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2021-03-31-accounts

Northamptonshire Domestic Abuse Service NDAS Annual Report 2020-2021

A MESSAGE FROM OUR CHAIR

This year has been very difficult for everyone as we faced the challenges caused by the Pandemic. The Board of Trustees is hugely proud that our staff managed, from the very beginning and right through the year, to keep our Refuges open and services operating, ensuring that clients and staff were kept safe and supported. With lockdown, staff immediately made the transition to home working where possible, delivering the service through a variety of innovative and technical solutions, including telephone, text, email and online approaches, and heavily promoted this information via social media to reach as many potential clients as possible. We took full advantage of Government help, including furlough for a small number of staff and grants to support the changes. All of this was led by our CEO Dr Rachel Duncan with the support of her team. I do believe this evidences our dynamic approach and ability to respond positively and constructively to challenge. The immense thanks of the Board go to the whole staff team for their huge efforts and hard work.

Despite the Covid challenge we continued to deliver our strategic plan, including diversification and growth of income, development of outreach and child services, increasing our Refuge capacity and ensuring close partnership work whilst the county moved towards two Unitary Authorities. Dr Duncan has worked with partners, and provided significant practical support to ensure the county was able to draw down interim Government funding for domestic abuse services pending the enactment of the Domestic Abuse Bill in April 2021, which will give statutory responsibility to local authorities for safe accommodation and other services for victims of domestic abuse. She has worked closely with local authorities to help develop the new domestic abuse strategy for the county, which will be delivered by the two new Unitary Authorities.

The Board of Trustees has continued to recruit new members, aiming to improve its own diversity and breadth of skills, knowledge and expertise. We have implemented a rolling programme of Trustee Development Sessions, to ensure the board has a strong understanding and application of its governance responsibilities and risk and safeguarding management. We have developed a Board Skills Audit and Register, to provide additional trustee support for staff and areas of risk and project management.

We continue to look at ways in which we can support staff and improve terms and conditions, despite budget constraints. We want NDAS to be a good place to work, with motivated staff who feel supported, despite the very challenging nature of the work. We want our services to be very accessible to victims and for them to feel safe, supported and enabled to make changes. We will forever strive for these goals.

I thank all the Trustees for their time, support and constructive team approach. On behalf of the Board, I thank all our hard-working staff who so often go above and beyond to help victims of domestic abuse.

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Glynis Bliss, MBE NDAS Chair

A MESSAGE FROM OUR CEO

Within the first few weeks of 2020-21, we were in lockdown; and very quickly we realised the scale of the challenge that was to face us organisationally.

The first few weeks of March 2020 saw a 40% reduction in calls to our advice line but a 40% increase in website traffic. Skip forward several months, and referrals and contacts had doubled compared to pre-pandemic rates - and cases were frequently more complex, having escalated more quickly during restrictions.

In what has been an exceptionally challenging year, I want to express my admiration and extend my thanks to all NDAS staff who have continued in their hard work and commitment despite the personal challenges of the pandemic. We very quickly had to adapt to home working. We introduced safe and virtual solutions to provide support and adapted to new processes and procedures to keep people safe. The speed and significance of the changes made to delivery cannot be underestimated and I thank all involved for their flexibility and creativity.

We have also worked tirelessly with colleagues across the county to make Northamptonshire as safe as possible. Together we shared information and ideas; and we released campaigns to promote silent solutions and third-party reporting – all to try and get help to those who needed it the most, and to raise awareness of domestic abuse.

All of this has been with the backdrop of developing legislative change nationally and government reform locally. We have worked closely with our council colleagues to understand the impact and implications of moving to two Unitary Authorities; and we have contributed locally and nationally to the evolution of the Domestic Abuse Bill (which received Royal Assent and is not enacted.)

Amongst all of this, however, I would also like to applaud and honour the courage of victim survivors who have, despite the restrictions, continued to reach out for support. As an organisation, all of our work is for them – and we are proud to continue to support them and advocate on their behalf, until families are free from abuse.

Dr Rachel Duncan Chief Executive

Our First virtual board meeting

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OUR VISION

NDAS is committed to saving lives, reclaiming lives and improving the lives of individuals and families who are affected by domestic abuse.

We believe that everyone, adults and children, has the right to live in a safe environment that allows them to thrive, realise their potential and develop at their own pace.

We want to prevent, reduce and minimise the harm inflicted by domestic abuse and help families be happy, healthy and resilient; and for future generations to be free from abuse.

OUR MISSION

To achieve our vision, NDAS will:

In order to achieve our mission, NDAS will focus on the following individual aims:

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OUR VALUES

Our work is underpinned by 6 core principles, which are the foundation of all of our planning, delivery and improvements:

----- Start of picture text -----
1. Client Helping victim survivors and their families is at the
heart of everything we do and the sole reason we
Focus
exist. We are committed to listening and responding
to the needs of our clients; we will ensure that
they have a central voice within the organisation, to
be led by those we serve.
2. Empowerm Promoting independence, personal growth and
empowerment is central to our work with all victim
ent
survivors. We recognise that our clients are
survivors, and use that terminology with clients to
empower them to move positively forward. We use
the term “victim” however in certain contexts to
ensure that communities, commissioners and
partners fully understand the abhorrent and
traumatic nature of domestic abuse.
To most effectively support clients, we also aim to
empower staff and be the “best place to work” to
reward the passion of our team and to inspire those
we seek to support.
3. Diversity We want our service to be inclusive, adaptable and
responsive to the needs of all members of our
and
community. We will work hard to make sure that our
Inclusivity services are accessible to everyone who needs our
support and we commit to anti-discriminatory
practices to ensure that all clients and employees
are treated with the dignity and respect they
deserve.
4. Continuous We are committed to learning and development in
order to deliver the best services possible to clients
Improveme
and to encourage all employees to strive towards
nt continuous improvement. We will adopt a learning
environment to nurture this approach where
evaluation and self-reflection are key.
----- End of picture text -----

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----- Start of picture text -----
5. Innovation In our commitment to continuous improvement and
to keeping clients at the heart of everything we do,
we dedicate ourselves to researching and testing
new ways of working. Using innovation, we will
endeavour to improve outcomes for clients and
create more effective ways of addressing and
reducing domestic abuse and its impact on families.
6. Collaborati In recognition of the fact that no one single agency
can respond to domestic abuse, we will work closely
on
with other agencies to develop a community wide
response to domestic abuse. We also believe in
working with the many communities whom we
support and will use opportunities to co-produce
services wherever possible.
----- End of picture text -----

