2022-03-31-accounts

FEAR , BREAKING THE CYCLE ANNUAL REPORT 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

YEAR ENDED 31 MARCH 2022 Company Registration Number 03360057 Charity Number 1064764

Pages INTRODUCTION FROM THE CHAIR ........................................................................4 INTRODUCTION FROM THE CEO ............................................................................5 LEGAL AND ADMINISTRATIVE INFORMATION ..................................................6 TRUSTEES ANNUAL REPORT ...........................................................................8 – 29 VISION, PURPOSE, VALUES ...............................................................................8 PUBLIC BENEFIT ....................................................................................................9 OUR SERVICE OFFER ...........................................................................................9 OUR STAFF ...........................................................................................................15 OUR VOLUNTEERS ............................................................................................ 16 ACTIVITY IN 2021-22 ....................................................................................... 18 LOOKING FORWARD TO 2022/23 ............................................................... 20 FINANCIAL REVIEW .......................................................................................... 23 STRUCTURE, GOVERNANCE AND MANAGEMENT .............................. 24 TRUSTEES’ RESPONSIBILITIES ....................................................................... 29 INDEPENDENT AUDITOR’S REPORT ...........................................................31 – 33 STATEMENT OF FINANCIAL ACTIVITIES ............................................................. 35 BALANCE SHEET ..........................................................................................................36 CASHFLOW STATEMENT .......................................................................................... 37 NOTES TO THE FINANCIAL STATEMENTS ..................................................38– 47

YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

If we thought leading a charity through a pandemic had its difficulties than transitioning the organisation out of lockdown into an uncertain new world provided a new challenge.

How do we establish a new normal when the organisation has changed

beyond recognition and our operating environment is ever changing too?

That was achieved by focusing on the most important people in our charity, our clients. Our staff and volunteers have been extraordinarily dedicated throughout this time of change and we continue to be grateful to them for their commitment.

Splitz Support Service has had a long and successful history as a small charity in the South West but this last year has marked a change in its trajectory, not only doubling in size and scale to meet pandemic demands but under new leadership in the form of a new CEO and Senior Management Team working to build the charity into the contemporary service provider it needs to be to survive and thrive well into the future.

There has also been changes on the Board of Trustees as a number of long serving and committed colleagues have completed their terms of office.

Thank you to Stephen Foster who served as the charity’s Treasurer and extended his term of office until we recruited a new Finance Champion, Fiona Carter, a fellow accountant who was appointed in October 2021 and is now Chair of the Finance and Income Generation Committee.

Thank you too to Peter Leach who resigned this last year having completed many years dedicated service.

Harriet Kemp, who resigned in March 2022 and provided extraordinary support to our HR function during the pandemic lending her expertise during a very challenging time. I’m delighted to say Harriet is still contributing to the charities reward and recognition strategy as a volunteer thus continuing her excellent contribution. Clare Fielden has now been appointed as the People Champion on the Board and brings with her a wealth of HR experience standing her in good stead as the Chair of the People Committee.

We wish a warm welcome to new Trustee Adrian Long who joins us with executive experience in marketing and strategic communications.

Our final hoorah is reserved for Annette Foster who has now retired as our Vice Chair after many dedicated years’ service as Trustee and Chair of the Risk and Audit Committee. Annette will be very much missed and wish her well in her retirement.

The charity finances continue to be carefully managed and we ended the year 21/22 with a small deficit. A carefully considered investment budget has been planned for year 22/23 with a view to supporting our new 3-year strategy, a new brand and a new fundraising strategy which in turn will bring greater sustainability for the charity for years to come.

We look forward with optimism to the transformational year ahead and thank everyone who has supported the charity this last year by giving their time or funds to our vital work.

Ann Cornelius Chair

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YEAR ENDED 31 MARCH 2022

Reflecting back on my first year in post feels like looking back on an entire decade rather than a mere 12 months in time. How far the organisation has travelled in that time and the progress that has been made can’t be overstated.

We started the year in lockdown and the impressive way our staff and volunteers not only coped with confinement but emerged from it has been incredible, all the while supporting clients at the worst time in their lives, providing exemplary support, advice and compassion day in and day out. The referrals to our services doubled during the pandemic and they’ve scarcely dropped since, we’ve stayed at full capacity and gone significantly beyond it with over 14,000 referrals this last year.

The numbers may be huge, but they only tell one part of the story. Every single one is a person in crisis, every one is a person with a life, a story, in desperate need of help. What our clients are experiencing or have experienced is often harrowing. It sometimes beggars belief that a living feeling human being is experiencing such abuse, fear, control, pain and humiliation. The stories stay with us because they are real and listening to those experiences inspire us not only to keep going but to aspire to do more, be able to step up even further and support more and more clients when they need us most.

It was our clients who inspired our new brand and our new strategy. During the course of last year we conducted the biggest consultation in our history; we listened to staff, volunteers, our Trustees, partners, commissioners and of course, our clients. What they said was inspired our new brand and our new name – FearLess. They said we need to be fearless as an organisation in order to support our clients and that we help them to fear less, to live their lives free from fear. And so, our new name is FearLess – breaking the cycle of abuse.

The consultation also created our new vision, purpose, values and our new strategy which is far reaching and increases our commitment to providing extraordinary services across the Southwest for those facing domestic abuse, sexual violence and stalking.

We don’t operate in isolation but in a huge wider team, our extraordinary staff work with wonderful commissioners and partners across councils, social care, the police and criminal justice teams, probation services, the military, GP’s and hospitals, academia and our charity sector colleagues. It’s been both pleasure and privilege getting to know you this last year and working together to support clients and navigate the significant challenges of our many sectors.

As for next year, 2022/23 is absolutely pivotal for FearLess and will be our most challenging but hopefully rewarding year yet:

The majority of our service contracts are being retendered in response to new legislation and the need to manage the surge in demand the pandemic zeitgeist has created and this will be a significant challenge for a small leadership team to manage and hopefully win those allimportant contracts.

Leading the charge on developing our services and contracts is Emily Denne who is newly appointed as Director of Services, having previously successfully developed our Wiltshire services and supplementing that with our Devon Service as Deputy Head of Services.

The next year will also see us implementing our new brand and name, our new vision and strategy and sharing and embedding our values and launching a much longed for new website.

Jessica Gay has joined us as Head of Fundraising and will be building a new fundraising team and implementing new income streams as never before and hopefully the last quarter of the next year will see the opening of our very first charity stores.

Thank you to all of our wonderful staff and volunteers past and present, who have all played an important part of our charity’s development and a big thank you too to my new but very gifted senior management team. A particular thanks to Sarah-Jane King, who joined us in November 2021 as Head of People and her focus on staff well-being, developing working practices and staff reward and recognition is helping to make our charity an even more special place to work.

There is much work to be done and as we face an economically and politically uncertain time in the wider world, I know that as we say goodbye to Splitz and hello to FearLess we have the very best team to weather the huge changes the organisation is undertaking.

Our commitment to our clients is unwavering and the work we do in this next year will ensure that in future we can support many more clients to live their lives and be truly FearLess.

Claire Marshall Chief Executive

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Charity Name Charity Registration Incorporation Registered Office

FearLess Charity (formerly Splitz Support Service Limited) 1064764

Company Limited by Guarantee registered company number 03360057 Oak House Epsom Square White Horse Business Park Trowbridge BA14 0XG

Our Board of Trustees

Chair Vice Chair

Ann Cornelius BSc Econ (Hons), CIHCM Annette Foster BA (Hons) Stephen Foster BSc PhD FCA Fiona Carter ACA Rebecca Ayres BSc MA DipSW Cindy Ervine LLB (Hons) Peter Leach Harriet Kemp Steve Offord BA Econ/Soc (Hons) Clare Fielden MCIPD Adrian Long BSc

Resigned 25th September 2022 Resigned 21st October 2021 Appointed 21st October 2021

Resigned 19th October 2021 Resigned 31st March 2022

Appointed 21st October 2021 Appointed July 2022

Our Senior Management Team

Chief Executive Officer Claire A Marshall MA, MCIoF, MIoD Director of Services Emily Denne BA (Hons) MA Appointed 18th April 2022 Head of Service Rachel Wetton BA (Hons) PGC Resigned 31st May 2022 HR Manager Janet Carpenter Retired 29th November 2021 Head of Finance Fiona Lawley ACCA AAT Head of Fundraising Jessica Gay Appointed 4th April 2022 Volunteering Manager Natalie Oria Principal Bankers CAF Bank Limited Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ Auditor Burton Sweet Limited The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1UR

Appointed 18th April 2022 Resigned 31st May 2022 Retired 29th November 2021

Quote from a client:

“The lovely lady I got to know was very sensitive to how the topics we talked about might affect me. The support given was excellent.”.

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YEAR ENDED 31 MARCH 2022

FearLess is breaking the cycle of domestic abuse, sexual violence and stalking through a comprehensive range of services operating across the Southwest

From awareness & prevention, through safety and support, to empowerment and recovery, we are here to support our clients’ every step of their journey, to build a life free from fear.

