Extern Northern Ireland Annual Report 2020-21 NORTHERN IRELAND’S LEADING SOCIAL JUSTICE CHARITY
Extern Northern Ireland is most grateful for the support of the following:
Beatrice Laing Trust
St Martin's in the Field
Hospital Saturday Fund
ESB
Screwfix Foundation
British Red Cross
Ireland Funds Australia
Duke of Edinburgh Diamond Fund
Asda
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EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
Extern Northern Ireland 2020-21: Reaching more people... Changing more lives PAGE CEO & Chair's Welcomes
4-5
We are Extern Northern Ireland
6
Why We Are Needed
7
Reaching Out in 2020-21
8-9
Playing as a Team
10
Generous Spirit
11
Young People & Families
12-15
Communities
16-19
Appendix: Company Details
20
Appendix: Board of Trustees
21
Appendix: Financial Accounts
22
*The names have been changed in the service user stories throughout this report to protect the identities of those involved. The photos we have used are for illustration only and should not be taken as bearing any resemblance to those people involved in our narrative.
EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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Chair’s Message The Extern
As an organisation we have been challenged as never before, but we will come out stronger as a result.
Difference
For so many of the people we support, the arrival of the Covid pandemic and the subsequent lockdowns was an earthquake in the already fragile landscape of their lives. The swiftness with which it hit our communities was unprecedented and had an immediate impact on those managing complex issues such as poor mental health, homelessness, family breakdown and problem substance use, among others. Such swift events demanded an even swifter response – and respond we did. From the very first days of the lockdown we moved quickly to adapt our frontline services to meet the continuing needs of our service users. That we did so with the minimum of disruption to those we support speaks volumes for the sheer professionalism and dedication of our staff. They calmly approached the challenges they faced with innovative solutions and a real ‘can-do’ attitude, as the stories within this report will testify. Throughout this they were assisted by our wonderful support staff behind the scenes, who ensured that the wheels kept turning to enable Extern to continue its vital work. We have not yet seen the end of this pandemic, and we have yet to see the longer-term impact which it will have on our communities and the people we support. We will nevertheless continue to be there, reaching in to support those most in need, whatever life may throw at them. From adversity comes strength, and I believe that we have become a stronger organisation as a result of the challenges we have faced this year. We will continue to strengthen, confident that our work in transforming lives for the better will flourish and grow in the years ahead. It remains for me to thank my colleagues on the Board of Trustees, the Strategic Leadership Team, our funders and partners, and – most especially – our wonderful staff and volunteers for their hard work and commitment over the course of this year. Their unwavering dedication is what makes the difference to the lives of every single one of the people we support every year. Aideen D’Arcy, Chair, Extern NI
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EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
CEO's Welcome
Our innate can do and must do attitude has carried us through some of the toughest days we have ever faced as an organisation.
When the Coronavirus pandemic reached our shores in the Spring, it had a profound impact upon the lives of the people we support every year, as so many of these individuals, families, young people and children were already coping with enormous challenges. For many, Extern was the only source of support they could turn to in these difficult times, as many other agencies and organisations were forced to scale down or even put a temporary hold on their services due to the swift and sudden onset of the Covid-19 restrictions. As the lockdowns began to take effect, we kept our doors open to our service users. Our frontline staff and volunteers who worked throughout the projects, calmly and professionally developed ways to ensure that the people they supported were never left in need. To have done so, knowing the risks that this could present to themselves and their own loved ones, is a source of the greatest admiration from myself and my colleagues in the Strategic Leadership Team. We are profoundly grateful for all that our colleagues have done to keep our service users front and centre in everything that we do. Extern exists to support those who are in the greatest need, and we did everything in our power to ensure this core principle was not sacrificed during the pandemic. Despite the challenges we have faced in 2020-21, I believe that Extern is stronger than before. This is down to the extraordinary commitment and dedication of our staff – including those working behind the scenes in our supporting services - who not only met but overcame so many of the difficulties they were faced with to deliver uninterrupted services whilst keeping everyone Covid-safe. It has been a year of great achievement for Extern too. We have launched new projects – including our ground-breaking Communities in Transition programme - while others have expanded. Creativity, innovation, resilience, and engagement were the hallmark of our work before lockdown and these qualities have stood by us during this challenging time. From a personal perspective, I was appointed Interim CEO after serving Extern as Director of Services for the previous eight years. Being at the helm of the organisation during one of the most challenging periods in Extern’s forty-year history I have been humbled by how generously loyal and supportive the staff in Extern are to our service users and to each other. I am very proud of every one of them for their dedication and compassion - truly we have an amazing team. I hope the stories and testimonies you find in this annual report bear witness to the lifechanging work we set out every day to do – work we are proud to carry out, and which truly does transform lives for the better.