OUR STRATEGIC APPROACH

----- Start of picture text -----
NDAS commits to NDAS pledges to NDAS will develop
delivering best provide quality and deliver a
practice and services and use strengths-based
achieving positive robust performance approach that
outcomes for clients information to monitor addresses trauma and
NDAS commits to NDAS will work NDAS pledges to
delivery empowers clients
focusing on clients’ Evidence- tirelessly towards Quality harness the passion of Trauma-
individual needs and Based financial independence Assured community members Informed
ensuring they are Practice and a sustainable Services and commits to Care
central to service future support them to make
delivery a difference
Part of our social media campaign about COVID-19 and the support
Person- available.
Diversified Investing in
Centred
Income Volunteers
Approach
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OUR YEAR IN NUMBERS
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WE SUPPORTED 2598 1*11 CLIENTS HOW HAVE WE SUPPORTED THEM? 16°. 23°. Refuge Grou wor Outreaeh Resettlement Children's Work WE HAVE ALSO ANSWERED1920 CALLS ON OUR ADVICE LINE SOCIAL MEDIA FOLLOWING 2903 360 807 97 224 GROUPWORK SESSIONS HELD CLIENTS ATTENDED GROUPWORK SESSIONS

REFUGE

NDAS currently runs 7 refuges within Northamptonshire, one of which we opened in November 2020 during the pandemic. We can provide safe accommodation to 35 adults and 48 children through our provision – including female and male clients, women with substance misuse issues and women from diverse communities. Our refuges are mainly shared accommodation with one set of individual flats, but we try to ensure that all of our refuges are as homely and comfortable as possible in order to help clients feel safe and at ease and so they have the right environment to start to move forward with their lives, free from abuse.

We continued to provide virtual support to our clients throughout the pandemic, either via phone or on video chat when possible. We also accepted referrals to refuge throughout lockdown and admitted 105 new clients into refuge.

As a result of the pandemic, children were also required to learn from home, so we have now made Wi-Fi available to all our residents to support this and promote wellbeing.

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SPECIALIST REFUGE- DIVERSE NEEDS

We know that it is extremely difficult to break free from domestic abuse. On average, someone will try to leave at least 5 times before they are successful. Imagine trying to do this when you don’t speak any English, or if you don’t have the right to basic financial support. This is the case for many people who are trying to leave abusive and controlling relationships. We have specially trained staff to support women with these additional needs.

We believe that everyone has the right to lead a peaceful, safe life in a healthy relationship. We are passionate about providing support to these clients with additional needs to ensure that they have access to the same support as clients without specific needs related to their culture or ethnicity. This could mean helping them to find their local community or support with immigration issues.

Our diverse needs refuge was opened in November 2020 to allow us to provide specialist support to these clients. We also have a Diversity Lead who is dedicated to these specialist cases and to help us build relationships with diverse communities.

Gita’s Story

Gita had suffered a significant amount of emotional and financial abuse throughout her marriage. Gita came from Eastern Europe and married Dan in 2010. They had a son named Simon, in 2012. Dan made it difficult for Gita to work, so she had very little independence. Dan said that if Gita did go to work, he would want her to apply for a loan in her name. Because she did not agree to this, Dan accused Gita of affecting his benefits and he threatened to report her so she was deported and told her she would lose all contact with her son.

Gita contacted NDAS and was immediately able to access refuge accommodation for herself and her son. She benefited from much needed breathing space and the support she needed to submit paperwork to the Home Office. Dan responded by taking Gita to court and as she had no evidence of domestic abuse, the judge awarded shared custody of Simon. NDAS was able to provide practical and emotional support for Gita to access legal aid and the solicitor she needed for the family court case, which would assess her situation to finalise living arrangements for her son.

Things moved quickly for Gita, and she finds herself in a much more positive place now. She is now back at work and living independently in her own flat. She’s currently waiting for her immigration status to be secured which NDAS are

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SPECIALIST REFUGE- SUBSTANCE MISUSE

We have run a specialist refuge for women who have substance misuse issues, as well as fleeing domestic abuse, for over 10 years. Sadly, domestic abuse and substance misuse often go hand in hand.

Often, abusers get their victims addicted to drugs and/or alcohol as another way to control them. They will withhold money or substances and only give it to the victim on their terms. Drugs or alcohol may also be used as a coping mechanism for those subjected to abuse.

When women enter the substance misuse refuge, they agree to accept support to overcome their addiction. We have a link worker from The Bridge Programme based in refuge. The Bridge Programme is a local organisation who help clients to deal with their substance misuse by providing practical support in relation to the social aspects which impact negatively on their lives.

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Hannah’s Story

Hannah is a qualified accountant. She is also alcohol dependent. Hannah started to drink heavily to cope with the domestic abuse she was experiencing at home. Her husband Martin would regularly beat her, with Hannah often ending up in hospital. Hannah never disclosed the abuse to anyone. She finally found the courage to leave after 19 years early in 2018 and ended up homeless.

Whilst homeless, Hannah got into another abusive relationship which led to her fleeing again and being accepted into our complex needs refuge.

With the support of NDAS, she had weekly meetings with a drug and alcohol worker who is based in the refuge and engaged with various support groups. She increased her resilience and dealt with the past trauma as well as learning how to spot the signs of abuse.

After 8 months, Hannah moved out of refuge to live with a friend and has been sober for 3 months. She is currently looking for work to start to rebuild her life, free from harm.

PROFESSIONAL ADVICE AND SUPPORT

Our specialist advice workers continue to respond to high numbers of queries. Due to the pandemic, the amount of contact we received from clients was significantly reduced. After lockdown restrictions were lifted, demand for our services increased by 40% compared to pre lockdown figures.

In 2020-21, we provided advice to a total of 1,920 people. This figure includes support provided to professionals as well as clients. We often provide expert guidance to fellow professionals seeking support for their clients. Our advice line is available 24/7 on 0300 0120154.

As a direct result of the pandemic, we have had to rethink the way that clients can reach us for advice. Often clients were in lock down with their abusers at home so had little opportunity to seek support. We promoted the government #askforani campaign whereby people could seek support from pharmacies. We also introduced an online chat function on our website which is available every day from 9am to midnight.

We have also introduced virtual support. We offer online virtual drop-in sessions twice a week, where clients can video call our advice workers, if safe to do so.

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Caroline’s Story

Caroline is 72 years old and has been subjected to domestic abuse from her husband, Martin throughout their 35-year marriage. Martin verbally abused her and was very controlling. She was not allowed to read or knit as this meant she wasn’t paying attention to him. She found it very difficult to contact NDAS due to Martin always being by her side. She emailed

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OUTREACH WORK

We offer bespoke intensive support programmes to victims and children if necessary as well. This is done on a one-to-one basis and is a trauma informed approach.

