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INDEPENDENT

PEOPLE ANNUAL REPORT

2015/16


CHAIR’S REPORT

CHAIR’S REPORT During the course of this year we have focused on increasing our governance and operational strengths...

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CHAIR’S REPORT

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STATISTICS

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CEO’S REPORT

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OUR VALUES – SOCIAL JUSTICE

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OUR VALUES – EQUALITY

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PARTNERSHIPS

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OUR VALUES – PASSION

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RESPONDING TO COMPLEX NEEDS OUR VALUES – INTEGRITY

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OUR VALUES – EMPATHY

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A YEAR OF TRIUMPHS AND CHALLENGES

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OUR VALUES – SELF AWARENESS

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OUR VALUES – OWNERSHIP

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A NEW CHAPTER

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FINANCIAL INFORMATION

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In terms of governance, although Sally Cordwell, Nat Selman and Chas Townley stood down with our collective thanks, we have fortunately also added valuable skills to the Board. Accordingly, we have welcomed Nick Danks as our new Treasurer, plus Kane Kirkbride, who brings legal, housing and tendering expertise, and Jane Keenan, who has first rate fundraising skills. We have also recruited Myles Furr to the Senior Management Team from a local authority commissioning role and welcomed back Paul Hale in the newly created role of Business and Quality Assurance Manager. The way that the Board and Senior Management Team have worked together in driving the organisation forward over the past year has been gratifying. Operationally, we have made further improvements to many of the properties that we let to young people and created a rolling stock condition programme to sustain this process. We have strengthened Corporate Services, in terms of staffing and systems, and added a new housing management and maintenance IT system. The latter will contribute to the tighter control of work and projects and also help address the perennial problem of rent arrears. It is particularly pleasing to note that the considerable efforts of both the staff of 1625ip and of the young people we help has not gone unnoticed. We won the 2015


National Lottery Award for Best Charity Project in the UK for our Future 4 Me project and our Youth Board was runner up in the UK Customer Scrutiny Inspection (CSI) Awards for Best Scrutiny Panel of the Year. At the time of writing, we had also found out that we had won the Bristol and Bath Apprentice Awards Medium Employer of the Year. These accolades show the breadth of talent and application of both staff and young people that is further evidenced within this report. Not only is there a sustained demand for the current services we offer, we also have to be sufficiently adept to meet emerging requirements. With immigration and asylum numbers increasing, we have developed services that have most effectively met the needs of Unaccompanied Asylum Seeking Children who have been dispersed from Kent. We envisage this work increasing. Due to constraints on the availability of public funding, we have been obliged to increase our efforts around fundraising and building stronger links with individuals, trusts and companies, in order to provide that which our young people desperately need. Support for 1625ip comes in many forms and we wish to record our immense appreciation of every organisation and person who is contributing in whatever way to making a difference in the lives of our young people.

VOLUNTEER BOARD OF TRUSTEES Oliver Delany (Chair) Nick Danks (Treasurer) Joined 29 Sept 2015 Brendan Weekes (Vice Chair) Sally Cordwell Retired with thanks May 2015 David Clowes Retired with thanks as Treasurer 29 Sept 2015 but remaining a Board member Karen Ross Nat Selman Retired with thanks 29 Sept 2015 Chas Townley Retired with thanks 29 Sept 2015 Craig Wilson Julia Clarke Phil Bowley

Oliver Delany

Alice Marshment Jane Keenan Joined 29 Sept 2015 Kane Kirkbride Joined 29 Sept 2015

