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). Special thanks to these staff, there dedication and hard work has helped our beneficiaries take positive steps towards a live free from addiction.
Good news story from Halsall House The residence at Halsall House have supported the homelessness network food delivery service.
In partnership with the Bond Board, Angie's Angels, The Soup Kitchen and several other local charities – and supported by Rochdale Council, we are delivering food to people who normally access local soup kitchens and/or homelessness related services but can't at this time due to Covid-19. People are being encouraged to stay at home but are in food poverty and this pandemic poses a genuine threat to life due to starvation
As you can see from the picture, Tom Fernandez (Halsall Team leader) and Gavin (Halsall resident)play an integral part of the operation, delivering food to the distribution centre for packaging.
Over the next 3 months, the network aims to;
• deliver a minimum of 150 food parcels per week straight to the front door of vulnerable people who would normally access soup kitchen • provide a minimum of 11 local people with opportunity to volunteer and support their community in Rochdale • visit at least 50 people per week and from a safe distance enquire regarding other needs thus provide opportunity to link these individuals with wider provision / mainstream services
We will achieve this by delivering food to people's door - every Monday, Wednesday and Friday from 1pm, while observing government guidelines on safe social distancing. Thanks to the volunteers at Halsall house and the funding through Action together, Crisis
and others, we feel well placed to rise to the challenges of Covid 19.
GM Service 2 - STEP Project The STEP Project is a rough sleeper's unit for persons with no fixed abode and a local connection to Rochdale. KEY FEATURES OF STEP ✓ All referrals received through Rochdale Homelessness Section or emergency out of hours services ✓ The STEP provides overnight accommodate (7pm – 9am) for rough sleepers with access to shower, cleaning facilities and two meals (evening and morning). ✓ The STEP supports clients achieve their personal housing plans and supports clients identify further actions to reduce the risk of future homeless re- presentations ✓ The STEP provides all clients with an opportunity to engage in Tenancy training and other reintegration group work activities ✓ The STEP works in collaboration with other Services and community groups The STEP received a total of 269 bookings, of which 208 people accessed the Sanctuary trust’s Emergency provision in 2019/20 (77% of people booked in accessed the accommodation). We have recorded 31% (65 individuals) as moved on from the STEP project to more sustainable housing as a direct result of our intervention. Therefore 69% (143 individuals) left the Service without a recorded move on. This is not uncommon for emergency accommodation; we provide that relief from rough sleeping, but quite often the following day a client’s personal networks step in to prevent repeated use of the Service. It is those clients that lack this kind of social capital who we tend to accommodate on a more regular basis. Our biggest move on pathway is through supported housing projects - We have recorded that 58% of our clients this year (38 individuals) have moved on this form of accommodation.
Outcomes achieved at STEP Project 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. From the STEP Project, the Sanctuary Trust receives separate funding for our regular service and our ABEN response. In addition, we take in additional people free of charge under our Cold Weather initiative. For this reason, from October we have been required to separate our outcomes accordingly.
Table 1: - Q1 / Q2 represent a combination of regular beds, ABEN and cold weather clients. From Q3, these outcomes are from clients that received regular / Housing benefit funded beds only
INTERVENTION Q1 Q2 Q3 Q4
Relieved rough sleeping 53 80 55 33
Resettlement Planning 35 40 52 33
Access to food 53 80 54
Sufficient clothing - 54 53 28
Tenancy training 4 62 47 26
Other Training 1 7 1 1
Registered with GP 21 51 47 28
Goal setting 35 42 49 26
In receipt of appropriate income 18 61 50 26
Accessing Services 21 39 43 14
Volunteering 1 4 1 3
The figures are significantly down in Q4 compared to other quarters. This is as a direct result of Covid 19, we responded to the risk of spreading virus by closing down ABEN service and providing only single rooms. The STEP project therefore can only accommodate maximum of people going forward.
INTERVENTION Q1 Q2 Q3 Q4 Relieved rough sleeping 58 69
Resettlement Planning 49 33
Access to food 57 69
Sufficient clothing 53 40
Tenancy training 39 32
Other Training 3 2
Registered with GP 43 37
Goal setting 45 32
In receipt of appropriate income 51 39
Accessing Services 32 15
Volunteering 0 4
As mentioned, we are now recording outcomes for ABEN separately. It is important to recognize there is some significant overlapping. For example, it is not uncommon for a client to present at the door of the STEP Project when we are both at capacity for Housing benefited funded beds (10 units) and ABEN offer (5 units). In this instance, we have a cold weather offer (up to four units) across Halsall house and the step project. Therefore, a person may appear on the Cold weather list, move into the ABEN list, before finally arriving on a Housing benefit funded bed when spaces become available. Hopefully, this makes sense of the figures we present in this report. This set up was prior to Covid 19 outbreak, from March we simply offer 6 Housing benefit beds from this premises. In summary, in q4 we have;
✓ Accommodated 69 individuals in total from STEP project premises ✓ Of which 37 individuals accessed housing benefit beds ✓ Of the 69 individuals, all 69 were originally ABEN clients ✓ Of the 69 individuals, 6 started as cold weather clients before moving into ABEN and, in some cases, on to HB funded beds at STEP
Table 2: - Q1 / Q2 is blank as the separation of outcome began in q3. This table displays post Q3 work with client that have at some point accessed ABEN via the Sanctuary Trust.
