 405,552 77,128 482,680 311,511 58,318 369,829
Communications 192,140 7,686 199,826 152,951 8,050 161,001
IT 193,973 - 193,973 173,692 - 173,692
Development 97,141 10,793 107,934 143,222 15,914 159,136
Property 140,973 14,994 155,967 146,258 13,716 159,974
- -
Central accommodation and support services 53,394 53,394 155,884 155,884
- - - -
Fundraising 7,322 7,322
Audit fees - 15,000 15,000 - 15,834 15,834
1,780,205 160,982 1,941,187 1,757,633 145,683 1,903,316
- -
Analysed between Fundraising 171,724 171,724 126,591 126,591
Charitable activities 1,608,481 160,982 1,769,463 1,631,042 145,683 1,776,725
1,780,205 160,982 1,941,187 1,757,633 145,683 1,903,316
----- End of picture text -----

Governance costs includes payments to the auditors of £7,560 (2023- £6,050) for the audit of the charity financial statements.

9 Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

10 Employees

The average monthly number of employees during the year was:

----- Start of picture text -----
2024 2023
Number Number
311 315
Employment costs 2024 £ 2023 £
Wages and salaries 7,530,053 7,362,117
Social security costs 609,257 632,131
Other pension costs 215,591 203,523
8,354,901 8,197,771
----- End of picture text -----

The number of employees whose annual remuneration was more than £60,000 is as follows:

		2024 Number	2023 Number
£60,001	- £70,000	2	-
£70,001	- £80,000	1	-
£80,001	- £90,000	1	1

• 11 Net gains/(losses) on investments

----- Start of picture text -----
Unrestricted Unrestricted
funds funds
general general
2024 2023
£ £
(Loss)/gain from revaluation of investments 1,006 (31,403)
----- End of picture text -----

12 Taxation

The Charity is recognised as such by HM Revenue and Customs and is entitled to certain tax exemptions on income and profits from investments, and surpluses on any trading activities carried on in furtherance of the Charity’s primary objectives, if these profits or surpluses are applied solely for charitable purposes.

13 Tangible fixed assets

----- Start of picture text -----
Freehold land Property House Office Motor Total
Group and buildings improvements equipment equipment vehicles
£ £ £ £ £ £
Cost or valuation
At 1 April 2023 1,257,458 141,889 269,365 255,842 6,000 1,930,554
Additions 713,513 - 50,623 10,925 - 775,061
- - - -
Disposals (5,509) (5,509)
Revaluation 35,000 - - - - 35,000
At 31 March 2024 2,005,971 141,889 319,988 261,258 6,000 2,735,106
Depreciation and impairment
At 1 April 2023 3,109 75,529 122,644 247,498 4,900 453,680
Depreciation charged in the year 31,022 14,730 53,285 8,224 1,100 108,361
- - - -
Eliminated in respect of disposals (5,509) (5,509)
Revaluation (15,583) - - - - (15,583)
At 31 March 2024 18,548 90,259 175,929 250,213 6,000 540,949
Carrying amount -
1,987,423 51,630 144,059 11,045 2,194,157
At 31 March 2024
1,254,348 66,360 146,721 8,344 1,100 1,476,873
At 31 March 2023
----- End of picture text -----

48 | Annual Report 2023–2024

13 Tangible fixed assets (Continued)

15 Current asset investments

----- Start of picture text -----
Freehold land Property House Office Motor Total
Charity and buildings improvements equipment equipment vehicles
£ £ £ £ £ £
Cost or valuation
At 1 April 2023 1,257,458 141,889 269,365 255,842 6,000 1,930,554
Additions - - 13,965 10,925 - 24,890
- - - -
Disposals (5,509) (5,509)
Revaluation 35,000 - - - - 35,000
At 31 March 2024 1,292,458 141,889 283,330 261,258 6,000 1,984,935
Depreciation and impairment
3,109 75,529 122,644 247,498 4,900 453,680
At 1 April 2023
25,266 14,730 51,793 8,224 1,100 101,113
Depreciation charged in the year - - - -
(5,509) (5,509)
Eliminated in respect of disposals - - - -
(15,583) (15,583)
Revaluation
At 31 March 2024 12,792 90,259 174,437 250,213 6,000 533,701
Carrying amount -
1,279,666 51,630 108,893 11,045 1,451,234
At 31 March 2024
1,254,349 66,360 146,721 8,344 1,100 1,476,874
At 31 March 2023
----- End of picture text -----