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STATISTICS

WHAT WE’VE ACHIEVED Number of young people supported 2015 2016

2015 2016 Bristol Housing

362

297

117

Bristol Floating Support

134

191

41

48

Cash Pointers

513

830

South Glos CYPS Resettlement 30

30

Mediation 32 31

South Glos Housing South Glos Floating Support South Glos YISS

12

14

118

SGH, Bristol Foyer and Bristol Youth Links 304 339 Assessment Centre Future 4 Me

96

78

Performance against targets and outcomes BRISTOL HOUSING Positive move-ons

84% 2015 74%

412

{

TOTAL

2016 2498 2015 1866

Sustained tenancy

97% 2015 93%

83% 2015 100%

Successful interventions

81% 2015 100%

SOUTH GLOS FLOATING SUPPORT

65% 2015 73%

Positive outcome

88% 2015 88%

CASH POINTERS PERFORMANCE AGAINST TARGETS

FUTURE 4 ME PERFORMANCE AGAINST TARGETS

Figures for project year 3 to 29/2/16 Number of young people:

Number of young people:

Keeping up with or paying off rent/utility arrears

Showing a positive change in attitudes and behaviour in relation to money management Saving money by making changes to how they spend, borrow or save 4

-

Bristol Housing Advice Drop-in

MEDIATION

SGH, BRISTOL FOYER AND ASSESSMENT CENTRE Positive move-ons

111

BRISTOL FLOATING SUPPORT

SOUTH GLOS HOUSING Positive outcome

171

101% 78% 133%

Managing accommodation more independently

117%

With increased confidence and coping skills, or making more positive choices

155%

Accessing education, training, employment and volunteering

128%


EQUALITIES AND DIVERSITY

THIS YEAR’S STATISTICS Ethnic origin White British

68.78%

White Irish

1.11%

White Other

1.54%

Mixed - White & Black Caribbean

7.01%

Mixed - White & Black African

60.74% MALE

0.60%

Mixed - White & Asian

0.51%

Mixed - Other

0.77%

Asian/British Asian - Indian

0.09%

Asian/British Asian - Pakistani

0.68%

Asian/British Asian - Bangladeshi

0.09%

Asian/British Asian - Other

39.26% FEMALE

1.71%

Ever in care?

Not disclosed 10.01%

33.45% YES

Disability

56.54% NO

Sexuality

Black/Black British - Caribbean

4.53%

Lesbian/Gay

1.20%

Black/Black British - African

5.22%

Heterosexual

83.40%

Black/Black British - Other

0.77%

Bisexual

3.34%

Chinese

0.00%

Not sure

1.63%

Not disclosed

8.13%

Other Ethnic Group

2.31%

Gypsy/Romany/Irish Traveller

0.34%

Not disclosed

3.93%

Religion None 

NO 64.41% YES 25.32%

Not disclosed 10.27%

Nature of disability 59.97%

Mobility 

4.73%

Christian (all denominations) 

9.75%

Visual impairment 

0.68%

Buddhist 

0.60%

Hearing impairment 

4.39%

Muslim 

6.33%

Progressive disability/Chronic illness3.04%

Sikh 

0.09%

Mental health 

52.07%

Any other religion 

2.65%

Learning disability 

22.30%

Agnostic 

0.51%

Autistic spectrum condition

4.73%

Other 

7.09%

Not disclosed 

1.35%

Atheist1.37% Jewish 

0.09%

Not disclosed 

18.65%

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CEO’S REPORT

CEO’S REPORT It has, as ever, been a very busy year with us starting many new ventures and planning more for the following years. You will see lots in this report but I will talk about some of the personal highlights for me, which are about what I see when walking into our buildings: • Accredited group work has taken over parts of our Head Office, seeing groups working on: Money Skills; Education, Employment and Training (EET); Move-On Tenancy Accreditation and how to get and manage Private Rented Sector tenancies • Vibrant hostel groups including men’s and women’s groups as well as ‘house meetings’, music workshops, cooking groups and lots more EET work • Specialist drop-ins around mental health, drug and alcohol and numeracy & literacy • Young people volunteering in reception, peer supporters planning their work, peer educators planning delivery of prevention workshops in schools • Trainees and apprentices improving the delivery of support • Community mentors training – people from the outside who want to help support our young people, being trained in trauma and relationships and how to mentor young people in a safe way • The Youth Board and the Youth Forum – planning what young people need into the future