Our specialist Targeted Support Workers meet with the clients to determine what level of support they need, and in which area. This support is available on a weekly basis for up to 12 weeks.

Support is focused on three or more of the below areas:

During the COVID-19 pandemic NDAS has increased its service provision offered to children.

NDAS continues to support children in refuge but now also supports children via our new outreach programme. This offers up to 12 weeks support enabling children and young people the opportunity to safely share their experiences with specialist staff.

This provision provides a building block for children and young people to a future where healthy relationships are understood, support networks are in place and through sharing of own events the element of self-blame is erased.

We also provide group work programmes to clients. The programme that we delivered in 2020-21 was the Freedom Programme. This programme is 11 weeks long and is designed for female victims of domestic abuse. The Freedom Programme examines the roles played by attitudes and beliefs on the actions of abusive men and the responses of victims and survivors. The aim is to help them to make sense of and understand what has happened to them. The Freedom Programme also describes in detail how children are affected by being exposed to this kind of abuse and very importantly how their lives are improved when the abuse is removed.

Due to COVID-19 we also started to offer virtual group work sessions. This has been very effective and has allowed us to support a far greater number of clients. It is also easier for clients to access as they don’t have to travel to us. We will continue to offer virtual groups as well as in person sessions for those who aren’t able to attend virtually.

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CHILDREN’S WORK

Children and young people have responded positively to all the support and have welcomed staf into their world where they can start their journey of recovery. Sessions are tailored to the needs of each child but always include safety planning, thoughts and feelings, healthy/unhealthy relationships, support networks and understanding the diferent types of abuse. Staf feel privileged to be a part of each and every child’s journey as they realise that they are no longer alone and can start to imagine a more positive future for the frst time.

Positive professional relationships have been built with supporting agencies and work is also undertaken to support parents in understanding and exploring the voice of the child. Children’s Support Workers empower parents to manage behaviours that can be associated with trauma in a safe way. Sessions are ofered to all children in refuge, support is provided with accessing school and nursery places and we also plan and deliver a range of activities to celebrate key events throughout the year.

NDAS aims to give all children and young people the confdence to stay safe and regain the freedom to be children once more.

Sophie’s Story

Sophie is 14 years old and lives with her mum and her 10 year old sister Abigail. Her Mum has recently separated from Sophie's stepfather after a 12 year marriage. Her Mum was subjected to domestic abuse throughout this marriage. As a result of the abuse she has witnessed, Sophie is very clingy with her mum and is nervous about leaving the home and going out by herself in case she sees her stepdad.

Our Children’s worker had regular support sessions with Sophie over 12 weeks. During these sessions, Sophie was supported to explore her feelings and anxieties which enabled her to put into perspective her fears and worries. She was also given strategies and reasoning to combat these feelings.

These sessions enabled Sophie to feel safe enough to open up and share her thoughts and feelings. As a result of this some of the sessions became quite emotional for her, which then allowed the Children’s Worker to talk about those feelings.

By the end of the sessions Sophie’s confidence had developed so much that she was able to increase participation at school and was more relaxed and understanding about her little sister having contact with her Dad.

Halloween and Christmas activities with the children in refuge.

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SUPPORT FOR MEN

In 2017, Northampton Women's Aid became Northamptonshire Domestic Abuse Service (NDAS), rebranding to meet the changing landscape of domestic abuse provisions to offer support and advice to male victims. NDAS opened Northamptonshire's first (and only) male refuge in March 2018 and since this time has been more consistently occupied than any other refuges for women within the county.

Our statistics tell us that, during their lifetime, more than 61,000 men (one sixth of men) in Northamptonshire have experienced domestic abuse. We are working hard to encourage more men to seek support and to recognise that there is no shame in admitting that they are affected by domestic abuse.

We provide practical and emotional support to help our clients move on from the trauma of their abuse to enable them to live their lives free from fear.

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THANK YOU TO OUR SUPPORTERS

We would like to make a special thank you to a family in Northampton who make a monthly donation which allows us to provide crisis vouchers for families who come into refuge with nothing.

We are also extremely grateful for the ongoing support of two local benefactors who have gifted us a very generous donation for the last 2 years. This money covers over half of the

l ’ t f idi t i l f Daniel s Story Daniel is 53 and was married to Janet for 10 years. From the start of this relationship, Janet was abusive. She subjected him to verbal, mental and physical abuse. She would punch him, stab him, Here are just a few of the and throw things at him. people and organisations who have supported us Daniel suffered a stroke 2 years ago and became more vulnerable. Janet responded by escalating the physical abuse towards him, which ended up with Daniel in hospital due to his injuries. Daniel then found the strength to tell the police what had been happening. The police immediately placed him in temporary accommodation. He was admitted to our male refuge shortly after this. Jacqui Gardner We supported Daniel to apply for any benefits he was entitled to, and we provided advice and linksCarrie Mumford to help with future budgeting. We assisted him with a homeless/housing application, and wNatale e have Marcano been able to gather all the documents and evidence and provided supporting letters needed for thisBSH Home Appliances Ltd process. Danielle Stone Steve Adams Our support workers helped Daniel to understand the signs of abuse, the different types of abuse, red flags in relationships and how to identify unhealthy relationship indicators. Rosalind Palmer Claire Denham Daniel has now been offered his own flat. He has had ongoing support during the move-on process. Helping Hands Community NDAS are assisting him with finding affordable appliances and low-cost furniture. Support Group We wanted the move to be as smooth as possible, so lots of emotional support has been provided,Roger Titman and family and we will also continue to support Daniel after leaving refuge via our Resettlement supportLaura Farrell programme Sarah Drage Abington Medical Centre FSE Design Janis Main St Marys C of E Primary Judith Souster Serenity Retreats Cllr Jane Birch STATEMENT OF TRUSTEES Cllr Terrie Eales Cllr Les Marriott RESPONSIBILITIES We would also like to thank the following government Northampton Lions departments and grant-giving organisations for their Autohome Ltd help, specifically related to COVID-19 and increased Rotary Club Corby demand: Unison, Northampton The Trustees (who are also the Directors of Grace Timms Northamptonshire Domestic Abuse The Ministry of Housing, Communities and Local Service for the Hello Red Boxes purposes of company law) are responsible for preparingGovernment for Domestic Abuse Emergency COVIDThe Rotary Club of Rushden the Report of the Trustees and the financial statements in19 funding accordance with applicable law and The Ministry of Justice COVID-19 funding made United Kingdom available for Domestic Abuse and Sexual Violence Accounting Standards (United Kingdom Generally Accepted Support Services via Northamptonshire’s OPFCC  The Department for Digital, Culture, Media and 17 Sport, and Lloyds Foundation, for our DCMS Community Match Challenge grant funding  The Postcode Neighbourhood Trust 

Accounting Practice).