13 Tangible fixed assets (Continued)

Land and buildings were revalued in January 2024 by independent valuers not connected with the charity on the basis of market value. The valuation conforms to International Valuation Standards and was based on recent market transactions on arm’s length terms for similar properties. Additions since the date of last valuation are carried at cost.

and accumulated impairment losses, their carrying amount would have been approximately £759,654.

The revaluation surplus is carried within the revaluation reserve, which is part of the charity’s unrestricted funds.

Freehold land and buildings with a carrying amount of £1,410,441 have been pledged to secure borrowings of the group.

At 31 March 2024, had the revalued assets been carried at historic cost less accumulated depreciation

14 Fixed asset investments

Group and charity	Listed investments £
Cost or valuation
At 1 April 2023	-
Additions	898,000
Valuation changes	1,006
At 31 March 2024	899,006
Carrying amount
At 31 March 2024	899,006
At 31 March 2023	-

	2024 £	2023 £
Unlisted investments	1,055,663	-

16 Debtors: amounts falling due within one year:

----- Start of picture text -----
2024 2023
£ £
Group
Trade debtors 572,792 433,293
Other debtors 247,375 205,916
Prepayments and accrued income 310,636 257,756
1,130,803 896,965
Charity
Trade debtors 572,147 433,293
Other debtors 239,300 205,916
Prepayments and accrued income 310,636 257,756
1,122,083 896,965
----- End of picture text -----

17 Creditors: amounts falling due within one year

----- Start of picture text -----
2024 2023
£ £
Group
Other taxation and social security 209,923 136,354
Deferred income 20,000 20,000
Trade creditors 741,604 688,460
Other creditors 3,086 16,450
Accruals and deferred income 919,480 435,967
1,894,093 1,297,231
Charity
Other taxation and social security 209,923 136,354
Deferred income 20,000 20,000
Trade creditors 741,604 688,460
Amounts owed to subsidiary undertakings 537 -
Other creditors 3,086 16,450
Accruals and deferred income 918,048 435,667
1,893,198 1,296,931
----- End of picture text -----

50 | Annual Report 2023–2024

18 Creditors: amounts falling due after more than one year

21 Restricted funds

	2024 £	2023 £
Group
Borrowings	890,157	847,769

19 Loans and overdrafts

	2024 £	2023 £
Group
Other loans	890,157	847,769
Payable after one year	890,157	847,769
Amounts included above which fall due after fve years:
Payable by instalments	636,876	662,514

The long-term loans are secured by fixed charges over specific properties of the group and a floating charge in respect of all the assets of Simon Community Creating Homes.

In accordance with FRS 102 the loan has been recognised at the net present value of the future repayments and a notional interest rate charge of 5% will be applied to the loan in future years.

