Kise freedom from abuse & violenc• Trustees, Report and Financial Statements 31st March 2022 Helpline 01273 622822 www.riseuk.org.uk @riseuk Riseuk R.I.S.E. (Refuge. Information. Support and Education) is a registered charity (No. 1065846) R.I.S.E. (Refuge, Information, Support and Education) is a Company Limited by Guarantee registered in England No. 3425008. RISE. Community Base. 113 Queens Road. Brighton. BN13XG |**Contents**|| |---|---| |Legal and Administrative Information|3| |Trustees’ Report|4| |Significant Activities and Project Areas|4| |General Financial Position|5| |Key Strategic Aims|6| |Key Achievements During the Year|7| |Plans for the Future|13| |COVID-19 Response|14| |Fundraising|15| |Reserves Policy|15| |Reserves Tiers|16| |Structure, Governance and Management|17| |Auditors|19| |Independent Auditor’s Report|20| |Financial Statements to 31stMarch 2022|25| |Statement of Financial Activities Including Income and Expenditure|25| |Balance Sheet|26| |Cash Flow Statement|27| |Notes to the Financial Statements|28| 2 **Legal and Administrative Information** |REGISTERED CHARITY
NUMBER|1065846|COMPANY|NUMBER|03425008| |---|---|---|---|---| |||||| ||PO Box 889|||Community Base| |PRINCIPAL ADDRESS|Brighton|REGISTERED OFFICE||113 Queens Road| ||BN2 1GH|||Brighton| |||||BN1 3XG| |||||| |TRUSTEES|Patricia Wass||Chair Resigned 11thJune 2022|| ||Kim Turnbull James||Chair|| ||Angie Uglow||Treasurer|| ||Piyali Mendiratta|||| ||Jeanette Ashton|||| ||Nicole Lawton||Resigned 9thApril 2021|| ||Alison Jeremy||Resigned 2ndNovember 2021|| ||Calliope Farsides||Resigned 17thDecember 2021|| ||Jean Spray||Resigned 11thJune 2022|| ||Louise Leonard||Appointed 11thJune 2022|| ||Dani Ahrens||Appointed 11thJune 2022|| ||Chris Magill||Appointed 11thJune 2022|| ||Viktorija Zdanoviciute||Appointed 11thJune 2022|| ||Catherine Barker||Appointed 11thJune 2022|| ||Helen Carr||Appointed 11thJune 2022|| ||Isobel Montgomery||Appointed 11thJune 2022|| |||||| |CHIEF EXECUTIVE|Jo Gough|SENIOR||Kate Dale| |OFFICER||MANAGEMENT TEAM||Azaria Munro| |||||Alison Gray| |||||| |BANKERS|Santander|||CAF| ||Bootle|||25 Kings Hill Avenue| ||Merseyside|||Kings Hill| ||L30 4GB|||West Malling| |||||Kent| |||||ME19 4JQ| |||||| |REGISTERED|Carpenter Box|SOLICITORS||Fitzhugh Gates| |AUDITORS|Amelia House|||3 Pavilion Parade| ||Crescent Road|||Brighton| ||Worthing|||BN2 1RY| ||West Sussex|||| ||BN11 1RL|||| 3 ## **TRUSTEES REPORT FOR THE YEAR ENDED 31st MARCH 2022** RISE Board of Trustees are pleased to present their annual trustees’ report, together with the financial statements of the charity for the year ending 31st March 2022. These are also prepared to meet the requirements for a directors’ report and accounts for Companies House. ## **Significant Activities and Project Areas** History and Charitable Purpose RISE was established in 1994 as The Women’s Refuge Project and renamed in 2008 to reflect its growth in provision of services. We deliver: - Refuge and resettlement support in Brighton & Hove. - Helpline and chat facilities, providing access to services, support and advice by phone. - Crisis support for high-risk clients, through the criminal justice process (IDVA - - Independent Domestic Violence Advice). - Longer term support in the community, including drop-in sessions, therapy, and group work programmes that help people to recover from the effects of domestic abuse. - Specialist support for children and young people. - Embedded support in universal services alongside partners in police, health (A&E at the Royal Sussex County Hospital), LGBTQ+ community services and other partner agencies as appropriate. - Training and consultancy services to statutory, voluntary and private sector partners and customers. RISE has grown from focusing on refuge accommodation in its early days to delivering responsive wrap around services that support survivors from crisis and early intervention, through to recovery and onwards into safe and healthy futures. Alongside this we work to prevent domestic violence and abuse (DVA) in new generations through education and awareness with children, young people, their families, and other professionals involved in their support. RISE is a key partner in the local Violence Against Women and Girls (VAWG), Domestic and Sexual Violence Strategy in Brighton and Hove and across Sussex, playing a key role in providing expertise, guidance, and response to emerging needs. We receive various grants from government (local and national), charitable trusts such as National Lottery, Children in Need and smaller local or specialist trusts as well as a contract from the local Clinical Commissioning Group (NHS) for delivering therapy services as part of a Trauma Pathway. 4 The organisation is an established specialist partner in the VAWG and Domestic Violence care pathway in the city, providing a first point of contact to survivors, initial assessment, and onward referral to the appropriate internal or external support service to meet their needs. Public Benefit The Trustees have had due regard for the guidance on the public benefit requirement published by the Charities Commission, as required by the Charities Act 2011. ## **General Financial Position** As expected, the operating results for the year ended 31st March 2022 show that both income and expenditure at RISE were considerably reduced since the previous year. In the year to 31st March 2022, RISE achieved income of £1,146,511 (2021: £3,139,424), while total expenditure decreased to £1,038,499 (2021: £2,853,486). This gave rise to a surplus of £108,012 (2021: surplus £285,938). This decrease in both income and expenditure was due to the end of the statutory funded contract (DVA/SVA Contract to deliver ‘The Portal’ services) on 31st March 2021. We were unsuccessful in our tender to secure a new contract, resulting in RISE becoming a smaller organisation, with a smaller staff team and a restructure of services. Despite this we have been able to achieve financial stability through successful fundraising and securing new grants, several of which are expected to lead to further funding. In 2021-22 there was an in-year surplus on restricted income less expenditure of £124,714 (2021: deficit £77,002), as some of the new funds which started during the year were underspent at year end, resulting in carry forwards to 2022-23. At the same time, general income less expenditure produced an in-year deficit of £16,702 (2021: surplus £382,940), so the unrestricted reserves available remained stable. The closing year balance on reserves show an increase to £837,342, (2021: £729,330) of which £570,333 (2021: £587,035) is held as general unrestricted reserves, £10,000 (2021: £10,000) as designated reserves and £257,009 (2021: £132,295) as restricted reserves. The fundraising team have exceeded their target again this year, so RISE remains in a strong position to maintain stability while rebuilding and seeking new funding for our services. We were grateful to receive substantial donations from Ambergate Charitable Trust and the Musk Burton Family Trust, which helped us through this period, and we will receive further funding from Musk Burton Family Trust 2022-23. Having lost income due 5 to COVID-19, when we were not able to run our fundraising events, we were able to deliver our flagship 8k run in October 2021, albeit in a smaller format, and are anticipating a return to a full-sized event in October 2022. Community fundraising events raised significant funds during the pandemic, and alongside successful bids for government grants we were able to come out of this period with substantial reserves, which enabled us to produce a 3-year budget plan to March 2025. The sector