Danny McQuillan CEO, Extern *The Extern Board of Trustees made its interim chief executive, Danny McQuillan, a permanent appointment in October 2021 as this Annual Report was being finalised. EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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We are Extern Northern Ireland Our Vision We will aim to change lives to support a socially just and inclusive society.
Our Mission We will create opportunities and provide supports to enable everyone to meaningfully participate in society.
Our Values Respect We value the feelings, opinions and rights of our service users, colleagues, and other stakeholders.
In 2020-21 we delivered services in 27 counties across the island of Ireland
Derry Donegal
Antrim
Tyrone
Leitrim
Armagh
Fermanagh
Monaghan
Sligo
Integrity All our decisions and interactions will be ethical, open, honest, and transparent.
Down
Cavan
Mayo
Louth
Roscommon Longford Meath Westmeath
Compassion We care about our service users and colleagues and will act with empathy in all engagements.
Galway Dublin Kildare
Offaly
Wicklow
Laois Clare Carlow
Accountability We hold ourselves and each other responsible for our decisions and actions. Professional We work inclusively with service users, colleagues, and key stakeholders to deliver high quality supports and evidence-based services.
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EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
Tipperary Kilkenny Wexford
Limerick
Waterford
Kerry Cork
Why We Are Needed:
drug-related deaths were registered in Northern Ireland in 2020
households presented as homeless to the Northern Ireland Housing Executive in Jan-Mar 2021
children in Northern Ireland were known to Social Services as a child in need in March 2020
of young people in NI who expressed concerns about their mental health in 2019 did not seek any help Sources: NI Statistics & Research Agency; NI Housing Bulletin; Department of Health NI; Department for Communities NI. Details available on request.
of children were living in absolute poverty in NI in 2019-20
EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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In 2020-21... We employed over
300 5,934
We supported
young people like Cara
“I turned to Extern’s Youth Engagement Service after a traumatic experience in my life. From the very beginning Extern gave me a safe space to discuss my feelings; they helped me find coping mechanisms and how to understand and deal with my triggers. The advice and support they gave me was amazing. Now I don’t let the trauma I experienced control me and I’m less stressed and anxious in social situations. With Extern it’s about the little things too – my most special memory was when one of the team brought me a bag of treats and some mindfulness activities to keep me busy during lockdown. It cheered me up so much when I was feeling low. When I was being supported by Extern I always felt like I could open up in confidence and express how I was feeling without fear of being judged. They were there for me when I needed them most.”
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EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
fantastic staff like Patrick
“There are many reasons why people want to work for Extern. For me it was about having the opportunity to really change lives for the better. So many of the people we support through the Northern Ireland Refugee Resettlement Scheme have experienced trauma after fleeing conflict. They need a place of calm and safety to allow for self-reflection and to rebuild their lives. We provide a familiar, friendly face throughout their resettlement, as they begin to develop their own confidence and independence. Through listening, understanding and empathising we gain important knowledge and understanding of the cultural and religious practices within their communities. Seeing the people we support grow and flourish in their new lives is the most rewarding thing of all, as they settle into jobs, education and community life. That’s what makes Extern so unique and special, we see the people behind the problem, and their potential to find a better life for themselves.”