Our clients’ needs are as diverse as they are unique, we are a provider of trauma informed services personalised to each individual. As a well-loved charity, we provide support completely free of charge and for all sexes, backgrounds and beliefs. We work with victims and their children to understand what is happening to them, to help them feel safe and supported and ultimately take control of their lives and eventual recovery.

We are also specialists in behaviour change programmes for perpetrators or abusers who are willing to work with us to understand and ultimately change their behaviour for the better.

We all know someone who has experienced domestic abuse, sexual violence or stalking but we may not realise it. 1 in 4 women have experienced domestic abuse or sexual violence. 1 in 20 men have experienced sexual violence.

On average, domestic abuse victims experience 50 incidents of abuse before they get effective help – often living in fear for years, as they suffer repeated harassment, coercion, financial control, verbal abuse and physical, sometimes sexual violence.

Just 1 in 6 sexual violence victims ever seek help.

Many victims of abuse don’t report their abuser for fear of reprisals, or in the belief that they’ll change. They may have low self-esteem, feel helpless, trapped and economically dependent. And they can be scared that law enforcement and social services won’t take their situation seriously.

With 80% of abusers having suffered an abusive past themselves, it’s easy to see how domestic abuse and sexual violence becomes a cyclical pattern of behaviour that ruins lives.

Through this holistic approach we can change lives, provide hope for the future and give people the opportunity and skills to flourish in their future relationships.

Not just for the short term, not just until the next time. But permanently.

Together, we can break the cycle.

Quote from a client:

“My relationship is not perfect but its better now, I am looking forward to a better future with my child and know I can co parent better. I wish I had found you guys years ago, I would not be in this mess now”.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Vision, Purpose and Values

Vision:

Working for a future where those trapped in a cycle of domestic abuse, sexual violence and stalking can break free and live a life free from fear

Purpose:

We will break the cycle of abuse and sexual violence because we will:

• Help build public awareness and support those affected by abuse to recognise the signs and symptoms of unhealthy behaviours and relationships

• Give people the confidence to change or leave abusive experiences or relationships behind and help them to find opportunities to rebuild their lives

• Help abusers and survivors recognise the causes and impacts of their behaviour and support them in their efforts to change for the better

Values

We are:

• Kind (generous of spirit)

• Receptive (believing, empathetic)

• Open (welcoming, friendly)

• Expert (applying deep knowledge and know-how)

• Pragmatic (practical, solution-focused)

• Robust (strong, solid, reliable)

Quote from professional partner and client:

”Police Constable Smith said that she has spoken to Jess and wanted to feedback to me how Jess spoke so highly of us, she said how wonderful it was to hear, and that Jess said how much we have helped her to see the signs, and to recognise what is happening is emotional abuse and how to manage and move forward from this. She said it has had a clear and positive impact on Jess’s life”.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Our Purposes and Activities

Our charity’s purposes are set out in the objects contained in the company’s Articles of Association. The main objects include:

• Support adults and children who are experiencing or have experienced domestic abuse, sexual violence and stalking.

The aims of our charity are to work with victims and perpetrators of domestic abuse, sexual violence and stalking and provide support to families of those affected and work to encourage healthy relationships. Our aims fully reflect the purposes that the charity was set up to further.

We review our aims, objectives and activities each year. This review looks at what we achieved and the outcomes of our work in the previous 12 months and assesses the success of each key activity and the benefits they have brought to those groups of people we are established to help. The review also helps us ensure our aims, objectives and activities remained focused on our stated purposes. We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives they have set. To enhance this review we produce an Equality Monitoring report showing demographic and biographical details of the team and service users.

Public benefit

In shaping our objectives for the year and planning our activities, the trustees have considered Charity Commission’s guidance on public benefit, including the guidance ‘public benefit: running a charity. Our main objectives for the year continued to be promoting healthy relationships, preventing family crises and relieving the needs of those affected. The strategies we use to meet these objectives include:

• Providing a range of services that promote healthy relationships and prevent family crises.

• Focusing on encouraging healthy relationships, and the impact on family, friends and the wider community.

Putting these strategies into action we have four major areas of activity which are: domestic abuse, sexual violence and stalking support and advocacy work; support for children and young people affected by domestic abuse and sexual violence; programmes for perpetrators to help them change their abusive behaviour; and mentoring/ befriending services to help people move forward.

Our service offer:

Domestic Abuse Services

We offer domestic abuse community services for adults aged 16 and over and saw a rise in demand for these services over this last year. Our dedicated, skilled and qualified teams of staff provide trauma informed services, designed to meet the individual needs of each service user, to the highest quality standards and were able to report good outcomes for many families.

Our services include single point of access, assessment and triage service, high risk outreach service (independent domestic violence advisers - IDVA), specialist Young People’s IDVAs and a range of support for those assessed as medium risk including whole family support. We deliver these services in Devon and Wiltshire. Although they are funded from different sources in each area the services are all delivered using a broadly similar model. The main aim in each case is to reduce risk, improve safety and meet needs to enable people to live free from fear.

To ensure that we offer the support that is best for each individual and family we assess risk and needs. Risk is assessed at the earliest opportunity and then continuously monitored (every 6 weeks or following an incident) using the national risk assessment tool, DASH (Domestic Abuse, Stalking and Honour based violence). We understand that domestic abuse rarely occurs in isolation and many who use our services experience a range of complex needs. By accessing support for our clients from other professionals we are able to provide more holistic support. We seek regular feedback including satisfaction levels.

In all cases the aim is to reduce risk and increase safety, help the individuals and their family recover from abuse and move towards achieving and sustaining independence.

• Applying national standards of service delivery.

• Working in partnership with other agencies to ensure the widest range of services is available to best match the needs of the community.

• Promoting awareness of healthy relationships, to reduce the likelihood of young people engaging in harmful behaviour.

Our main activities and the groups we aim to help are described below. Our main charitable activities consist of the services we provide and are demonstrably undertaken purely for public benefit.

DEVON

We continue to manage and deliver the Devon commissioned domestic abuse and sexual violence services, on behalf of Devon County Council, operating under the banner of the LEESAR Partnership (the LEESAR Partnership includes subcontracting arrangements with three specialist organisations providing sexual violence recovery, court IDVAs and therapeutic recovery for domestic abuse).

We deliver (IRIS) the Domestic Abuse Advocate Educator pilot scheme in GP surgeries and a health IDVA based in Royal Devon & Exeter Hospital and two mental health IDVA’s.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

WILTSHIRE

In Wiltshire, alongside adult Domestic Abuse support, we additionally provide accommodation services and support for children who have witnessed Domestic Abuse, or experienced it in their own intimate relationships. FearLess were commissioned to deliver these services, known collectively as the Phoenix Project, partnering with GreenSquare and Salisbury Refuge. The Phoenix Project supports men and women, children and families at all risk levels across Wiltshire and adult and child victims of sexual abuse across Wiltshire and Swindon.

GLOUCESTERSHIRE

The Independent Stalking Advocate Caseworker (ISAC) is funded through the Gloucestershire Police and Crime Commissioner. The ISAC is the key link between the victim and the police and wider criminal justice system through the Stalking Clinic, one of the few in operation across England.

Domestic Violence Perpetrator Work

We continue to develop and expand our Behaviour Change provision, offering a range of services including:

• Integrated Offender Management (IOM) model services, for high-risk perpetrators.

• A 25 week extended Domestic Violence Perpetrator Programme (DVPP) for men who have been abusive in a heterosexual relationship.

• One to one behaviour change support – offering inclusive and accessible services for men and women, alongside younger perpetrators.

• Healthy relationships support for standard risk men and women.

• Situational violence one to one support.

This year has also seen us develop our new ten week course, Choosing Positive Relationships (CPR), which offers specialist behaviour change support for lowmedium risk perpetrators in a group setting. The shorter programme has resulted in increased engagement rates and can act as an introductory programme to build motivation, before someone joins a DVPP.

The DVPP consists of 25 weekly 2hr sessions, with oneto-one monitoring meetings throughout. Motivation to attend such a long programme is measured during the comprehensive pre-group assessment. While some men fail to complete the programme it is not always a lack of motivation. Some have shown enormous reserves of determination making a huge effort to get to the groups.

Following DVPP, completers are invited to join a Relapse Prevention Group (RPG). Our facilitated groups provide ongoing peer support and challenge, to help perpetrators maintain the changes they have made.

Participants are given the opportunity to discuss challenges they have experienced and practice using the tools and techniques they have been taught.

We continue to run our specialist DVPPS in Wiltshire and Bristol as part of the Reprovide pilot in partnership with Bristol University and look forward to seeing the results of their study.

All of our Behaviour Change Services have dedicated support for (ex)partners, typically provided by a Partner Safety Worker (PSW). This involves working with the (ex) partner to measure safety and help the family understand how the modules are likely to impact on the perpetrator as they progress through the programme. In Bristol this service is provided by the commissioned service, Next Link.