continues to experience a challenging economic environment, and there is strong competition from the third sector for available funding. However we have been successful in securing additional funding from the Department of Levelling Up, Housing and Communities for a continuation of the LGBT dispersed refuge provision; an extension from Children in Need (CIN) to continue the work of the children and families team; secured and expanded funding for the therapy team for a further year from the Clinical Commissioning Group; additional funding for the therapy team from the NHS; new funding for a family court advocate and additional funding for our housing team from the local authority Sanctuary Scheme, and Housing IDVA (Independent Domestic Violence Advisor). ## **Key Strategic Aims** 2021-22 was the charity’s 27th year in operation, and the 3rd year of our five-year strategic plan. Our key strategic aims are: - 1) **Excellence:** RISE will be a centre of excellence for domestic violence and abuse knowledge and expertise, building on existing knowledge and creating a new evidence basis for our work and achieving recognised quality standards appropriate to our work and sector. - 2) **Community Focused:** RISE will broaden our reach, take a community approach and increase our role in a community response to domestic violence and abuse by collaborating with professional partners, communities of interest and working in neighbourhoods to make sure DVA is everyone’s business. - 3) **Voice & Leadership:** RISE will be a recognised leading voice on domestic abuse and violence in the context of VAWG and come alongside survivors to amplify their voices to inform provision and bring social change. - 4) **Secure, Sustainable and Future-Proofed:** RISE will diversify and grow income streams to decrease reliance on public funds; commit to good governance principles and practice including robust management of risk; exploit new technology for service delivery, to improve accessibility and modernise our service offer. 6 ## **Key achievements during the year** RISE started this year with a renewed commitment to our charitable objectives of supporting women, children and LGBT people who have been affected by domestic abuse and violence and making a difference to their lives. The initial insecurity of the loss of a large contract in the previous year soon moved to feeling free to progress our priorities in line with our five-year plan which had previously been hampered by a restrictive contract. This sense of freedom has motivated RISE to focus closely on our main strategic aims of excellence, community focus and voice, and leadership and to strengthen our holistic offer of support. RISE ended the ‘Portal Services’ across East Sussex and Brighton and Hove on 31st March 2021. All staff connected to this contract were (where agreed) TUPE’d to the new providers on 1st April 2021. During this period until the year end 31st March 2022 our Board of Trustees and management team concentrated on ensuring the sustainability of the charity, to continue to support women and children and LGBT people affected by abuse and violence. We focused on the following: - Setting achievable targets for income generation - Establishing a base - Reviewing our strategic priorities and operational strengths and weaknesses - Fundraising to secure operation of strategic priorities - Completing a consultation to inform delivery of our services Following the decision not to recommission RISE we received an abundance of support from our community, who lobbied the local authority and organised a survivor-led petition, which achieved 30,000 signatures, and was presented to Brighton and Hove Council for debate in March 2021. The Council set-up a working group to investigate this decision. After a strategy day in April 2021, we reset our direction to be bold, brave and radical. We wanted to stand-up for and alongside survivors providing holistic and strengths-based services. Whilst we felt exhausted and worried for our future after such a difficult time with the pandemic and the decommissioning, we were determined to build on our expertise and respond to the needs of those we are here to serve. 7 We set the following key priorities in July 2021: - Sustainable funding – long term - Premises – a RISE Home - Relationships with funders / commissioners - Capital assets – property / housing for survivors - Products for income generation & brand security - Access statement and development of EDI plans (Race & Disability) - Consistency in training and development - Review Quality Standards / Accreditation - Governance – audit of governance and recruit to Board - Fundraising & Communications new team & new strategy - New collaborative governance structure with survivors central The loss of large contracts through a competitive tender led to a draft budget for the year of £300k. By the end of the year our income had raised to over £1.1 million of which £300k came from unrestricted fundraising. Three major donors plus continued strong support from our community helped us go beyond our target as well as securing new and continued project funding through Trusts, Grants, NHS and government (local and national) funders. At the end of March 2021 RISE had 66 staff in post amounting to almost 46 full-time equivalents. By the end of March 2022, we had 37 staff representing just over 21 full-time equivalents – less than half of the previous year. Even though our service reduced in size RISE saw a total of 821 referrals in 2021 to 2022 of which 662 were adult referrals and 159 child referrals in this period. As well as referrals we handled 459 short-work logs of which 45% were from professionals and 36% from survivors. A total of 975 survivors were helped through 1:1 (therapy and casework) and groupwork in 2021-22. 836 were adult clients and 139 child clients (58% under the age of 10 years). 94% adult clients were female, 4 identified as gender queer, 7 non-binary and 15 trans. 75% were recorded as White British adult clients, 71% Heterosexual, 85% spoke English with the remainder speaking a total of 61 different languages. 8 Emotional abuse is recorded as the most frequent abuse type. **----- Start of picture text -----**
Abuse Type
234
173
147
108
91
57
**----- End of picture text -----**
RISE survivors show high levels of threats to kill, attempted suicide, attempted strangulation/suffocation. **----- Start of picture text -----**
Reported survivor experience
Threats to kill 62
Surveillance/ harassment online or through social media 32
Self-harmed as a way of coping 15
Physical injury requiring A&E attendance/ hospitalisation 27
Injury requiring GP visit 16
Harm to/ loss of unborn child 3
Feeling depressed / having suicidal thoughts 105
Attempted strangulation/suffocation 67
0 20 40 60 80 100 120