We delivered
11,339
hours of direct contact through our Early Years/Passport programme in the Western Trust area
We recruited
over 50
Community Champions like Ali
We gave hope to
8,572 vulnerable people like Chris
“I became a volunteer after the amazing help and support I got from Extern after my son took his own life. I wanted to give something back as well as raise awareness of mental health, addiction and suicide. My favourite thing about being a volunteer for Extern has been the lovely people I have met along the way, both service users and staff. Everyone has been amazing and the fact that I can help others is fantastic. It’s so rewarding when you can actually see people getting help and starting to live a better life and become healthier and happier.”
“As well as being homeless, I had mental health issues, my physical health was poor and I had severe alcohol dependency and drug use. Others may have judged me for the situation I found myself in… but not Extern. From the moment I was referred to them they supported me in every way possible. They helped me find somewhere to live and made sure I was accessing the right services and benefits. They also helped me begin to tackle my issues with alcohol. Every staff member I met in Extern treated me with kindness and understanding. I always have somewhere to turn when things get tough. When I am in need, they are there.”
94%
of young people engaged in our Intensive Support Fostering project rated the quality of their relationship with Extern staff as ‘good or very good’ EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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Playing as a Team Technology played a vital role for our staff during lockdown as it helped bring people together at a time when physical contact was not always possible – or even safe
Ensuring that our work could continue, with as little disruption as possible, was due in no small part to the innovation of Extern’s IT team. Based at our Hydepark House head office in Newtownabbey, Co Antrim, the team ensured that our systems were able to meet the continued demands that the Covid crisis brought. One of the key breakthroughs was the adoption of the Microsoft Teams business communication platform, which enabled staff at all levels to connect quickly and effectively, whether for pre-planned meetings, or quick catch-up ‘huddles’ to share ideas or smooth out any issues or challenges which may have arisen. “The demand was to give people a platform through which they could easily communicate, as well as allow them to work within a secure environment to have meetings and share documents,” says Extern’s Head of IT, Tony Murray (right). “Fortunately, since 2017 Microsoft have provided Extern with Office 365 licenses free of charge. Teams was a part of that package, therefore it allowed us to very quickly get our user base online without any additional expense for the organisation.” As face-to-face meetings continued to be restricted throughout lockdown, the platform was also used for ‘virtual’ launch and celebration events for a number of our projects.
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The Teams platform also proved invaluable in allowing frontline staff to engage with service users who were in lockdown. Another important technological milestone came with the development of our new Case Management System (CMS), Eclipse from OLM Systems Ltd. This solution allows us to better store and manage the vast amounts of data which are generated through our interaction with thousands of service users every year. Introduced to replace the existing ECO system, Eclipse can be tailored to suit each project – from how a referral comes in and is allocated to a worker, to how it is managed and the information which it captures is stored. The system is used by government and health trusts across the UK and will prove an important tool for the organisation in terms of keeping our service user data safe, as well as ensuring good data governance. “This new system will provide a level of agility as it allows our staff to use it outside of the pre-existing Citrix environment, on any device and anywhere,” says Tony. “The agility and flexibility that adopting new systems such as these gives us will allow us to open up a digital transformation within the organisation over the next few years."
Generous spirit This year saw a marked increase in fundraised income from our campaigns and charity partnerships, as well as the generosity of the public The initial impact of the lockdown in March-April saw many of the people we support facing immediate financial difficulties due to disruption to their benefits or the loss of employment. In response, we quickly established a fundraising campaign centred around a new Hardship Appeal. Donations could then be used to immediately allay the difficulties being faced by some of our service users in the first weeks and months of lockdown. As well as enabling us to offer hardship grants for fuel and food, the appeal also allowed us to provide basic everyday items needed by our frontline services, such as: • basic mobile phones and credit • foil blankets for people who are homeless • warm clothing • antibacterial cleaning equipment • sanitary products One young man we supported told us how a severe and sharp decline in the condition of his mental health – due to financial hardship - had led to him contemplating taking his own life. A simple donation from the Hardship Appeal enabled him to buy food and enough credit to replenish his gas and electricity, and gave him renewed hope. Altogether the appeal raised around £30,000.
Christmas Cheer Our Tree of Hope Christmas campaign for 2020 received a warm response from the public, with donations received online, which were accompanied by messages of support for those who found themselves vulnerable and isolated in our community at Christmas. The appeal raised around £10,000 within the space of two months.