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There has always been a buzz at work but the fact that we see more and more young people here and actively involved from either a learning, planning or indeed volunteering and working place, makes it a much greater environment. In terms of future planning, along with external evaluation of our services, we took part in numerous research projects including national youth homelessness research funded by the OVO Foundation and carried out by Beth Watts at Heriot-Watt University. The evaluation and research has shown that not only are the services we provide necessary, well delivered and important but that the things we have been working on for the future such as housing with links to employment and education and specialist support for Unaccompanied Asylum Seeking Children are very much needed with a clear evidence base. As such we are progressing with new schemes to meet these needs and you will hear how we got on next time. Over the past year we have been consulting with various staff and young people about what values we believe are needed for the organisation to achieve. These values show what young people should be able to expect from 1625ip and are reflected throughout our work and service delivery as demonstrated throughout this report. Dom Wood

“There has always been a buzz at work but the fact that we see more and more young people here and actively involved from either a learning, planning or indeed volunteering and working place, makes it a much greater environment.”


OUR VALUES

SOCIAL JUSTICE We strive to do something that matters

A NEW START In January we played a key role in enabling a response to the needs of Unaccompanied Asylum Seeking Children (UASC) coming into South Gloucestershire, taking on a lead role in the ongoing direct support for these young people. This has been both an inspiring and humbling experience for the team. Having worked for years with local authorities to house and support UASC, we have had a lot of experience of this work but starting this year and into the future we have been asked to support UASC who are being resettled direct from Kent and in the future direct from abroad. These young people come with very little information and only one set of clothes with no knowledge of the area and knowing no-one here. This work has many similarities to that which we have already been doing with all young people and particularly other UASC but also has brought new challenges and learning for the organisation. As we have progressed with this work we have quickly been

established as a reliable, skilled organisation to work with this emerging group of young people. This work has involved helping these young people to adjust to their new environment, providing support with the basics such as accommodation, accessing English language courses, using public transport, accessing health care, food shopping and understanding the legal process of asylum application. It has also focused on helping these young people to access community support such as local refugee groups and participation activities provided by 1625ip where they have the chance to engage with other young people and build friendships.

BEYOND YOUTH CUSTODY CONSULTATION There has been great progress with involvement of service users in a range of positive activities which they have been central to choosing and shaping, as well as in helping to shape the future of the service. Service users were involved in a number of events throughout the year, including having direct input into a major review of youth justice services. Young people from 1625ip took part in one of two special consultation events held with Nacro and

Peer Power, to hear the views of young people with experience of the youth justice system. The young people’s views were captured well and reflected over a wide range of areas. Key areas highlighted included the importance of psychologically informed support, organisational behaviour and staff skills, transitional support to adulthood and restorative approaches.

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OUR VALUES

EQUALITY We believe everyone deserves the right to be supported to use their skills to reach their potential

CARE LEAVERS FORUM The Care Leavers Forum is a participation group that has been running since February 2016. It is a multi-agency partnership, set up and facilitated by 1625ip, Barnardo’s and Bristol City Council. The aim of the group is to help improve Care and After services and provide young care leavers with the opportunity to feed back into the system and make a difference based on their personal experiences of care. The group has been a big success and we have had around 20-30 young people access the group so far. We have a core group that meets regularly. We have taken the young people on trips, worked with young parents and also provided valuable feedback for the council, allowing the voices of these young people to be heard. The group has allowed young people to take part in various activities such as high ropes courses and making and recording music, which have

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significantly developed their confidence. We have also secured funding for the group from 1625ip’s Cash Pointers project which will allow us to expand the group and provide the opportunity to engage in more confidence building activities. For some young care leavers with no friends or family to turn to, the group has become a lifeline. It has been a safe space for them to talk about their experiences and provides a network of people to turn to when things get hard or confusing.