**----- End of picture text -----**
Outcomes for those exiting our service show 71% improvement in client safety and 65% improvement in risk. 34% have improved coping strategies, 24% have reduction in symptoms of trauma and anxiety. 9 Our successful fundraising efforts in 2020-21 and 2021-22 have ensured the sustainability of RISE, so that we have kept going during and after the pandemic and loss of contract. Despite having a smaller fundraising team in this year our digital and regular giving income began to show increases. Our plans to grow our corporate giving were active towards the end of the year with the recruitment of a new Fundraising and Engagement Manager to steer this work. Our work supporting children and families through casework and our innovative ‘Rising Stars’ programme looked insecure this year until we were able to secure a one-year extension from Children in Need taking us to July 2021 and later in the year a continuation project to 2023. Throughout the previous year NHS England-funded projects brought extra capacity to our therapy team with a focus on reaching women experiencing sexual abuse in the context of domestic abuse. This ended in September 2021 after which a 1-year extension was secured. Our longstanding funding from the Clinical Commissioning Group (CCG) for the Trauma Pathway was increased this year through surplus funding which helped to reduce the waiting list and provide new groups. CCG funding continues to be on a short-term basis despite having 7-years track record of delivering the Trauma Pathway in partnership. As well as new funding for a Wellbeing Worker through the Police and Crime Commissioner (PCC) this year we were delighted to have success in applying for Rosa Fund funding (Smallwood Trust) for a Black and Minoritised Wellbeing Worker for 20 months which also came with core funding. RISE was sad to lose our child-to-adult violence Break4Change (B4C) project lead this year. This DAPHNE funded project is internationally acclaimed, and evidence based. We continue to explore opportunities to build on this learning and deliver via our online training tool. Since 2018 RISE has delivered independent Housing Advocacy support through trust funding. This year we secured funds to continue this project for two years partly through a grant from the Ernest Hecht Charitable Trust and partly through our surplus reserves. Following lobbying efforts from survivors and RISE we received £50k 3-year funding through an amendment at Council in March 2021 which allowed us to retain a specialist Children and Families Manager. The manager has established new links and raised our profile. Later in the year we secured new funding for a Family Courts Advocate through the Charles Hayward Fund which will sit within this team. 10 £45k Core Funding was provided to RISE from our local Council to allow for the transition from being a contracted service and to stabilise our activity. This year we relaunched peer support and recovery groups including Recovery Group (ReGroup) through funding from the Police and Crime Commissioner (PCC). Clinical Commissioning Group funding has allowed an increase in our wellbeing groups and our children and families team are continuing to provide groups for children and young people. In January 2019, the government introduced the Domestic Abuse Bill 2017-19 following a consultation on transforming the response to domestic abuse. The legislation was reintroduced in March 2020 as the Domestic Abuse Bill 2019-21 and received royal assent on 29 April 2021. It came into effect over 2021-22 with the following key actions: - creates a statutory definition of domestic abuse - establishes the office of Domestic Abuse Commissioner - prohibits offenders from cross-examining their victims in person in the family courts - creates a domestic abuse protection notice (DAPN) and domestic abuse protection order (DAPO) - provides a statutory basis for the Domestic Violence Disclosure Scheme (Clare’s law) guidance - creates a new domestic abuse offence in Northern Ireland to criminalise controlling or coercive behaviour - creates a statutory presumption that victims of domestic abuse are eligible for special measures in the criminal courts - enables domestic abuse offenders to be subject to polygraph testing as a licence condition following release from custody - places a duty on local authorities to give support to victims of domestic abuse and their children in refuges and safe accommodation - requires local authorities to grant new secure tenancies to social tenants leaving existing secure tenancies for reasons connected with domestic abuse - extends the extra-territorial jurisdiction of the criminal courts of England and Wales, Scotland and Northern Ireland to further violent and sexual offences In March 2021 local authorities were notified of the ‘new burdens’ funding related to the Act which amounted to £606k for Brighton and Hove in 2021-22. The decision-making on allocation of these funds took longer than expected but eventually RISE was awarded continuation funding for our LGBT+ Dispersed Refuge, Wellbeing service and a new Housing Independent Domestic Violence Advocate project through this route. 11 Part-way through this year a new Sussex-wide Partnership to oversee the ‘new burdens’ of the Domestic Abuse Act convened, and RISE was given a place to affect decisions. RISE continued to communicate our desire to work with BHCC to establish new selffunded Refuge provision in Brighton and Hove to address gaps in service to meet the ‘new burdens’. We also continued to raise our concerns about the non-specialist nature of commissioning locally to national government through our membership of Women’s Aid including joining a round-table event with the Minister for Safeguarding to review the guidance to the DA Strategy and contributed to the VAWG commissioning update. We launched our National Lottery funded project (£792,839) for a three-year period in August 2021. Communities Rising is working with marginalised women (older, disabled and multiple disadvantaged women), black and minoritised communities, as well as enterprising women who have made a difference in other sectors from across Brighton and Hove. It is building on survivor strengths to create a coordinated community response to domestic abuse. A community and survivor-led conference in September 2021 showcased RISE’s community work and shared the findings of our embedded research as well as the independent research led by survivors. Attended and organised by survivors and community members it elevated the voices of those who would normally be hidden creating a platform to tell their stories and demonstrate their gifts. In October 2021 we brought back our Flagship event the RISE 8K for Women. Carefully following best Covid safety practice, we hosted the event in-person and our runners raised £25k. This was a celebration of a return to events and of the continuing support for RISE in our local community. To end the year in March 2022 we embarked on an income generation campaign through the Big Give – Women and Girls raising a total of £23,092. This was a match funding campaign using The Big Give platform and match funding provided by DCMS Tampon Tax Fund. The Big Give funding has helped RISE to provide women-centred counselling sessions, assertive outreach, recovery groups and peer support. Women survivors of domestic violence and abuse and their children are helped through their recovery journey moving on to be safer, more confident and able to thrive. We want to thank our Board and Sub-Group members, in particular those who stood down this year; Nicole Lawton, Alison Jeremy, Calliope (Bobbie) Farsides, also Jean Spray and Tricia Wass who stood down on June 2022, for bringing their expertise to RISE and helping us successfully steer through the challenges of the year. 12 ## **Plans for the Future** RISE ended this financial year with a sense of freedom and the 2022-23 year began with a renewed awareness that our services are still needed and that we are walking alongside our community and the survivors that live here. After a strategy day in February 2022 the RISE Leadership Team set our one-year plan and renewed our High-Level delivery plan with the following key priorities for 2022-23: ## _Fundraising_ Building the fund-raising team to secure longer term funds for posts and projects; funding pipeline for 2024-25; growing our corporate partnerships. ## _Client services_ Bringing our therapy services to the centre of the organisation; focus on specialisms