Corporate Partnerships Our corporate partners continued to provide an invaluable source of support throughout the year, both with raising Extern’s profile with their audiences and customers, as well as giving a vital boost to bringing in funds and donations through a range of activities. Our partnership with Danske Bank (above) raised around £70,000, which was used to help purchase much-needed equipment and carry out work at our Kinahalla Youth Village in Co Down, as well as helping to boost our Covid Appeal. Meanwhile, Ulster Rugby supported our work with a wide variety of fundraising activity, including: player and coach videos recorded in support of key calls to action for various campaigns; a Christmas Quiz (right); Easter Hampers; and promotional support for our Safe Haven Campaign.
£1,500 £3,500
was raised by Steelstown Ogs GAA club in Derry who completed 100,000 solos in one week
was raised by staff from the Northern Regional College, who walked or ran the 79 miles it would take to walk around all of their campuses
£10,000 was donated by Co-Ownership Housing to support our projects during lockdown
EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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YOUNG PEOPLE & FAMILIES
Giving hope to families in crisis The onset of lockdown undoubtedly had a profound impact on many people’s sense of wellbeing, but this was particularly so for young people. The sudden withdrawal of the structures and supports which so many had come to rely upon - such as school, sports activities, youth clubs and friendship groups - left many feeling aimless and despondent. This only worsened as restrictions were repeatedly lifted and reimposed. While the shift towards ‘online living’ had a certain novelty value at first, screen fatigue soon become a marked issue, and many young people simply began to switch off from engaging via tablets and smartphones. For that reason, the creativity and innovation shown by our frontline teams throughout lockdown was crucial in keeping young people switched on and positively focused. For those tackling boredom and lack of stimulation, our staff provided a wealth of practical and fun activities for them to do. These included dropping off pizza-making kits to homes, meeting up for socially distanced walks or ‘garden visits’, and taking part in fun and healthy online challenges. These activities were supported by regular telephone and video calls to check in with young people and their families in order to provide reassurance and identify any issues at an early stage.
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EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
2,873 hours of support were provided to young people through our Intensive Support Fostering programme
YOUNG PEOPLE & FAMILIES
The friendships I made helped me get through lockdown At the beginning of lockdown, I was a bit nervous as I wouldn’t be able to see my friends or be able to go on trips. I was in the final year of school, so I didn’t know what was going to happen with my exams and if I would get my GCSEs done. As time went on things got harder at home and I started fighting with my mum and dad. I started to go out again when I shouldn’t, as my mental health was worse than before lockdown started. My Extern group went online a few weeks into lockdown, and we did games and work online to try and pass the time. We even started a mini film club where we would suggest movies to each other and talk about them. When the staff dropped off activity packs, like make your own pizza kits, they would always send out enough for my brother and sister as well. I will always remember my group, as they were a big part of getting me through lockdown. We all remained friends, even after the sessions ended, and it was good to get to know people from the other side of the community.
Kyle, Service User, On The Right Track! Personal Change Programme
We provided
265
hours of individual contact with each and every service user on our Personal Change Programme CONTINUED OVER EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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YOUNG PEOPLE & FAMILIES
Lockdown was a particularly difficult time for foster care placements too, as some young people's already challenging behaviours increased. This was exacerbated by factors such as being restricted to the house, inability to engage in normal activities and the negative effects on mental health. Activities were tailored towards allowing families to spend quality time together, for example movie nights, pamper packs and quiz competitions, as well as practical supports such as listening ear sessions and parenting advice workshops. While such activities were a welcome break for many young people and families, for those facing acute crisis, the continuation of our respite and residential services was a lifeline in a time of urgent need. Both our Roscor and Kinnahalla youth villages continued their services with as little disruption as possible, whilst ensuring that social distancing restrictions could still be respected. For example, in Kinnahalla while the initial number of referrals dropped due to the uncertainty generated by lockdown, an even higher than usual demand presented within weeks due to the lack of services available to young people. In response, staff trialled midweek placements alongside the existing weekend provision. This met with success and has continued to be utilised by commissioners. The need to maintain services naturally led to anxiety for staff members too. This meant ensuring that their own families would not be put at risk due to their own contact with service users. In response, some projects agreed a tiered level of service provision depending on the needs or risk levels faced by each family. Such a creative approach is typical of the professionalism and innovation which has become the hallmark of Extern’s frontline services. This engendered a strong sense of teamwork and bonding which gave staff the mutual support that they needed throughout this most challenging of times.