Sexual Violence Services

Our Wiltshire and Swindon Independent Sexual Violence Advocate (ISVA) service provide trauma informed support to recent and non-recent adult and child victims of sexual violence for people going through the criminal justice system and for those who do not want to report the abuse. Our staff are ISVA or CHISVA (Children’s ISVA) qualified, and all referrals are risk assessed utilising a bespoke risk assessment, which enables us to co-produce a safety and support plan with the service user.

As in our domestic abuse community services our ISVAs have seen an increase in the number of requests for support and for service users with complex needs and poor mental health, again exacerbated by delays to investigations and trials. Wiltshire PCC have supported the expansion of the service including the funding of new positions, such as a Male Independent Domestic and Sexual Violence Advisor (MIDSVA) and an additional CHISVA position. Our ISVA and domestic abuse staff work closely together, recognising the intersection between them for many service users.

Mentoring and Befriending Services

We provide a mentoring and befriending service in Wiltshire that offers support to clients who have experienced domestic abuse and sexual violence and are working to rebuild their lives. This service is delivered by volunteers, some of whom have lived experience were service users. We look forward to expanding this across Gloucestershire and Devon in the next year.

Employment services

Building Bridges Wiltshire is funded by the Big Lottery and European Social Fund to help people overcome their barriers to employment and education in Wiltshire and Swindon, with FearLess providing support to vulnerable women. Support is personalised to each individual’s needs and strengths.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Spotlight on services

Children’s Domestic abuse support work – authored by our practitioner.

As a domestic abuse support worker, I work with children and young people who are victims of domestic abuse, aged between 11 and 17. I provide educational sessions around what domestic abuse is, healthy and unhealthy relationships and emotions and wellbeing. Typically, the programme is structured over 6 sessions, either in school or online, depending on the child’s individual needs. I use a wide range of resources that are interactive and interesting but also suitable to the child/young person. I will re-create my resources depending on the person, to gauge their interest but also providing them with resources that are suitable.

I build relationships with each child/young person by giving them a safe space to communicate, validating their feelings and giving them independence, time, and education. In my initial sessions, I spend the time building trust and getting to know the child/young person, allowing them to get to know me. This creates a safe, non-judgemental environment which allows them to be comfortable in the environment.

I have found that the work I have provided has had many positive outcomes. Some of the children/young people I work with first approach the sessions with anxiety, confusion and anger. Through getting to know the person, listening, and creating a safe space for them to communicate their thoughts and feelings, we can create coping mechanisms and allow them to put “pieces of a puzzle together” around aspects of their lives that they may have been confused or concerned about. Throughout the sessions, we outline aspects of their lives that they maybe struggling with and put together further support in place for them.

Domestic Abuse

Occasionally, the client I have worked with will not understand the meaning of domestic abuse and what they have witnessed. Sometimes, these behaviours are “normal” to them, and they did not know what they were experiencing was abuse. These sessions allow the client to be able to “piece pieces of a puzzle together” and make sense of any behaviours or situations they have witnessed that may have not have felt right or they have felt comfortable with. It also allows them, later in their lives, to recognise abusive behaviours sooner in their own actions or relationships. It teaches them healthy ways to act in a relationship and allows them to know what is right and wrong.

and what domestic abuse is to the child/young person. I have also created a “True or False” game where we will discuss different statements around domestic abuse, whether the child/young person believes they are True or False and then discuss these further.

With the Power and Control wheel we will look at all the different behaviour tactics someone may use in an abusive relationship. We will either discuss this, create a poster around the different behaviours and tactics or I have adapted this into a “Pizza Power and Control Wheel” and created a more interactive session around the power and control wheel. With each resource I allow the child/young person to discuss if they can relate to any part of it and give them safe space to discuss their thoughts and feelings.

In these sessions we look at many different resources that I adapt to cater to the child/young persons needs. We will look at the Power and Control Wheel, the Cycle of abuse

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Healthy Relationships

Our healthy relationship work is spread out over 2 sessions where will look at healthy and unhealthy behaviours, rights and responsibilities, red flags when dating or early on in a relationship and boundaries.

I have found through these sessions many young people do not know their rights in a relationship, their own responsibilities, the differences between healthy and unhealthy behaviours and how to set their own boundaries.

I have created a healthy relationships board where there are different unhealthy and healthy behaviours, and I will ask the child/young person to put the behaviours on either “healthy” or “unhealthy”. From this we will discuss the different behaviours, why the client believed it to be healthy or unhealthy and on occasion the person may want to discuss their own behaviours or the behaviours of their parent.

For rights and responsibilities, I teach the client what their rights and responsibilities are in a relationship. I have developed this in 2 ways. One way is creating a poster using different rights and responsibilities and outlining which ones are which. I have also turned this into a game where I have all the statements numbered, ping pong balls also numbered and 2 jars: one for rights and one for responsibilities. The client will pick a ping pong ball, match it to the numbered statement and then we will discuss the statement. They will then throw the ping pong ball into either jar. This activity is interactive, fun and engaging leading to a discussion around different rights and responsibilities whilst still be educational.

Emotions and Wellbeing

Many of my clients come to our meetings not being able to understand their emotions. These sessions give them the space and time to understand their emotions, understand their feelings and put coping mechanisms in place. We will begin to create a mind map, mapping different emotions the person feels, then exploring what makes them feel this way and looking at what helps them or what could potentially help them. I have many different emotion wheels I use because I have found a lot of the people I work with cannot describe what emotions they feel. I have found them being able to read an emotion enables them to be able to relate to it more allowing us to explore different emotions, beginning a conversation and enabling the client to realise how they have been feeling.

For some of my clients, we have used Emojis instead of the emotions wheel. The client will pick out the emoji they relate to, they name that feeling. We can then and explore what makes them feel that way and what could/does help them.

Through these sessions I may also look at exploring triggers, intrusive thoughts, self-harm and anxiety. We will discuss feelings around self-harm and explore techniques of prevention. I have created kits for people who selfharm with resources in we have discussed that they feel may benefit them such as elastic bands, hair bands, red pens and a pen and paper for doodling.

Quote from a child client:

”She is nice she is helpful she is funny she is fun she is cool and she is good”.

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Case study

The referral came in through Mum due to Jacob’s behaviour at home and witnessing domestic abuse between Mum and Dad. Jacob at the beginning of the support was closed off, he understood why he was having the support sessions but wasn’t fully committed to the sessions.

I offered educational to Jacob. This support is around what domestic abuse is, healthy relationships, emotions and wellbeing.

Our first session, we spent the time discussing what the support would look like, what we would cover and started safety planning and discussing Jacobs feelings. Jacob began to start discussing the feelings of anger he experiences. We looked at what triggers Jacob, what behaviour’s he experiences when angry and what helps him regulate this emotion. From this Jacob began discussing his feelings towards his dad and not wanting his dad to see him angry.

After this session, Jacob entered the sessions more committed and was wanting to learn and discuss his feelings and experiences, to learn from them.

We discussed a lot around Jacobs’s relationship with his dad and his feelings, validating Jacobs’s feelings and allowing him to understand them. We explored a lot around where his feelings of anger have stemmed from and coping mechanisms.

Through the relationship built up between myself and Jacob, Jacob disclosed to me ongoing concerns he had for his sister’s wellbeing and that he wanted help for his sister. Jacob’s statements led me to have concerns of child sexual abuse.

From here, a report was made to the police by myself and a MASH referral into Social Services was completed. Through the investigation, it was established the perpetrator had previous convictions of sexual offences and the children were being put at serious risk.

Following on from the investigation, more support was able to be put in place for the family. Further emotional support for Jacob from myself has been put in place; catering the work around Jacobs’s emotions, support has been offered to the sibling of Jacob through our ISVA service and also support through our counselling team we access in our ISVA service has been offered to mum.

After the first 2 session’s, I had contact with mum who said Jacob mentioned to her “he felt like a lid had been lifted”. Mum said she has seen a difference in Jacobs’s behaviour at home, he has grown as a person and Mum is very appreciative of the support being given to Jacob.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Further quotes from clients of this service:

There aren’t enough sessions - I enjoyed the sessions and they benefited me - There aren’t enough sessions - Becky was able to understand me and didn’t judge me for me. We were able to have great conversations with each session and helped me get through a lot of difficult times and events that have happened over the past time I have been working with her. It has upset me that we are no longer working together and feel as though we still need more time and sessions. - We need more sessions, thank you

There needs to be more sessions. - I enjoyed the sessions and the activities we did to help me understand each of the topics better. - Becky was really understanding and was able to help me through a lot of situations that were currently happening. I felt as though I was understood for once and not seen as different because of everything that has happened in the past. I felt like she didn’t judge me and wanted to listen. Becky has made it a lot easier for me to open up and made all my sessions enjoyable and educational. -There needs to be more lessons

Hey, just wanted to pop in and say thank you for everything you’ve helped me through, if it wasn’t for you and Alice I wouldn’t be as strong as I am now. I’ve ensured to do everything you’ve taught me and it’s really helped a lot with making me a happier person. So once again thank you for that I will for ever appreciate it

Quote from a client:

“The support we received from the service was exceptional. We felt reassured, understood, heard, and empowered”.