“This group has made me a lot more confident, I love making people laugh and people really value my experience here and like listening to me.”


DIRECTORS’ REPORTS – PARTNERSHIPS

PARTNERSHIPS Our success in winning the National Lottery Award for Best Charity Project in the UK, alongside another successful Sleep Out, were two highlights among many that have showed us just how much support there is from people in our communities, the public sector, businesses, universities, colleges and charities – people passionate about helping vulnerable young people to reboot their lives. The year was focussed on harnessing these resources and strengths to help us ensure young people receive the opportunities and support they need and deserve. We established a new and exciting partnership with Andrews Property Group to develop new accommodation and community based support for young people leaving care, building on the incredible work of their founder Cecil Jackson Cole, who was a driving force behind charities such as Oxfam, Action Aid and Help the Aged. We also extended our partnership with OVO Energy and OVO Foundation to establish plans for an innovative new accommodation scheme in partnership with South Gloucestershire and Stroud College and Bristol City Council, offering apprenticeships in construction alongside an affordable place to live. The Avon and Somerset Police and Crime Commissioner extended our Restorative Approaches pilot to reach more young people

across our supported housing services, and we worked closely with South Gloucestershire Council and local youth housing providers to launch a co-production approach to commissioning that draws on the strengths of a range of organisations, commissioners and young people. We worked closely with the Students’ Unions of both the University of the West of England and Bristol University who chose us as their Varsity Headline Charity. We received Innovation funding from UWE and worked with the University of Gloucestershire on the evaluation of Future 4 Me. We continued to receive fantastic support from the universities through mentoring, sports development and access to facilities. In addition to the support of Paul Hamlyn Foundation for psychologically informed approaches to Mentoring and Peer Support, we were supported by an increasing breadth of trusts and grants, including the Eversea Fund managed by Quartet Community Foundation which supports our Community Mentoring programme, and the generosity of so many other individuals and families. We are hugely grateful to everyone who has supported our work over the past year. Jamie Gill

“We are hugely grateful to everyone who has supported our work over the past year.”

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OUR VALUES

PASSION

We believe that young people deserve the best service we can give

FUTURE 4 ME WINS NATIONAL LOTTERY AWARD Diversity’s Ashley Banjo surprised unsuspecting Future 4 Me staff and service users by attending an art workshop to announce Future 4 Me had won the coveted National Lottery “Best Charity Project Award”. Ashley stuck around and put our young people through their dance paces. The Big Lottery Funded project helps young people in the West of England to get their lives back on track after they have left care and custody. The project’s unique approach provides intensive one-to-one support around housing, mentoring, independent living skills, counselling, education, training and employment opportunities – helping young people rebuild their lives. Ashley Banjo, leader of dance troupe Diversity, which won the third series of Britain’s Got Talent, was delighted to meet young people supported by the project and youth workers:

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“Future 4 Me is an incredibly inspirational project which has turned hundreds of young lives around. Those helped speak volumes about the practical and intensive support they have had through difficult times. National Lottery players should be proud that their money is having such a positive impact on so many young people.” Future 4 Me Ambassador Sophia was helped by the project when she left care and went on to work for North Somerset Council designing services and courses for other care leavers. She is now a Children’s Rights Officer. “I am delighted that the British public have recognised that 1625 Independent People is such an amazing charity. I don’t know where I’d be without Future 4 Me. Now my life is exactly where I want it to be – helping other young people leaving care so they can get the right support they need too.”