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391 placements were provided for young people at Kinnahalla Youth Village in 2020-21, compared to 312 the previous year
FAMILYPEOPLE YOUNG SUPPORT & SERVICES FAMILIES
Staff and young people alike, we were all in this together Working with hundreds of young people across different sites can be challenging at the best of times, so when the lockdown first hit it made things even more tricky for the Third Space team. Being able to connect face-to-face with young people, whether that’s through residential stays, planned activities or days away is crucial. What would lockdown mean for all the hard work we had put in to get them this far? Would we have to start rebuilding those relationships again from scratch? From the very beginning we worked hard to reassure our young people that we’d still be there for them. And we had to make sure we could deliver on that promise. Creative thinking was certainly the key, and we came up with some pretty imaginative solutions to keep them engaged. These ranged from fun challenges online, designed to keep them active, to sending out care packages full of resources for them to engage with. The young people really got involved and, as always, were the real stars. They could see that we were trying our best to support them and that we were all in it together. Of course, things could be strained at times, particularly for those balancing work and family commitments brought on by the lockdown. It’s hard to step away from work when it’s right there within your home. We are resilient, though, and our drive and ambition to carry on with Third Space brought us through the darkest days of lockdown. This was an experience we shared as a team, and from that we learned so much about each other along the way.
Ken Keane, Assistant Manager, Third Space Over
95%
of young people engaged with our Third Space programme said they were happy with the service EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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COMMUNITIES
Keeping calm and carrying on at the frontline As well as presenting challenges for our acute services, lockdown offered opportunities to adapt to new ways of working For our hostels and homelessness services, closure simply was not an option. When lockdown hit in March 2020 staff and managers moved swiftly to ensure as little disruption as possible to our service users. This meant adhering to the stringent travel and movement restrictions as well as implementing site-specific measures, such as making areas available for isolation and devising rigorous risk management measures to enable face-to-face delivery to continue. While staff worked diligently to engage with service users as safely as possible, including using online technology where they could, the effects of lockdown had a noticeably negative effect on the residents at a mental and emotional level, as boredom and lack of outside engagement became an issue. Overall, the fear and anxiety resulting from the pandemic saw many vulnerable and isolated people presenting with heightened levels of crisis throughout the year. Staff reported an increase in low mood, anxiety and suicidal ideation among some service users, which required increased safety planning and stringent risk management strategies to be put in place. For people who avail of our Extern Homes project, however, an increase in support from friends and family throughout lockdown was a welcome development, and showed how the provision of housing can help enormously in keeping people who were once homeless safe, secure and better engaged.
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Our Mid Ulster South Tyrone (MUST) homeless hostel recorded
95.4% occupancy levels during 2020-21
COMMUNITIES
We all felt fear, but quitting just wasn’t an option While some other organisations shut their doors during lockdown, that wasn’t an option for those of us on the frontline. At the Ormeau Centre, for people facing homelessness, we work where people live, so we had to hit the ground running to make sure those we support were not forgotten about. As mental health services became harder to access and benefits offices closed down or moved online, we had to find solutions for the challenges being thrown up daily for our residents. It was certainly tough for them, as they became frustrated and bored, stuck in rooms with little or no distraction. And it was tough on the staff too, as we tried to make sense of what was happening. Each and every one of us had a moment of crisis, when the fear took over. Over the course of 2020 we lost two mums, a dad, two grandparents, an uncle and an aunt, but we removed 70 men and women from homelessness too. We gave them somewhere to live and helped the majority of them to move on to more settled accommodation. Only one service user tested positive for Covid throughout that first long summer, and they went on to make a full recovery.