Table 3- Q1 / Q2 is blank as the separation of outcome began in q3. This table displays post Q3 work with client that have at some point accessed our Cold weather offer
INTERVENTION Q1 Q2 Q3 Q4 Relieved rough sleeping 33 6
Resettlement Planning 5 5
Access to food 5 5
Sufficient clothing 4 5
Tenancy training 4 5
Other Training 2 5
Registered with GP 2 5
Goal setting 5 5
In receipt of appropriate income 1 3
Accessing Services 5 2
Volunteering 1 2
The STEP Project is a key player in Rochdale’s efforts against homelessness - Special thanks to Jody Rowley (team leader) and her team of regular / ABEN staff for all their hard work.
Good News story from the STEP – from resident to Member of staff Stephen is defiantly one of the big successes coming from the step project After a short time being homeless RBH homelessness section placed him into the step project. After a week he decided to move him onto Halsall house. Stephen settled in well there and remained abstinent for his stay there. Stephen used his time at Halsall house to volunteer as part of the pass it on team, he helped out people who had been through same situation as him from the STEP. Recently Stephen moved to his own flat and has now taken up the position of Pass it on Project worker covered our ABEN work at the STEP. He likes to spend time giving back and helping those who are still struggling with issues around homelessness. Stephen has gone on to achieve level 2 counselling and he is now on the bank staff at sanctuary trust, working at step and Halsall house from time to time. He enjoys a settled life with his pet snake (see picture below)
GM Service 3 - Crisis Project The Trust has received funding from Lloyds Foundation to develop a Crisis team, made up of volunteers, students, and persons with lived experience. KEY FEATURES OF THE CRISIS PROJECT ✓ Crisis interventions designed to prevent a return to homelessness ✓ Group work interventions designed to support beneficiaries develop skills to negotiate situations that can lead to homeless representations ✓ The Service is available 7 days a week, open evening / weekends thus delivering an on the day response. This is achieved by working in collaboration with partner agencies, community groups and local citizens
We use an excel spreadsheet to keep track when we achieve an outcome. In 2019/20, the Crisis team has set the following objectives – The Crisis team are working towards the following Outcomes
Outcomes Target Q1 Q2 Q3 Q4 Beneficiaries receive emergency 100 0 61 20 45 support to help manage a situation Beneficiaries that could lead to the breakdown of their tenancy
Beneficiary receives tenancy 75 4 29 46 68 training Beneficiaries Beneficiary receives support to 75 11 51 24 55 move away from rough sleeping / Beneficiaries short term emergency provision into more stable accommodation To provide a recovery support 100 15 37 14 34 programme for homeless Beneficiaries beneficiaries looking to reduce, abstain or manage an addiction Beneficiaries achieve abstinence 25 5 13 0 15 following intensive programme to Beneficiaries become free of addiction Beneficiaries remained housed 10 0 0 0 0 and are abstinent following 1 year Beneficiaries of Service involvement To improve volunteer's 25 12 11 4 0 appreciation of learning Beneficiaries Volunteer beneficiaries gain 25 12 0 4 4 accredited qualifications thus Beneficiaries increasing employability potential Volunteer beneficiaries apply 25 12 10 0 0 learning to improve the outcomes Beneficiaries of homeless people in the Borough of Rochdale
This Project is in its first year of a 3-year funding cycle. In this period, we underwent a recruitment process and recruited one of our Pass it on guys; Mr Tony McManus. We anticipate a slow start and expect to be reporting an improved impact as the year progress
Good News Story form the Crisis Project - Back on Track with help from the Crisis Project
Jack was a resident at step last year he has had several issues in the past few months.
Homelessness and addiction to spice, plus he had fallen out with his family. He was very hit and miss at first and often preferred to stay out sleeping rough on the streets of greater Manchester. We eventually referred Jack to Steppingstones, where he was placed into a dispersal flat.
When he first moved in I can remember him explaining to me…."Ok I have a flat but that in my head I'm still homeless".
He struggled at first to actually stay in his flat, and his Steppingstones worker could never catch Jack at home, due to the way he had been living we explained the problem to his worker and we continued to work with Jack to get him settled in his Flat.He is now settled and re-building back the ties with his family and recently started to address his addiction with the help of local services, He now takes pride in his flat and invites his old friends round to play video games and is in a much better place.
Tony McManus
GM Crisis Coordinator
GM Service 4 - Reaching out Centre The Reaching out Centre (ROC) provides a safe space for local citizens to come together and form meaningful relationships. From the simple act of sharing a meal together, to empowering local citizens and / or community groups to develop educational, social and recreational activities; the ROC is an important community asset tackling isolation, loneliness and disadvantage.
KEY FEATURES OF THE REACHING OUT CENTRE
✓ Unite volunteer led groups to improve our service delivery, coordinate our approach and maintain the safety of beneficiaries / volunteers working with disadvantages people ✓ Utilise the skills of ordinary citizens to meet the needs of our most vulnerable citizens ✓ work with the homeless and those citizens often excluded and / or isolated from mainstream services
The Sanctuary Trust, in partnership with the volunteers, is pleased to report we have: –
✓ We have served a hot meal for up to 65 vulnerable people Tuesday – Sunday ✓ Given free access to our building to another community group to serve food to vulnerable people on Sundays ✓ Facilitated training opportunities for all local citizens that work with vulnerable people in Rochdale
Rochdale is the birthplace of the cooperative; we have a proud history of mobilising local citizens to meet the needs of the community. In partnership with volunteer led groups, the Sanctuary trust hope to engage the community to address one of the underlining reasons for homelessness – loneliness and isolation.