reaching those not well reached; more preventative work with young people and developing the older and disabled women’s drop in; providing online materials for selfhelp/training; capacity building in our communities; community hubs; growing the helpline; a RISE podcast; build on our housing support and develop a self-funded Refuge and safe housing. ## _Working together better_ Continuing to be trauma informed; client focussed; and intersectionality in our work; with self-health care and well-being for staff and volunteers. These underline a culture that RISE nurtures for staff and service users alike and which are not open for regular renegotiation. To achieve the above, we plan to collaborate across teams and externally; keeping different parts of RISE together and connected; streamlining processes; encouraging criticism and listening; sharing expertise; allowing more room for creativity; getting the balance right between online and in person; less firefighting; managing hybrid working; reducing frequency of some meetings. ## **Staffing and Structure** The new RISE Leadership Team (RLT) was established in September 2021 to enable a more collaborative approach to decision-making. The RLT is made up of all managers and oversees the strategic plan and the operation of RISE services. 13 Since downsizing all Central team staff have new job descriptions reflecting the changing needs of the organisation. We have also reviewed the Fundraising and Communication team and have recruited to the expanded Fundraising and Engagement Manager role. We have refreshed our governance and recruited seven new Board members to fill identified skill and representation gaps. We have successfully attracted survivors and experts in Violence Against Women and Girls (VAWG) into these roles. We are continuing with the development of a stronger structure for survivor involvement and have developed an Expert by Experience volunteer role along with our ‘Get Ready for Volunteering’ assessment process which will enable a safe and supportive expansion of opportunities for survivors to engage more fully in RISE. ## **COVID-19 impact and response** We are gradually returning to in person working since the easing of lockdown restrictions during the year. The pandemic forced us to transition to remote working and some practices, such as online meetings have become part of our new working style. It has also had a positive impact on the ways we deliver some of our services to survivors as we are now able to offer a combination of in-person and online support options, which has improved our accessibility. The pandemic made us rapidly develop our IT infrastructure and we have invested in IT support and security to ensure safe working practices. We have now moved to a smaller office and adopted flexible working so staff can split their time between home and office. Lockdown inevitably saw an increase in demand for support for women suffering from the effects of domestic abuse. The number of calls to the helpline has increased, as has the complexity of cases we are dealing with and the level of distress. Recognising that there has been an increase in the need for support for women around sexual violence, we secured funding from NHS England to increase the capacity in the therapy team. This has now been extended to March 2023. Despite this additional funding, waiting times for our therapy service continue to grow. Due to the pandemic restrictions, the fundraising team were unable to put on the challenge events that provide a large proportion of our fundraising income. They focused on digital and corporate fundraising and on communicating the message about our work through social media and other channels. In October 2021 we were once again able to run our 14 signature 8k event, albeit with restricted numbers, and this was very successful. It is expected to be back to capacity in autumn 2022. We have had to manage staff absence due to Covid-19 which can have a big impact in a small staff team. ## **Fundraising** RISE receives voluntary donations and gifts from individual and corporate donors. As a member of the Institute of Fundraising, we adhere to their guidelines in our fundraising activity as well as following the Charity Commission advice on best practice. We have an Ethical Fundraising policy to ensure clarity and openness to all our stakeholders. All personal data is processed in line with the General Data Protection Regulations and Data Protection Act 2018. RISE will only process data of supporters and donors if they have given opt-in consent. RISE organise all our fundraising internally and do not engage third parties to seek donations from individuals. We are mindful of people’s privacy and do not exert undue pressure on potential donors. Our preferred approach is that ‘it is not about making people feel bad for not giving, it is about making people feel good for giving’. There have been no complaints about fundraising. ## **Reserves Policy** In accordance with the advice of the Charity Commissioners for England and Wales, we aim to hold unrestricted reserves at levels sufficient to ensure the long-term financial stability of the charity. The areas highlighted to meet this requirement are wind up costs, unforeseen emergency, unforeseen running costs to include maternity and sickness, and designated funds for buildings maintenance and furniture renewal, and seed funding to initiate projects for expansion into new areas. The amounts held to cover each financial risk within the tiers are to be defined and reviewed every 2 years or more frequently if the charity's income or liabilities should change drastically. Surplus unrestricted funding should be built into the annual budget where possible to build up the free reserves. As long as these are at the required level, these can be used to support the charitable aims of RISE at the discretion of the CEO and board of trustees. Free reserves should not be allowed to drop below 7% of turnover except in a wind-up situation. 15 ## **Reserve Tiers** |**Reserve Tiers**||| |---|---|---| |**FINANCIAL RISKS**|**2020-21**
At March 2021|**2021-22**
At March 2022| |**WIND UP FUNDING**
Redundancy payments
Key staff
Lease commitments|**£**
40,000
30,000
9,000|**£**
40,000
30,000
17,655| ||**79,000**|**87,655**| |**DESIGNATED FUNDS**
Buildings Maintenance|10,000|10,000| ||**10,000**|**10,000**| |**UNFORESEEN EMERGENCY**
Tribunal / Complaints costs|10,000|10,000| ||**10,000**|**10,000**| |**UNFORESEEN RUNNING COSTS**
Short term capacity issues in
Central Services
Disability support, sickness or
maternity cover|5,000
10,000|5,000
10,000| ||**15,000**|**15,000**| |**PLANNED COMMITMENT**
Use of reserves to support 2020-21
budget plan
Free reserve|220,000
263,035|163,000
294,668| ||**483,035**|**457,668**| |GRAND TOTAL|**597,035**|**580,333**| |**General Reserve held at 31st**