The income funds of the group and charity include

restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

----- Start of picture text -----
Movement in funds Movement in funds
Balance Incoming Resources Transfers Balance Incoming Resources Transfers Balance at
at 1 April resources expended at 1 April resources expended 31 March
2022 2023 2024
£ £ £ £ £ £ £ £ £
Group
- -
Homeless prevention 12,571 258,000 (294,119) 23,548 326,378 (397,404) 71,026
Accommodation
-
and support 314,770 5,829,669 (6,066,962) 237,293 314,770 5,957,019 (6,531,027) 259,238
Harm reduction - 255,763 (267,169) 11,406 - 222,166 (209,785) - 12,381
- -
Other grants 403,011 319,129 (376,537) 345,603 227,766 (348,591) 224,778
- - - - -
Creating Homes 652,231 652,231 (42,388) 609,843
730,352 7,314,792 (7,004,787) 272,247 1,312,604 6,733,329 (7,529,195) 330,264 847,002
Charity
- -
Homeless prevention 12,571 258,000 (294,119) 23,548 326,378 (397,404) 71,026
Accommodation
-
and support 314,770 5,829,669 (6,066,962) 237,293 314,770 5,957,019 (6,531,027) 259,238
Harm reduction - 255,763 (267,169) 11,406 - 222,166 (209,785) - 12,381
- -
Other grants 403,011 319,129 (376,537) 345,603 227,766 (348,591) 224,778
730,352 6,662,561 (7,004,787) 272,247 660,373 6,733,329 (7,486,807) 330,264 237,159
----- End of picture text -----

See note 24 for explanatory notes to the funds.

20 Retirement benefit schemes

Defined contribution schemes

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The charge to profit or loss in respect of defined contribution schemes was £215,591 (2023 - £203,523).

Contributions totalling £41,424 (2023 - £37,772) were payable to the fund at the balance sheet date.

52 | Annual Report 2023–2024

22 Designated funds

23 Analysis of net assets between funds

The income funds of the group and charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:

----- Start of picture text -----
Movement in funds Movement in funds
Balance Incoming Resources Transfers Revalua- Balance Incoming Resources Revalua- Balance at
at 1 April resources expended tions, gains at 1 April resources expended tions, gains 31 March
2022 and losses 2023 and losses 2024
£ £ £ £ £ £ £ £ £ £
- - - - -
Capital grant 182,320 (17,645) 164,675 (17,022) 147,653
Cyclical
maintenance
fund 56,834 57,150 (112,374) - - 1,610 59,800 (13,739) - 47,671
Revaluation
reserve 498,733 - - (6,654) (20,080) 471,999 - - 50,584 522,583
Capital
- - - - - - -
projects 400,000 400,000 400,000
Creating
homes 538,000 - - (308,047) - 229,953 174,097 (36,658) - 367,392
1,675,887 57,150 (130,019) (314,701) (20,080) 1,268,237 233,897 (67,419) 50,584 1,485,299
----- End of picture text -----

Grants received to fund capital expenditure are transferred to unrestricted funds from restricted funds when the expenditure is made and then released from designated to general funds over the related assets’ useful life.

Creating homes relates to funds that have been designated for the purchase of properties to house clients who are tenancy ready to move from supported living into their own private rented property.

Capital projects relates to funds that have been designated towards future development in the Downpatrick area.

----- Start of picture text -----
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2024 2024 2024 2023 2023 2023
£ £ £ £ £ £
Group
Fund balances at 31 March 2024
are represented by:
-
Tangible assets 1,451,234 742,923 2,194,157 1,476,873 1,476,873
Investments 899,006 - 899,006 - - -
Current assets/(liabilities) 2,026,282 994,236 3,020,518 2,699,435 2,160,373 4,859,808
- -
Long term liabilities (890,157) (890,157) (847,769) (847,769)
4,376,522 847,002 5,223,524 4,176,308 1,312,604 5,488,912
Charity
Fund balances at 31 March 2024
are represented by:
- -
Tangible assets 1,451,234 1,451,234 1,476,873 1,476,873
Investments 899,006 - 899,006 - - -
Current assets/(liabilities) 2,038,367 237,159 2,275,527 2,699,750 660,373 3,360,123
4,388,607 237,159 4,625,767 4,176,623 660,373 4,836,996
----- End of picture text -----

24 Explanatory note to the funds

Homeless prevention

Harm reduction

This programme:

This service aims to assist homeless substance abusers to reduce the harm associated with drug and/or alcohol abuse while they are living in a Simon Community Northern Ireland project as well as continuing that support when they move back into the community. It is funded by the Public Health Agency.