GM Service 5 – Reintegration Project Homelessness can create social isolation. Over time, homeless people can develop subcultures; quite often the norms and values of these groups of people can promote the kind of behaviour that increases the risk of prolonged homelessness and homeless re-presentations. KEY FEATURES OF REINTERGRATION PROJECT ✓ 21 group work interventions designed to address underlining reasons for homelessness ✓ Delivered in small groups or 1 – 1 based on clients’ needs ✓ This program is accompanied by a workbook for independent study
Reintegration Session 1 – Acceptance This session aims to help learners recognise that change is hard. It is quite often the avoidance of change that perpetuates and prolongs personal crisis. This workshop will encourage learners to embrace their struggles and recognise the opportunity for personal growth in any given situation.
The learning outcomes are: 1. Recognise that by changing our habits we can change our future outcomes 2. Acknowledge that quite often our strategies to avoid can often prolong our struggles 3. Identify our options and make a decision! Number of clients that have attended this session in 2019/20 37
Reintegration Session 2 – Truth This session aims to help learners recognise the lies we can create that prevent change. While reflecting on the consequences of this behaviour, we aim to promote the importance of living in reality and speaking the truth.
The learning outcomes are: 1. Understand the many ways we can create a lie 2. Recognise the importance of living in the truth
3. Identify the fears that promote a lie Number of clients that have attended this session in 2019/20 25
Reintegration Session 3 – Appreciation This session aims to support learners appreciate the wonders of nature and our relationship to the world. Our relationship with the natural world intangible; we hope this workshop helps learners take notice of the many things in life we can be grateful for.
1. The learning outcomes are: Recognise and appreciate the natural world around us 2. Recognise the opportunity to learn and grow 3. Notice the many things in our life we are grateful for
Number of clients that have attended this session 15
Reintegration Session 4 – Peace This session will use real life examples of forgiveness to demonstrate the benefits of living in peace. Peace is a process; this session aims to support learners recognise that this process can start today.
The learning outcomes are: 1. Recognise the obstacles to achieving a Peaceful life 2. Understand that forgiveness is a process Number of clients that have attended this session 2019/20 17
Reintegration Session 5 – Courage This session aims to help learners recognise it takes real courage to choose change, live in truth, appreciate the world around us and forgive ourselves / others. We will discuss practical ways we can cultivate courage
The learning outcomes are: 1. Recognise the power of courage 2. Identify ways to cultivate courage Number of clients that have attended this session 2019/20 20
Reintegration Session 6 – Alertness We may start to enjoy the fruits of a desired change and assume we have made it; this is a dangerous place to be. This session aims to point out the risks of falling back into old ways of thinking.
The learning outcomes are: 1. Recognise the signs of complacency and identify strategies to reduce the risk 2. Understand why people can sub consciously sabotage their own successes. 3. Conduct personal risk assessments of high-risk situations Number of clients that have attended this session 2019/20 31
Reintegration Session 7 – Resilience
This session aims to help learners understand that bad days are inevitable, we may even make a mistake or too along the way. But when you fall you can bounce back
The learning outcomes are: 1. Understand our biological responses to tough situations 2. Identify alternative ways to response to tough situations 3. Recognise the intention behind rules and understand we can use the rules to fall back on in difficult situations Number of clients that have attended this session 2019/20 11 Reintegration Session 8 – Patience The aim of this session is to help learners understand that it is impossible to cut corners, it takes time and patience to achieve a positive lifestyle change
The learning outcomes are: 1. Understand the negative impact of impatience on our health 2. Understand that it can take time to overcome anxiety and feel comfortable with change 3. Recognise that patience is a habit, a characteristic that a person needs to work on to have it as part of life skill toolbox Number of clients that have attended this session 2019/20 19
Reintegration Session 9 – Faith This session aims to assess what we put our complete trust in. The session encourages learners to discern carefully because the consequences of misplace faith is significant The learning outcomes are: 1. Identify what we put our faith in 2. Understand the consequences of misplacing faith 3. Acknowledge the benefits of putting faith in our connection to one another
Number of clients that have attended this session 2019/20 10
Reintegration Session 10 – Collaboration This session aims to show that meaningful long-lasting change is always achieved in collaboration with other people; we cannot achieve change in isolation.
The learning outcomes are: 1. Acknowledge our connection with other people 2. Understand the concept that we often reap what we sow, both as individuals and corporately 3. Recognise the value of cultivating compassion as a useful tool when applying collective rules / regulations
Number of clients that have attended this session 2019/20 9
Reintegration Session 11 – Compassion and the brain The aim of this workshop is to introduce learners to the concept of compassion and
how our brain works
The learning outcomes are: 1. Understand the definition of compassion 2. Understand how the brain works 3. Relate to the internal conflict of competing parts of the brain
Number of clients that have attended this session 2019/20 9
Reintegration Session 12 – Compassionate thoughts This session aims to reaffirm that there is a battle going on in the mind, you get to choose which side wins! But we didn’t design our brain, we inherited it! Therefore, we can look at this battle with compassion i.e. acknowledge our suffering and aim to do something about it!