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Our Staff

FearLess has a dedicated team of 103 staff working across 5 counties and based in 6 office locations as well as in the community. The last year has seen a significant increase in staff recruitment from 61 to 103 (40.8% increase) people in order to manage the upsurge in demand as a result of the pandemic and the same increase is planned for financial year 2022/23, again to expand our services and keep up with demand.

Staff and Volunteers

At 31 March 2022, the number of paid staff and volunteers assisting the paid staff was as follows:

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Paid staff
Full time Part time Total Volunteers
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	Full time	Paid staff Part time	Total	Volunteers
FearLess Charity Limited
Directors (Trustees)	-	-	-	8
Services and education	42	54	96	25
Fundraisingand marketing	1	0	1	0
Support Services	4	2	6	1
	47	56	103	34

Feedback from Social Worker:

The client has said ‘you’re her lifeline, you don’t judge her, and she finds it therapeutic just talking to you – she feels supported by FearLess’.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Our Volunteers

Our volunteers are simply incredible and we wish to thank all of our volunteers for their generous gift of support, time, experience and skill.

Historically FearLess has focussed on volunteers in one core role, the mentoring/befriending recovery scheme which offers incredible 1:1 support for up to 9 months. 2021/22 has been an exciting year and we developed an ambitious Volunteer Strategy looking to diversify ways that volunteers can offer their support as well as exponentially expanding the number of volunteers in our organisation. We have seen the mentor/befriender scheme expand; volunteer welfare support offered to the ISVA service overwhelmed by Covid related referrals; and Groupwork volunteer facilitators supporting the expansion of groupwork provision. In addition, we created and recruited to core service roles to support our incredibly busy core office teams.

Our focus on volunteering is threefold –

1. How can we harness the time and expertise of our communities to best support our organisation and service delivery?

2. How can we support volunteers to develop their skills, knowledge and awareness and to become community advocates and support organisational resilience?

3. How can we support volunteers who themselves have experienced abuse on their healing journey; or volunteers who wish to develop their skills and work in the field?

Volunteering spotlight – Jane

Jane joined us as a volunteer in Devon in early 2021 with a passionate desire to support others who had experienced domestic abuse. Jane experienced abuse herself so knew firsthand the devastating effects on herself and family, and the long journey to recovery. I asked Jane why she came to us as a volunteer and she shared “this always was something that I knew I wanted to do when I was ready – to give the same support that I received. The support I received and we give is invaluable: somebody has come along in a time when you were desperate, scooped you up and put you down in a place where you are whole again. It is priceless.”

Jane is amazing and gives a lot of her time in her volunteering, often support four service users at a time. Jane has very clear boundaries, wonderful communication skills, and enormous heart, offering a supportive space and care during what can be an incredibly tough time. Jane is organised, efficient in her communication and notes, and adept at raising the need for escalation when there is any sign of increased risk.

Here is what one service user said to us about her support from Jane:

“I’m so grateful. You made me see that I’m not mad and I couldn’t have gone through this journey without you and FearLess. I had reassurance that I’m not alone by simply having someone who understands, listens to me, and builds me up. I’m now confident in my abilities and I’m looking forwards to the future.”

And when I asked Jane about what she loves she shared similar words: “I love seeing people move forwards and on their own journey. All of the supports have been successful, each coming into their own person now – developing this new life. When you meet, people can be scared to talk, crushed. We focus over time on building up a sense of self, reminding them that they have a future they control – and they fly.”

Quote from a client:

“I was fortunate enough to run the sessions alongside counselling and I am certain that without them, I would still be unwell and struggling. Jasmine’s sessions, because of her caring and compassionate nature, made me feel seen and heard after years of silence and hiding the abuse. Having a safe space to tell someone about these things helped me make peace with it and cleared my mind, ready to move on.”

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YEAR ENDED 31 MARCH 2022

Volunteer hours and training

Buddy Scheme: 38 Groupwork: 5 Finance: 2 Number of active volunteers Admin: 3 ISVA Welfare Checks: 5 Total: 53 Buddy Scheme Support: 1,791 Groupwork: 171 Volunteer hours Administration: 120 Finance: 65 ISVA Welfare Checks: 25 14 volunteers trained for Buddy = 126 5 volunteer induction training = 25 Monthly Hive meetings = 144 Total hours meeting and training Buddy Scheme Support = 228 Supervision = 41 Total = 564 Volunteers who became staff – 3 Other notable statistics ISVA Welfare check volunteers (existing volunteers called upon during Covid waitlist emergency) – 5

Total hours meeting and training Buddy Scheme Support = 228 Supervision = 41 Total = 564 Other notable statistics Value and total volunteer hours 2,736 x £11.50 = £31,464

An enormous thank you to Jane for sharing her time and her story, and to all of our volunteers who share their skills and time with us so generously.

Professional partner quote:

“I very much appreciate your work. In my view your service is a necessary presence in the Emergency Department.

On this recent patient for example, it was the first time she had disclosed her experience of domestic violence and she expressed a relief in doing so”.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Activity in 2021-22

The first quarter of the reporting year started in lockdown conditions and as the population were released referrals continued to at the same pandemic levels. Recruitment of staff was challenging throughout the year, particular in highly specialised roles, for example, perpetrator programme facilitators and staff continued to be affected by covid themselves.

Despite the challenges staff have continued to manage a vast number of cases, still approximately 40% above pre pandemic levels.

Stalking case work in Gloucestershire and Perpetrator referrals are fairly consistent with past years as those services are limited by funding and therefore staff resource.

During 2021/22 FearLess did:

----- Start of picture text -----
Area 20-21 21-22
----- End of picture text -----

Victims referrals(Domestic abuse and sexual violence)	11,843	13,384
Gloucestershire stalkingreferrals	124	187
Perpetrator referrals	308	605
Total	12,275	14,176

Quote from a client:

“THANK YOU very, very much for the things and vouchers I got from you. Until the end of my life I will not repay you for all that you have done for me so far, but I promise that as soon as I get back on my feet and recover, I will invite you for coffee”.

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YEAR ENDED 31 MARCH 2022

Strategic review of 2021/22

The following indicates the priorities set for the year and how the charity met those objectives:

• The Domestic Abuse bill has shone a light on the importance of our work and the charity will be supporting commissioners in its implementation and campaigning for its share of funding in order to work at greater scale.

• FearLess worked with commissioners to consult on community and client needs analysis and has gratefully received funding from the bill through regional commissioners to manage the increasing scale of referrals. FearLess service staff also sit on regional domestic abuse and sexual violence boards and consultation committees to provide an expert view on regional service needs and provide service user insights.

• The charity will be making a significant step change in its income generation capabilities through building greater networks, diversifying its voluntary income streams and having a stronger presence in all its communities and through more effective marketing.

The year marked the beginning of professional fundraising within Fearless with the recruitment of its first Head of Fundraising who in turn has now developed a strategy to deploy the key voluntary income streams; grants and trusts, corporate partnerships, community fundraising, events and individual giving. The year also saw recruitment of FearLess first marketeer to focus on digital presence and service marketing.

• The volunteer workforce will be expanded to support the organisations fundraising and community engagement plans.

• The organisation’s new volunteering strategy was implemented during the year with the central departments seeing volunteers and a successful internship programme was started by our Finance department.

• As the charity and its services have grown over the last year, its central infrastructure is currently under development and further investment will be deployed to ensure, estate, systems, and IT are all fit for purpose as the charity expands.

• A new post of Estates and Administration Manager was recruited to and whole estate’s structure was reviewed during the year. The IT, IG and cyber security has been radically upgraded and moved to cloud-based facility and the client’s management systems have been upgraded.

• For years the charity has wanted to review its brand and name to better reflect its current and future service offer and consultation will soon begin to get that process underway.

As reported elsewhere in this document, a full stakeholder consultation was carried out to determine the organisations new brand, vision, purpose, values and long-term strategy and the new brand and strategy are now being implemented.

Quote from a client:

“It may not feel like a lot to you, but you’ve changed the course of my life”.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Looking Forward to 2022/23

Alongside our new vision, purpose and brand, the charity has a new four-year strategy developed from the consultation process.

