REPORT AND FINANCIAL STATEMENTS Year Ended 31st July 2025
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## LEGAL AND ADMINISTRATIVE INFORMATION
## TRUSTEES
Joanne Black, Chair of Trustees - appointed on 20 February 2025 Dana Houri, Treasurer - appointed on 9 August 2024, resigned 27 February 2026
Stefani Black, Treasurer - appointed 26 February 2026 Aliza Weinstein
Anna Turner
Caroline Ratner, Chair - resigned on 20 February 2025 Catherine Becker Debby Amias
Deborah Joseph - appointed on 20 February 2025 Emma Myers - appointed on 11 September 2025 Gabrielle Adlestone
Jo Rosenthal, Treasurer - resigned on 5 September 2024
Joanna Benarroch
Kate Daniels Laura Rosefield - resigned 21 November 2024 Rachel Dor-Chay - resigned on 27 November 2025 Penina Simmons
## CHIEF EXECUTIVE
Samantha Clifford
Charity number 1047045
Company number 3024499
Principal address PO Box 65550, London, N3 9EG Registered office Amelia House, Crescent Road, Worthing BN11 1RL
Independent auditors Sumer Audit Amelia House, Crescent Road, Worthing BN11 1RL Bankers
CAF Bank Limited, Kings Hill, West Malling, Kent ME19 4TA Barclays Bank Plc, 1 Churchill Place, London E14 5HP
||TRUSTEES’ REPORT|06|
|---|---|---|
||INDEPENDENT AUDITOR‘S REPORT|30|
||STATEMENT OF FINANCIAL ACTIVITIES|36|
||BALANCE SHEET|37|
||CASH FLOW|38|
||NOTES TO THE ACCOUNTS|39-53|
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## HIGHLIGHTS OF THE YEAR
JEWISH WOMEN’S AID CONTINUED TO SUPPORT WOMEN AND GIRLS AFFECTED BY DOMESTIC ABUSE AND SEXUAL VIOLENCE.
We supported
women and girls through our advocacy and therapeutic support teams.
825
We provided
counselling and children’s therapy sessions to women and children.
2816
calls/messages/emails via our free domestic abuse and sexual violence helpline, webchat and direct to our client support services.
We received
772
We reached over
young people delivering 167 healthy relationships and consent education sessions to students and 46 educational and training sessions to over 564 youth professionals, rabbinic couples and community professionals.
4450
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## TRUSTEES’ REPORT
THE TRUSTEES PRESENT THEIR ANNUAL REPORT TOGETHER WITH THE AUDITED FINANCIAL STATEMENTS OF THE CHARITY FOR THE YEAR ENDED 31 JULY 2025.
The Annual Report serves the purposes of both a Trustees’ Report and a Directors’ Report under company law. The Trustees confirm that the Annual Report and financial statements of the charitable company comply with the current statutory requirements, the requirements of the charitable company’s governing document and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective 1 January 2019.
Report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 has been omitted.
## OUR OBJECTIVES AND ACTIVITIES
## OUR VISION AND MISSION
## Vision
The purpose of Jewish Women’s Aid (JWA) is to support and empower Jewish women and girls affected by domestic abuse and sexual violence in a culturally sensitive way.
Our vision is of a world where women and children live their lives free from all forms of abuse and violence.
## Mission
We support and empower Jewish women and children affected by domestic abuse and sexual violence. We partner with our community to build a future free from control, fear and abuse.
The Trustees review the aims, objectives and activities of JWA regularly. This report looks at what JWA has achieved and the outcomes of its work in the reporting period. The Trustees report the success of each key activity against measurable targets. All work is undertaken against a background of strongly held values.
## JWA’s aims are:
1. Support and Empowerment: Providing holistic, culturally specific support for Jewish women and their children, who have experienced domestic abuse and sexual violence, ensuring they regain their safety, strength, and independence.
2. Prevention and Education: Working with the whole Jewish community to tackle violence against women and girls through strategic partnerships, awareness raising, and training and education programmes.
3. Organisational Excellence: Strengthening JWA’s capacity, leadership and impact through best practice, sustainable growth, and continuous improvement.
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## SERVICES AND ACTIVITIES UNDERTAKEN TO ACHIEVE ACTIVITIES
JWA provided specialist emotional, practical and financial support, including welfare grants for those most impacted.
## WE PROVIDE:
- Freephone domestic abuse and sexual violence helplines and webchat, to enable women to contact us confidentially in a way that works best for them.
- An IDVA (independent domestic violence advocate) service which enables women to plan for their long-term safety and offers them support regarding welfare, legal and housing issues.
- An ISVA (independent sexual violence advocate) service which provides immediate practical and emotional support and long-term safety planning.
- A specialist therapeutic service for children and young adults.
- Manchester offices or online, reaching women across England.
- Educational programmes in schools, universities and youth settings, aimed at promoting a culture of consent with a focus on healthy relationships.
- Prevention work in synagogues and other community settings to promote understanding of domestic and sexual violence, including events such as JWA Shabbat.
- Culturally specific training for professionals working with Jewish women, equipping them to support members of our community affected by domestic abuse and sexual violence.
We work closely with other domestic abuse agencies and community organisations and model best practice. JWA is accredited under the Women’s Aid National Quality Standards.
We are proud that our services are provided by a skilled professional team which has sector qualifications, demonstrating best practice in its field and committed to ongoing training. This team is supported by a dedicated and well-run team of volunteers.
## CHARITY GOVERNANCE CODE
The Trustees have regard to the 2025 Charity Governance Code. The Board has reviewed the eight principles of effective governance and considered how JWA applies these in a way that is proportionate to the charity’s size and work. The Trustees will continue to use the Code to guide good governance and maintain high standards across the organisation.
## PUBLIC BENEFIT STATEMENT
The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities. In particular, the Trustees consider how the planned activities will contribute to agreed aims and objectives.
## KEY PERFORMANCE INDICATORS
Client Services - numerical targets are monitored regarding the number of women and girls entering the service and receiving support in addition to client feedback.
Outreach and Prevention – metrics include the number of institutions and the attendees reached together with feedback from participants.
Business Services - social media interactions and features in both online and offline media; fundraising, number of supporters, nurturing donors and obtaining multi-year commitments.
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## ACHIEVEMENTS & ACTIVITIES
JWA continues its core work of supporting Jewish women and their children, by providing a holistic and high-quality domestic abuse and sexual violence support service. Outreach and prevention activities are undertaken with the objective of preventing violence against Jewish women and girls through increased awareness and understanding across the community.
Directors of each department - Client Services, Outreach and Prevention and Business Services - all report to the CEO. Directors hold line management responsibilities as do some managers, conducting regular supervision and appraisal meetings, ensuring staff support and professional development sits at the heart of their work.