The learning outcomes are: 1. Identify source of unkind thoughts 2. Recognise the value of monitoring thoughts and make changes to your thought life
Number of clients that have attended this session 2019/20 5
Reintegration Session 13 – Compassionate emotions This session aims to help learners develop new ways to manage emotional reactions to difficult situations
The learning outcomes are: 1. Recognise the impact of emotions on well being 2. Understand the difference between compassionate self-correction and shame-based attack 3. Understand the underlining reasons for depression
Number of clients that have attended this session 2019/20 1
Reintegration Session 14 – Compassionate behaviour The aim of this session is to help learners understand that compassion is not the easy choice, it come with a price. The learning outcomes are: 1. Identify compassionate behaviour 2. Understand the cost of compassion
Number of clients that have attended this session 2019/20 1
Reintegration Session 15 – Compassionate relationships If your lizard brain goes off 100% every time you have an argument, this will have a massive impact on your wellbeing. The aim of this session is to help learners manage relationships
The learning outcomes are:
1. Acknowledge the impact our relationships can have on our well being 2. Understand what a healthy relationship looks like 3. Identify strategy to deal with difficult people Number of clients that have attended this session 2019/20 1 ] Total number of engagements in 2019/20 211
GM Service 6 – Storehouse Project Sanctuary Trust Storehouse Project is a charity shop with a difference. Not only does the Project generate vital funds to help us reduce homelessness in Rochdale, we also provide meaningful work experience for people looking to get back into employment.
KEY FEATURES OF STOREHOUSE PROJECT ✓ Provide furniture and white goods to local people who otherwise could not afford ✓ Support locals on a low income develop key employability skills ✓ Provide training and development opportunities, including accredited qualifications in first aid, food hygiene, manual handling, health, and safety, and much more ✓ Offer free tea / coffee to all our customers and a safe place to have a chat and make new friends ✓ Generate the vital funds to help end homelessness in the Borough of Rochdale
Good news story - Angie’s Angels prepare for their Christmas box giving from Sanctuary trust Storehouse
Angie's Angels is a voluntary group that helps homeless members of the community as well as veterans to ease the transition into permanent housing by providing furniture and household items. The group gives away clothes, toiletries, and other essential items to our most vulnerable members of our community. Angie's angels are giving away all their donated goods from our Storehouse on a Tuesday night. And this year, they used the space to mobilize local people to create Christmas boxes for homeless people across the |Borough of Rochdale Great work from the Angies Angels, thanks for your support!
GM Service 7 – Pass it on Scheme The Pass it on Scheme recognises the valuable contribution persons with lived experience can offer the homeless and / or those at risk. We provide the experience, knowledge and training that will help to cultivate
the next generation of housing / homelessness workers, with lived experience.
KEY FEATURES OF PASS IT ON SCHEME ✓ Provide local people with opportunity to volunteer with the homeless ✓ Provide persons with lived experience of homelessness with opportunity to develop skills and work towards career in the Sector
Our Service model consists of various levels of scheme participation. Scheme Beneficiaries are people that benefit from the support the Scheme offers. At the moment this includes those that access our Reaching out centre and supported Housing projects. In 2019/20 we have 260 beneficiaries of the Scheme Stage 1 helpers consist of local people including those that have been homeless that would like to give back by helping at one of our Projects. In 2019/20, we have had 108 helpers. Stage 2 Scheme members are those members that envision a time where they are employed by Sanctuary trust or similar organisation. Apprentices are required to achieve 6 weeks consecutive volunteer work within a Service and achieve accredited qualifications.
The Pass it on Scheme currently has a total of 17 Scheme Members Full members have additional responsibilities such as facilitating Reintegration Group Works, delivering Crisis Interventions and running Housing drop in. At this stage we will also look to partner with similar organisations to widen Members experience opportunities. In 2019 -20 we have supported –
✓ 17 participants to achieve accredited qualifications ✓ 108 participants to engage in volunteer work ✓ 15 participants to achieve paid employment
This is a very exciting project in the early stages of its development. We are in the first year of a 3-year funding from the National lottery. Therefore, we look forward to reporting on its impact for many years to come.
Good news from Pass it on Scheme - Lee provides much needed after care in Oldham Today the Pass it on team in Oldham went to a local HMO to Visit Steven ( former guest at the night shelter)
He was so pleased with the support he is still receiving from Sanctuary Trust, and the help with Food, Bedding and the TV for his room, he's looking well and certainly is getting used to more independent living .
Just as we were leaving, he Thanked Us (His words)
"Lee mate I really appreciate all you guys are doing for me it's great here now I love it and thank you for my egg I'll eat that as soon as you get off. "The Pass It On Scheme provides an opportunity for persons with lived experience to safely pass on their knowledge, experience and the interventions they received to the next cohort of disadvantaged people.
Lee was homeless himself over 20 years ago. A former addict who suffered with severe depression, Lee tried to throw himself off the bridge overlooking the motorway that goes through Oldham. Now, he uses all the challenges he has been through in life to help guide others to make positive steps forward.
GM Service 8– Student Program The Sanctuary Trust is a social work placement provider. We have three opportunities for social work students in September, with a further two placements available in February. So far, we have accepted three 70-day social work student; Kate Moughan, Simone Taylor and Kevin Mulligan are coming to the end of their placements as part of our Rough sleeper team, crisis team and Halsall house respectively. They have made an excellent contribution to our work and have fitted in well. In February we welcomed students Laura and Joanne, both these guys are working towards achieving a social master’s degree. Unfortunately, due to the virus both suspended their placements with us. We look forward to having them back once the virus passes
GM Service 9 – Real Change ROCHDALE Real Change Rochdale aims to raise funds from business and the public to support people in their local area experiencing homelessness. It uses funds generated to pay for items which directly help people to get off the streets or avoid homelessness: things like a deposit for a home, a training course, or clothes for a job interview.