Vivien Harvey, Manager, Ormeau Centre
72.5% of residents achieved positive move-on from the Ormeau Centre in 2020-21
CONTINUED OVER EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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COMMUNITIES
For our addiction services, our main priority was to ensure the continuity of care to the most vulnerable through online and telephone support. In some cases, this proved a positive alternative to face-to-face contact as service users felt less inhibited in discussing their issues and challenges. All addictions-centred training and academic teaching was also reconfigured to be provided online. Only occasionally was it possible to deliver these in the same room as participants, owing to social distancing requirements and subsequent lockdowns. The impact of lockdown was felt far beyond our shores too, as those due to arrive here under the Northern Ireland Refugee Resettlement Scheme had to remain in their first country of asylum, without any assurances of when resettlement may restart. This led to anxiety for those who had most recently arrived and who were unable to comprehend the often complex and changing government advice. Many also had significant concerns for family and friends who couldn’t be located or who were facing continued devastation in Syria and the surrounding countries. For projects based in specific sites, such as Positive Learning, the impact of lockdown was particularly profound as they were forced to close their doors altogether at the outset. While this inhibited greatly the ability to deliver normal training and outreach work, staff worked diligently to ensure that service users continued to feel supported. Weekly welfare checks helped allay some fears and anxieties, while tutors worked behind the scenes to redesign a training plan to offer online or distanced learning until they were able to reengage face-to-face. Throughout this challenging period, staff showed immense commitment and dedication to their work, balancing their own health and safety needs with the need to ensure that essential services could continue.
1,049
people attended awareness sessions run by our BDACTS Connections drug and alcohol programme in 2020-21
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COMMUNITIES
Extern helped me on the path to my dream job I dropped out of school at 16 and tried to go to the local tech but didn’t enjoy that either. I was going for months without working, and it made things tough around the house. I was just sitting about without any income, which was awful. I had always wanted to be a youth worker, so I started helping out at my local youth club. I was always on at them about any work opportunities they might have coming up, so when they told me about the Back on Track programme and how it could help me with this I was buzzing about it! When I told my family that I’d been accepted onto the programme they were so proud of me, seeing me step up and into work. It was the dream job that I always wanted to do. I earned a number of qualifications, which I found really enjoyable, and I made friendships throughout it all. I’ve now applied to do further qualifications in youth work at university; this will enable me to go on and do a full degree in youth work, so it sets me up for an entire career. I have a lot more confidence in myself now, my head hangs a lot higher when I walk around the community. All the young ones come up and talk to me. Just knowing that I am playing a part in my local community now is great. It makes me feel so good about myself.
Daniel, Service User Back on Track programme, Derry-Londonderry
100%
of our Back on Track participants achieved accredited training related to their chosen career path EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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Appendix 1) Extern NI Company Details Chair Aideen D’Arcy
Other Directors Brendan Johnston Malachy McAleer (resigned 12 November 2020) Ian McAvoy Allen McCartney Andrew McCloskey (appointed 22 April 2020)
Company Secretary Ian McAvoy
Management Team Charlie Mack, CEO (until 11 September 2020) Ciarin de Buis, Interim CEO (until 5 November 2020) Danny McQuillan, Interim CEO (from 9 November 2020) Thelma Abernethy (Acting Director of Services NI) Dr Gavin Adams (Director of Business Development) Jonathan Carroll (Director of People & Organisational Development) Colin McMullan (Director of Finance & Corporate Services until 22 June 2020) Pauline Flynn (Director of Finance & Corporate Services appointed 31 December 2020)
Principal Bankers:
Bank of Ireland 4-8 High Street, Belfast, BT1 2BA
Auditors:
Principal Solicitors:
Worthingtons Solicitors 24-38 Gordon Street, Belfast, BT1 2LG
Registered Office
PKF-FPM Accountants Ltd 1-3 Arthur Street, Belfast, BT1 4GA
Hydepark House 3 McKinney Road, Newtownabbey, BT36 4PE
Company Reg No:
HMRC Charity No.:
NI016083
Charity No:
NIC105869
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XN48714
Appendix 2) Extern NI Board of Trustees Aideen D’Arcy MBE Aideen was educated at Queen’s and the Ulster Universities. Aideen taught in the post-primary sector before embarking on a career in social housing for over 30 years, specialising in the provision of supported accommodation for vulnerable people. Aideen served on the NI Regional Council of the Society of St Vincent de Paul for over 15 years and undertook several initiatives to improve standards of accommodation and service provision of the organisation's homeless facilities throughout Ireland.