**March**
**Designated fund held at 31st**
**March**
**Restricted Reserve held at 31st**
**March**
**Total Reserves**||| 16 ## **Structure, Governance and Management** ## Incorporation RISE is a company limited by guarantee and a registered charity. It was first registered as a charity on 9th May 1994, and then re-registered on 17th November 1997, having been incorporated as a company on 26th August 1997. On 28th October 2008, the company changed its name to R.I.S.E. (Refuge, Information, Support and Education). The charitable company is governed by its Memorandum and Articles of Association which were updated in July 2014. RISE is governed by a board of trustees, whose principal responsibilities are the setting and monitoring of the strategic direction of the organisation and the establishment of policy. The trustees are also directors for the purposes of company law. The board meets formally once every 3 months. The board delegates the day-to-day operation of the organisation to the CEO who in turn delegates to managers. ## Statement of Trustees’ Responsibilities The trustees, who are also the directors of RISE for the purposes of company law, are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 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 charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year. In preparing financial statements giving a true and fair view the trustees should: - 1) follow best practice and select suitable accounting policies and apply them consistently - 2) make judgements and estimates that are reasonable and prudent; - 3) state whether applicable United Kingdom accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and - 4) prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue its operation. 17 The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and which enable them to ensure that the financial statements comply with the Companies Act 2006 and the Charities Act 2011. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. ## Recruitment and Appointment of Trustees We aim to have between 10 and 15 Board Members to ensure a quorum at meetings of 5. Recruitment is based on diversity of experience. We carry out regular skills audits to identify any existing or possible gaps in the knowledge and expertise on the Board, and to fill these gaps appropriately. Candidates for Board membership will be recruited either through recommendation as defined in RISE Articles of Association, or through open recruitment in line with our Governance Board Recruitment, Selection and Review Policy. ## Trustee Induction and Training All new board members are introduced to current board members, and receive an induction pack, which includes a Statement of Aims, and Management Committee Ground Rules. Visits to RISE Services and open mornings are coordinated when appropriate. Free training is available for roles and responsibilities, and governance. The CEO is the permanent representative of the staff on the board and other senior staff members of RISE management team and the service teams attend board meetings where possible. All board members are required to attend board meetings, the annual strategic planning day, team building days, staff meetings and other social events with staff as coordinated. The board is undergoing on-going development and attend a number of governance training days throughout the year. ## Trustee Working Groups The board has set up specific sub-groups to undertake detailed work in the following areas, Income Generation, Human Resources and Equalities, Finance and Risk Management, Clinical Governance and Strategic Management. ## Risk Management The trustees review the major risks that the charity faces on a regular basis and are satisfied that systems are in place to mitigate exposure to the major risks. Internal risks are minimised by the implementation of policies and procedures for authorisation of all transactions and projects, and to ensure consistent quality of delivery for all operational aspects of the charitable company. These procedures are periodically reviewed to ensure that they still meet the needs of the charity. A working group consisting of staff and trustees has been set up to monitor risk and to review and prepare business recovery processes. There is a Business Continuity Plan for crisis management. 18 The key risks are: - 1) Risk of death of a service user or client on waiting list due to restrictions in levels of service. - 2) Risk of loss of key staff, to include staff burn out, sickness and loss due to restrictions in remuneration packages. - 3) Risk of loss of key income streams and associated services reducing our needsled and trauma-focused holistic service model. - 4) Risk of fraud/theft of charity funds. - 5) Risk of a health pandemic causing disruption to the service. ## **Auditors** Each of the Trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditors are aware of such information. A resolution proposing that Carpenter Box be reappointed as auditors of the company will be put to the members. The trustees have paid due regard to the public benefit guidance issued by the Charity Commission in deciding what activities the charity should undertake. The trustees have complied with their duty under section 17(5) of the 2011 Charities Act to have due regard to guidance published by the charitable commission. The trustees have prepared this report in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. The trustees present their report for the year in compliance with the Statement of Recommended Practice Accounting and Reporting by Charities. At the time of approving the accounts, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the accounts. Going concern is considered further at note 1(a). Approved by the trustees on 10th December 2022. Signed on their behalf by **Kim Turnbull James Angie Uglow** Chair Treasurer 19 ## **Independent Auditor’s Report to the Members of R.I.S.E. (Refuge, Information, Support and Education) for the year ended 31 March 2022** ## **Opinion** We have audited the financial statements of R.I.S.E. (the ‘charitable company’) for the year ended 31 March 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: - give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of its incoming resources and application of resources, for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **Conclusions relating to going concern** In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt 20 on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. ## **Other information** The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our 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 that fact. We have nothing to report in this regard. ## **Opinions on other matters prescribed by the Companies Act 2006** In our opinion, based on the work undertaken in the course of our audit: - the information given in the trustees' report, which includes the directors' report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and - the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements. ## **Matters on which we are required to report by exception** In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 21 - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees' remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit; or - the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies' exemptions in preparing the trustees' report and from the requirement to prepare a strategic report. ## **Responsibilities of trustees** As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charitable company for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. ## **Auditor's responsibilities for the audit of the financial statements** Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following: 22 - Obtaining an understanding of the legal and regulatory framework in which the charitable company operates, focusing on those laws and regulations that had a direct effect on the financial statements and operations; - Obtaining an understanding of the charitable company’s policies and procedures on fraud risks, including knowledge of any actual, suspected or alleged fraud; - Discussing among the engagement team how and where fraud might occur in the financial statements, and any potential indicators of fraud through our knowledge and understanding of the charitable company and our sector-specific experience. As a result of these procedures, we considered the opportunities and incentives that may exist within the charitable