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Annual Report 2019/20

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Annual Report 2019/20 ANNUAL REPORT 2019/20 Introduction Sanctuary’s Mission, Aims & Vision Chairman’s report Chief Executive’s report Sanctuary’s services Reports Rochdale Area Manager Halsall House STEP Homeless Prevention Services Rochdale Storehouse Reintegration Crisis Soup Kitchen Cymru Area Manager Cornerstones Belgrave Road Beit Tikva Pensarn Storehouse Conwy Food Bank Legal and administrative information Finance report Inc. Activities and Review Plans for 2020/21 Acknowledgments Giving form Mission Statement The Sanctuary Trust is a practical expression of God's love, providing support and encouragement for people who are homeless or seeking to take control of their lives through addressing drug, alcohol or other, homeless- related problems. Aims and Purpose Statement To help people to take their full place in society and live independently. To give vulnerable people opportunity to improve the quality of life by providing a stable environment which enables them to take greater responsibility for their lives. Vision Statement The Sanctuary Trust will consistently achieve much more tomorrow than it did today for the benefit of staff, service users, stakeholders, the community and society. Chair’s Report Another year in the life of Sanctuary Trust has past, and it would be amiss not to mention thanksgiving for Dennis Danter, who stepped down as Chair mid-way through the year. Sanctuary would like to thank Dennis for his steadfast and faithful input over the years. Dennis got out just in time! This has been a highly unusual year to say the least, with the impact of a global pandemic presenting unprecedented circumstances! Consequently, I present this my first annual report as Chair of Sanctuary, and probably as the first chairperson to do so from the comfort of their own home via zoom! The work of the Trust: Rochdale services continue to expand supported by funding from various places and involving the working together with other organisations and driven onwards by those involved. Problems have been, and continue to be overcome, adapting to new funding opportunities and changes in regulations. North Wales has seen good progress in procuring new locations from which to operate various services, and has adapted the use of some existing premises, to maximise their benefits. Last year we reported a new Steering Group in Rochdale. This has continued to develop, with some fluctuations of membership. Significantly, attention has been given to the Trust's online presence and some exciting plans are about to commence. We have begun to make changes to the main office structure, again, in order to both cope with recent past growth, and to prepare for future growth. The most significant challenge for Sanctuary has been in overcoming the unusual circumstances that Covid19 has presented. Implementing new health and safety procedures and developing a rapid response to the regular updates in rules, both national and local. In many ways, Sanctuary was a shining light in adapting to circumstance. It is crucial to give special thanks to all staff and volunteers, many of whom have gone above and beyond the call of duty, in order to rise to this challenge, and maintain the valuable service that the Trust offers to some of the most vulnerable members of society. The Sanctuary Trust was founded, and is maintained, upon Christian values. Consequently, I prayerfully hope the next coming year to bring ever increasing fruitfulness and effective service within the community. Carl McCann - Chair Chief Executives Report This year proved to be the toughest year for me personally as Sheila and I lost our son Miles who died after a fall on a trekking holiday with his partner across the Balkans. I am extremely grateful to Richard, John and Ian for keeping things going whilst we went to repatriate his body and go through the grieving process. We have continued to grow this year financially reaching £1m income and the new services that have come along including outreach workers across Oldham and Rochdale as part of the Rough Sleeper Initiative. A Bed Every Night ABEN funding. A Crisis worker funded by Lloyds Foundation for three Years. The Pass It On Scheme PIOS which was funded for three years by the National Lottery Community Fund. The year ended with the lock down in March and ancillary services such as the shops had to close their doors. The food Bank didn’t have the space to provide safe working for the volunteers and had to close. We had to go down to single rooms in the STEP emergency accommodation and the shared room at Halsall House but apart from these two inconveniences the accommodation project continued to operate with good Covid19 risk assessments in place to protect the service users and workers alike. At the very start of the year the two drop-in centers in Rhyl and Colwyn Bay commissioned under ARC Communities came to an end. We put in a bid