The long-term strategy is summarised below with key priorities for the four-year period:

----- Start of picture text -----
Vision : Working for a future where those trapped in a cycle of domestic abuse and sexual violence can break free
and flourish
Mission : From prevention and awareness, through safety and support, to empowerment and recovery.
Core 1) Provider of trauma informed 2) Investing in people 3) Independent, sustainable
objectives: and evidence based services supporting people, experts in charity and company present its
personalised to clients’ needs our field many communities
STRATEGIES PRIORITIES MEASUREMENT
----- End of picture text -----

STRATEGIES	PRIORITIES	MEASUREMENT
Service offer Quality and standards	• Integrated services for domestic abuse, sexual violence and stalking • Personalised needs-based services for victims, perpetrators and children • Volunteer led therapeutic and recovery services	• Full offer across the Southwest • Bespoke offer • Expanded service offer
Reach Improve access to services	• Diverse and open services for all our communities • Physical presence in all our communities and localities • Easy access via all digital and physical media	• Refect our communities • Service, volunteering and fundraising presence • Full suite of digital media
People Supporting people to fourish	• High performing and fexible workforce of trained experts in our feld • Resilient, well-being focused culture and environment • The place to work; reward and recognition, development, careerpathways	• Multi-skilled diverse workforce • Low sickness and turnover Recruitment – charity of choice
Sustainability Diversifcation and investment	• Full range of voluntary income streams • Invest in commercial presence and opportunities • Capacity to expand current services and pilot new initiatives	• All charity income streams • Trading presence and commercial partnerships • Self-funded contract expansion and pilots
Education and Research Development and innovation	• Support sector colleagues through fexible education packages • Awareness campaigns and support through schools, colleges and workplaces • Research division to demonstrate service vale and evidence base	• Education subsidiary training packages • Targeted exposure to key awareness messages • Evidence effectiveness, value and new initiatives
Infuence Brand, reputation and visibility	• Create a brand that speaks to all audiences • Invest in marketing to provide a platform for income generation • Reputation as sector experts and thought leaders	• Spontaneous brand recognition • Brand recognition supporting donor conversion • Go to voice of the sector

Quote from a client:

“Great support and help to deal with incident and how it wasprogressing from police to court. Then helping to deal with feelings after court. I was also given tools to help deal withemotions which will help with recovery and laying the past back in the past.”

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The year 2022/23 is the first year of the strategy and presents an additional challenge of it being the year that the majority of FearLess’s statutory contracts are being tendered. In addition to that work, this year’s priorities will be:

• Implement the new brand, vision, purpose, values including the new website and communications strategy.

• Implement the charity’s ambitious new four-year strategy.

• Manage the significant challenge of key service contracts and the related tender processes.

• Development and implementation of the organisations new People and Well-being strategy.

• Continue to upgrade the organisations technology and security systems in line with statutory requirements and to create the most flexible working systems for our staff.

Quote from a partner service:

“Really enjoyed the training, it’s too easy to see an individual as a perpetrator and not as a person that may wish to address their issues and what may have happened in their life, that may have influenced their behaviour”.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Quote from a client:

“The non-judgemental way in which you listened and offered help and advice was incredible. Your staff have been so helpful, thank you”.

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YEAR ENDED 31 MARCH 2022

Financial Review

Total income for the year ended 31 March 2022 was £3,501,062. A detailed analysis of income is shown in the Statements of Financial Activity (SOFA) on notes 3 to 6 of the financial statements.

Total spending on charitable activities (excluding donations in kind) was £3,541,818.

Overall, expenditure exceeded income giving a deficit of £40,756.

The amount spent on salaries and staff costs including NI and pension was £2,370,516 and showed an increase on the previous year of £223,709. Staff costs are 67% (2021: 68%) of the organisation’s charitable spend.

Further analysis of charitable expenditure showing the operational activities undertaken by FearLess are given in the SOFA and in note 4 of the financial statements.

Income for the year of £3,501,062 included £461,859 of restricted funds. Of the £590,439 of funds retained at the year end, £64,799 were restricted and £525,640 were unrestricted. Further analysis of restricted and unrestricted funds is shown in the SOFA and notes 13 and 15 of the financial statements.

Income and expenditure are managed through stringent financial controls. Income has continued to grow with new contracts and contract variations. As such, we hold an appropriate amount of deferred income which is used to generate a small amount in interest. Movements are shown in note 13 of the financial statements.

Fundraising

During the year no funds raised are paid in commission to any person or organisation. All funds raised are for the sole use of FearLess in delivering its charitable benefit. We may allocate the funds to a specific project or piece of work with the agreement of the donor. Unsolicited donations or small donations with no restricted purpose will be allocated to our general funds.

Accreditation

FearLess has maintained national recognition for the quality of its governance, management and service delivery. Accreditation includes: NCVO – Trusted Charity Level 2, Cyber Essentials Plus, Safe Lives – Leading Lights, Respect perpetrator programme standard, NCVO, investing in Volunteers and Lime Culture Male ISVA Sexual Violence accreditation. We are also Living Wage Employers and an Accredited Disability Confident employer.

Investment Power and Policy

Investments are made in accordance with the charity’s Articles of Association and Investment Policy. Having considered the available options, the Trustees decided to invest in commercial common investments funds (high interest bank accounts and short term deposit accounts). The Trustees consider the overall return on investments and deposits to be disappointing.

Reserves Policy and Going Concern

Reserves are needed to cover unforeseen costs like redundancy payments should a service not be funded or temporary funding of services while new funds are sought, and to cover unplanned emergencies and other unforeseen expenditure. The Trustees consider that the ideal value of reserves as at 31 March 2022 would be £250,000. The charity holds £464,672 of free reserves as of 31 March 2022, the details of which are given in note 15 of the accounts. The Trustees are satisfied with the excess due to future strategy and plans for next year. The trustees have reviewed the charity’s circumstances and consider that adequate resources continue to be available to fund our activities for the foreseeable future. There has been considerable change within FearLess over the financial year with additional experienced and qualified staff employed, enhanced governance and considerable time spend on a new strategic plan for charity growth over the next three years. The progress of the charity over the last 12 months has been closely monitored in line with KPIs and targets from the strategic plan and continues to be scrutinized by Trustees at Board level. Trustees are of the view that FearLess remains a going concern.

Donations and Donors

We have received many donations from individuals, communities and fund raising teams that we are most grateful for and thank everyone for their kind and generous support.

We would also like to thank the following organisations for their support and generosity this year:

St James Trust St Olaves Trust Excalibur Communications Melksham Town Ladies Football Club Devon RGB Bideford bike Show Verve Financial Waitrose Wiltshire Community Foundation

Quote from a client:

“From the support offered by Sarah and her referral to Claire in her capacity as Court IDVA, and then all of Claire’s help taking me through the court process, it was all extremely supportive and useful.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Structure, Governance and Management

Governing Document

The organisation is a charitable company limited by guarantee, incorporated on 25 April 1997 and reregistered as a charity on 9 October 1997, having previously been registered as the Single Parent Family Association in 1993. The company was established under a Memorandum of Association that established the objects and powers of the charitable company and is governed under its Articles of Association. The Memorandum and Articles of Association were reviewed in 2013 and redrawn to conform to the Charity Commission template. The Trustees undertook a review of the charity’s Objects and recommended a minor amendment, which was approved in January 2017. The Articles and constitution have again been reviewed and are being submitted to the Charity Commission in October 2022 under the charities new name FearLess.

Appointment of Trustees

Trustees are appointed by the members at the Annual General Meeting of the Charity. Under the Articles, Trustees who have completed their term of office must retire at the Annual General Meeting unless an extension is agreed by the full Board of Trustees.

Potential new Trustees are identified from a variety of sources including external recruitment, personal recommendations by members or the current Trustees. Selection for appointment is based solely on the contribution it is believed the individual is likely to make to the development and delivery of the Charity’s objectives. Regular skills audits inform the recruitment of new trustees to ensure the broadest possible range of specialist skills are represented at the Board.

The Board embraces diversity in its broadest sense, believing that a wide range of experience, background, perspective, skills and knowledge combine to contribute towards a high performing, effective Board, which is better able to support and direct the Charity.

Prospective Trustees are interviewed by the Chair and CEO before their appointment is ratified by the Board of Trustees. Pre-appointment vetting checks are conducted against the Disqualified Directors Register and the Individual Insolvency Register, plus a vetting process is carried out.

New Trustees are provided with a comprehensive induction including; details of the management structure, financial performance and the constitution and governance framework for the charity. Trustees are expected to undertake statutory and mandatory training, Board development training and encouraged to attend internal and external events and spend time with staff delivering front line services.

The Charity’s Trustees are also directors of the company for the purposes of company law. Trustee indemnity insurance is provided for the benefit of the Trustees.

Board Effectiveness

The Board of Trustees review its own effectiveness through a bi-annual review in accordance with the Charity Commission Governance Code. The Board also undertakes development reviews at annual Board away days and the Chair conducts annual reviews with each individual Trustee.

Trustee Remuneration

None of our trustees receive remuneration or other benefit from their work with the charity. Any connection between a trustee or senior manager of the charity, with a production company, contracted actor, performer or exhibitor must be disclosed to the full board of trustees in the same way as any other contractual relationship with a related party. In the current year no such related party transactions were reported.

The board of trustees, and the senior management team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis. All trustees give of their time freely and no director received remuneration in the year. Details of trustees’ expenses and related party transactions are disclosed in the accounts.

In addition, the Board ensure a proportion of Trustees have lived experience of domestic abuse and sexual violence to provide context to Board decision making and best represent the views of service users.

Quote from a client:

“I hope that I never have to! But if it was ever needed, I wouldn’t hesitate to recommend FearLess to anyone that needs them”.

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Corporate Governance and Internal Control

The Charity is governed by the Board of Trustees which is responsible for agreeing the strategic direction of the organisation, establishing policy and agreeing the annual financial budget, operations plan and monitoring progress against the budget. The Board meets regularly throughout the year. Overall responsibility for the day to day management of the organisation is delegated by the Board to Claire Marshall, the Chief Executive.