## CLIENT SERVICES
The JWA free Helpline and Webchat services continue to be the first point of contact for many of our service users. The Helpline is staffed by 45 volunteers who receive ongoing support and training. In the year to July 2025, we received 772 calls/chats/emails. These avenues of support are a core feature of what we offer Jewish women and girls; a confidential space to tell us what is happening to them and be heard. Of the women who contacted JWA for support we had an increase in those accessing short term support, casework and counselling.
Our team of 17 qualified and 4 trainee counsellors provided 2218 counselling sessions to 155 Jewish women across the UK either in-person, by telephone or online. All counsellors receive regular training and supervision and comply with good practice guidelines.
Services receive funding from various statutory sources including MOPAC (Mayor’s Office for Policing and Crime) and the Ministry of Justice in addition to financial support from the Jewish community.
Our specialised children’s service saw our play therapists deliver 598 one-to-one sessions to 40 children. Children in this service have experienced significant trauma through exposure to domestic abuse in the home, and these weekly sessions are crucial for their recovery.
Our McKenzie Friend programme continues to lend support to our clients and this year 15 women were accompanied in the Family Court for 20 separate hearings. They provide moral and practical support. This is essential given the traumatic experience court
can be for a woman who has experienced domestic abuse. Our bank of McKenzie Friends receives regular training and support from the Volunteer Manager, the Family Court IDVA and external professionals.
The Family Court IDVA signposts clients to firms who are both informed and supportive of the specific needs of survivors.
JWA’s Designated Safeguarding and Child Protection Officer and Deputy ensure reporting continues to work well and highlights safeguarding concerns as soon as they arise, enabling early intervention.
The Director of Client Services and Service Managers attend the practice meetings for Ascent, Ascent Advice PLUS and CouRAGEus, as well as representing JWA at Imkaan and LVAWGC (London Violence Against Women and Girls Consortium) meetings.
Professional training and relevant qualifications remain a high priority with another IDVA completing the SafeLives IDVA Qualification this year. The advocacy and counselling teams attend relevant professional training throughout the year.
Our VAWG Outreach Lead has trained numerous professionals to improve their support for the Jewish community impacted by VAWG. Hundreds of police officers from the Metropolitan Police, Bury Police and Salford Police as well as other professionals ranging from GPs, Health Visitors, Maternity Teams to Council staff including social workers and housing personnel have benefited from JWA training.
JWA successfully completed its renewal of the Women’s Aid Quality Standards in 2024–25, reaffirming our commitment to sector best practice.
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## OUTREACH & PREVENTION SERVICES
The Outreach and Prevention Directorate has continued to lead Jewish Women’s Aid’s education and community engagement work across the Jewish community, delivering training and programmes on domestic abuse, healthy relationships and consent. Our goal remains to build a culture of respect and safety throughout the lifespan — ensuring that every Jewish person has multiple touchpoints with JWA’s prevention education.
## DEVELOPING A WHOLE ORGANISATION AND WHOLE LIFESPAN APPROACH
Following the appointment of new Co-Directors in April 2025, JWA has refined and embedded a new strategy for prevention education. This Whole Organisation and Whole Lifespan Approach ensures that every Jewish organisation and community can reflect JWA’s values, and that every young person in the community encounters our messages at key stages in their development.
The Whole School Approach, launched in 2022, is now firmly embedded across our partner schools. In 2024–25 we continued to expand our reach, strengthening relationships with existing schools while developing a new offer for primary schools to support earlier prevention and education. A new Schools Engagement Worker joined in July 2024 to help drive this work forward.
## SCHOOLS AND EDUCATION
During the year, the Outreach and Prevention team reached 4,450 young people through 167 educational workshops delivered across 16 schools in London and Manchester. These sessions covered topics including healthy relationships, consent, recognising red flags, power dynamics, empathy, communication skills, peer influence, gender stereotypes, image-based sexual abuse, and rape culture.
Our Peer Leadership Programme completed its third consecutive year in one school, with 20 trained School Ambassadors delivering sessions to younger students — a model that empowers young people to lead positive cultural change within their own communities.
We also delivered eight teacher training sessions, reaching 200 teachers across seven schools, supporting educators to recognise and respond to issues around consent, relationships and safeguarding.
As part of a London Councils-funded consortium, JWA also delivered sessions to pupils at a local Catholic school, enabling us to benchmark our prevention education offer within a wider community context and share best practice beyond the Jewish sector.
## YOUTH MOVEMENTS AND UNIVERSITY ENGAGEMENT
Our partnership with Jewish youth movements remains central to shaping culture change in the community. In 2024–25, we trained 400 youth leaders from seven youth movements through 22 sessions as part of pre-camp and pre-tour training. Collectively, these leaders went on to reach over 1,500 young people across the summer.
A key highlight was our Youth Movement Roundtable in March 2025, which brought together 20 representatives from seven youth organisations to launch our new CPD-accredited training programme for senior and sabbatical youth leaders. Three youth movements have already completed this training, providing excellent feedback on its relevance and impact.
At university level, JWA’s work to promote consent and safer campus culture continued through our Uni Ambassadors initiative and distribution of “Consent is Kosher” resources in UJS freshers’ packs. These messages were reinforced through collaboration with the University Jewish Chaplaincy and partnerships with student leaders nationally.
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## OUTREACH & PREVENTION SERVICES
## COMMUNITY AND PROFESSIONAL ENGAGEMENT
Across 2024–25, 164 community professionals took part in 14 JWA training sessions, equipping them to recognise and respond to domestic abuse. We have deepened relationships with key communal bodies, including key synagogue bodies, expanding our reach across the diversity of the Jewish community.
In addition, over 600 community members engaged directly with JWA at events including the Shomrim event, the JLC International Women’s Day event, the Menucha Conference, and Limmud Festival.
## JWA SHABBAT
The theme for 2024 was “Myth Busting”, challenging misconceptions about abuse within Jewish life and highlighting that violence can affect anyone, regardless of age, background or observance. Creative design agency Two Boys developed impactful print and digital materials, including a community leaflet and social-media graphics, ensuring consistent branding across all partner platforms. These resources were distributed nationally.
Partnerships were at the heart of the campaign. JWA worked with the United Synagogue, Masorti Judaism, Reform Judaism, Liberal Judaism, the S&P Sephardi Community, the Office of the Chief Rabbi, the Jewish Leadership Council and the Board of Deputies. For the first time, the Leeds and Manchester Jewish Representative Councils also joined, reflecting JWA’s national reach.
The campaign achieved wide cross-communal alignment and positioned JWA as a unifying, trusted voice within both the Jewish and VAWG sectors.
JWA Shabbat 2024 was timed to coincided with the International Day for the Elimination of Violence Against Women (IDEVAW) and Mitzvah Day, situating the initiative firmly within the wider VAWG calendar. Through this alignment, JWA strengthened connections with other women’s organisations and reinforced its position within the national conversation on gender-based violence and community-specific responses.