• Involves creating local community homeless task group and working with existing youth and community groups to develop homelessness prevention strategies

• Works in response to local need and finds solutions to addressing homelessness locally

Other grants

Other grants and donations which support the work of the Charity in both accommodation and communitybased support.

• Promotes awareness and educates local service providers such as teachers on homelessness issues

Creating Homes

This represents as restricted fund of the subsidiary charity, Simon Community Creating Homes. In future years, a notional interest charge will be applied as expenditure against this fund.

• Promotes holistic support of those more vulnerable people in our communities through partnership working with local communities and agencies.

Transfers

54 | Annual Report 2023–2024

Accommodation and support

Received from the Northern Ireland Housing Executive and Northern Ireland Health and Social Care Trusts for the provision of accommodation and housing related support services.

Transfers have been made from general funds to

cover deficits incurred in restricted funds.

25 Financial commitments, guarantees and contingent liabilities

A portion of grants received may become repayable if the charity fails to comply with the terms of the Letter of Offer.

26 Operating lease commitments

At the reporting end date the group and charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

----- Start of picture text -----
2024 2023
£ £
Within one year 26,928 140,065
-
Between two and five years 57,750
26,928 197,815
----- End of picture text -----

27 Contingent assets

During a prior year the charity became aware that it had entitlement to a legacy. Part of the legacy has been received and recognised within income for the current and prior year. The amount of the charity’s remaining entitlement to the legacy is uncertain but is currently estimated to be around £569k. The final amount is dependent on the realised value of the assets held in the donor’s estate and, as such, has not been recognised in these financial statements.

28 Related party transactions

Remuneration of key management personnel

The charity considers its key management personnel comprise the Chief Executive, the Director of Homelessness Services, the Director of Finance and Business Support, the Director of HR and Organisational Development and the Director of Growth and Engagement. The total remuneration for key management personnel is as follows:

29 Subsidiaries

Details of the charity’s subsidiaries at31 March 2024 are as follows:

Name of undertaking	Registered ofce	Nature of business	Class of shares held	% Held Direct Indirect
Simon Community Creating Homes	Northern Ireland	Charitable	Membership	100.00

30 Cash generated from operations

----- Start of picture text -----
2024 2023
£ £
Group
Surplus for the year (315,972) 668,947
Adjustments for:
Investment income recognised in statement of financial activities (158,076) (724,439)
Fair value gains and losses on investments (1,006) 31,403
Depreciation and impairment of tangible fixed assets 108,361 106,480
Movements in working capital:
(Increase) in debtors (233,838) (145,075)
Increase/(decrease) in creditors 639,250 (307)
Cash generated from/(absorbed by) operations 38,719 (62,991)
----- End of picture text -----

31 Analysis of changes in net funds

----- Start of picture text -----
At Cash Non-cash At
1 April flows movements 31 March
2023 2024
£ £ £ £
Group -
(2,531,929) 2,728,145
Cash at bank and in hand 5,260,074 -
- 1,055,663 1,055,663
Cash equivalents
-
5,260,074 (1,476,266) 3,783,808
-
Loans falling due after more than one year (847,769) (42,388) (890,157)
4,412,305 (1,476,266) (42,388) 2,893,651
----- End of picture text -----

	2024 £	2023 £
Aggregate compensation	336,896	286,901

The charity was under the control of the Board of Directors throughout the current and previous period. There are no material related party transactions or balances during either year or at either year end such as are required to be disclosed.

56 | Annual Report 2023–2024

simon community community Ending Homele51ness iele& ern Irel41 )1

Simon Community Unit 15 North City Business Centre Duncairn Gardens Belfast, BT15 2GG

Charity No: NIC102724 Company No: NI017466

028 9023 2882 [e-mail] www.simoncommunity.org