Brendan Johnston MBE Brendan is a social worker and has spent his career in statutory social work in Northern Ireland. He has had experience of many different roles in his career, working in all programmes of care, though mainly in the area of children’s services. In the late ‘90s he worked closely with Extern West, particularly with development of Killadeas, and later Roscor. More recently, Brendan was the first Chief Executive of Northern Ireland Social Care Council and was responsible for establishing the regulation of social care workers in Northern Ireland.
Malachy McAleer OBE Malachy graduated in 1975 from QUB and was employed by Consulting Engineers, achieving professional chartered status in 1982, before moving to a lecturing role with Sligo IT and subsequently South West College. There, he was appointed Chief Executive and Accounting Officer with responsibility for an annual turnover of £40m. He retired in late 2017. Malachy’s interests include community sport and sustainable development. He has acted as Chairman for Youth Sport Omagh during the development of their £2.5m multi-sport facility; initiated a Beacon Award winning Energy Farm project with the Camphill Community; and was Senior Responsible Owner for the £29m SWC Erne PassivHaus Premium Campus development during the design and planning phases.
Ian McAvoy Ian lives in Belfast and was educated at MCB and London University. After graduating in economics Ian studied accountancy. After a spell in practice, he became the Finance Director of a leading Irish brand and was promoted to Chief Executive, holding that position for 16 years. He has much expertise in strategic planning, transformation, finance and marketing. Ian was Chair of PlayBoard, Vice Chair of Sport NI, Director of Sport NI, and is presently Vice Chair of Ark Housing. He holds the positon of Chairman of Rugby at Queen's University, Belfast.
Andrew McCloskey Andrew is a business professional with more than 20 years’ experience in global companies. He has worked in the procurement, IT, and planning departments specialising in the use of technologies to enhance business performance and holds a Master of Business Administration from Ulster University and a Law Degree from the Open University.
Allen McCartney Allen McCartney is by profession a Chartered Engineer and Fellow of the Institution of Engineering and Technology, with degree qualifications in both electrical engineering and corporate leadership. He had a distinguished career at Director level in Northern Ireland Electricity and Viridian Group and brings a wealth of experience from previous public sector board appointments in the Regulation and Quality Improvement Authority, the Department for Regional Development, and the Legal Services Agency Northern Ireland. He is a Lay Magistrate and an Assessor for the Northern Ireland Medical and Dental Training Agency. EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
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Appendix 3) Financial Accounts Consolidated Statement of Financial Activities (incorporating an Income & Expenditure account) for the Year Ended 31 March, 2021 Unrestricted Funds
Restricted Funds
Total 2021
Total 2020
142,918
-
142,918
431,835
6,815,414
5,740,390
12,555,804
11,244,002
71,848
-
71,848
35,497
46
-
46
7,182
7,030,226
5,740,390
12,770,616
11,718,516
Charitable Activities
(6,683,283)
(6,050,275)
(12,733,558)
(11,724,175)
Total Expenditure
(6,683,283)
(6,050,275)
(12,733,558)
(11,724,175)
Net income / (expenditure) for the year before transfers
346,943
(309,885)
37,058
(5,659)
Transfers between funds
(557,712)
557,712
-
-
Net movement in funds
(210,769)
247,827
37,058
(5,659)
Funds Brought Forward
7,229,595
(247,827)
6,981,768
6,987,427
Total Funds Carried Forward
7,018,826
-
7,018,826
6,981,768
Income and endowments from: Donations and legacies Charitable Activities Other trading activities Investments
Total Income and endowments Expenditure on:
Reconciliation of funds:
All income derives from continuing activities, therefore no statement of recognised gains or losses is given.
22 I
EXTERN NORTHERN IRELAND ANNUAL REPORT // 2020-21
Notes
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