Company law requires 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 of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

AUDITORS

The auditors, DNG Dove Naish LLP, will be proposed for re-appointment at the forthcoming Annual General Meeting.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved by order of the board of trustees on 4[th] October 2021 by:

Glynis Bliss (Chair, Board of Trustees)

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TRUSTEES’ REPORT

The Trustees, who are also Directors of the Northamptonshire Domestic Abuse Service (NDAS) charity for the purpose of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2021. The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

The objectives of the charity are:

The relief of poverty and of mental and physical distress amongst persons affected by domestic abuse, through the provision of temporary accommodation and support for the whole family including their children.

The general aim of the charity is to:

Use the expertise gained over forty years of experience in providing help and support through advice, information, group work, and a safe place to stay for victims and their children whilst they deal with their experiences, and come to an informed decision about their future.

The charity aims to enable and empower its service users to fulfil the choices they make rather than providing a directive role.

The charity’s achievements and plans for the future are detailed in the reports from the Chairperson and Chief Executive in previous annual reports and more information can be found at www.ndas.co

STRUCTURE GOVERNANCE AND MANAGEMENT

Governing Document

Northamptonshire Domestic Abuse Service (NDAS) is a company limited by guarantee governed by its Memorandum and Articles of Association dated 22nd June 1994 and amended to allow for current governance in 1998, 2001, 2012, and 2016. Exemption from the requirement to use the word “Limited” has been obtained. It remains a registered charity. The Trustees have the discretion to admit to membership any person over the age of 18 years who supports the objects of the company.

Recruitment and Appointment of Trustees

Membership of the Board is by application. When considering co-opting members, the Board takes into consideration the requirements for any specialist skills that may be required to enhance its work.

The process for recruitment and appointment is laid down in the NDAS’s policies and procedures.

Director Induction and Training

New Trustees attend a Board meeting as an observer and receive an induction pack to brief them on their legal obligations under charity and company law, the

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content of the Memorandum and Articles of Association, the committee and decision-making processes, the business plan and financial information relating to the performance of the charity.

During an induction day, they meet key employees and other Trustees. Trustees are encouraged to attend appropriate internal and external training events where these will facilitate the undertaking of their role.

Organisational Structure

The Board of Trustees, which can have up to 15 members, administers the charity. The Board meets every 8 weeks. Dr Rachel Duncan is the Chief Executive Officer and is responsible for managing, developing and delivering the strategic direction within the organisation and income generation. The management team comprises of Business Manager, Operations Manager and Finance Manager and manages the day-to-day operations of the charity. To facilitate effective operations, they have delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment and the delivery of services.

Key Management Remuneration

The remuneration and pay of management roles are reviewed annually by the trustees giving regards to similar roles elsewhere in the charity sector, cost of living using national indicator sets, and also considering the relationship with the salaries of other staff members.

Related Parties

Multi-agency work with both statutory and voluntary agencies continues on a daily basis to enhance the services available to our mutual service users throughout the county. In particular, partner agencies include Northamptonshire Police, Sunflower Centre, EVE, S2S, Family Support Link and Voice.

RISK MANAGEMENT

The Trustees have a risk management strategy that comprises:

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the management team who have delegated day to day oversight of the risk register.

The Board of Trustees has conducted its own review of the major risks to which the charity is exposed, and systems have been established to mitigate those risks. External risks to funding have been considered and internal risks minimised by the use of procedures for the authorisation of all transactions and projects to ensure consistent quality for all operational aspects of the charity. These procedures are reviewed annually to ensure they still meet the needs of the charity.

During the last year there have been a number of unforeseeable risks that arose requiring an immediate risk appraisal and response from the Trustees and Management Team. As well as other elements mentioned elsewhere in the report this has included:

FINANCIAL REVIEW

Reserves Policy

The total reserves as at 31 March 2021 were £1,029,216

The total funds as at 31 March 2021 were £1,033,103. The Board of Trustees have designated funds for use in 2020-2021 as per Note 10 to the accounts.

The charity’s unrestricted liquid reserves as at 31 March 2021 were equivalent to 6 months running costs at the 2020-2021 level of expenditure and includes reserve for the purchase of new refuge provision in the forthcoming financial year 2021/22, following the sale of the old Office. As at 31 March 2021 the amount of restricted funds held within the reserve policy is £35,592 in respect of the National Lottery Community Grant, MHCLG and PCC COVID funding, the designated funds to be spent in 2021/22. The amount of reserves after making allowances for the restricted and designated reserve is £786,771.

The Board of Trustees believe that it is good financial practice and incumbent on them for the charity to establish and maintain a level of reserves as insurance against future uncertainties and in order to take advantage of change and opportunities.

The Board of Trustees have reviewed their reserves policy. Maintaining the level of reserves at the equivalent of four months running costs is considered to be prudent to ensure that:

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The Charity as at 31 March 2021, holds over 4 months running costs in reserve, this additional reserve is planned to be used in 2021/22 in the purchase of it’s own refuge provision in Northamptonshire.

Significant Events

Throughout the year NDAS continued to respond to the COVID-19 Pandemic, applying the legal requirements, obtaining COVID grants and adapting services and management to ensure continuity of safe service and supportive measures for staff. Financially this resulted in increased costs as the organisation worked to ensure appropriate cleaning, hygiene and personal protective protocols were in place; and that additional staffing was mobilised to respond to a greater variety of ways to access the service and the increased demand brought about by restrictions. We funded these increased costs with emergency grants (including Domestic Abuse Emergency COVID-19 funding from the Ministry of Housing, Communities and Local Government, Ministry of Justice COVID-19 funding for Domestic Abuse and Sexual Violence Support Services, DCMS Community Match Challenge grant funding from the Department for Digital, Culture, Media and Sport/Lloyds Foundation; the Postcode Neighbourhood Trust and the National Lottery Community Fund). Our COVID measures were continually reviewed and adapted by the Management Team, with regular reports to the Board of Trustees; and throughout the year, we continued to see increased demand for our services (almost 40% more calls to our advice line compared to pre-covid statistics).

Our CEO worked closely with our local district councils and Northamptonshire County Council in the transition year to two Unitary Authorities and in anticipation of the Domestic Abuse Bill becoming enacted in April 2021. This has ensured transfer and continuity of funding for 21/22 and pre- planning for the new Local Authority responsibilities for safe accommodation.

We have continued to apply for MHCLG and other grants (receiving £333,900 from the MHCLG for safe accommodation), as well as a robust fundraising programme, so that our refuge services continued uninterrupted throughout the year; we also planned for a new refuge in Wellingborough that will house clients with particular needs, including those from ethnic minorities.