DIRECTORS’ REPORTS – OPERATIONS

RESPONDING TO COMPLEX NEEDS The Bristol Support team has provided a range of services throughout the year, including: • Floating Support • Advice and Assistance through our re-vamped Drop-in service, set up in July 2015, and continually striving to improve practice through review and training • Support into education through our Learning Partnership West worker • Preventative, practical work with 16-19 year olds to avoid or address homelessness through our Bristol Youth Links service • Mediation work for both young people and older age groups. A significant focus has been supporting these young people to remain in or return to the family home, helping to address or prevent crisis and providing clear and realistic information about their options. Unfortunately it was announced in the latter part of the year that the Mediation service would be decommissioned (with effect from June 2016) pending recommissioning of a young people focused mediation service. As with many other services, a key challenge has been the limited and decreasing range of housing options available to young people, with increasing rents within the private sector effectively excluding many, and limited access to social housing. Our High Support services team provide accommodation with support to young people at times of crisis, through two hostels in central Bristol, St George’s House and Bristol Foyer. This includes a number of short-occupancy “crash-pads” and Assessment Centre provision to support social services assessment of housing needs and options. The service has dealt regularly through the year with the challenges arising from the very complex and demanding needs presenting. The team has managed these

difficulties with imagination, creativity and compassion, adapting to needs and working to the interests of the young people they work with. Work has included further development of both women’s and men’s groups, and analysis of abandonments during the year has allowed the team to tailor the service better to meet the needs of young people who have experienced domestic abuse. The Specialist Services team works with young people, particularly those with a history of care or offending, who have some of the most challenging or complex needs. Underpinned by a psychologically informed approach that emphasises development of positive and trusting relationships, the team has been highly successful helping to achieve positive outcomes for many of those they work with. There has also been a focus on creating positive links and relationships with peer support and community mentors for service users. The Paul Hamlyn Foundation mental health support service achieved notable success in working both individually with young people and in supporting the work of others in the organisation to support young people around their wellbeing and mental health issues. This has been a real benefit in supporting and building confidence amongst the wider staff group in working with young people who present with mental health issues. Myles Furr

“A significant focus has been supporting young people to remain in or return to the family home, helping to address or prevent crisis and providing clear and realistic information about their options.”

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OUR VALUES

INTEGRITY We treat other staff, partners and young people with fairness, honesty and respect

UPFRONT PEER EDUCATION Billie is a Peer Educator in our Bristol Youth Links “Upfront” project and an apprentice in our Cash Pointers team. As a care leaver who used to be housed with 1625ip, Billie has been able to use her own experiences to help other young people. “Everyone’s experiences are different. For me, I was sleeping in cars for about a year. When I explain to a group about my experience, I want them to have a better experience than I had should the occasion arise. And they listen because they can see that you’ve gone through it and that you’re the same age as them. I wish I’d have known all this when I was younger. I didn’t finish school, I didn’t have GCSEs, and that was only 3 years ago. So it’s all quite fresh still. The peer ed training was really good; it’s really flexible, you can fit it around everything else you’re doing. It’s really chilled and laid back and everyone supports each other. It could be quite intense. It’s a really in-depth thing - it’s from your own experience, but people are really understanding and give you the space to talk about it. It’s empathy over sympathy. You don’t want to feel sorry for people - you just want to be there for them. And that’s what happened in training. Whenever people were upset we were all there for each other, in the same boat. I’m quite a nervous person, but it really helps to have someone there saying ‘I know you can do it’. Sometimes it’s challenging but I know I can do it now. Any situation now I can go into and not fear it, going in at the deep end has really helped build my confidence. One of the things I’ve learnt is never be afraid to ask for help and if you’ve got ambitions just go for it, no matter how far away they are. You might go through a really bad stage, but to me my experience makes me a greater person.