The Real Change model is straightforward in its approach: 1. Local Action Group established to oversee campaign 2. Public fundraising campaign within Borough of Rochdale 3. Applications for support made via partners 4. Grants under £100 provided immediately. Over £100 approved by independent panel. Independent panel members consist of persons with lived experience of homelessness and professionals. 5. Money distributed via local partner agency who will immediately offer support to Rough sleepers move off the streets, or avoid ending up there. Processing applications to the fund quickly, effectively and transparently is integral to the success and trustworthiness of the Project.
The Sanctuary trust's very own pass it on team chair this important campaign for the Borough of Rochdale. Alongside our partners the Bondboard, Whag, Stepping stones, soup kitchen, Angies Angels, Riverside housing, RBH and Langley Housing Trust - we make sure our most vulnerable citizens have immediate access to funds that promote a positive change in circumstances. Since our Launch in January 2019, we have; ✓ raised £6685 cash donations ✓ We have procured 3 grants worth a total of £3389 ✓ We have supported 41 local homeless people
Good news story – Real Art for Real Change launches The Sanctuary Trust are pleased to announce the launch of the real art for real change project. We procured funding to help the rela change partnership run up to 12 arts and craft sessions for persons with lived experience of homelessness We have an agreement in principle with the manager of the Wheatsheaf center, we intend to sell created pieces of art alongside other donations from local artists. 100% of money raised will be given to the Boroughs real change campaign. We are excited to introduce arts and crafts as a hobby to persons with lived experience og homelessness, while raising vital funds for this worthy cause. We look forward to reporting on the success of this project next Quarter
GM Service 10 – Rough sleeper Initiative Service The Rough Sleeping Initiative (RSI) is a central government programme aimed at helping people off the streets.
Rochdale Borough Council and Oldham Council were successful in their individual bids for the RSI. This has been awarded to commission a local Rough Sleeper Coordinator each.
Rochdale Borough Council has commissioned Rochdale Borough Housing for their Rough Sleeper Coordinator. This post will sit within their Homelessness Service. They deliver on behalf of Rochdale Borough Council.
Oldham Council has commissioned De Paul Trust for their Rough Sleeper Coordinator.
To enhance the delivery of RSI programme across Greater Manchester the combined Authority (GMCA) were also successful in their bid. The purpose of the fund is to deliver a rapid response outreach service to the 6 local authority areas who either currently do not have a dedicated resource for this purpose or who have a limited provision based on either daytime office hours or exceptional circumstances.
The 6 local authority areas have been divided into Zones and Rochdale borough is delivering this in partnership with Oldham borough as Zone B.
Rochdale and Oldham have been allocated some of this funding to allow for 2 x full time Outreach workers that will work across both areas. One of these being focused
on Female Rough Sleepers. Sanctuary Trust has been commissioned to deliver this.
The initial duration of the service and commissioned posts will be for 12 months.
In our Q1 report we announced that Rob Rowe, our pass it on team manager, will oversee our new outreach workers Alison Harrison and Walter Mahon as they look to proactively engage rough sleepers in an effort to reduce rough sleeping across the two local authorities.
Rob said, 'thanks to our pass it on team (funded by Lottery) and our Crisis team (funded by Lloyds foundation) we feel we are well placed to deliver this important service across Rochdale and Oldham. We expect our outreach team to work hand in hand with our other funded projects to provide a seamless service from rough sleeping to full reintegration and recovery.
The RSI Outreach team have achieved the following Outcomes in Rochdale; Outcome Number of clients proactively engage with rough sleepers 110 Secure temporary accommodation 58 Facilitate a homelessness Assessment 66 Refer to stable accommodation 53 Achieve stable accommodation 35 Facilitate medical intervention 13 Signpost to alcohol / drug services 8 Support clients access benefits and / or open bank 44 accounts
The RSI Outreach team have achieved the following Outcomes in Oldham; Outcome Number of clients proactively engage with rough sleepers 122 Secure temporary accommodation 64 Facilitate a homelessness Assessment 30 Refer to stable accommodation 30 Achieve stable accommodation 35 Facilitate medical intervention 7 Signpost to alcohol / drug services 5 Support clients access benefits and / or open bank 6 accounts
Good news from the RSI team - The Sanctuary Trust comes out in force for the annual Rough sleeper count across Rochdale and Oldham The Sanctuary trust plays a key role in Oldham and Rochdale's Rough Sleeping Initiative (RSI) - a central government programme aimed at helping people off the streets.
As well as receiving funds to employ 2 x full time Outreach workers that work across both Oldham and Rochdale, the Sanctuary trust were able to mobilise 13 members of staff to take part in the annual rough sleeper count.
This picture was taken outside of MacDonald's in Oldham at 5am in the morning! Well, considering these guys volunteered their time the least we could do is buy them a MacDonald's breakfast!
On behalf of the Sanctuary trust, thank you for all 13 staff that volunteered their time to take part in the Count.
Response to Covid 19
The UK was put into lockdown on 23 March in an unprecedented step to attempt to limit the spread of coronavirus.
Boris Johnson announced in March that all UK residents must stay at home to protect the NHS amid the growing threat of coronavirus.
In an unprecedented broadcast to the nation on Monday (23 March), The Prime Minister announced that the police will now have the power to fine people if they leave their homes, this change in legislation put significant pressure on our Services to adopt to meet needs of the homeless we serve.