in for the re-commissioning of these services but the Wallich won the contract and our staff were TUPE’d over to work for them under the new contract. All our accommodation and outreach services have operated to capacity, the shops have continued to provide work placements to PIOS and finances to the charity and many wonderful stories of lives changed have emerged. This coming December is the 30th year since the opening of our first project, the drop-in center on Tweedale Street. We served Christmas diner to, what seemed like everyone who lived on the Freehold estate of Rochdale. Covid19 restrictions mean we may not be able to celebrate this milestone in the Sanctuary Trusts life. But I am so pleased that as a service built up by service users, we will continue to pass on the experience we have learned to those coming into the services today. David Lackner-Smith – CEO Greater Manchester Services GM Service 1 – Halsall House Halsall House is an ‘abstinence based’ supported housing project located near Rochdale town centre. KEY FEATURES OF HALSALL HOUSE • Abstinence based recovery programme including drug and alcohol testing • A 5 staged Personalised action plan aimed at supporting clients to embed new healthy habits • 4 substantial meals per day • Key work support • Support with developing independent living skills • Relapse prevention training through our Exodus project • Ellis Whittam E-Learning Accredited qualifications in Fire safety, Food hygiene Level 2 Health and Safety, medicine awareness, Stress management, and many more! A computer with internet access is available for all clients within the accommodation and additional support is afforded to those clients with literacy and computer needs. • Monthly recreation activities such as raft building, canoeing, abseiling and much more! • A comprehensive tenancy ready training programme for all clients ready to move on from the service • A collaborative approach to reintegration - we work with many different partners to help clients develop community support networks within their area of resettlement • We provide support and encouragement to all former clients through our graduate network known as the pass it on scheme’ A total of 65 people accessed the Sanctuary trust’s Halsall house in 2019/20. Unfortunately, approximately 28% (18 individuals) were asked to leave Halsall House or abandoned their placement. Typical reasons for eviction were non- engagement with the Service or the use of substances on Site. We have recorded that 26% of our clients this year (17 individuals) have successfully completed the program and moved on to more appropriate accommodation 17 people left Halsall house without disclosing move on address, 13 persons continue to access the Service. Outcomes achieved at Halsall House Our interventions are recorded in participants’ reports. In the event we inspire an action in an area of support, we record this using a excel spreadsheet. Reports and the spreadsheet are available for audit on request. In 2019/20, Halsall House has recorded the following outcomes: - A1 = A client has received support to action in this area A2 = A client has achieved 5 or more actions in this area and are therefore achieving in this area. INTERVENTION A1 A2 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Resettlement Planning 12 9 7 9 6 4 4 3 Emotional Health 19 19 11 16 15 12 8 9 Physical Health 17 16 11 12 14 12 6 4 Independent living skills 18 18 10 14 12 8 6 4 Housing knowledge 13 12 6 12 6 2 2 5 5 senses 19 10 12 17 17 7 10 10 Addressing Alcohol / drugs 19 10 14 20 16 7 9 15 Medication as Prescribed 16 14 10 10 5 4 Addressing STI / blood born virus 1 0 2 1 1 0 0 0 Registered with Dental 13 6 10 9 9 4 7 5 Registered with GP 16 10 12 12 9 4 5 5 Housing Responsibilities 19 20 12 19 15 11 5 10 Budgeting 19 17 13 14 16 11 8 9 Goal setting 20 22 12 18 19 18 10 13 In receipt of appropriate income 20 20 13 15 18 14 10 12 Hygiene 16 14 14 21 11 6 6 12 Accessing Services 20 23 14 17 18 19 11 14 Cleaning 18 15 14 22 16 9 12 13 Cooking 19 21 13 18 17 16 10 12 Finances 19 20 15 15 17 14 8 11 Prioritizing 20 23 15 22 20 22 14 14 Communication 20 23 15 23 20 22 14 13 Mobility 20 16 12 14 14 10 6 6 Digestion 16 8 12 14 10 7 5 8 Respiratory 12 9 7 5 7 5 4 3 Cardio 10 8 7 6 6 4 4 4 Developing relationships with Partner 6 8 7 6 2 0 2 1 Developing relationships with Family 15 15 13 17 9 6 12 11 Developing Social network 20 22 15 17 19 15 10 13 Contribution to Community 20 22 14 19 19 15 11 14 Public conduct 20 23 15 20 20 22 14 13 Literacy / numeracy 15 15 8 16 5 1 2 10 Improved Self esteem 20 23 15 21 20 19 12 13 Accessing Education 13 9 6 7 8 5 2 3 Accessing Training 20 22 14 17 16 16 11 14 Volunteering 20 20 14 17 15 14 10 12 Working towards employment 9 8 5 4 2 0 1 1 Tom Fernandez is the Team Leader of Halsall House; he is supported by Ann-Marie (Senior Project worker) Andy Wastling (Project Worker) Chloe McGrath (Project Worker) and Claire Johnson (Project Worker).
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