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You’re helping today’s society to understand that homelessness can happen to anyone, no matter what situation you’re in. There’re all these different stories. You’re helping people realise there’re different forms of homelessness and the support that’s available. You’re like a homelessness prevention guardian angel. I know that sounds cheesy but that’s what it’s about really. We challenge people’s preconceptions. Homeless isn’t just street homeless; you’re still homeless if you’re sofa surfing or staying in a hostel. It’s all temporary. And they’re really shocked, they just don’t realise. You’re helping people to understand better. They assume that everyone is homeless intentionally. By the end of the session though, they realise that’s not necessarily the case. So maybe the next time they see someone who’s street homeless they might buy them some food and sit and have a chat. Sometimes the worst feeling can be being ignored and walked past. So just acknowledging that they’re a human can be really powerful.” Billie


OUR VALUES

EMPATHY

We see other people’s points of view, even if we don’t agree with them

TAKING A RESTORATIVE APPROACH Thanks to a successful first year 1625 Independent People’s Restorative Approaches project has been awarded £27,500 continuation funding from Avon and Somerset’s Police and Crime Commissioner Sue Mountstevens. The project has been so successful it is being rolled out through our other young people services and the hope is it can be used as a national model for conflict resolution in other supported housing settings. Scott, a young person we have supported, used the Restorative Approaches service and says it helped him to form better relationships with fellow residents and to prevent situations from escalating. Here he explains how “Shuttle Mediation” – a restorative technique used when two parties need a go between to help them communicate - helped him develop greater cultural awareness when things got a bit tricky with some other residents at the hostel. “Having the Restorative Approaches Advisor there stopped things escalating because he could act like a go between for us and make sure there were no

crossed wires. It helps to understand the other person; he helped us see it from the other point of view. We had a great conversation about cultural differences. It was like a light bulb moment. So now if I was in the same position, I wouldn’t react the same. We agreed to put our differences aside and everything’s been fine since. I know how to deal with stuff better now than I did this time last year. I can communicate with people on a level so they understand me and I’ve learnt a lot about how to respect other people. It’s been like a domino effect as well, I was able to share what I’d learnt with other people living here. When there was someone kicking off at the hostel, I said to him, ‘come on mate this is our home.’ And he stopped. It made him stop and think. It’s like that saying, the word and the pen are mightier than the sword. Talking is the best weapon. “

“The restorative approaches service provided by 1625ip, enabling young people to resolve issues, giving them a place of safety and helping them form strong and safe relationships, is vital.”

Sue Mountstevens, Avon and Somerset Police and Crime Commissioner 13


DIRECTORS’ REPORTS – OPERATIONS

A YEAR OF CHALLENGES AND TRIUMPHS

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Alongside the embedding of our Cash Pointers project, (see page 16), this year saw the coming together and launch of our group work programme. With support from other teams, this has provided the central drive and resource for our varied and engaging activities designed to help young people build confidence and skills. If you want to upcycle some furniture, understand how to cook on a budget, play footie or better understand how to manage your home and tenancy - all of this and more was offered through our participation team.

Our South Gloucestershire services have continued to provide essential housing and support for young people across four projects; floating support, supported housing, Children and Young People Service resettlement service and Youth Intervention Support Service (focusing on employment, education and training). Our bi-weekly housing advice drop-in sessions at our Patchway office also remain a core part of our offer for young people. We have also been developing support for Unaccompanied Asylum Seeking Children, (see page 7).

It was a moment of great pride and celebration when our Youth Board won runner up in the UK CSI Best Scrutiny Panel 2016. In addition to this we continued to work in partnership with our Youth Board to work with our young people so their views informed and shaped our services whether through consultation or co-production.

The challenge of limited suitable accommodation options for young people remains in the highly competitive South Gloucestershire housing market and the challenges faced by young people as resources become more limited continue to grow. We continue to work with our young people and partners to creatively identify solutions.

This year saw exciting developments within our dispersed housing services as well as some challenging periods. In spite of the latter we managed to roll out new initiatives like ‘Steps to Success’, and a new integrated housing management system, we improved links with neighbourhood police beat teams, moved forward on our commitment to improve the spaces in our properties, commenced delivery of an additional service for young parents and exceeded many of our targets - we were quite busy!