Project Changes Timescale name Halsall House ✓ Reduced from 13 beds to 12 by Indefinitely removing sharing room ✓ Safe social distancing practices and personal hygiene ✓ Reduce staff – essential staff only on site ✓ End of cold weather bed offer
STEP ✓ Reduced from 10 HB beds to 6 Indefinitely single rooms ✓ End of ABEN offer ✓ Open 24/7 instead of just overnight period ✓ Provide 3 meals per day ✓ Single cover ✓ Referral pathway via Angela Hamer (RS coordinator) ✓ We were commissioned to provide support at the Broadfield hotel to deal with overspill of rough sleepers during this period ✓ Safe social distancing practices and personal hygiene
Crisis ✓ Safe social distancing practices June 15th and personal hygiene ✓ Reduced volunteer support and student stood down
RoC ✓ Building closed for non-staff July 1st ✓ Safe social distancing practices and personal hygiene ✓ A new food delivery service to replace soup kitchen
Reintegration ✓ Delivered 1 – 1 only ✓ Safe social distancing practices and personal hygiene
Storehouse ✓ Closed June 15th ✓ We have received a grant from
Rochdale Council £10,000 to cover losses during crisis
Pass it on ✓ We have raised further funding to September 1st extend workers hours from 16hr – 26hr per week during this period ✓ Focus on supporting volunteers meet basic needs of local disadvantaged people ✓ Safe social distancing practices and personal hygiene
Student ✓ The Students were immediately June 15th program stood down as a result of risk of covid 19
Real change ✓ Open for funding applications but Indefinitely all proactive fund raising has ceased intil further notice
RSI ✓ Safe social distancing practices September 1st and personal hygiene ✓ We achieved additional funding from Lottery to help us provide an enhanced response to rough sleepers during this crisis period
During this challenging period The Sanctuary Trust will endeavour to follow both Local and national Government guidance while ensuring the needs of our clients are met during this difficult period. We are determined to bring to life our mission statement and are prepared to do whatever it takes to protect people during these strange times
Submitted by John Wigley Greater Manchester Authorities Area Manager Sanctuary Trust
Sanctuary Trust Cymru Back in April 2019 it would have been impossible to have anticipated the changes ahead at Sanctuary Trust Cymru and indeed the life changing disruption to all our lives towards the end of the reporting period wreaked by the Covid pandemic. Following the amalgamation of Sanctuary and Arc Communities, made with the knowledge that the APB Grant for the drop-in services at Colwyn Bay and Rhyl was not being renewed, [a contract worth £130,000 which indeed represented the main core income of ARC.] made for some uncertainty at the start of the year. The new APB contract, which was to provide outreach support services across the counties of Conwy and Denbighshire was awarded to Cardiff based ‘The Wallich’. It was of great relief that the staff employed on the previous contract were TUPED to The Wallich with only Jane the cook being made redundant. The former ARC projects now consisted of Beit Tikva, Pensarn Charity Shop and Conwy Food bank. Sanctuary Trust projects Holborn House and Belgrave Road.
Beit Tikva The property is a four bedded unit with a basement flat located on the outskirts of Penmaenmawr and sits alongside the A55 Expressway. Beit Tikva is leased from Greenpastures and is funded by a service charge paid by each resident and Housing benefit from Conwy County Borough Council. Due to the high costs involved in lease payments, utility bills etc. the property requires occupancy of 85% to break even and generally over the last twelve months has achieved an average of 75%. Located in a small town based in the past on the mining of granite stone and some tourism, it is now bypassed in every sense by the North Wales expressway, is hard to access by public transport and does not really present well as a place for positive recovery and enablement. Discussions with Green pastures concerning the costs involved and our reluctance to continue with the lease have been ongoing, though hampered by the recent pandemic an alternative project needs to be sought. Pensarn Community Shop. The shop continues to break it’s own records, not just in it’s retail sales but in the support of the most vulnerable of the community. With a larger van for collections and deliveries furniture sales have seen a huge increase and it is pleasing to be able to support people to acquire items of good quality they would perhaps not otherwise be able to buy? With takings exceeding £1,500 a week during the summer months we must thank and recognise the hard work of Lynn and her team of devoted volunteers, which in turn enables us to financially support some of our other projects. Plans for more shops are ongoing, the use of the Food bank premises at Ffordd las Llandudno following the relocation of the Food Bank being the first.
Conwy Food bank The fundraising dinner for St David’s day, organised by Steering group member Guto Lewis with huge amounts of dedication and hard work on his part have surpassed last year’s total and raised £13,000 for the development of the food bank. This has enabled us with the additional financial support of Conwy and the Morgan foundation to relocate to a more ‘fit for purpose’ venue, where we can safely practice required social distancing measures etc, and keep up with the ever increasing demands these difficult times create.
Holborn House Since Derek Bond the temporary Manager moved on at the beginning of the year and a subsequent improvement in the relationship with our grant funders Conwy Supporting People, Holborn House has continued at almost 100% occupancy to support residents to change and adapt to more positive and inclusive lifestyle. No longer hampered with time constraints, residents have been able to develop and progress at their own pace with many more positive outcomes as a result. Two residents in particular who passed through Holborn House during the last year have certainly proved that with the ‘will to change’ and the tools to do so, lives can be turned around. Resident A. a man in his late forties had spent 90% of his adult life in custody or living on the streets, following short custodial sentences again and again returning to a chaotic lifestyle fuelled by alcohol and heroin. He was referred to Holborn House following release from custody numerous times, by the time we were able to locate him for assessment however he had lapsed into the only life he knew. In 2017 resident A, was bailed to the Probation office in Colwyn Bay where we assessed him and moved him in that afternoon. Two years later in the summer of 2019 resident A moved into his own flat which he has decorated and furnished to a high standard and of which he is extremely proud. Resident A attends the gym everyday has developed an interest in computers and being a walk away from Holborn house calls in twice a week for his tea. Resident B. Again a man in his late forties with a chaotic lifestyle, a history of dealing, using and extreme violence. His last pre sentence risk assessment was alarming and it was only after much debate that we agreed to assess him. After a few weeks at Holborn House and some subsequent testing of the rules and boundaries resident B settled and applied himself to the various training courses and support networks he could access. After twelve months, through the Substance Misuse Service Resident B’s commitment and eloquence in telling ‘his story’ was so powerful that he was offered a full time post with a car, to travel North Wales and the North West of England presenting ‘Recovery Courses’. When he can like Resident A he calls in to Holborn House for a catch up.