company for fraud. We are also required to perform specific procedures to respond to the risk of management override. As a result of performing the above, we identified the following areas as those most likely to have an impact on the financial statements: health & safety, employment law, compliance with the UK Companies Act and the Charities Statement of Recommended Practice (FRS 102). In addition to the above, our procedures to respond to risks identified included the following: - Making enquiries of management about any known or suspected instances of noncompliance with laws and regulations and fraud; - Reviewing minutes of meetings of the Board and senior management; - Assessment of matters recorded on the charitable company’s incident reporting register; - Reading correspondence with regulators; - Challenging assumptions and judgements made by management in their significant accounting estimates; and - Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness. Due to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK). For instance, the further removed non-compliance is from the vents and transactions reflected in the financial statements, the less likely the auditor is to become aware of it or to recognise the non-compliance. A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report. 23 ## **Use of our report** This report is made solely to the charitable company'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 charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed. ## **Robin Evans BA FCA CTA (Senior Statutory Auditor)** ## **for and on behalf of Carpenter Box** ## **Chartered Accountants** ## **Statutory Auditor** Amelia House Crescent Road Worthing West Sussex BN11 1RL ## **Carpenter Box is a trading name of Carpenter Box Limited** 24 ## **Statements of Financial Activities Including Income and Expenditure Accounts 31[st] March 2022** |**Notes**
**INCOME AND**
**ENDOWMENTS**
**Donations and Legacies**
**4**
**Other Trading Activities**
**4**
**Income from Investments**
**Incoming from charitable**
**activities**
**Residential, Casework and**
**Group Work**
**Therapeutic**
**Other Incoming**
**Resources**
**Total Income and**
**Endowments**
**RESOURCES EXPENDED**
**Expenditure on Raising**
**Funds**
**5**
**Expenditure on Charitable**
**Activities**
**6**
**Residential, Casework**
**and Group Work**
**Therapeutic**
**Sub-Total**
**Other Expenditure**
**18**
**Total Expenditure**
**Net income/ (expenditure)**
**for the year**
**3**
**RECONCILIATION OF FUNDS**
**Total funds brought forward**
**Transfer between funds**
**Total funds carried forward**|**General**
**Designated Restricted**
**Total**
**General**
**Designated Restricted**
**Total**
**Fund**
**Funds**
**Funds**
**Fund**
**Funds**
**Funds**|**General**
**Designated Restricted**
**Total**
**General**
**Designated Restricted**
**Total**
**Fund**
**Funds**
**Funds**
**Fund**
**Funds**
**Funds**| |---|---|---| ||**202**2|**2021**| ||**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
316,160
316,160
437,330
437,330
38,878
38,878
82,633
82,633
595
595
593
593
7,608
598,659
606,267
277,823
2,169,823
2,447,646
5,145
171,152
176,297
164,396
164,396
8,314
8,314
6,826
6,826|| ||376,700
769,811
1,146,511
805,205
2,334,219
3,139,424
113,006
113,006
115,910
115,910
208,891
490,524
699,415
256,587
16,529
2,270,912
2,544,028
71,505
154,573
226,078
3,334
140,309
143,643
280,396
645,097
925,493
259,921
16,529
2,411,221
2,687,671
46,434
3,471
49,905|| ||393,402
645,097
1,038,499
422,265
20,000
2,411,221
2,853,486|| ||(16,702)
124,714
108,012
382,940
(20,000)
(77,002)
285,938|| ||587,035
10,000
132,295
729,330
181,095
53,000
209,297
443,392
23,000
(23,000)|| ||570,333
10,000
257,009
837,342
587,035
10,000
132,295
729,330|| **The statement of financial activities has been prepared on the basis that all activities are continuing** 25 ## **Balance Sheet at 31[st] March 2022** |**Notes**
**TANGIBLE FIXED ASSETS**
10
**CURRENT ASSETS**
Debtors
11
Cash at bank and in hand
16
**TOTAL CURRENT ASSETS**
Creditors: Amounts falling due
within one year
12
**NET CURRENT ASSETS**
**PROVISIONS**
17
**NET ASSETS**
**ACCUMULATED FUNDS**
Unrestricted funds
General fund
15
Designated funds
15
Restricted funds
15|**2022**
**2021**
**£**
**£**
14,194
18,926
26,705
195,359
873,040
807,710| |---|---| ||899,745
1,003,069| ||76,597
254,760
823,148
748,309
-
37,905| ||837,342
729,330| ||570,333
587,035
10,000
10,000
257,009
132,295| ||837,342
729,330| **_______________________________________________________________________** Approved by the trustees on 10[th] December 2022 ## **Kim Turnbull James Angie Uglow** Chair Treasurer 26 ## **Cash Flow Statement Accounts Ending 31[st] March 2022** |**Notes**
**CASH FLOWS FROM OPERATING ACTIVITIES**
**Net cash used in operating activity**
16

**CASH FLOWS FROM INVESTING ACTIVITIES:**
Interest received
Purchase of Tangible Fixed Assets
**Net cash provided by investment activities**
Change in cash and cash equivalents in the
reporting period
Cash and cash equivalents at the beginning of
the reporting period
**Cash and cash equivalents at the end of**
**the reporting period**|**2022**
**2021**
**£**
**£**| |---|---| ||**64,735**
**344,595**
595
593
-
(23,658)| ||**595 (23,065)**
65,330
321,530
807,710
486,180| ||**873,040**
**807,710**| 27 ## **Notes to the financial statements** For the year ending 31[st] March 2022 ## **1. Accounting Policies** a) Basis of Preparation RISE is a private company limited by guarantee incorporated in England and Wales. The registered office is Community Base, 113 Queens Road, Brighton, BN1 3XG. The charity has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The accounts have been prepared in accordance with “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 (FRS 102)” issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006. The charity is a Public Benefit Entity as defined by FRS 12. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £1. The accounts have been prepared under historical cost convention. The principal accounting policies adopted are set out below. Going Concern The financial statements have been prepared on a going concern basis. The trustees have considered relevant information, including the annual budget, forecast future cash flows and the impact of subsequent events in making their assessment. In January 2021 RISE learned that the tender for the new VAWG commissioned contract was not successful which resulted in a significant drop in income from 1st April 2021. We restructured our staff team, keeping a smaller central and management team, and moved to smaller offices practising flexible working to save money. During 2021-22 we benefited from short term funding opportunities relating to the Covid-19 pandemic, and a good response from the community which boosted our fundraising and left us with significantly increased unrestricted reserves at the end of the year. We were able to set a 3-year budget using reserves to support our services and are now in the second year of that planned budget. While Covid-19 specific funding has been less significant this year, we have retained enough reserves to fund the plan while seeking new funding. We are focusing on retaining our core Helpline and Specialist Case Worker functions i.e., Housing, Children and Families Support, LGBT+ support. We also have our Therapy and Wellbeing teams which are currently expanding provision, with new group provision, which is funded by both local commissioners (health and police and crime commissioner), and 28 trusts and funds. Our Communities Project which supports disadvantaged communities and survivors to build on their strengths and grow beyond their experiences continues