Charity Governance

Responsibility for the governance structure of the organisation is split between the Board of Trustees, four committees and the Senior Management Team. The make-up and responsibilities of these committees are described below. Trustees are encouraged to attend meetings of any of these committees and working groups where appropriate to their roles and interests.

Board of Trustees

The Board holds a quarterly reporting meeting and also holds specific meetings to review and develop strategy, for Governance and Board development and holds responsibility for reviewing organisational and service effectiveness.

The specific duties of the Board of Trustees are:

• Ensure that the organisational strategy is delivered;

• Have overview responsibility for the service elements of the organisational strategy, agree priorities and monitor progress against key quality indicators;

• Review primary reports, escalations and risks escalated from the Board sub committees;

• Received assurance that all FearLess services are performing effectively.

Senior Management Team

The Senior Management Team meets twice a month and is chaired by the Chief Executive. The Team is responsible for strategic leadership, organisational development, external relationships and environment, change leadership, organisational communication and risk management.

People Committee

This is responsible for all matters relating to human resources including regulation and compliance, the charities staffing structure and policies, volunteering strategies and trustee selection and development. The committee meets four times a year with additional meetings as required by the Board.

The specific duties of the Committee are to:

• Maintain a strong awareness of the latest employment legislation and ensure the organisations policies reflect contemporary practice and manage organisational risk.

• Review matters affecting staff performance or satisfaction including the charities biannual staff survey results and make recommendations as to remedial actions.

• Review the development of staffing structures.

• Ensure new organisational development strategies and interventions are well planned and support the development of a positive organisational culture.

• Use monitoring systems to evaluate progress and regular agreed intervals and recommend actions.

Remuneration Committee

This committee is responsible for ensuring the remuneration arrangements support the strategic aims of the organisation. The committee has the same membership as the People Committee and meets once or twice a year.

The main responsibilities of the Committee are to:

• Formulate and monitor the organisation’s Remuneration Policy.

• Review the organisation’s salary banding process and related remuneration and reward packages against agreed independent market benchmarking tools and ensure FearLess salary and reward packages are equitable, fair and remain competitive.

• Approve the annual cost of living salary increase for all staff considering rates of inflation and known social care, charity sector and commercial benchmarking in the given year.

• Approve any non-consolidated pay awards (bonus) as recommended by the Chief Executive which relates to the organisational policy in this matter.

• Determine the remuneration and reward package of the Chief Executive.

Quote from a client:

“I’ve had the pleasure of working with several IDVAs over the last 2+ yrs & they have all been extremely kind. As well as regularly checking in with me & keeping me updated, they helped my confidence grow.“

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Finance and Income Generation Committee

The Finance Committee is responsible for ensuring the financial viability of the Charity, stewardship of the charitable assets and the financial audit. It is also responsible for monitoring and developing the income generation functions of the charity and to provide assurance to the Board of Trustees that all structures, processes and controls are fully compliant with regulators and commissioners. The committee meets four times a year and on other occasions as required to deal with specific matters raised by the Board.

The specific duties of the Committee are to:

• Recommend the Reserves policy to the Board of Trustees and reviewing the use of reserves;

• Review the financial position and performance of FearLess;

• Recommend approval of the annual financial plan;

• Review the quarterly forecast to ensure projections are reasonable and fall within the Trustees reserves policy;

• Approve all banking arrangements and reviewing performance;

• Appoint external auditors and financial advisors and reviewing performance;

• Liaise with the external auditors before, during and after the annual statutory audit, ensuring all key issues identified are satisfactorily resolved;

• Review internal audit reports, ensuring all key issues identified are satisfactorily resolved.

• Maintain a strong awareness of the latest legislation and practices affecting or related to income generation and report to the Committee;

• Maintain an awareness of regulatory obligations and requirements including the latest Fundraising regulation and Gambling Commission obligations and report to the Committee;

• Identify areas of risk and/or development opportunity and agree monitoring mechanisms;

• Utilise monitoring systems to evaluate progress against the Income Generation Strategy at regular agreed intervals and recommend actions to mitigate risk as appropriate;

Risk and Audit Committee

This committee meets quarterly and is responsible for regulation and compliance, the charities risk management, health and safety, estates and environment, quality and audit management. The specific duties of the Committee are to:

• Maintain a strong awareness of the latest legislation and practices affecting or related to our work, environment and workforce and report to the Trustee Board;

• Identify areas of risk and/or development and agree priorities and monitoring mechanisms;

• Utilise monitoring systems to evaluate progress and regular agreed intervals and recommend actions to mitigate risk as appropriate;

• Ensure that all systems and process are integrated across all support functions and that a service culture is embedded across all support services;

• Ensure all practice is evidence based and audit policies to ensure compliance;

• Receive audit results of above responsibilities.

Risk Management

FearLess has a comprehensive structure of controls to co-ordinate and manage risk within the organisation. This consists of lines of accountability through which issues of risk can be debated and the effectiveness of the organisations risk management arrangements assured.

The CEO, SMT and Trustees use a risk register to regularly assess the risks and uncertainties that the Charity is exposed to which helps the SMT to identify, monitor, record, and manage risk on an operational and strategic basis. The risk register is a live document that is regularly reviewed and updated by the CEO and SMT. All risks have a risk owner from the SMT who report on their areas of responsibility to the Risk and Audit Committee at quarterly intervals. Significant risks are escalated to the Trustees for review. Sub-committees of the Board of Trustees have delegated responsibility to keep those risks specific to them under review and escalate to the Board where necessary.

• Ensure budget achievement is realistic and proportionate to investment;

• Ensure expenditure budget allocation is appropriate and fit for purpose and that excellence and effectiveness is the overriding motivator in decision making;

• Receive audit results of above responsibilities.

Quote from a child client:

“Becky is the greatest person in the history of persons.”

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In 2021/22, the three most significant risks are identified as follows:

Area of Risk: Sustainability

Risk of insufficient funds to meet strategic intentions and deliver quality services. What could go wrong?

• Overreliance on contract funding which offers ever depreciating core contribution for infrastructure, HR, IT etc

• Short term contract funding providing little long term security

• Insufficient growth of unrestricted voluntary income and project funding.

Area of Risk: HR and OD

Risk of poor organisational capacity and performance What could go wrong?

• Structure is inadequate to deal with the demands made on the service

• Key personnel, SMT and specialists are absent for lengthy periods

• Failure to recruit in a difficult marketplace

• Staff sickness and turnover increases because of workload

• Staff leaving due to temporary contracts

• Staff non-compliant with contracts, regulatory standards and organisational policies and procedures

Area of Risk: Estates and systems

Risk of Cyber-attack of other IT system breach or failure What could go wrong?

• IT system/website/database becomes inaccessible, outdated or are costly to rectify

• Staff are unable to access case notes or other records

• System is subject to a cyber-attack

• Risk Mitigation Risk Mitigation Risk Mitigation • Testing of contract parameters • Regularly review the organisational • The Charity is Cyber Essentials to ensure the contracts structure to ensure it remains Plus accredited and subject to are sustainable without appropriate annual re-certification which supplementary funding • Use service reviews and staff includes penetration testing

• • A fundraising strategy is now appraisals to analyse capacity • • Specialist contractors manage in place and a fundraising team • Ensure all staff have clear job the ICT systems is being recruited. The strategy descriptions and work plans • Maintain rolling programme to will be reviewed annually • Regular review of structure in light monitor and update hardware and subject to quarterly of post pandemic challenges and • Ensure ICT systems remain performance reviews longer-term strategy effective and relevant through

• • All proposed projects that a programme of updates and • Regularly report on staff sickness

• may be reliant on long term scoping of new systems rate, holiday uptake and staff

• voluntary funding must comply turnover • GDPR Assessment with the charity’s objects, have • Ensure the succession plan is

• agreed outcomes and budgets reviewed, updated and accessible

• • Conduct regular line-management and appraisals in accordance with supervision policy

• • Provide external supervision for those involved in casework

• • Provide appropriate training on accordance with service training plans

• • Review recruitment processes to ensure they adhere to Best Practice

Quote from a professional partner:

“Thank you, your work to support people making negative choices in their relationships has such an impact on their families”.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Statement of trustees’ responsibilities

The trustees (who are also directors of FearLess for the purposes of company law) are responsible for preparing the Trustees’ Report (incorporating the strategic report and directors’ report) and the financial statements in accordance with 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 Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company [and the group] and of the income and expenditure, of the charitable [company/group] for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgments and accounting estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company [and the group] and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

• there is no relevant audit information of which the charitable company’s auditors are unaware; and • the trustees have taken all steps that they ought to make themselves aware of that information.

The Charity arranges insurance to protect the Charity from loss arising from neglect or default of its Trustees or Officers and to indemnify the Trustees and Officers from the consequences of any neglect or default on their part.

This report, which incorporates the Strategic Report, was approved by the Board of Trustee’s

on [21 December 2022] and signed on its behalf by:

By Order of the Trustees

Ann Cornelius Chair

Date: 21 December 2022

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Opinion

We have audited the financial statements of FearLess (the “Charity”) for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and 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).