Belgrave Road Due in part to a lack of funding and perhaps it’s location Belgrave Road has proved both difficult to fill and to manage. During the late Autumn of 2019 I approached Conwy Housing Dept. and offered them Belgrave Road on a lease agreement, Following an inspection and some mandatory alterations to comply with health and safety issues, the lease was signed in the new year. The lease is initially for three years and is expected to ‘ roll over’ at the end of that period, The house is being used to House a large family and after taking away our small overheads is contributing approx.. £5,000 per annum to the Trust.
Staffing None of what has been achieved in the last year would have been possible without the dedication and hard work of the various staff teams and volunteers to whom I am grateful beyond measure!
Holborn House, Shirley Cannon team leader/ Senior Gareth Shepherd Support Worker Mathieu Vallejo Support Worker and Admin Sheryl Briggs- casual Gwen Thomas – casual David Wiley - casual Beit Tikva Dave and Lynn Mahon Pastor John Edwards Pensarn Community Shop Lynn Mahon and numerous dedicated volunteers Conwy Food Bank Nancy Hughes and numerous dedicated volunteers
Ian McNeillie Cymru Area Manager
Legal and administrative information
Status The company is limited by guarantee and is governed by its memorandum and articles of association. The liability of the members as set out in the articles is limited to £1.
The directors of the charitable company (the charity) are its trustees for the purpose of charity law and throughout this report the titles are interchangeable.
The trustees serving throughout the year were as follows:-
Trustees D. Danter C. McCann V. Slater I. Johnson L. Mills S. Halsall E. Boswell
Company Secretary C. Atkinson
CEO D. N. Lackner-Smith
Finance Director R. Shaw
Company number 2721623
Charity number 1020295
Registered office Office 9 Champness Hall Drake Street Rochdale OL16 1PB
Auditors Wrigley Partington Sterling House 501 Middleton Road Chadderton OL9 9LY
Bankers National Westminster Bank PLC Town Hall Square Rochdale OL16 1LL
Legal representatives Peter Taylor Employment Law Consultant AST Hampsons Ellis Whittam Limited 128 Yorkshire Street Woodhouse, Rochdale Church Lane, OL16 1LA Aldford, Chester CH3 6JD
Financial Report
INCOME £1,057,107
Voluntary Income £143,412, 14% £49,612, 5% £116,629, 11% Housing benefits
Rent Received
Conwy CBC £151,553, Supporting People 14% £481,423, NHS CCG Grant 45% £69,498, 7% Service level agreements £898, 0% Income generation £44,082, 4% interest
COST OF CHARITABLE ACTIVITIES £1,027,285 £73,435 , 7% £6,060 , 1% £40,482 , 4% governance costs £1,348 , 0% provision of support inc Housing related Support provision of housing £159,946 , 15% £752,074 , 73% transport
Central office costs
Income generation cost
A full financial statement is available on request
Review of activities and achievements Halsall House continues to run well and successfully despite the closures of many businesses towards the end of the year. The STEP project was fairly packed throughout the year and even more so following the addition of extra staff and the Bed for Every Night (ABEN) funding. We got funding for 2 outreach workers (Rough Sleepers Initiative) through a Joint Commissioning between Oldham and Rochdale councils which we hope will be the beginning of an extension of our HPT work into Oldham. This is for 12 months from Jul to Jul. At the beginning of the year, we were successful in our bit to Lloyds Foundation for a Crisis worker and one of our existing workers took up this roll with good success. This is for 3 years. Another successful bid was to the Lottery’s Community Fund. This is for a Pass it on Scheme which recognises the valuable contribution persons with lived experience can offer the homeless and / or those at risk, and is for 3 years. We hope that this scheme will help its graduates into employment possible withing Sanctuary. We have previously mentioned our close working with the Soup Kitchen, and this year we helped them further by paying the rent on their premises in the old High Level wing of Champness Hall. In return for this we had the use of an office and were able to engage through the 3 projects above with many of our shared service users. To encourage this work, we adopted a banner of the Reach Out Centre (ROC). Another difficult year for the StoreHouse particularly with the Covid -19 crisis which had some effect early in 2020 culmination in eventual lock down at the year end. Fortunately, we were given a small business grant and this made up for earlier losses so that we could end the year with a slight surplus. A new (ish) venture that might be worth a particular mention is the Student Placement Programme. Originally started by Vida Slater some years back, our own John Wigley, already a qualified social worker, successfully registered as a Practice Educator meaning that we able to take university students on placement as part of their college course. He had started with one last year, but it has really blossomed and this year we have had 5 throughout the year. Apart from the benefit to the students, we have willing helpers and better still we get paid for it as well. During the year 3 successfully completed their training, and expressed an interest returning to working for us on a casual basis and have been approved to start in the new year. The later 2 who started in Feb had to cut short when the country went into lockdown. We hope that they will be able to come back and finish the placement in the new year. Holborn House, the residential project in Wales, continues to run successfully.