Dawn Taylor


OUR VALUES

SELF AWARENESS We are willing to change our mind, are constantly learning from others and developing better ways of working

VOLUNTEERING AT INDEPENDENT PEOPLE Our volunteering offer really got embedded this year through our VIP, community mentoring and peer education and supporters programmes. Special thanks go to long-term volunteers like Lea Minton who coordinates our Indykits programme and Jenny Crandon who volunteers in our reception. Other examples of community

support have included teams of young National Citizen Service volunteers who completed a garden makeover for us and held an event in Bristol’s iconic Bear Pit to raise funds and awareness for the charity. All of these wonderful contributions make a real difference to the outcomes for our young people and provide added value to our work.

1625IP YOUTH BOARD ACHIEVES NATIONAL RECOGNITION Our award winning Youth Board is made up of current and previous service users, all aged 16 to 25. The Youth Board works directly with the 1625ip Board to ensure the voices of young people are heard right at the top of the organisation. Regular Youth Board meetings are usually attended by a member of the Board and a member of our Senior Management Team, and the Youth Board is invited to Board meetings.

Award winning This year, our Youth Board has been Highly Commended in the ‘Most Inspiring Scrutiny Panel - Small Landlord’ category of the national CSI Awards 2015. This award recognises the track record of achievements, independence, partnership and communications displayed by the Youth Board.

What they do Part of their role is to contribute directly to service development, identifying issues and priorities for young people through personal experience and consultation with other young people. Youth Board members have represented the charity at events such as our annual Sleep Out, acting as ambassadors for 1625 Independent People. They have also produced feedback documents for Local Authorities about the housing needs of young people and often respond to consultation requests from other organisations. The Youth Board works with staff at all levels, from Board members and senior managers to support staff, giving them a strong presence in the organisation as representatives of the young people we support.

“The Youth Board is vital to helping the Board understand the main concerns and needs of our service users so we can ensure that the work we do - and the money we spend - is targeted around the needs of the young people.”

Nat Selman - 1625ip Board Member

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OUR VALUES

OWNERSHIP

We finish what we start, taking responsibility for our work

CASH POINTERS “My Cash Pointers worker has made me feel adequate to tackle my money problems now. Whereas before I would shy away and not feel confident in myself. I will not let companies bully me...”

Cash Pointers really came of age with the embedding of all aspects of service delivery - the fabulous work that has happened on a one to one basis got extended into group work, our evaluation framework was sorted, the Cash Pointers Project Board took off and our innovative Community Awards programme was instigated. We produced a film about young people’s experiences, did room makeovers, worked with refugee action groups and supported a project around newly arrived immigrants. We worked with young people in relation to understanding benefit entitlements, organising repayment plans, switching utility suppliers, setting up basic bank accounts, reducing phone bills, getting a grant for a cooker, understanding their budget and organising a credit check. And we met all our targets, pretty good. The team has expanded over this period to include specialist posts in relation to evaluation and group work and we also welcomed two new apprentices. Collectively the team has been passionate and determined, achieving great outcomes in a very financially responsible way.

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“I’ve changed my insurance and landline over and managed to save £26.12 per month! Just that £50 shop I need to beat now. Just shows what a few phone calls can do! I feel epic!”

“Cash Pointers were totally right about upcycling these pillows. I walked past a shop selling cushions for £20 - which is crazy. Plus I now have the most comfy seat on the bus” (post upcycling workshop)

“I’m going to keep to my budget and find more ways of saving money. I have surprised myself..., and now it feels more real that I can save for a holiday and put carpet in my home!”