MHCLG and other central funding has enabled us to restore services that had been cut in previous years due to local funding cuts. We now offer outreach throughout the county and specialised child services, together with a versatile Freedom Programme.

Due to the continuing pandemic restrictions, we have not been able to progress the investment programme arising from the sale of Hazelwood Road, but this is a priority in our delivery plan for 21/22. The Board of Trustees implemented a rolling programme of continuous development sessions for its members to ensure they fully understand their responsibilities for governance and safeguarding and the services they deliver.

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Plans for the Future

In order to future proof our services and ensure that we can continue to deliver services to those who rely on our help and support, we have recognised the need to diversify our income streams and in 20-21 we put in place an income generation strategy that set out the key components and plans for achieving this and ensuring that we can operate as independently as possible with less reliance on any one single source of funding.

Our organisational Strategic Plan sets out the ambition to achieve independence through a diversified income that is not reliant on public sector funding and within this, we commit to work towards financial independence and a sustainable future – and pledge to diversify the organisation’s revenue using asset maximisation and utilisation; commercially viable endeavours; and traditional and new fundraising methodologies.

The past 12 months has seen a great deal of growth within the organisation. After losing a County Council contract at the end of 2018/19 and after enforced redundancies as a result; NDAS delivery had to be reduced. This led to losing children’s workers, ending work with perpetrators and significantly reducing outreach across the county.

Since this time, we have been building services back up and reintroduced some of the vital work that we lost: in particular children’s work and outreach. From a staff team of 19 in 2019/20, we have increased capacity in 2020/21, ending the year with 38 staff members.

Additionally, we successfully reduced our back office and central services costs (primarily by reducing head office expenditure, selling Hazelwood Road and moving offices) from 33% in 19/20 to 26% in 2020/21.

Budget planning for 2020/21 allocated a target of £50,000 for donations but we achieved our fundraising goal by the end of quarter two and have continued to exceed this target this financial year, largely due to an increased social media drive and online presence (clearly influenced by the circumstances surrounding the pandemic and response).

To build on this success we are increasing our fundraising target for 2021/22 and this will be our focus for development. However, ambitions remain to increase our selling profile (delivery of training, development of offer for employers etc) and investment income (specifically investment in property); and work will be prioritised to enable this future emphasis to come to fruition.

In addition, we are hoping to maximise governmental subsidies further by working with local authorities to examine the intensive housing management tasks delivered by our support workers – and thereby enable more national monies to be claimed back and brought into the county.

With the upcoming enactment of the Domestic Abuse Bill and the associated safe accommodation duty, we still intend to try to continue to secure national monies through local commissioning opportunities as this reflects a statutory duty on local authorities and importantly represents local commitment to discharging legal responsibilities.

After reviewing NDAS’s current income, and looking to the future, it is clear that the main elements of a diversified income can be summarised into three separate categories which are detailed further in organisational action plans.

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These include:

Fundraising Standards Information

In terms of our approach to fundraising, NDAS has largely relied on individual fundraising efforts from members of the public, some coordinated social media appeals and grant applications written by staff. During 2020-21 however, we identified that a focused fundraising post would be of benefit to our income generation strategy.

During 2020-21, the Board of Trustees approved a business case to recruit to a Fundraising Coordinator and this will form a significant part of our approach for the future, using the standards set out in the Code of Fundraising Practice, as well as our commitment to following best practice in fundraising.

We are acutely aware of and bound by the standards set out in the Code, as set and applied by the Fundraising Regulator, and ensure all of our work includes treating people fairly and with respect, explaining our cause clearly and honestly, outlining what money raised can pay for; and in particular being sensitive to people who may be in vulnerable circumstances. All of our staff, and those involved in fundraising, are keenly aware of vulnerability given the nature of our work and we are committed to raising awareness of vulnerability, how to identify and how to respond to those who are vulnerable.

There were no compliance issues, and we received no complaints related to fundraising activity in the last financial year. Compliance with the code is carefully monitored through robust supervision and line management but over the next 12 months, we intend to strengthen this commitment to compliance by registering with the Fundraising Regulator (now that we have a Fundraising Coordinator in post) and we will be using the Code to train and support volunteers as our fundraising strategy develops.

Benefit Statement

The charity continues to work to identify, develop and deliver safe services to victims of domestic abuse and their children. We are not restricted by county boundaries and are able to offer support and advice to victims countrywide. We provide 7 refuges across the county, including a specialist substance misuse refuge and one of the very few male refuges in the country. We provide a 24/7 advice line, child centred services and outreach in accessible venues across the county. Through effective partnership working we influence domestic abuse strategy and planning.

Our services and facilities are monitored and reviewed by the Board of Trustees to ensure they remain fit for purpose and are provided appropriately to enable the furtherance of the charity’s objectives and for the public benefit.

The Trustees have had regard to the Charity Commission's guidance on public benefit.

Principal Funding Sources

24

The principal funding sources and how expenses have supported the key objectives of the charity for the year are detailed within this report and the financial statements.

Approved on 4[th] October 2021 by:

Glynis Bliss (Chair, Board of Trustees)

25

REPORT OF THE INDEPENDENT AUDITORS TO THE TRUSTEES OF NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE

Opinion

We have audited the financial statements of Northamptonshire Domestic Abuse Service (the 'charitable company') for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows 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 (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

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 Auditors' 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 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.

26

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 Report of the Independent Auditors 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

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 purposes 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.

Our responsibilities for the audit of the financial statements

We have been appointed as auditors under Section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial

27

statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors 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:

We considered the opportunities and incentives that may exist within the charity for fraud and identified the greatest potential for fraud in the following areas: timing of recognition of income, posting of unusual journals along with complex transactions and manipulating the Charity's key performance indicators to meet targets. We discussed these risks with client management, designed audit procedures to test the timing of income, tested a sample of journals to confirm they were appropriate and reviewed areas of judgement for indicators of management bias to address these risks.