## COMMUNITY ENGAGEMENT AND REACH
Over 50 synagogues across denominations and regions actively participated. JWA staff, trustees and trained volunteers spoke at more than 20 services, sharing key messages and resources with congregations. For the first time, community stalls were hosted outside kosher shops in North West London, enabling direct conversations with hundreds of community members and raising over £340 in donations. Several attendees and former clients approached stalls to express their gratitude for JWA’s work, illustrating its tangible impact.
The Outreach and Prevention team produced supporting educational materials and trained a cohort of “Community Speakers,” ensuring accurate, sensitive and consistent messaging. The Jewish News and Jewish Weekly carried JWA Shabbat wraps, and editorial features appeared across The JC, Jewish Telegraph and other outlets. Senior communal figures and parliamentarians amplified the campaign online, significantly increasing reach and visibility.
## LOOKING AHEAD
## In 2025–26, the Outreach and Prevention Directorate will:
- Build on the success of our CPD-accredited training, expanding its reach to new sectors and communities.
- Continue to roll out the Whole Organisation Model for synagogues and community groups, embedding long-term culture change.
- Extend partnerships with schools, youth movements and universities to ensure every young person in the Jewish community benefits from prevention education.
## Building on the 2024 success, JWA Shabbat 2025 will continue as a cornerstone of national engagement. Plans include:
- Deepening cross-communal partnerships and involving new regional synagogues and youth organisations;
- Integrating CPD-accredited professional training sessions in the lead-up to JWA Shabbat to extend impact beyond the weekend;
- Expanding collaboration with other VAWG sector partners to highlight intersectional experiences of Jewish women and girls; and
- Further embedding JWA Shabbat within the organisation’s annual fundraising, communications and education calendar.
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## FUNDRAISING ACTIVITIES AND INCOME GENERATION
## BUSINESS SERVICES
The Business Services Directorate, encompassing finance, fundraising, communications, human resources and operations, has continued to strengthen Jewish Women’s Aid’s infrastructure to ensure the long-term sustainability and effectiveness of the charity’s mission.
## FUNDRAISING AND INCOME GENERATION
During 2024–25, JWA sustained and diversified income in a challenging environment, combining relationship-based giving, cost-efficient events, and digital campaigns. The fundraising environment remained volatile amid the impact of the ongoing war in Israel and Gaza and wider cost-of-living pressures, with donors re-prioritising giving across the sector. We deepened major-donor engagement while broadening community participation and building pipelines for multi-year support. Between 1st August 2024–31st July 2025, 415 new donor records were added (a 64% uplift vs. the same period in 2023/24), strengthening the stewardship base.
- High Holy Day appeals (Rosh Hashanah and Kol Nidrei)
The 2024 High Holy Day campaign generated £105,336
- Patrons’ Dinner (10 March 2025)
A redesigned, intimate format with guest speaker Alex Davies Jones, Parliamentary Under Secretary of State for Victims and Violence Against Women and Girls at the Ministry of Justice who spoke about the Government’s policies on tacklng VAWG and her staunch support for JWA. The event hosted 88 guests, and raised £155,787.
- IWD “Ripple Effect” Match Funding Campaign (30–31 March 2025)
The two-day campaign raised £250,385.
## • Community and profile-raising events
JWA delivered a varied programme of community and engagement events throughout the year, each designed to reach different audiences and deepen understanding of our work. Our “It Ends With Us” film screening attracted a younger demographic and opened conversations about healthy relationships; our annual Bridge Lunch provided an opportunity to engage long-standing supporters; and a myth-busting evening created space for discussion within a smaller, reflective community setting.
In February 2025, the screening of “Screams Before Silence” expanded our reach further, drawing in new attendees. These events collectively contributed valuable income to JWA and, importantly, broadened awareness of domestic abuse and sexual violence within the Jewish community.
## • Trusts and Foundations
Support from charitable trusts and foundations remained strong throughout 2024–25, with a number of multi-year and new grants secured to underpin our frontline and prevention work. We continued to broaden our portfolio of funders, successfully engaging both long-standing partners and new philanthropic supporters. JWA also maintained statutory funding through extensions from key public-sector bodies, ensuring continuity for core services.
Trusts and foundations remain an essential element of our income mix, and this year’s results reflect focused stewardship, well-developed applications, and strong confidence in JWA’s impact and strategic direction.
## COMMUNICATIONS, BRAND AND ENGAGEMENT
JWA’s public profile has continued to grow, underpinned by a coherent communications strategy and an increased emphasis on proactive media engagement. The organisation was featured in 57 articles across both the Jewish and mainstream press.
Digital engagement continues to expand, with significant growth across Instagram, Facebook, LinkedIn and X (Twitter). The communications team has ensured that JWA’s social media presence reflects both its professional expertise and its empathetic, survivor-centred approach. Regular e-newsletters and e-shots have strengthened relationships with donors, volunteers and stakeholders, linking to biannual Impact Reports and updates on service delivery.
Statements of solidarity following the sexual violence perpetrated on 7 October and its denial were widely shared, reinforcing JWA’s role as a voice of advocacy and compassion within both the Jewish and VAWG sectors.
## HUMAN RESOURCES AND ORGANISATIONAL DEVELOPMENT
We completed a targeted restructure of Business Services following a time-bound consultation in April–May 2025 to embed our organisational excellence objective, streamline decision-making, and protect frontline capacity. The new structure reduces reliance on consultants, strengthens financial oversight, enables the CEO to directly lead fundraising, and commits us to efficient support costs.
Alongside this, the Business Services team has focused on strengthening internal systems and ensuring policies and processes align with best practice across the charity and VAWG sectors. Staff development, wellbeing, and supervision structures have been reinforced, with leadership and professional development now embedded within the annual cycle.
Under the leadership of the CEO, Business Services has played a key role in developing JWA’s forthcoming five-year strategic plan, engaging staff, trustees, and volunteers in shaping the organisation’s direction. This work will guide the next stage of growth and ensure that JWA’s infrastructure continues to underpin its expanding frontline and prevention services.
## LOOKING AHEAD
## The priorities for 2025–26 include:
- Consolidating relationships with major donors and securing further multi-year income streams;
- Further investment in digital fundraising and audience development;
- Implementing a refreshed communications strategy aligned with the new organisational values and strategy;
- Strengthening HR processes and support systems to embed resilience across the staff team;
- Continuing to build on the success of JWA Shabbat as a cornerstone of national community engagement.
Through the work of the Business Services team, JWA continues to sustain and expand its capacity to deliver life-changing services, ensuring that every Jewish woman and girl who needs us can be supported by an organisation that is strong, visible and sustainable.