This report is made solely to the Charity’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charity’s members those matters we are required to state in 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 Charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

In our opinion, the financial statements:

• give a true and fair view of the state of the Charity’s affairs as at 31 March 2022 and of its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted out audit in accordance with international Standards in 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 Charity 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 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 directors’ 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 directors with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and out auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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 the fact.

We have nothing to report in this regard.

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FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the trustees’ report (incorporating the strategic report and the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ report (incorporating the strategic report and the directors’ report) have been prepared in accordance with applicable law requirements.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• sufficient accounting records have not been kept;

• the financial statements are not in agreement with the accounting records and returns;

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not obtained all the information and explanations necessary for the purposes of our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees 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 they 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 Charity 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.

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise noncompliance with applicable laws and regulations;

• we identified the laws and regulations applicable to the charity through discussions with directors and other management, and from our knowledge and experience of the sector;

• we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements of the operations of the company, including the Companies Act 2006, taxation legislation and data protection, anti-bribery, employment, environmental and health and safety legislation;

• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and

• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance through the audit.

We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud;

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; and

• understanding the design of the charity’s remuneration policies.

To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• assessed whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias; and

• investigated the rationale behind significant or unusual transactions.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:

• agreeing financial statement disclosures to underlying supporting documentation;

• reading the minutes of meetings of those charged with governance;

• enquiring of management as to actual and potential litigation and claims; and

• reviewing correspondence with HMRC, relevant regulators and the company’s legal advisors.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/apb/scope/private.cfm This description forms part of our auditor’s report.

Joshua Kingston ACA Senior Statutory Auditor

For and on behalf of Burton Sweet Limited Statutory Auditor The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1UR

Date: [21 December 2022]

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

----- Start of picture text -----
Unrestricted Restricted Total Funds Total Funds
Funds Funds 2022 2021
£ £ £ £
Note (Restated)
----- End of picture text -----

Income from:
Donations andgrants	2	66,137	9,773	75,910	118,975
Charitable activities	3	2,965,067	452,086	3,417,153	3,134,286
Investments		7,999	-	7,999	9,370
Total income		3,039,203	461,859	3,501,062	3,262,631
Expenditure on:
Charitable activities	4	3,079,419	462,399	3,541,818	3,167,804
Total expenditure		3,079,419	462,399	3,541,818	3,167,804
Net income/(expenditure)	6	(40,216)	(540)	(40,756)	94,827
Transfers between funds	13	(2,211)	(2,211)	-	-
Net movement in funds		(42,427)	1,671	(40,756)	94,827
Total funds at start of year (restated)	13	568,067	63,128	631,195	536,368
Total funds at end of year	13	525,640	64,799	590,439	631,195

The charity has no recognised gains or losses other than the results for the year as set out above.

All of the activities of the charity are classed as continuing.

See note 14 for fund-accounting comparative figures.

The notes on pages 38 to 47 form part of these financial statements.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

Company number: 03360057

----- Start of picture text -----
2022 2021
£ £
Note (Restated)
----- End of picture text -----

Fixed assets
Tangible assets 8	60,968 10,704
	60,968 10,704
Current assets
Debtors 9	438,883 413,637
Cash at bank and in hand	741,132 407,911
Short-term investments	347,823 472,500
	1,527,838 1,294,048
Liabilities
Creditors: amounts falling due within oneyear 10	(990,581) (665,771)
Net current assets	537,257 628,277
Provisions for liabilities 11	(7,786) (7,786)
Net assets	590,439 631,195
Funds
Restricted funds 15	64,799 63,128
Unrestricted funds 15	525,640 568,067
	590,439 631,195

These financial statements have been prepared in accordance with the special provision for small companies under Part 15 of the Companies Act 2006 and with the Financial Reporting Standard 102 (FRS102).

The financial statements were approve by the Trustees on 21 December 2022 and are signed on their behalf:

Fiona Carter Treasurer

The notes on pages 38 to 47 form part of these financial statements.

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YEAR ENDED 31 MARCH 2022

----- Start of picture text -----
2022 2021
£ £
Note (Restated)
Net cash inflow from operating activities 18 266,469 352,584
----- End of picture text -----

Net cash infow from operating activities 18	266,469 352,584
Non-operational cash fows:
Payments for tangible fxed assets	(65,924) (2,740)
Investment income	7,999 9,370
	(57,925) 6,630
Net cash infow for theyear 19	208,544 359,214

Cashflow Restrictions

Charity law prohibits the use of net cash inflows of any endowed or other restricted fund to offset net cash outflows on any fund outside its own objects, except on special authority. In practice, this restriction has not had any effect on cash flows for the year.

The notes on pages 38 to 47 form part of these financial statements.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

1 Accounting policies

BASIS OF PREPARATION

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) and Companies Act 2006 and UK Generally Accepted Practice as it applies from January 2019.

Fearless Charity meets the definition of a public entity under FRS102.

The Trustees have considered all available information to ensure that the charity is a going concern. Particular attention has been paid to the reserves and cash position of the charity along with monthly monitoring of the financial reports, budgets and future forecasting. The Trustees conclude that the charity is a going concern.

INCOME

Income from donations is included in come when these are receivable, except as follows:

I. When donors specify that donations given to the charity must be used in future accounting periods, the income is deferred until those periods;

II. When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred until the pre-condition have been met.

Legacies are included on a receivable basis where the charity is entitled to the income, it can be measure reliably and receipt is probable. Where legacies have been notified to the charity, or the charity is aware of the granting probate, and the criteria for income recognition have not been met, then the legacy is not included in income but is treated as a contingent asset and disclosed if material.

Investment income is included on a receivable basis.

Donations in kind comprise of donated goods and services where the costs are measurable and the services would otherwise have to be paid for to maintain operational effectiveness.

EXPENDITURE

Expenditure is recognised on an accruals basis in the period in which it is incurred. Expenditure includes attributable VAT which cannot be recovered.

Raising funds expenditure include those costs incurred in seeking voluntary contributions costs of goods sold

and other costs which include the costs of running a participating in fundraising events and collections and cost of goods purchased for resale.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity. Governance costs are included within support costs.

ALLOCATION AND APPORTIONMENT COSTS

Certain expenditure is directly attributable to specific activities and this has been included in those cost categories. Other costs, which are attributable to more than one category, are apportioned across cost categories on the basis of an assessment of workload carried out from time to time. Overhead support costs have been apportioned between charitable activities on a basis consistent with the use of resources.

PENSION

The charity contributes to defined contribution pension schemes. Contribution payable to the charity’s pension schemes are charged to the Statement of Financial Activities in the period to which they relate.

TANGIBLE FIXED ASSETS

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 asset into its intended working condition should be included in the measurement cost. Capital items with purchase price of more than £1,000 are included within fixed assets.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using straight- line method:

Depreciation is provided on the following basis: Fixtures and fittings - straight line over 5 years Computer equipment - straight line over 3 years

DEBTORS

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

CASH AT BANK AND IN HAND

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

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YEAR ENDED 31 MARCH 2022

1 Accounting policies (Continued)

CREDITORS

Creditors and provisions are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable of a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Creditors 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 and the pretax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

FUND ACCOUNTING

Unrestricted funds can be used in accordance with the charitable objects at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Designated funds form part of unrestricted funds and have been identified as being for particular purposes by the Trustees. They are not restricted and can be transferred to general funds at any time at the discretion of the Trustees.

Further explanation of the nature and purpose of each fund is included in note 13 of the financial statements.

2 Income from: donations and grants

	Unrestricted Funds £	Restricted Funds £	Total Funds 2022 £
Donations andgifts 32,618 9,773 42,391
Donations in kind 33,519 - 33,519
66,137 9,773 75,910

Prior year comparatives	Unrestricted Funds £ (Restated)	Restricted Funds £	Total Funds 2021 £ (Restated)
Donations andgifts 106,015 - 106,015
Donations in kind 12,960 - 12,960
118,975 - 118,975

The charity benefits greatly from the involvement and enthusiastic support of its many volunteers, details of which are given in our annual report. In accordance with FRS102 and the Charities SORP (FRS102), the economic contribution of general volunteers is not recognised in the accounts.

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

3 Income from: charitable activities

	Unrestricted Funds £	Restricted Funds £	Total Funds 2022 £
Public sector funding- core service delivery 2,965,067 452,086 3,417,153
2,965,067 452,086 3,417,153

Prior year comparatives	Unrestricted Funds £ (Restated)	Restricted Funds £	Total Funds 2021 £ (Restated)
Public sector funding- core service delivery 2,899,338 234,948 3,134,286
2,899,338 234,948 3,134,286

Income from public sector funding comprises of performance related grants and service level agreements made by local authorities to fund the charity’s activities.