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/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's trustees those matters we are required to state to them in an 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 trustees as a body, for our audit work, for this report, or for the opinions we have formed.

for and on behalf of DNG Dove Naish LLP, Statutory Auditor Eligible to act as an auditor in terms of Section 1212 of the Companies Act 2006

Eagle House 28 Billing Road Northampton Northamptonshire NN1 5AJ

Date: 11 October 2021

28

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31[ST] MARCH 2021

INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT

----- Start of picture text -----
NOT UNRESTRICT RESTRICTE TOTAL TOTAL
E ED D 2021 £ 2020 £
FUNDS £ FUNDS £
Incoming Resources
Donations and legacies 1 122,805 128 105,
5,233 ,038 829
Investment Income 2 1,680 - 1,680 3,976
Other Incoming Resources 3 168,489 - 168,489 14,076
Incoming resources from charitable
activities:
-
NCC Contract Drug & 130,000 130,000 120,000
Alcohol
Rent received 331,064 331,064 301,906
The National Lottery - - - 16,
Com.Fund 286 315,350 578
-
MHCLG Funding ,973 44,794
Covid 19 Grants 60,060
Lloyd TSB 28,377 10,000
National Lottery 20,000
Postcode Neighbour 44,794 74,811
PCC Covid 19
60,060
10,000
20,000
74,811
Total incoming 1,041,011 24 1,284,286 562,365
----- End of picture text -----

29

----- Start of picture text -----
resources 3,275
Resources Expended
Charitable activities
Provision of refuges and
supporting services 4 781 993,341 683,081
,995 211,346
Total resources 781,995 211,346 993,341 683,081
expended
Net incoming resources for the 5 259,016 3 290,945 (120,716)
year 10 - 1,929
Transfers 25 - -
Net movement in funds 9,016 -
3 290,94 (120,716)
1,929 5
Reconciliation of Funds
Balances brought forward at 1 April 738,495 3, 742,158 862,874
2020 663
Balances carried forward at 31 March 997,511 3 1,033,103 742,158
2021 5,592
----- End of picture text -----

The company has no recognised gains or losses other than those included in the surplus above.

There were no discontinued operations.

The notes on the following pages form part of these financial statements

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31[ST] MARCH 2020

INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT

NOT
E		 UNRESTRIC
TED
FUNDS £
RESTRIC
TED
FUNDS £
TOTAL
2020 £
Incoming Resources
Donations and legacies 1 105,829
-
105,829
Investment income 2 3,976
-
3,976
Other Incoming Resources 3 14,076
-
14,076
Incoming resources from charitable
activities:
Catch 22 Contract -
-
-
Northamptonshire County
Council Contract		 -
-
-

30

NCC Contract Drug &
Alcohol Refuge		 NCC Contract Drug &
Alcohol Refuge		 120,000
-
120,000
Northamptonshire Local
Authorities		 -
-
-
The National Lottery
community fund		 -
16,
578
16
,578
Rent received 301,906
-
301,906
Total incoming
resources		 54
5,787
16,578
562,365
Resources Expended
Charitable activities
Provision of refuges and
supporting services
4		 670,166
12,915
683,081
Total resources
expended		 670,166
12,915
683,081
Net incoming resources for the
year
5		 (124,379)
3,663
(120,716)
Balances brought forward at 1 April
2019		 862,874
-
862,874
Balances carried forward at 31 March
2020		 738,495
3
,663
742,158

The company has no recognised gains or losses other than those included in the surplus above.

There were no discontinued operations.

The notes on the following pages form part of these financial Statements.

BALANCE SHEET AS AT 31[ST] MARCH 2021

NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE. COMPANY NUMBER 2978532

NOT
E		 UNRESTRIC
TED
FUNDS £
RESTRICTE
D
FUNDS £
TOTAL
2021 £
TOTAL
2020 £
Fixed Assets
Tangible Assets
7		 3,887
-
3,887
226,348
Current Assets
Debtors, Prepayment and
Accrued Income
8		 78,066
-
78,066
74,757
31

----- Start of picture text -----
Cash at bank and in hand 950,718 68, 1,019,466 490,780
748
1,028,784 1,097,532 565,537
68,748
Creditors
Amounts falling due within 9 35,160 33,1 68,316 49,727
one year 56
Net current assets 99 35, 1,029,216 515,810
3,624 592
Total assets less current
liabilities
Creditors
Amounts falling due after
more than one year - - -
-
Net assets 997,511 3 1,033,103 742,158
10 5,592
Funds
Restricted funds
National Lottery Community - 3,6 3 3,
Fund - 63 ,663 663
MHCLG funding - 28,37 28 -
PCC Covid 19 Funding 7 ,377 -
3,5
52 3,552
Designated funds
-
Refuge refurbishment 25,000 25,000 25,000
MHCLG Grant 18 18
-
,550 ,550
-
Sale of Head Office 167,190 167,190 25,000
Other unrestricted funds 786,771 - 786,771 688,495
Total Funds 997,511 3 1,033,103 742,158
5,592
----- End of picture text -----

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31[st] March 2021.

The members have not deposited notice, pursuant to Section 476 of the Companies Act 2006 requiring an audit of these financial statements.

The trustees acknowledge their responsibilities for

(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

32

These financial statements have been audited under the requirements of Section 144 of the Charities Act 2011.

These financial statements have been prepared in accordance with the provisions to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees on 4[th] October 2021 and were signed on its behalf by: Glynis Bliss (Chair, Board of Trustees)

CASH FLOW

STATEMENT

----- Start of picture text -----
For the Year Ended 31 [st] March 2021
2021 2020
£ £
Cash flows from operating activities
Net cash provided by (used in) operating activities 139,704 (98,976)
Cash flows from investing activities
Purchase of tangible fixed assets -
(2,699)
Interest received 1,680 3,
976
Sale of Tangible Fixed Asset
390,000
Net cash provided by (used in) investing activities 388,981 3,976
Cash flows from financing activities
Repayments of borrowings - -
Net cash provided by (used in) financing activities - -
Change in cash and cash equivalents in the reporting 528,685 (95,000)
period
Cash and cash equivalents at the beginning of the 490,781 585,781
33
----- End of picture text -----

----- Start of picture text -----
reporting period
Cash and cash equivalents at the end of the reporting 1,019,466 490,781
period
Reconciliation of net income/(expenditure) to net cash infow from operating
activities
Net income/(expenditure) for the reporting period 290,945 (120,716)
Depreciation charge 2,348 9,800
Profit/Loss on disposal of Fixed Asset (167,190) -
Finance income (1,680) (3,976)
(Increase)/Decrease in debtors (3, 19,342
309)
Increase/(Decrease) in creditors 18,590 (3,
426)
(98,976)
139,704
----- End of picture text -----

ACCOUNTING POLICIES

For the Year Ended 31[st] March 2021

a. Basis of preparing the fnancial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Northamptonshire Domestic Abuse Service is an incorporated charity limited by guarantee, registered in England and Wales. The charity's number and registered office address can be found on the Company Information page.

b. Taxation

The charity is exempt from corporation tax on its charitable activities.

c. Pension costs and other post-retirement benefts

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

34

d. Financial instruments

Cash and cash equivalents in the balance sheet comprise cash at banks and in hand and short term deposits with an original maturity date of three months or less.

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in the statement of comprehensive income under administrative expenses.

Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the entity after deducting all of its financial liabilities.

Where the contractual obligations of financial instruments are equivalent to a similar debt instrument, those financial instruments are classed as financial liabilities. Financial liabilities are presented as such in the balance sheet. Finance costs and gains or losses relating to financial liabilities are included in the profit and loss account. Finance costs are calculated so as to produce a constant rate of return on the outstanding liability.

e. Recognition of Incoming Resources

These are included in the Statement of Financial Activities (SOFA) when:

All monetary donations are included in full in the statement of financial activities when receivable.

g. Investment Income

Investment income is recognised when receivable.

ACCOUNTING POLICIES

For the Year Ended 31[st] March 2021

h. Grants Receivable

Revenue grants are credited as incoming resources when they are receivable provided conditions for receipt have been complied with.

i. Liability Recognition

Liabilities are recognised as soon as there is a legal or constructive obligation committing the Charity to pay out resources

j. Resources Expended

Expenditure is allocated in the statement of financial activities between restricted funds and unrestricted funds, and is further analysed between charitable activities and governance costs.

k. Fund Accounting

35

Restricted funds are to be used for specific purposes laid down by the donor. Expenditures for those purposes is charged to the fund, together with a fair allocation of overheads and support costs.

Unrestricted funds are incoming resources received and generated for expenditure on the general objectives of the charity. Where appropriate, funds are designated by the trustees for specific projects or anticipated major expenditure.

l. Fixed Assets

Fixed assets are stated at cost less accumulated depreciation and accumulated impairment losses. Where parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items of property, plant and equipment.

Depreciation methods, useful lives and residual values are reviewed at each balance sheet date. The selection of these residual values and estimated lives requires the exercise of judgement. The trustees are required to assess whether there is an indication of impairment to the carrying value of assets. In making that assessment, judgements are made in estimating value use. The trustees consider that the individual carrying values of assets are supportable by their value in use.

Depreciation is provided at the following rates to write off all tangible fixed assets with the exception of freehold land, over their expected useful lives.

Motor Vehicles 25% straight line Office Equipment 15% straight line Other Equipment 15% straight line Freehold Property 2% straight line

m. Operating Leases

Rentals paid under operating leases are charged to statement of financial activities on a straight line basis over the period of the lease.

ACCOUNTING POLICIES

For the Year Ended 31[st] March 2021

n. Intangible Income

Intangible income, which comprises donated services, is recognised in the notes to the accounts at a valuation which is an estimate of the financial cost borne by the donor where such a cost is quantifiable and measurable.

o. Redundancy

Redundancy payments are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, and the obligation can be measured reliably. Redundancy is accounted for on an accruals basis.

p. Restricted Funds

36

Restricted funds are to be used on specific services and are accounted for separately.

q. Presentational Currency

The presentation currency of the financial statements is the Pound Sterling (£)

r. Going Concern

The Trustees have considered a period of 12 months from the date of approval of these financial statements and 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 annual statements.

s. Signifcant judgement and estimates

The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements are disclosed within the individual accounting policies above.

t. Government grant policy Government grants are recognized in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

NOTES TO THE ACCOUNTS

For the Year Ended 31[st] March 2021

----- Start of picture text -----
UNRESTRICT RESTRICTED TOTA TOTA
1. Donations and Legacies ED FUNDS £ FUNDS £ L L
2021 £ 2021 £
Donations 77,805 2,500 80,305 55,829
Grants 15,000 15,000 20,000
East Northants Council 15,000
South Northants Council CSP 15,000 15,000 15,000
HMRC Government grant - 2,733 15,000
2,733 15,000
-
122,805 5,233 105,829
128,038
----- End of picture text -----

37

----- Start of picture text -----
2. Investment Income
1,680
3,976
1,680 3,976
3. Other Incoming Resources
Rent receivable -
7,856
Student Fees 1,2
Sale of Head Office 99 6,220
167, -
190
168, 14,076
489
UNRESTRICT RESTRICTED TOTAL TOTAL
4. Resources Expended ED FUNDS £ 2021 £ 2020 £
FUNDS £
Charitable Activities
Salaries and related costs 395,250 189,1 551,981
97 326,781
Employer pension 6,144 2,02 8,170 4,733
6
Rent and rates 69,085 - 69,085 51,479
-
Heat and Light 17,365 17,365 24,675
-
Telephone 12,034 12,034 12,685
-
Insurance, repairs and 38,574 38,574 32,308
maintenance
Cleaning materials and supplies 76 - 591
76
Furniture and equipment 6,045 2,500 8,545 4,745
Television rental and TV licences 1,700 - 1,700 2,146
Motor vehicle and travel expenses - 3,457 4,754
3,457
Equipment servicing 969 - 2,835
969
-
Depreciation 2,348 2,348 9,800
Sundry expenses 4,838 4,838 7,509
-
Stationery, books and postage 16,683 550 17,233 16,292
Training and consultancy 13,043 - 13,043 13,315
Advertising 318 - 318 582
- -
Interpreting expenses
643 643
-
Cleaning 2,948 2,948 2,715
-
HA Management Charges 88,291 67,491
88,291
Children’s work resources 1,536 - 1,536
3
Car parking - - - 3,321
Refuge refurbishment 3,654 - 3 2,92
,654 8
DBS checks and Recruitment 776 - 605
776
Multi Occupancy Licence 1,580
No Recourse to public funds - - - -
-
Covid 19 Expenditure
Sale of Head Office -
7,823 7,823
- 1
7,073 17,073
24,632
- 24,632
211,3 897,112 593,873
----- End of picture text -----

38

685.766 46 39

----- Start of picture text -----
NOTE
UNRESTRIC RESTRICT TOTAL TOTAL
Resources Expended TED FUNDS ED FUNDS 2021 2020
(cont.) £ £
£ £
Governance Costs of the Charity
Auditor’s remuneration – for 4,140 - 4,1 3,648
audit work 40
Professional fees 348 - 348 2,647
4,488 - 4,488 6,295
Support Costs allocated to
activities
-
Staff costs 82,445 82,445 73,549
-
Employer pension 2, 2,705 2,664
705
-
Office expenses 6,224 6,224 6,330
Bank charges 367 - 367 370
91,741 - 91,741 82,913
Total Resources Expended 781,995 211,346 993,341 683,081
2021 £ 2020 £
5. Net Income/(Expenditure)
Net income/(expenditure) is stated after charging/
(crediting):
Auditor’s remuneration for 4,140 3,648
audit work
Depreciation – owned assets 2,348 9,800
Sale of Head Office 167,190
-
173,678 13,448
2021 £ 2020 £
6. Staff Costs and Trustees Remuneration
Wages and salaries 592,283 370,605
Redundancy and termination payments - 7,389
Social security costs 42,149 25,558
Pension costs 10,875 7,396
645,307 410,948
The average monthly headcount was 31 (2020:19) and the average number of
employees was 24 (2020:14)
on a full time basis.
No employee received remuneration amounting to more than £60,000 less than £70,000
in (2020:0).
No trustees received any remuneration in the year.
No Trustee received travel expenses for the year were £0 (2020: 1=£253) incurred on
behalf of the Charity.
----- End of picture text -----