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This has been a year of profound challenge and resilience for Jewish Women’s Aid and the communities we serve. Our work throughout 2024–25 has taken place against the continuing backdrop of the war in Israel and the unprecedented rise in antisemitism here in the UK. These events have deeply affected Jewish women and families, and we have seen that trauma reflected in the experiences of the women and girls reaching out to us for support.
At the same time, this year has also brought significant challenges across the Violence Against Women and Girls (VAWG) sector. Services are responding to escalating demand amidst the ongoing cost-of-living crisis, complex mental health needs, and acute housing shortages. Like many organisations, JWA is navigating these pressures while advocating nationally for sustainable funding, specialist provision, and recognition of the needs of minority communities within the broader VAWG landscape.
In this context, the work of Jewish Women’s Aid has never been more vital. Our teams have continued to offer expert, compassionate, and culturally specific services — providing safe spaces, counselling, advocacy, and therapeutic support to over 800 women and girls. Through our children’s service, we supported dozens of children to process and recover from trauma, helping them to rebuild their sense of safety and stability.
Alongside this essential frontline work, our Outreach and Prevention team have strengthened their pioneering “Whole School Approach,” reaching thousands of young people with consent and healthy relationships education. They have also launched innovative new initiatives across the community, including professional training for rabbis, educators and youth leaders, and new partnerships with schools, synagogues and communal bodies. The reach of this work — over 4,000 young people and hundreds of professionals — demonstrates our collective commitment to preventing abuse before it happens.
This year also marked a new phase for JWA internally. Since I joined the organisation in May 2024, my focus has been on stability, collaboration, and long-term vision. We began developing JWA’s new five-year strategy through a process that has been inclusive and reflective — engaging trustees, staff, volunteers, clients, and stakeholders. This work will define how we grow, ensuring that Jewish Women’s Aid remains a trusted, expert and sustainable organisation for the years ahead.
I am deeply grateful to our exceptional staff team and to the 160 volunteers who give their time and compassion so generously. Their professionalism and dedication underpin everything we do. I also extend heartfelt thanks to our trustees, funders and community partners for their continued confidence and support.
Jewish Women’s Aid exists so that every Jewish woman and girl can live free from abuse and fear, with dignity, strength and hope. Together — through support, education and advocacy — we are changing lives and building a safer, more compassionate community.
As we move into 2025–26, the launch of our new five-year strategy will ensure JWA remains a trusted, expert and sustainable organisation for years to come – and sadly still a much needed one.
## OUR CEO
Sam Clifford Chief Executive, Jewish Women’s Aid
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## FINANCIAL REVIEW
## FINANCIAL REVIEW
The financial results for the year ended 31 July 2025 are set out in the Statement of Financial Activities, Balance Sheet, Cash Flow Statement and notes on pages 39-53. During the year JWA’s income was £1,487,644 compared with £1,510,593 last year. Total resources expended were £1,572,107 compared with £1,486,484 last year, leading to a deficit of £84,463 compared with a surplus of £24,109 last year.
## Income
Our main source of income is from gifts and donations, comprises 45% of our total income. Grants, gifts and donations raised in the year totalled £661,552 (2024: £668,295) 13% of income is from statutory grants and 5% of income is from Legacies.
## Expenditure
Expenditure on charitable activities for the year has increased 8% to £1,370,975 (2024: £1,263,936), reflecting additional costs in expansion of our frontline services. The cost of raising funds in the year was £201,132, a 10% decrease on the prior year of £222,548.
## GOING CONCERN
After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the accounting policies.
## RESERVES POLICY
JWA’s reserves policy is focused on maintaining a balance between holding sufficient reserves to safeguard its financial commitments and continuing to provide services in line with the Charity’s objectives in the event of unforeseen financial problems, for a period of time to allow those issues to be resolved. Reserves are required to provide ongoing services and to finance future plans in line with the aims and strategic vision of JWA. There is a requirement for prudent management of financial commitments and an allowance for future contingencies in the event of unforeseen financial circumstances, such as reduced income streams or increased demand for services. A relatively small percentage of JWA income is from statutory agencies. Therefore, JWA relies heavily on voluntary donations and must ensure that reserves are maintained such that, in the event of a significant drop in funding, it will be able to continue its activities until additional funds may be raised. On an annual basis, the Board agrees detailed budgets. Performance against these budgets and forecasts is closely monitored by the Board. The Board maintains oversight of the reserves policy.
assets should equate to approximately nine-twelve months of costs. The calculation is based on the 2024-2025 budget figures.
## Reserves at 31 July 2025
Unrestricted reserves, which are not designated, were £1,378,502 (2024: £1,387,550). This is in line with the target level of reserves.
There were no reserves designated in the year to 31 July 2024.
Based on the above policy and the current growth of the charity, it is considered that the level of reserves is appropriate.
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“Having a safe space to express my emotions was crucial to my healing journey. It allowed me to release the pain and trauma that had been weighing me down, and it allowed me to be vulnerable and explore my thoughts and feelings without fear of judgment.”
## FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
The Trustees have responsibility for setting up and reviewing the risk management system at JWA. A risk register is maintained which is used to monitor key risks and is reviewed by the Trustees at quarterly Board meetings.
## Financial
JWA operates in a challenging and demanding arena with few certainties over funding and limited local authority or other governmental funding. Therefore, each year fundraising and events are required to raise the necessary funds to run the charity. Management time is allocated to managing donor relationships and striving to secure multi-year funding commitments. To mitigate these risks, JWA operates strict financial controls and continually monitors its financial position, including regular forecasting. The annual budgets, reforecasts and management accounts are regularly reviewed.
## Some of the key controls used by the charity to mitigate these risks are:
- Formal agendas and minutes for Board of Trustees and all other committee meetings.
- Detailed terms of reference for all committees.
- Annual budget and regular management accounts.
- Formal written policies including authority limits and a Finance Procedures Handbook.
- An Executive sub-committee for operational risk management.
## Operational
The nature of our services (supporting women and children affected by domestic violence) increases our operational risks. These are managed through the implementation of suitable policies, procedures and processes including case management, continual staff training, supervision and reporting structures. Through these procedures, the Board of Trustees is satisfied major risks are identified and procedures implemented so that key risks are minimised.
Safeguarding is essential in our client facing services. All volunteers and staff receive safeguarding training as part of their induction and regular updates are provided. Training on all aspects of compliance, including data protection, is provided for all staff and volunteers.
IT systems, data and cyber security risks are mitigated through the employment of professional IT support and secure cloud-based servers. JWA staff receive training on IT risks.
DOMESTIC ABUSE CLIENT
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## ORGANISATIONAL STRUCTURE
JWA is run by a Board of Trustees whose principal responsibility is overseeing the longterm strategy, planning and significant operational decisions of the organisation, and the governance thereof. Trustees meet quarterly for progress and planning meetings.