to develop and has recently been boosted by continuation funding from The National Lottery Based on these assessments and having regard to the resources available to the entity, the trustees have concluded that there is no material uncertainty in relation to the appropriateness of continuing to adopt the going concern basis in preparing the annual report and accounts. b) Tangible fixed assets and depreciation Tangible fixed assets are stated at cost less depreciation. Depreciation is calculated to write off the cost of each asset over its expected useful life at the following rate: Fixtures and fittings 20% straight line basis per annum Purchase of tangible fixed assets to a value of less than £500 are not capitalized. ## c) Donations Donations are accounted for on a received basis and are grossed up for any income tax recoverable. Donated items are accounted for when received and are accounted for at a reasonable estimate of their value. ## d) Grants receivable Grants received are treated in accordance with the Statement of Recommended Practice "Accounting Reporting by Charities". Grant income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that the income will be received. In the event that a grant is subject to the fulfilment of performance conditions before the charity is entitled to the funds, the income is deferred and not recognised until it is probable that these conditions will be fulfilled in the reporting period. ## e) Legacies Pecuniary legacies are recognised as receivable once probate has been granted and notification has been received. Residuary legacies are recognised as receivable once probate has been granted, provided that sufficient information has been received to enable valuation of the Charity’s entitlement. Amounts receivable are included at 90% of their valuation to reflect uncertainty inherent in the administration of estates. Residuary legacies are subject to further reduction to reflect the impact on the valuation of unrealised estate assets of subsequent adverse movements in property and investment markets. Reversionary interests involving a life tenant are not recognised due to the intrinsic uncertainties in valuing them. 29 ## f) Trustees All the trustees donate their time spent running the charity on a voluntary basis and do not receive any remuneration. Indemnity Insurance is provided for the trustees. ## g) Allocation of expenditure Resources are analysed as follows: Costs of generating funds includes fundraising and publicity costs as well as a proportion of salaries and staff costs based on allocation of staff time spent raising and funding applications. Charitable activities expenditure includes the direct running costs of the charity’s projects together with the support costs incurred that enable these activities to be undertaken. Governance costs relate to statutory costs in connection with the general running of the charity, such as audit fees, AGM and trustee expenses and legal and professional fees. They also include an allocation of staff salaries. All resources expended are inclusive of irrecoverable VAT. ## h) Taxation The charitable company is registered as a charity and is exempt from taxation (except for Value Added Tax) on its income and capital gains applied for charitable purposes. ## i) Employee Benefits The charity operates a defined contribution group personal pension scheme, which is available to all employees. The amount charged against expenditure represents the contributions payable to the scheme in respect of the year. The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received. Termination benefits are recognised immediately as an expense when the company is demonstrably committed to terminate the employment of an employee or to provide termination benefits. ## j) Leasing Rental charges are charged on a straight-line basis over the term of the lease. 30 ## k) Fund Accounting Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Restricted funds are funds which are to be used in accordance with a specific purpose, as explained in note 15. ## l) Designated Funds Designated funds are set up in order to put aside funds for future large expenditure. As laid out in the reserves policy, a designated fund for building maintenance is defined. Any transfers from general to designated reserves is agreed by the Board of Trustees and minuted. The reserves policy is to be reviewed every two years. ## m) Financial Instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. ## n) Provisions Provisions are recognised when the charitable company has a legal or constructive present obligation as a result of a past event, it is probable that the company will be required to settle that obligation, and a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting date, taking into account the risks and uncertainties surrounding the obligation. ## **2. Critical accounting estimates and judgements** In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. 31 ## **3. Net Incoming Resources** Net incoming resources for the year are stated after charging: ||**2022**
|**2021**| |---|---|---| ||**£**
|**£**| |Auditors’ remuneration - audit services|10,764|7,853| |Trustees’ expenses|24
|_-_| |Operating lease payments|10,888|48,000| ## **4. Voluntary Income** |**CORE GRANTS, DONATIONS AND**
**LEGACIES**
B&HCC core grant
Major donors
Unrestricted donations
Legacies
Gift Aid
**OTHER TRADING ACTIVITIES**
Training and student fees Income
Membership
**Fundraising Events**
Race income
Collections and events
**TOTAL VOLUNTARY INCOME**|**2022**
**2021**
**£**
**£**
45,000
80,000
158,048 252,655
99,165
85,839
-
50
13,947
18,786| |---|---| ||316,160
437,330
6,870
12,463
70
150
28,121
27,940
3,817
42,080| ||38,878
82,633| ||355,038
519,963| 32 ## **5. Expenditure on Raising Funds** |Salaries and staff
costs
Fundraising
Support costs
and overheads
**TOTAL**|**Unrestricted**
**Designated**
**Restricted**
**Total 2022**
**Total 2021**
**Funds**
**Fund**
**Funds**
**£**
**£**
**£**
**£**
**£**
72,304
-
-
72,304
69,111
22,503
-
-
22,503
24,699
18,199
-
-
18,199
22,100| |---|---| ||113,006
-
-
113,006
115,910| ## **6. Expenditure on Charitable Activity** ||**Staff Costs**|**Direct**
**Service**|**Support and**
**Governance**|**Total 2022**|**Total 2021**| |---|---|---|---|---|---| |||**Costs**|**Costs**||| |Residential|**£**|**£**|**£**|**£**|**£**| |Casework/ group|||||| |work|332,169|80,929|
286,317|699,415|2,544,028| |Therapeutic|100,663|27,331|
98,084|226,078|143,643| |**TOTAL**|432,832|108,260|384,401|925,493|2,687,671| ## **7. Analysis of Support and Governance Costs** |Salaries and staff costs
Audit and accountancy fees
Management Committee and
AGM
Support overheads
**TOTAL**|**Support**
**Governance**
**Total 2022**
**Total 2021**
**£**
**£**
**£**
**£**
246,786
11,025
257,811
292,256
-
10,764
10,764
7,853
-
13
13
1,409
115,813
-
115,813
101,043| |---|---| ||362,599
21,802
384,401
402,561| 33 ## **8. Employees and Trustees** During the year £24 was reimbursed to a trustee for refreshments at a board meeting (2021: £0). There was no remuneration paid to any of the trustees or any persons connected to them. |Salary costs:
Wages and salaries
Social security costs
Pensions - Employer contribution
SMP|**2022**
**2021**
**£**
**£**
691,434
1,477,073
55,777
124,636
15,736
34,918
-
454| |---|---| ||762,947
1,637,081| No employee earned at a rate of greater than £60,000 per annum. Key management personnel remuneration: ||**2022**
|**2021**| |---|---|---| ||**£**
|**£**| |Senior Managers|155,703|196,693| The average number of employees, analysed by function, was: |Raising funds
Charitable activities
Management and administration of the
charity|**2022**
**2021**
4