DIRECTORS’ REPORTS – CORPORATE SERVICES

A NEW CHAPTER Our Corporate Services team is based in the charity’s offices at Kingsley Hall, Old Market and is made up of Finance, HR, IT, Rents, Reception, Administration, Health and Safety plus Funding and Comms. Efficient and successful internal operations are vital in allowing the rest of the charity’s staff to focus on their roles supporting young people. Since joining the charity in March 2015 as Director of Corporate Services, I have seen the department really starting to gel as a fully functioning part of the organisation. The Corporate Services team’s goals are well underway, looking at ways to streamline and implement effective business processes, informing up-to-date accurate financial and performance monitoring reporting, as well as continued sustainability through different funding streams. Essential work has been carried out reviewing Corporate Services’ internal customer service, we have started to look into what business tools are needed to help us work more effectively and at the beginning of the year we upgraded our rents software to Pyramid Housing Management System which is a fully functional rents and housing management tool. This allows us to store and access accurate rents information as well ensuring all our accommodation has comprehensive housing checks and maintenance.

We looked at making sure all our staff have the right IT equipment to enable them to perform their roles effectively. This process is ongoing and next year we will look at mobile working and cloud based technology. 2015-16 plans coming to fruition in the coming year are the implementation and upgrade of the existing SAGE financial system, plus the implementation of an online invoice authorisation and processing system which will speed up invoice checking and authorisation. Priorities also include reviewing our HR software systems and the reception area at Old Market is due a well deserved makeover! We continue to strengthen our internal resources and capabilities. Our Corporate Services teams are professional, positive and dedicated to the charity’s work and are great to work with. I look forward to another year of continued improvement and growth. Jo Lea-Jones

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FINANCIAL INFORMATION

STATEMENT OF THE MANAGEMENT COMMITTEE These summarised accounts contain information extracted from the annual accounts and certain information relating to both the Income and Expenditure Account and the Balance Sheet. They may not contain sufficient information to allow for a full understanding of the financial affairs of the organisation. Further information and copies of the full accounts which have been subject to an audit, and the annual report of the Management Committee can be obtained from Head Office.

INCOME AND EXPENDITURE ACCOUNT YEAR ENDED 31 MARCH 2016

2016 2015 ÂŁ

Turnover

ÂŁ

4,556,471

4,376,902

(4,511,120)

(4,551,906)

45,351

(175,004)

-

-

56

1,259

Interest payable

(8,297)

(8,660)

Surplus / (deficit) for the financial year

37,110

(182,405)

(53,917)

(53,482)

-

-

(16,807)

(235,887)

Revenue reserve at start of year

815,897

1,051,784

Revenue reserve at end of year

799,090

815,897

Less: Operating costs Operating surplus / (deficit) Other income Interest receivable

Transfer from restricted reserves Transfer from designated reserves

The results for the year relate wholly to continuing activities. There are no recognised gains or losses other than the results for the year as set out above.

18


FINANCIAL INFORMATION

BALANCE SHEET 2016 £

2015 £

£

£

Fixed assets Housing properties Capital grant

Other tangible fixed assets Investments

963,137

974,782

-

-

963,137

974,782

1,081,566

1,051,826

977

977

1,082,543

1,052,803

Current assets Debtors Cash at bank and in hand

Creditors: Amounts falling due within one year Net current assets

255,271

349,867

1,016,138

867,905

1,271,409

1,217,772

(546,155)

(476,650) 725,254

741,122

2,770,934

2,768,707

(493,883)

(428,769)

-

-

2,277,051

2,339,938

42

39

Revenue reserve

799,090

815,897

Restricted reserves

244,756

190,839

1,233,163

1,233,163

2,277,051

2,239,938

Total assets less current liabilities Creditors: Amounts falling due in more than one year Redundancy provision Net assets

Capital and reserves Called-up share capital

Revaluation reserve

The Association has revalued its freehold properties on a deemed cost basis as permitted under the transition to FRS 102. 19


1625 Independent People is a charity and a registered society (Co-operative and Community Benefit Societies Act 2014, reg: 23964R exempt from registration with the Charities Commission). Registered Office: Kingsley Hall, 58-59 Old Market Street, Bristol BS2 0ER 0117 317 8800 www.1625ip.co.uk

Design by i.e. Intelligent Marketing

1625ip Annual Report 2015-16  

What we did between April 2015 and March 2016. Includes Financial Summary.

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