## POLICIES ADOPTED FOR THE INDUCTION AND TRAINING OF TRUSTEES
All new Trustees are subject to a recruitment and induction process and are selected with a view to ensuring the Board has an appropriate balance of experience relevant to JWA’s strategic and operational requirements. A list of current Trustees (also directors for the purposes of Company law) who served during the year can be found on the inside front cover.
members of the company and guarantee to contribute £1 in the event of a winding up.
“Without the support, I would have broken by now. Knowing I had that support made me feel less alone and believed.”
DOMESTIC ABUSE CLIENT
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## STAFF AND VOLUNTEERS
## Employees
The Trustees recognise the huge contribution made by salaried staff and extend their thanks for their ongoing energy and commitment.
## Senior Management Team
## Directors of departments reporting to CEO:
- Director of Client Services
- Co-Directors of Outreach and Prevention
- Director of Business Services (post made redundant in May 25)
- Finance Director (post vacant during reporting period)
## The directors form the senior management team.
Staff within these departments are line managed by the relevant director/the CEO or by a manager within the department.
## Pay policy for key management personnel
Salaries are benchmarked against similar roles in the VAWG sector and/or in the charity sector as appropriate.
## Volunteers
The trustees are extremely grateful for the time donated by 160 active volunteers. It would not have been possible to achieve what has been achieved without their help and support. We aim to ensure all people with whom we work are valued for their contributions. All potential volunteers are recruited based on their skills and experience and according to the requirements of the role.
In our 2023-24 Annual Report we shared our plans for the year and are delighted to report on progress:
## Women’s Aid Quality Standards
JWA completed its renewal of the Women’s Aid Quality Standards accreditation in 2024– 25, reaffirming our commitment to sector best practice and survivor-centred service delivery.
## CPD Accreditation
Our Outreach and Prevention training achieved CPD accreditation and was successfully piloted with youth movement leaders, enabling wider reach and professional recognition.
## Donor Engagement
We deepened relationships with existing donors, securing several multi-year commitments from trusts and individuals. The fundraising team continued to diversify income streams and strengthen donor stewardship through targeted communications and events.
## VAWG Outreach Lead
Our VAWG Outreach Lead embedded external training partnerships and raised JWA’s profile delivering sessions to police, health and local authority professionals, and developing links with mainstream women’s organisations to share expertise on supporting Jewish women.
## PLANS FOR 2025–26
Building on the achievements and learning of 2024–25, JWA’s priorities for the coming year are focused on consolidation, quality, and long-term sustainability across all areas of our work.
## Implementation of the New Strategic Plan (2025–30)
- Launch and embed JWA’s new five-year strategy, ensuring all directorates work towards shared organisational goals framed by our refreshed values and strategic objectives.
## Continuation and development of exceptional culturally specific support for Jewish women and children who have experienced domestic abuse and sexual violence:
- Commitment to maintaing best practise and a trauma informed approach to supporting our clients
- Striving to acheive lower waiting lists for our counselling service
## Advancing Outreach and Prevention
- Expand our CPD-accredited training offer for educators, youth professionals, and faith leaders, and continue to roll out our Whole Organisation model for synagogues and community organisations.
- Deepen partnerships with youth movements and Jewish schools to sustain prevention work across the lifespan.
- Build on the success of our VAWG Outreach Lead by continuing to train police, local authority, health, and education professionals to improve awareness of the needs of Jewish women and girls.
## Public Awareness and Advocacy
- Contribute to community and national conversations about VAWG and the intersection of faith, identity, and safety, using JWA’s unique voice to influence policy and perception.
## Sustainable Fundraising and Income Growth
- Strengthen long-term financial resilience by growing the base of regular donors, securing additional multi-year grants, and developing legacy fundraising.
## Operational Excellence and Workforce Wellbeing
- Continue investment in staff training, supervision, and wellbeing, and review HR policies to align with best practice in the VAWG and charity sectors.
- Improve cross-organisational systems, finance and IT infrastructure to support growth.
## RELATED PARTIES
Related parties are presented in Note 18 to the accounts.
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## STATEMENT OF TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS
The Trustees (who are also the directors of the Charity for the purpose of Company Law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
period which give a true and fair view of the state of affairs of the organisation and of the incoming resources and application of those resources, including the income and expenditure of the charitable company for that year.
##
- Select suitable accounting policies and apply them consistently;
- Observe the methods and principles of the Charities SORP (FRS 102);
- Make judgements and accounting estimates that are reasonable and prudent;
- State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements;
- inappropriate to presume the charitable company will continue in operation.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
## DISCLOSURE OF INFORMATION TO AUDITORS
Each of the persons who are Trustees at the time when this Trustees’ Report is approved has confirmed that:
- So far as that Trustee is aware, there is no relevant audit information of which the charity’s auditors are unaware, and
- That Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant audit information and to establish that the charity’s auditors are aware of that information.
## AUDITORS
Sumer Audit will be deemed to have been reappointed as auditors 28 days after these financial statements were sent to members or 28 days after the latest date prescribed for filing the accounts with the registrar, whichever is earlier.
On behalf of the Board of Trustees
Joanne Black – Chair Dated: 10/03/2026 Stefani Black - Treasurer Dated: 10/03/2026
29
28
INDEPENDENT AUDITOR’S REPORT
## INDEPENDENT AUDITOR’S REPORT
TO THE TRUSTEES OF JEWISH WOMENS AID LIMITED
## OPINION
We have audited the financial statements of Jewish Womens Aid Limited (the ‘charitable company’) for the year ended 31 July 2025 which comprise the statement of financial activities, the balance sheet and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
## In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 July 2025 and of its incoming resources and application of resources, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## BASIS FOR OPINION
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and the provisions availabel for small entities, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## CONCLUSIONS RELATING TO GOING CONCERN
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## OTHER INFORMATION
The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
31
**30**
INDEPENDENT AUDITOR’S REPORT
INDEPENDENT AUDITOR’S REPORT
## OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006
In our opinion, based on the work undertaken in the course of our audit:
- the information given in the directors’ report included within the trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements.
## MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 or the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
- adequate and proper accounting records have not been kept, or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specific by law are not made; or
- we have not received all the information and explanations we require for our audit, or
- the trustees were not entitled to prepare the the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preapring the trustees report and from the requirement to prepare a strategic report.
## RESPONSIBILITIES OF TRUSTEES
As explained more fully in the statement of trustees’ responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:
- Obtaining an understanding of the legal and regulatory framework in which the charitable company operates, focusing on those laws and regulations that had a direct effect on the financial statements and operations;
- Obtaining an understanding of the charitable company’s policies and procedures on fraud risks, including knowledge of any actual, suspected or alleged fraud; and
- Discussing among the engagement team how and where fraud might occur in the financial statements and any potential indicators of fraud through our knowledge and understanding of the charitable company and our sector-specific experience.