4
25
57
6
6| |---|---| ||35
67| 34 ## **9. Related Party Transactions** There were no related party transactions in the period. The aggregate donations received from trustees during the period was £190 (2021: £190). ## **10. Tangible Fixed Assets** ## **Fixtures, fittings and equipment** |**COST**
At 1 April 2021
Additions
Disposals
At 31 March 2022
**DEPRECIATION**
At 1 April 2021
Disposals
Charge for year
At 31 March 2022
**NET BOOK VALUE**
At 31 March 2021
At 31 March 2022|**£**
38,812
-
-| |---|---| ||38,812| ||19,886
-
4,732| ||24,618| ||18,926
14,194| ## **11. Debtors** |**tors**|| |---|---| |Trade debtors
Prepayments
Accrued income
Other debtors|**2022**
**2021**
**£**
**£**
4,125
18,835
12,848
3,470
9,732
10,232
-
162,822| ||26,705
195,359| 35 ## **12. Creditors: Amounts falling due within one year** ||**2022**|**2021**| |---|---|---| ||**£**
|**£**| |Trade creditors|15,083|177,870| |Deferred income|23,333|-| |Accruals|29,156|25,779| |Accrued annual leave|6,026|6,811| |Taxation/pensions|2,999|44,300| ||76,597|254,760| ## **13. Pensions** The charitable company operates a defined contribution pension scheme. Contributions made by the company amounted to £15,736 (2021: £34,918) and the amount of contributions underpaid at the year end and included in creditors was £2,999 (2021: £13,467). ## **14. Operating Lease Commitments** The following operating lease payments are committed to be paid: |**Land and**|**buildings**|**2022**|**2021**| |---|---|---|---| |||**£**|**£**| |Expiring:|Within one year|12,665|2,000| ||In two to five||| ||years|5,000|7,000| |||17,665|9,000| 36 ## **15. Funds** ## **ANALYSIS OF NET ASSETS BETWEEN FUNDS** |Restricted funds
General funds
Designated Funds|**Tangible Fixed**
**Assets**
**Net Current**
**Assets**
**Total 2022**
**Total 2021**
**£**
**£**
**£**
**£**
-
257,009
257,009
132,295
14,194
556,139
570,333
587,035
-
10,000
10,000
10,000| |---|---| ||14,194
823,148
837,342
729,330| ## **RESTRICTED FUNDS** |
BHCC Assertive Outreach
Children In Need
Clinical Commissioning Group
MHCLG Complex Need Refuge
National Foundation for Youth Music
National Lottery Women & Girls
NHS SV Covid Emergency
Postcode Community Trust
Small Covid Emergency Grants
BHCC Housing IDVA
BHCC Third Sector Investment
Programme
BHCC: LGBT Contain Outbreak
Charles Hayward
Dodgson Foundation
Ernest Hecht Charitable Trust
MHCLG Wellbeing & LGBT Refuge
National Lottery Community Fund
OPCC Safe Space
Rosa Fund: Women Thrive
Surviving Economic Abuse
Volant Trust
**Total Restricted Funds**|**Balance at**
**31/03/2021**
**Incoming**
**Resources**
**Resources**
**Expended**
**Transfers**
**between**
**funds**
**Balance at**
**31/03/2022**
**£**
**£**
**£**
**£**
**£**
5,081
-
5,081
-
-
7,122
31,994
28,291
-
10,825
540
171,151
125,628
-
46,063
19,759
24,962
44,721
-
-

14,038 -
14,038
-
-
49,341 -
49,341
-
-
28,945 -
28,945
-
-
469 -
469
-
-
7000 -
7000
-
-
-
15,000
1,658
-
13,342
-
50,000
50,000
-
-
-
11,910
11,910
-
-
-
16,667
9,855
-
6,812
-
1,500
1,500
-
-
-
50,000
25,149
-
24,851
-
49,981
34,822
-
15,159
-
189,147
124,621
-
64,526
-
51,438
50,901
-
537
-
49,081
14,134
-
34,947
-
11,980
11,980
-
-
-
45,000
5,053
39,947
132,295 769,811
645,097
-
257,009| |---|---| 37 ## **Restricted Funds 20-21 for comparison** |Ask Me
National Lottery Women & Girls
National Lottery Community Fund
CCG Therapy
Children In Need
VAWG B&H Portal Contract
MHCLG Dispersed Refuge
OPCC Safe Space
Nationwide
BHCC Assertive Outreach
Postcode Community Trust
Higgedy Pies
National Foundation for Youth
Music
Small Covid Emergency Grants
NHS SV Covid Emergency
MHCLG Covid Emergency
MOJ/PCC Covid Emergency
The Julia and Hans Rausing Trust
**Total Restricted Funds**|**Balance at**
**31/03/2020**
**Incoming**
**Resources**
**Resources**
**Expended**
**Transfers**
**between**
**funds**
**Balance at**
**31/03/2021**
**£**
**£**
**£**
**£**
**£**
1,853
-
1,853
-
-
60,041
99,104
109,804
-
49,341
-
99,243
99,243
-
-
5,398
91,628
96,486
-
540
7,655
40,637
41,170
-
7,122
65,986
1,504,269
1,570,255
-
-
5,000
74,769
60,010
-
19,759
10,638
-
10,638
-
-
26,820
-
26,820
-
-
13,213
35,452
43,584
-
5081
12,693
-
12,224
-
469
-
5,000
5,000
-
-
-
24,106
10,068
-
14,038
-
30,922
23,922
-
7,000
-
72,767
43,822
-
28,945
-
34,164
34,164
-
-
-
152,158
152,158
-
-
-
70,000
70,000
-
-| |---|---| ||209,297
2,334,219
2,411,221
-
132,295| |**DESIGNATED FUNDS**

Buildings maintenance
**Total Designated Funds**
**UNRESTRICTED FUNDS**
**Total Unrestricted Funds**
TOTAL FUND BALANCES|**Balance at**
**31/03/2021**
**Incoming**
**Resources**
**Resources**
**Expended**
**Transfers**
**between**
**Funds**
**Balance at**
**31/03/2022**

£
**£**
**£**
**£**
**£**
10,000
-
-
-
10,000
10,000
-
-
-
10,000
587,035
376,700
393,402
-
570,333
729,330
1,146,511
1,038,499
-
837,342| |---|---| 38 ## **RESTRICTED FUNDS - PROVIDER AND PURPOSE** ## **Provider** ## **Purpose** Brighton & Hove City Council Brighton & Hove City Council BHCC Third Sector Investment Programme BHCC: LGBT Contain Outbreak Charles Hayward Children In Need Brighton & Hove City Council Assertive outreach to the homeless community Brighton & Hove City Council Housing IDVA (Independent Domestic Violence Advisor) BHCC Third Sector Investment Family, Children and Young People’s Service Programme BHCC: LGBT Contain Outbreak Additional LGBT refuge service Charles Hayward Family Court Advocacy Children In Need Children's worker Clinical Commissioning Group Therapy service Dodgson Foundation Older person support Ernest Hecht Charitable Trust Housing Support Ministry of Housing, Communities Continuation of Complex Need dispersed refuge and Local Government Ministry of Housing, Communities Wellbeing and LGBT dispersed refuge and Local Government National Foundation for Youth Music National Lottery – Women and Girls Initiative National Lottery – Community Fund Music therapy for young people Outreach and therapeutic work Community engagement and development NHS via the Office of the Police and Crime Commissioner Office of the Sussex Police and Crime Commissioner Uplift to sexual violence support services during Covid-19 pandemic Safe Space Sussex & Regroup Postcode Community Trust Therapeutic Gardening Project Rosa Fund: Women Thrive Surviving Economic Abuse BME Specialist Support Secondment of worker Volant Trust Helpline and Casework 39 ## **16. Notes to the Cash Flow Statement** ## **Reconciliation of Net Movement in Funds to Net Cash Flow from Operating Activities** ||**2022**|**2021**| |---|---|---| ||**£**|**£**| |Net surplus (deficit)|108,012|285,938| |Depreciation charges|4,732|4,732| |Interest|(595)|(593)| |(Increase)/decrease in debtors|168,654|(106,291)| |Increase/(decrease) in creditors|(178,163)|122,904| |Increase/(decrease) in provisions|(37,905)|37,905| |Net cash provided by (used in) operating||| |activities|64,735|344,595| ## **Analysis of changes in net funds** |Cash at bank and in hand
Overdrafts/loans falling due
within 1 year.|**At 1 April 2021**
**Cash flows**
**At 31 March 2022**
**£**
**£**
**£**
807,710
65,330
873,040
-
-
-|**At 1 April 2021**
**Cash flows**
**At 31 March 2022**
**£**
**£**
**£**
807,710
65,330
873,040
-
-
-| |---|---|---| ||807,710
65,330
873,040|| 40 ## **17. Provisions** |**7.**
**Provisions**|| |---|---| |Provision for redundancy costs
Provision for dilapidation costs
Total Provisions|**2022**
**2021**
**£**
**£**
-
24,487
-
13,418| ||-
37,905| ## **18. Other Expenditure** |Provision for redundancy costs
Provision for dilapidation costs
Onerous lease payments|**2022**
**2022**
**2022**
**2021**
**General**
**Fund**
**Designated**
**Fund**
**Total**
**Total**
**£**
**£**
**£**
**£**

-
-
-
24,487

-
-
-
13,418
-
-
-
12,000
-
-
-
49,905| |---|---| 41 i