4 Expenditure on: charitable activities

	Activities undertaken directly £	Support costs (Note 5) £	Total 2022 £
Provision of contracted services 3,120,122 421,696 3,541,818
3,120,122 421,696 3,541,818

Prior year comparatives	Activities undertaken directly £ (Restated)	Support costs (Note 5) £ (Restated)	Total 2021 £ (Restated)
Provision of contracted services 2,848,243 319,561 3,167,804
2,848,243 319,561 3,167,804

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YEAR ENDED 31 MARCH 2022

5 Support costs

	Total Funds 2022 £	Total Funds 2021 £ (Restated)
Staff and volunteer costs 146,052 85,537
Offce costs 149,867 114,801
Premises costs 111,297 105,686
Finance costs 124 69
Governance costs 14,356 13,468
421,696 319,561

6 Net income/ (expenditure) for the year

----- Start of picture text -----
2022 2021
£ £
----- End of picture text -----

Statutory audit fee: - Current year - Prioryear over/underprovision 12,420 (725)	5,525 -
Depreciation 15,660	10,867
Trustees remuneration -	-
Reimbursement of 2 Trustees travel expenses(2021: 1) 255	110

7 Staff costs and numbers

The aggregate payroll costs were:

----- Start of picture text -----
2022 2021
£ £
----- End of picture text -----

Wages and salaries	2,129,932	1,929,806
Social securitycosts	172,295	155,652
Contribution to defned contributionpension scheme	61,560	61,349
Redundancycosts	6,729	-
	2,370,516	2,146,807

The average number of persons employed by the company (headcount) during the year was 105 (2021: 95).

One employee received benefits (excluding employer’s national insurance contributions and employer pension costs) of between £70,000 and £80,000.

The key management personnel of the charity are listed on page 6.

The total amount of employee benefits (including employer’s national insurance contributions and employer pension contributions) received by key management personnel for their services to the charity was £236,562 (2021: £201,560).

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

8 Tangible fixed assets

----- Start of picture text -----
Fixtures,
fittings &
equipment Total
£ £
----- End of picture text -----

Cost
At 1 April 2021	117,673	117,673
Additions	65,924	65,924
At 31 March 2022	183,597	183,597
Depreciation
At 1 April 2021	106,969	106,969
Charge for theyear	15,660	15,660
At 31 March 2022	122,629	122,629
Net Book Value
At 31 March 2022	60,968	60,968
At 31 March 2021	10,704	10,704

9 Debtors

	2022 £	2021 £ (Restated)
Trade debtors 379,380 376,564
Other debtors 5,473 3,165
Prepayments and accrued income 54,030 33,908
438,883 413,637

10 Creditors

	2022 £	2021 £ (Restated)
Trade creditors 189,589 22,137
Taxation and social security 51,632 52,781
Other creditors 50,437 21,750
Accruals and deferred income 698,923 569,103
990,581 665,771

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YEAR ENDED 31 MARCH 2022

11 Provisions for liabilities and charges

	2022 £	2021 £
Dilapidations 7,786 7,786
7,786 7,786

12 Operating lease commitments

At 31 March 2022 the company had commitments to make future minimum lease payments under non-cancellable operating leases as follows:

----- Start of picture text -----
2022 2021
£ £
----- End of picture text -----

Amountspayable:
Within oneyear	47,670	43,225
Within two and fveyear	80,010	130,900
	127,680	174,125

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YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

13 Movement between funds

	At 1 April 2021 £ (Restated)	Income £	Expenditure £	Transfers £	At 31 March 2022 £
Restricted funds
Universityof Bristol REPROVIDE	40,625	110,304	(131,369)	-	19,560
StandingTogether Against Domestic Abuse	11,231	36,227	(30,786)	-	16,672
OPCC Gloucestershire	10,927	36,000	(33,970)	-	12,957
CommunityFirst	(3,500)	46,833	(48,711)	5,378	-
The Noel Buxton Trust	3,845	4,869	-	-	8,714
DHSE Best Start	-	222,722	(216,911)	(3,167)	2,644
Chippenham Boroughlands	-	4,904	(652)	-	4,252
	63,128	461,859	(462,399)	2,211	64,799
Unrestricted funds
General funds	557,363	3,039,203	(3,063,759)	(68,135)	464,672
Fixed asset reserve	10,704	-	(15,660)	65,924	60,968
	568,067	3,039,203	(3,079,419)	(2,211)	525,640
Total funds	631,195	3,501,062	(3,541,818)	-	590,439
Prior year comparatives	At 1 April 2020 £ (Restated)	Income £ (Restated)	Expenditure £ (Restated)	Transfers £ (Restated)	At 31 March 2022 £ (Restated)
Restricted funds
Universityof Bristol REPROVIDE	38,659	121,578	(119,612)	-	40,625
StandingTogether Against Domestic Abuse	4,640	36,226	(29,635)	-	11,231
OPCC Gloucestershire	7,493	36,000	(32,566)	-	10,927
Chippenham Boroughlands	-	96	(96)	-	-
CommunityFirst	(11)	41,048	(44,537)	-	(3,500)
The Noel Buxton Trust	3,845	-	-	-	3,845
	54,626	234,948	(226,446)	-	63,128
Unrestricted funds
General funds	462,910	3,027,683	(2,930,491)	(2,739)	557,363
Fixed asset reserve	18,832	-	(10,867)	2,739	10,704
	481,742	3,027,683	(2,941,358)	-	568,067
Total funds	536,368	3,262,631	(3,167,804)	-	631,195

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YEAR ENDED 31 MARCH 2022

13 Movement between funds (continued)

The prior year fund balances have been reallocated. Primarily this is the designated funds to general funds to more accurately reflect the nature of the funds during the year and at the year end.

FIXED ASSET RESERVE

The net book value of fixed assets is shown in a separate designated fund. Transfers between this and general funds represent fixed asset additions and disposals.

COMMUNITY FIRST

National Lottery funded partnering with Community First to deliver a Building Better Opportunities program to enable clients to get back into employment or training post recovery.

UNIVERSITY OF BRISTOL

FearLess participation in the Bristol University funded research study entitled Reaching Everyone Programme of Research On Violence in diverse Domestic Environments (REPROVIDE).

THE NOEL BUXTON TRUST

Funding for The Elephant In The Room project for children.

DHSE BEST START

STANDING TOGETHER AGAINST DOMESTIC ABUSE

Provision of a full time hospital based IDVA at the Royal Devon & Exeter hospital.

Department of health and Social Care, Health and Wellbeing fund to provide the Best Start project in Devon improving access to perinatal services through the provision of community navigators and community champions.

OPCC GLOUCESTERSHIRE

Employment of one full time Independent Stalking Advocacy Caseworker (ISAC) for Gloucestershire to focus on high risk cases.

CHIPPENHAM BOROUGH LANDS COMMUNITY TRUST

Welfare support for individual clients residing within the parish of Chippenham and have done so for two years.

14 Prior year fund comparatives for the Statement of Financial Activities

----- Start of picture text -----
Unrestricted Restricted Total Funds
Funds Funds 2021
£ £ £
(Restated) (Restated)
----- End of picture text -----

Income from:
Donations andgrants	118,975	-	118,975
Charitable activities	2,899,338	234,948	3,134,286
Investments	9,370	-	9,370
Other income	-	-	-
Total income	3,027,683	234,948	3,262,631
Expenditure on:
Charitable activities	2,941,358	226,446	3,167,804
Total expenditure	2,941,358	226,446	3,167,804
Net income/(expenditure) and net movement between funds	86,325	8,502	94,827
Total funds at start ofyear	481,742	54,626	536,368
Total funds at end ofyear	568,067	63,128	631,195

45

YEAR ENDED 31 MARCH 2022

FEARLESS CHARITY (FORMERLY SPLITZ SUPPORT SERVICE)

15 Analysis of net assets between funds

	Unrestricted Funds £	Restricted Funds £	Total Funds 2022 £
Tangible fxed assets	60,968 - 60,968
Other net current assets	464,672 64,799 529,471
	525,640 64,799 590,439
Prior year comparatives	Unrestricted Funds £ (Restated)	Restricted Funds £	Total Funds 2021 £ (Restated)
Tangible fxed assets	10,704 - 10,704
Other net current assets	557,363 63,128 620,491
	568,067 63,128 631,195

16 Related party transactions

There are no related party transactions in the current or prior year apart from those already disclosed throughout the report.

17 Control

The Charity is controlled jointly by the Trustees, there is no controlling party.

18 Reconciliation of net movement in funds to net cash inflow from operating activities

----- Start of picture text -----
2022 2021
£ £
(Restated)
----- End of picture text -----

Statement of Financial Activities: Net movement in funds	(40,756)	94,827
Investment income	(7,999)	(9,370)
Depreciation	15,660	10,867
Increase in creditors: current liabilities	324,810	253,016
Decrease /(increase)in debtors	(25,246)	3,244
Net cash(outfow)/infow from operatingactivities	266,469	352,584

46

YEAR ENDED 31 MARCH 2022

19 Analysis of changes in cash during the year

	2022 £	2021 £	Change £
Cash at bank and in hand 741,132 407,911 333,221
Short-term investments 347,823 472,500 (124,677)
1,088,955 880,411 208,544

	2021 £	2020 £	Change £
Cash at bank and in hand 407,911 96,997 310,914
Short-term investments 472,500 424,200 48,300
880,411 521,197 359,214

47

FEAR BREAKING THE CYCLE OF ABUSE