As a result of these procedures, we considered the opportunities and incentives that may exist within the charitable company for fraud. We are also required to perform specific procedures to respond to the risk of management override. As a result of performing the above, we identified the following areas as those most likely to have an impact on the financial statements: compliance with the UK Companies Act and the Charities SORP (FRS102).
In addition to the above, our procedures to respond to risks identified included the following:
- Making enquiries of management, about any known or suspected instances of non-compliance with laws and regulations and fraud;
- Reviewing minutes of meetings of the board and senior management;
- Challenging assumptions and judgments made by management in their significant accounting estimates, in particular in relation to income recognition; and
- Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness.
Due to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements in the financial statements may not be detected, even though the audit is properly planed and performed in accordance with the ISAs (UK). For instance, the further removed non-compliance is from the events and transactions reflected in the financial statements, the less likely the auditor is to become aware of it or to recognise the non-compliance.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
33
32
## INDEPENDENT AUDITOR’S REPORT
## USE OF OUR REPORT
This report is made solely to the charitable company’s trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
## Kristina Perry FCCA (Senior Statutory Auditor)
For and on behalf of Sumer Audit Chartered Accountants Statutory Auditor Worthing Sumer Audit is the trading name of Sumer Auditco Limited
## FINANCIAL STATEMENTS
35
34
Statement of financial activities (incorporating an income and expenditure account) for the year ended 31 July 2025
Balance sheet as at 31 July 2025
|||Unrestricted|Restricted|Total funds|Total funds|
|---|---|---|---|---|---|
|||funds 2025|funds 2025|2025|2024|
||Note|£|£|£|£|
|Incoming resources||||||
|Donations and legacies|3|477,908|451,222|929,130|939,782|
|Income from events|4|521,596|-|521,596|536,139|
|Investments||36,918||36,918|34,672|
|Total income||1,036,422|451,222|1,487,644|1,510,593|
|Resources expended||||||
|Costs of generating funds:||||||
|Raising funds|5|201,132|-|201,132|222,548|
|Charitable activities|6|844,338|526,637|1,370,975|1,263,936|
|Total resources expended||1,045,470|526,637|1,572,107|1,486,484|
|Net incoming/(outgoing) resources||(9,048)|(75,415)|(84,463)|24,109|
|Net movement in funds||(9,048)|(75,415)|(84,463)|24,109|
|Total funds brought forward||1,387,550|170,272|1,557,822|1,533,713|
|Total funds carried forward||1,378,502|94,857|1,473,359|1,557,822|
|||2025|2024|
|---|---|---|---|
||Note|£|£|
|Fixed assets||||
|Tangible assets|8|11,483|12,824|
|Investments|9|200|200|
|Current assets||||
|Debtors|10|166,053|117,515|
|Investments|11|558,119|555,797|
|Cash at bank and in hand||790,541|994,089|
|Liabilities||||
|Creditors: amounts falling due in one year|12|53,037|122,603|
|Net current assets||1,461,676|1,544,798|
|Total net assets||1,473,359|1,557,822|
|Funds||||
|Unrestricted funds|13|1,378,502|1,387,550|
|Restricted funds|13|94,857|170,272|
|Total||1,473,359|1,557,822|
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
The notes on pages 39 to 53 form part of these accounts.
Approved by the Trustees and authorised for issue on 26 February 2026 and signed on their behalf by
All income and expenditure derive from continuing activities.
There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Notes 39 and 53 to the financial statements.
Stefani Black Date
10/03/26
37
36
Notes to the financial statements for the year ended 31 July 2025
Statement of Cash Flows
||2025|2024|
|---|---|---|
||£|£|
|Net movement in funds|(84,463)|24,109|
|Depreciation charges|3,353|5,600|
|Loss on disposal of fxed assets|-|432|
|(Increase) in Investments|-|(200)|
|Investment Income|(36,918)|(34,672)|
|(Decrease) / Increase in Creditors|(69,566)|19,794|
|Decrease / (Increase) in Debtors and assets|(48,538)|27,415|
|Net cash used from operating activities|(236,132)|42,478|
|Cash fows from investing activities|||
|Interest received|36,918|34,672|
|Purchase of tangible fxed assets|(2,012)|(684)|
||||
|Net increase/decrease in cash and cash equivalents|201,226|76,466|
|Cash and cash equivalents at the beginning of the year|1,549,886|1,473,420|
|Cash and cash equivalents at the end of the year|1,348,660|1,549,886|
|Cash and cash equivalents can be analysed as follows:|||
|Cash in hand|790,541|994,089|
|Deposits included in current asset investments|558,119|555,797|
|Total|1,348,660|1,549,886|
The notes on pages 39 to 53 form part of these financial statements
## 1 GENERAL INFORMATION
Jewish Women’s Aid Limited is a private company limited by guarantee incorporated in England and Wales, and a Registered Charity.
The principal activity of the company during the year is that of providing support to Jewish women and girls who are experiencing sexual and domestic violence, in a culturally sensitive way.
The registered office is Amelia House, Crescent Road, Worthing, England, BN11 1RL
## 2 ACCOUNTING POLICIES
## 2.1 Basis of preparation of financial statements
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £1.
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102), and the Companies Act 2006. The disclosure requirements of section 1A of FRS 102 have been applied other than where additional disclosure is required to show a true and fair view.
Jewish Women’s Aid Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
## 2.2 General Information
The Charity is a charitable company limited by guarantee, incorporated on 17 February 1995. The members of the company are Trustees named on page 2. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the Company
## 2.3 Going concern
The Trustees consider that there are no material uncertainties about the charitable company’s ability to continue as a going concern.
The Trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
## 2.4 Incoming resources
All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
39
38
Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 2.5 Resources expended
Expenditure is recognised on an accruals basis. Costs of raising funds are those costs incurred in attracting voluntary income and include staff salaries, printing & publicity, telephone etc. Charitable activities include costs associated with frontline community services, for instance: staff salaries, rent, telephone etc. Support costs include central functions and shared overhead costs and have been apportioned to activity cost categories on the basis consistent with the use of resources. Governance costs represent costs incurred by the Charity in respect of management of the Charity’s assets, organisational administration and compliance with constitutional and statutory requirements. All apportionments are made on the basis of time spent on different activities by specific staff responsible for related tasks.
Expenditure on raising funds includes all expenditure incurred by the Charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non charitable trading.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity’s objectives, as well as any associated support costs. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## 2.6 Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited
## 2.7 Tangible fixed assets and depreciation
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives on a reducing balance basis.
Depreciation is provided on the following basis: Fixtures and fittings - 25% per annum on reducing balance
## 2.8 Current asset investments
Investments are initially recognised at cost. Subsequent to initial recognition, current asset investments are revalued to fair value with the movements recognised in the Statement of Comprehensive Income. Where market value or fair value cannot be reliably determined, such investments are stated at historic cost less impairment.