Another difficult year again at the Belgrave Road property in terms of occupancy as it still seems difficult to get a stable group. During the year we were requested to consider leasing the building to Conwy council who wished to use it for housing larger families. It was decided to go ahead with this which meant that we stopped looking for new referrals, and let the remaining residents leave or move on. This did mean that the consequential loss of income left the project with a significant loss by the end of the year but does mean that it will serve a valuable function next year without input from us. One of the most significant changes this year was the end of the Management Agreement with ARC and the assimilation of their work.
The Charity Food Bank at Llandudno was doing great work and was generously supported by food and cash donations as well as significant voluntary help and a dedicated manager. This was always expected to be an outreach which would be supported financially by us. During the year, an influential businessman started to take a particular interest in supporting the work and was hugely influential in fundraising as well as helping personally. When it came to the time when we thought we would be obliged to close as the premises were too small to maintain social distancing, Conwy Council stepped in with the offer of a temporary rent free and larger building and with financial support too. The house at Beit Tikva, Penmaenmawr, is running well and Lynn and David keep an eye on things. Although this is generally within the scope of Sanctuary Trust, it is not really our core work, and we are looking to see if we can get this taken over by a local church who would be much more appropriate for this type of project. The Charity Shop in Pensarn is amazing and exceeds all expectations and still managed to bring in a surplus in spite of being closed towards the year end. The 2 Drop-in Centres, at Rhyl and at Colwyn Bay commissioned under ARC by Wrexham Council came to an end after being put up for tender. Although we did put in a bid to carry on the work, we were not successful, and this was taken up by The Wallich. Existing staff were TUPE’d. The set up with 2 area managers is working well and we have been working to set up 2 steering groups to assist the trustees with linking in to the 2 separate areas.
Corona Virus You will all know that towards the end of the year we were all facing issues with the impending Covid-19 virus. We carried out risk assessments and implemented safety measures in our projects as best we could with a view to keeping service users and staff as well protected as possible. Most of the services were classed as essential key work and were able to be kept open and running. We were obliged to close the charity shops but were able to re deploy the staff to other projects and keep nearly everyone in work although some of the casual staff were unable to be used. On the other hand, the government, local councils and grant funders were very proactive in expanding or enhancing service provision for Homeless projects and the likes of Food Banks, so we actually ended up with more work rather than less. Whilst this help was greatly appreciated, it does mean that we have a temporary expansion, but it is not certain how long this will continue. Some of the more detailed effects are mentioned separately with the projects concerned. More extensive information on this and the work in Rochdale, Oldham and North Wales along with service user testimonies can be found in the area managers’ reports which are available separately. Generally, we must say that we are greatly blessed with a fantastic group of staff and volunteers who are a large part of what makes us who we are, and without whom we would not be able to provide the services that we do. Thank you all.
Development Sanctuary Trust will continue to provide services, to vulnerable people in line with the Sanctuary Trust Mission Statement, Aims and Objectives. We will continue to improve the delivery of our services by internal and external monitoring, consultation and policy review with stakeholders, management of staff and clients and implementation of the consequent action plans through good supervisory line management. We believe that there is no quick fix and that substantial motivation and effort to restore service user self-worth is required. We are also looking to form partnership working agreements with stakeholders to strengthen and improve bids for new service contracts. Many of the Trustees have been in place for some time now and we are continually on the lookout for new members to bolster the management committee.
Plans for future periods We think it is likely that RMBC will continue to fund the additional staff at STEP through the ABEN fund. We will be seeking to obtain a future continuation of the work on outreach to try and carry it on to the end of the year. We are constantly looking for ways to utilise our resources to offer pieces of work which will both take a share of the overheads and bring in a small surplus. We are confident of a grant of £15,000 from the Steve Morgan Foundation in the new year to help with the Food bank and have been promised further help from the council. The property loaned to us by Conwy Council was time limited and we need to look for a more permanent and dare we say larger property. We will be looking to update the Website and rebrand the organisation. John Wigley has proved to be a hugely valuable asset to the management team and has spent considerable time and effort on fund finding and bid writing. This has been recognised by the trustees and we are looking to enhance his roll next year.
Acknowledgements ARC Communities Microsoft Bond Board Middleton Probation CAIS Motiv8 Nacro Colwyn Bay CDT Oldham MBC Champness Hall Chaplaincy - David Livermore Police Conwy CBC & Supporting People Team Rochdale Boroughwide Housing Conwy HOST Single Pathway Rochdale Homelessness Team CVS Rochdale Rochdale MBC Dave and Joyce Bargh Rochdale Probation Rochdale Young Persons Support Ellis Whittam Team Floodmedia Rochdale Youth Offending Team Smarter Technologies Ltd Shekinah Christian Centre Great Places Housing Group St Barnabas Church Littleborough Guto Lewis - Gwledd Dewi Sant St James’ Church Littleborough High Level St Martin’s Castleton Holy Trinity C E Primary School Staff Stansfield Hall Primary School Holy Trinity Parish Church Littleborough Littleborough i61 Church Llandudno Junction Trinity Baptist Church Bacup Jones Fishwick Housing Volunteers Lloyds Foundation Wrigley Partington Management Committee – Trustees
The Director The Sanctuary Trust Limited Office 9 Champness Hall Registered Charity Number Drake Street 1020295 Rochdale OL16 1PB
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