## 2.10 Liabilities and provisions
Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.
## 2.11 Fixed asset investments
Fixed asset investments comprise of shares that have been donated to the charity. These shares are held at fair value.
## 2.12 Financial instruments
The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## 2.13 Operating leases
Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.
## 2.14 Pensions
The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.
## 2.15 Accumulated funds
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The aim and use of each restricted fund is set out in the notes to the financial statements.
## 2.16 Donated gifts, services, facilities
## 2.9 Cash at bank and in hand
Cash and cash equivalents include cash in hand, deposits held at call with banks, and other short-term liquid investments with original maturities of three months or less.
Donated professional services and facilities are recognised as income when the Charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of the economic benefit from the use of the item by the Charity is probable and economic benefit can be measured reliably. In accordance with the Charities SORP(FRS 102) general volunteer time is not recognised so please refer to the Trustee’s annual report for more information about their contribution.
41
40
Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 3 INCOME FROM DONATIONS AND LEGACIES
|3 INCOME FROM DONATIONS AND LEGACIES|3 INCOME FROM DONATIONS AND LEGACIES|3 INCOME FROM DONATIONS AND LEGACIES|3 INCOME FROM DONATIONS AND LEGACIES|3 INCOME FROM DONATIONS AND LEGACIES|
|---|---|---|---|---|
||||||
|Unrestricted
funds 2025
£||Restricted
funds 2025
Total funds
2025
Total funds
2024
£
£
£|||
|Statutory income
-||199,659
199,659
190,961|||
|Legacies|67,949|-|67,949|76,069
668,295
4,457
939,782|
|Grants, gifts & donations|409,959|251,563|661,522||
|Membership donations|-|-|-||
|Total|477,908|451,222|929,130||
||||||
## 4 INCOME FROM EVENTS
||Unrestricted
funds 2025|Restricted
funds 2025|Total 2025|Total 2024|
|---|---|---|---|---|
||£|£|£|£|
|Fundraising Events and Appeals|521,596|-|521,596|536,139|
|Total|521,596|-|521,596|536,139|
## 5 COSTS OF RAISING FUNDS
|5 COSTS OF RAISING FUNDS|5 COSTS OF RAISING FUNDS|5 COSTS OF RAISING FUNDS|5 COSTS OF RAISING FUNDS|
|---|---|---|---|
|||||
||Direct Costs
2025
Support Cost
2025
Total 2025
Total 2024
£
£
£
£|||
|Staging Fundraising events|55,526|-|55,526
52,352|
|Fundraising support
and publicity|74,013|10,165|84,178
133,571|
|Staf costs|61,428|-|61,428
36,625|
|Cost of raising funds|190,967|10,165|201,132
222,548|
## 6 CHARITABLE ACTIVITIES
|6 CHARITABLE ACTIVITIES|6 CHARITABLE ACTIVITIES|6 CHARITABLE ACTIVITIES|6 CHARITABLE ACTIVITIES|6 CHARITABLE ACTIVITIES|
|---|---|---|---|---|
||||||
||Direct Costs
2025
Grants to
Service Users
2025
Support Costs
2025
Total 2025
Total 2024
£
£
£
£
£||||
|Advocacy Services|667,648|-|182,972|850,620
753,130|
|Grants to service users|-|17,001|-|17,001
24,731|
|Counselling services|137,485|-|33,724|171,209
222,168|
|Outreach & Prevention|264,982|-|67,163|332,145
263,907|
|Total|1,070,116|17,001|283,859|1,370,975
1,263,936|
43
42
Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 6 CHARITABLE ACTIVITIES: DIRECT COSTS
|6 CHARITABLE ACTIVITIES: DIRECT COSTS|6 CHARITABLE ACTIVITIES: DIRECT COSTS|
|---|---|
|||
|Total
funds 2025
£|Total
funds 2024
£|
|Staf costs
870,833|756,441|
|Ofce related costs
59,655|64,077|
|Welfare
3,715|7,511|
|Other staf / volunteer and helpline costs
58,450|44,918|
|Advertising, marketing & press consultancy
24,833|45,733|
|Counselling, education, children's and other contractors
52,629|70,522|
|Total
1,070,116|989,202|
## 6 CHARITABLE ACTIVITIES: GOVERNANCE COSTS
|6 CHARITABLE ACTIVITIES: GOVERNANCE COSTS|6 CHARITABLE ACTIVITIES: GOVERNANCE COSTS|
|---|---|
|Total
funds 2025
Total
funds 2024
£
£||
|Auditor’s fees
10,800
10,800
Non audit services
14
3,080
10,814
13,880||
|Other Governance costs
2,888
23,156||
|Total
13,702
37,036||
## 6 CHARITABLE ACTIVITIES: SUPPORT COSTS
|6 CHARITABLE ACTIVITIES: SUPPORT COSTS|6 CHARITABLE ACTIVITIES: SUPPORT COSTS|
|---|---|
|||
|Total
funds 2025
£|Total
funds 2024
£|
|Staf costs
62,078|54,685|
|Ofce related costs
105,591|93,603|
|Professional services
92,937|54,855|
|Other operational costs
5,368|3,336
888
5,600
212,967
37,036
250,003|
|Advertising & Marketing
830||
|Depreciation
3,353||
|270,157||
|Governance costs
13,702||
|Total
283,859||
|||
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44
Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 7 TRUSTEES AND EMPLOYEES
|7 TRUSTEES AND EMPLOYEES|7 TRUSTEES AND EMPLOYEES|
|---|---|
|2025
2024||
|Staf costs:
£
£
Salaries
864,216
765,004
Social security costs
80,397
67,000
Pension scheme contributions
17,367
15,747
Redundancy and Termination payments
32,358
-
Total
994,338
847,751||
|Salaries|864,216|
|Social security costs|80,397|
|Pension scheme contributions|17,367|
|Redundancy and Termination payments|32,358|
|Total|994,338|
|2025
2024|2025
2024|
|---|---|
|Number of employees, contractors & volunteers
No.
No.
Average number of employees
27
27||
|Average number of employees|27|
## 8 TANGIBLE FIXED ASSETS
||Fixtures, fttings
& equipment|Fixtures, fttings
& equipment|
|---|---|---|
|||£|
|Cost|||
|Balance at 1 August 2024||52,078|
|Additions||2,012|
|Balance at 31 July 2025||54,090|
||||
|Depreciation|||
|Balance at 1 August 2024||39,254|
|Charge for period||3,353|
|Balance at 31 July 2025||42,607|
||||
|Net book value at 31 July 2025||11,483|
|Net book value at 31 July 2024||12,824|
The Trustees and persons connected with them have not received or obtained any remuneration or other financial benefits for the period, either directly or indirectly from JWA (this including no reimbursement of expenses/travel expenses in either this financial year nor the prior year).
The Charity considers its key management personnel to now comprise the senior management team as detailed in the trustees’ report. The total contracted payments of the key management personnel were £314,365 (2024 £229,829), including gross pay, employers national insurance contributions and employers pension contributions.
One employee had employee benefits between £60,001 and £70,000 (2024: one) - this including gross pay and employers pension contributions only.
One employee had employee benefits between £90,001 and £100,000 (2024: Nil)
47
46
Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 9 INVESTMENTS
||Total 2025|Total 2024|
|---|---|---|
||£|£|
|Listed investments donated to JWA|200|200|
|Total|200|200|
## 10 DEBTORS
||Total 2025|Total 2024|
|---|---|---|
||£|£|
|Other debtors|85,868|79,766|
|Prepayments and accrued income|80,185|37,749|
|Total|166,053|117,515|
## 11 CURRENT ASSET INVESTMENTS
||||Total 2025|Total 2024|
|---|---|---|---|---|
||||£|£|
|Cash on deposit over|3|months|558,119|555,797|
## 12 CREDITORS
||Total 2025|Total 2024|
|---|---|---|
||£|£|
|Trade creditors|38,996|28,246|
|Taxation and Social Security|2,651|19,725|
|Accruals|11,390|74,632|
|Total|53,037|122,603|
## 13 STATEMENT OF FUNDS
||Balance as at 31
July 2024|Income|Expenditure|Balance as at
31 July 2025|
|---|---|---|---|---|
|Unrestricted Funds|£|£|£|£|
|General Funds|1,387,550|1,036,422|(1,045,470)|1,378,502|
|Restricted Funds|||||
|Outreach & Prevention|70,170|108,022|(142,800)|35,392|
|Welfare Grants|7,459|31,125|(15,498)|23,086|
|Counselling services|39,463|-|(39,147)|316|
|Client Services|53,180|312,075|(329,192)|36,063|
|Total restricted funds|170,272|451,222|(526,637)|94,857|
|Total funds|1,557,822|1,487,644|(1,572,107)|1,473,359|
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Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 13 STATEMENT OF FUNDS (CONTINUED)
||Balance as at
31 July 2023|Income|Expenditure|Balance as at
31 July 2024|
|---|---|---|---|---|
||£|£|£|£|
|Unrestricted funds|||||
|General Funds|1,402,585|952,425|(967,460)|1,387,550|
||||||
|Restricted Funds|||||
|Outreach & Prevention|25,879|116,698|(72,407)|70,170|
|Welfare Grants|11,574|16,925|(21,040)|7,459|
|Counselling services|53,377|100,000|(113,914)|39,463|
|Education|5,330|-|(5,330)|-|
|Client Services|34,968|324,545|(306,333)|53,180|
|Total restricted funds|131,128|558,168|(519,024)|170,272|
|Total|1,533,713|1,510,593|(1,486,484)|1,557,822|
The Trustees agreed to reclassify an element of income and expenditure between two restricted funds in the prior year to better reflect the activity to which it related. The total restricted funds remain unchanged.
## 14 SUMMARY OF FUNDS
||Balance as at
31 July 2024|Income|Expenditure|Balance as at
31 July 2025|
|---|---|---|---|---|
||£|£|£|£|
|General Funds|1,387,550|1,036,422|(1,045,470)|1,378,502|
|Restricted funds|170,272|451,222|(526,637)|94,857|
||||||
|Total funds|1,557,822|1,487,644|(1,572,107)|1,473,359|
||Balance as at
31 July 2023|Income|Expenditure|Balance as at
31 July 2024|
||£|£|£|£|
|General Funds|1,402,585|952,425|(967,460)|1,387,550|
|Restricted funds|131,128|558,168|(519,024)|170,272|
||||||
|Total funds|1,533,713|1,510,593|(1,486,484)|1,557,822|
## RESTRICTED FUNDS
The restricted funds above will be utilised in the next financial year unless otherwise stated below:
- Outreach and Prevention
- these funds were granted for the work done in raising awareness of domestic abuse, healthy relationships and consent. They will be spent in the next financial year.
## Welfare grants
- these funds relate to requests for assistance in specific cases of hardship and will be spent as the cases arise.
- Counselling service
- these funds were granted by The Doris Pacey Foundation for the provision of the counselling service and will be spent in the next financial year.
## Client services
- the funds received include statutory income and funding specifically for the domestic violence service. The funds will be spent in the next financial year.
## Education
these funds relate to the provision of Education and were spent in the prior financial year.
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Notes to the financial statements for the year ended 31 July 2025
Notes to the financial statements for the year ended 31 July 2025
## 15 ANALYSIS OF THE CHARITY’S NET ASSETS BY FUND
||Unrestricted|Restricted|Total|
|---|---|---|---|
||Funds 2025|Funds 2025|Funds 2025|
||£|£|£|
|Fund balances at 31 July 2025 are represented by:||||
|Tangible Fixed Assets|11,483||11,483|
|Investments|200||200|
|Current Assets|1,419,856|94,857|1,514,713|
|Creditors: amounts falling due within one year|(53,037)||(53,037)|
|Total|1,378,502|94,857|1,473,359|
||Unrestricted|Restricted|Total|
|---|---|---|---|
||Funds 2024|Funds 2024|Funds 2024|
||£|£|£|
|Fund balances at 31 July 2024 are represented by:||||
|Tangible Fixed Assets|12,824|-|12,824|
|Investments|200|-|200|
|Current Assets|1,497,129|170,272|1,667,401|
|Creditors: amounts falling due within one year|(122,603)|-|(122,603)|
|Total|1,387,550|170,272|1,557,822|
## 16 PENSION COMMITMENTS
from those of the company in an independently administered fund.
The pension cost charge represents contributions paid by the company to the fund and amounted to £17,367 (2024: £15,747).
Contributions amounting to £4,649 were payable to the fund at the balance sheet date and are included within Creditors (2024: £Nil).
## 17 OPERATING LEASE COMMITMENTS
|17 OPERATING LEASE COMMITMENTS|17 OPERATING LEASE COMMITMENTS|
|---|---|
|2025
2024||
|Expiry Date:
£
£
Within 1 year
62,770
59,370
Within 2-5 years
24,738
84,108
Total
87,508
143,478||
|Within 1 year|62,770|
|Within 2-5 years|24,738|
|Total|87,508|
|||
## 18 RELATED PARTY TRANSACTIONS
During the year, the Charity received personal donations from Trustees and related parties of £43,746 (2024: £21,671).
During the year, costs of £25 (2024: £nil) were paid directly to a third party in relation to a training course on behalf of a trustee.
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“It has been invaluable to know that it’s not my fault. To be believed has made a huge difference. Without the support I would have broken by now.” DOMESTIC ABUSE CLIENT
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Company Registration No. 3024499 (England and Wales) Charity Registration No. 1047045
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