40

----- Start of picture text -----
OFFICE OTHER FREEHOL TOTAL
7. Tangible Fixed Assets EQUIPME EQUIPME D
NT NT PROPERT £
£ £ Y
£
At 1 April 2020 105,091 67,925 269,684 442,700
Additions 1 - 2,6
,956 743 99
Disposals - - (269,6 (269,6
84) 84)
At 31 March 2021 107,047 68,668 175,
- 715
Depreciation
At April 2020 102,405 67,075 46, 216,
874 354
Charge for the year 2,046 302 2,348
-
Disposals - - (46, (46,8
874) 74 )
At 31 March 2021 104,451 67,377 - 171,828
Net Book Value
At 31 March 2021 2 1, - 3
,596 291 ,887
At 31 March 2020 2,687 85 222,811 226,348
0
----- End of picture text -----

Within freehold property (Old Head Office at Hazelwood Road, Northampton), the property representing the full net book value amount, was sold in May 2020 at fair market value of £390,000. It should be noted that the property sale proceeds are to be used to purchase refuge provision.

----- Start of picture text -----
2021 2020
8. Debtors £ £
Debtors 45,051 20,731
Prepayments and accrued income 33,015 54,026
78,066 74,757
2021 2020
£ £
9. Creditors: amounts due less than
one year
Accruals and 68,316 49,727
deferred income
----- End of picture text -----

41

----- Start of picture text -----
||| |---|---| |68,316|49| |,727|

----- End of picture text -----

The deferred income at the Balance sheet date relates to invoiced contracted services during the year that have not been completed during that year due to COVID 19. These have been deferred until 2021/22 when the works and services will be completed.

2021 2020 Deferred income as at 1[st] April 2020 £33,156 - Income deferred in the current year £18,550 £33,156 Deferred income released in the year - - Deferred income as at 31[st] March 2021 £51,706 £33,156

----- Start of picture text -----
10. Funds 2021 2020
£ £
Unrestricted funds
General fund 786,771 688,495
Designated funds:
Refuge Refurbishment 25,000 25,000
MHCLG funding 18,
Sale of Head Office 550 -
167,
190
Property improvements 25,000
-
Total 997 738,495
,511
Restricted funds
The National Lottery Community Fund 3,6 3,
MHCLG Funding 63 663
PCC Covid 18 funding 28,3 -
77 -
3,5
52
35 3
,592 ,663
----- End of picture text -----

----- Start of picture text -----
Movement in Funds
Year ended 31 March
----- End of picture text -----

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |2021| |INCOMIN| |G| |AT 1|RESOUR|EXPENDIT|TRANSFE|AT 31| |Funds|APRIL|CES|URE|RS|MARCH| |Unrestricted:| |688,49|786,| |General|5|855,271|(753,341)|(3,654)|771| |688,49| |5|855,271|(753,341)|(3,654)|786,771| |42|

----- End of picture text -----

Designated
Refuge refurbishment 25,000
-
(3,654)
3,654
25,000
MHCLG Safeway funding 18,
550
-
-
18,
550
Sale Of Head Ofce 167,
190
-
-
167,1
90
Property improvements 25,000
-
(25,
000)
-
-
50,0
00
185,
740
(28,654)
3,
654
210,740
Total Unrestricted Funds 738,49
5
1,041,011
(781,995)
-
997,
511
Restricted:
Covid 19 Grants -
44,
794
(44,79
4)
_
-
MHCLG Funding -
28,
377
-
_
28,
377
Lloyds TSB -
60,
060
(60,06
0)
_
-
National Lottery -
10,
000
(10,00
0)
_
-
Postcode Neighbour -
20,
000
(20,00
0)
_
-
PCC Covid 19 Funding -
74,
811
(71,25
9)
_
3,
552
HM Government Grant -
2,
733
(2,733)
_
-
Northamptonshire Sports
Grant		 -
2,
500
(2,500)
_
-
National Lottery
Community fund- Ace
project		 3,66
3
-
-
-
3,663
3,66
3
243,
275
(211,
346)
-
35,
592
Total Funds 742,15
8
1,284,286
(993,341)
-
1,033,103

The Refuge refurbishment is funding for planned decoration, replacement carpets on a cyclic rota of all refuges.

The Transfer balance relates to expenditure of decoration in a particular refuge. MHCLG is contract funding specific for Domestic abuse service as a whole. The Sale of Head Office proceeds to be used in 2021/22 to purchase a refuge or refuges. Property Improvements was funding to decorate and replace wall as part of sale of Head Office.

Covid 19 and Lloyds TSB grants are specific for Covid 19 costs, in respect of staff time, additional cleaning, supplies and IT costs.

National Lottery grant is specific for support worker costs. Post code Neighbour grant was specific for children workers costs. HM Grant is in relation to furlough of staff due to Covid 19.

Northamptonshire Sports grant is funding for sports equipment used in refuges. National Lottery Community grant is funding to work in partnership with other agencies to work with children affected by Domestic Abuse.

43

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Comparative Information
Year ended 31 March
2020
INCOMIN
G
AT 1 RESOUR EXPENDIT TRANSFE AT 31
Funds APRIL CES URE RS MARCH
Unrestricted:
General 750,079 545,787 (595,504) (11,867) 688,495
750,079 545,787 (595,504) (11,867) 688,495
Designated
Refuge refurbishment 25,000 - (2,928) 2,928 25,000
(62,7
Staff costs 62,795 - 95) - -
(8,9 8,9
Property improvements 25,000 - 39) 39 25,000
11,86
112,795 - (74,662) 7 50,000
Total Unrestricted Funds 862,874 545,787 (670,166) - 738,495
Restricted:
National Lottery 3,
Community fund - 16,578 (12,915) - 663
16,57 3,
- 8 (12,915) - 663
Total Funds 862,874 562,365 (683,081) - 742,158
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44

11. Related Party Transactions

There were no related party transactions during the year (2020: 0)

12. Called up Share Capital

The company is limited by guarantee and does not have any issued share capital. Every member of the

company undertakes to contribute to the assets of the company (should this be wound up during

membership or within one year after ceasing to be a member), for payment of debts and liabilities of the

company contracted before ceasing to be a member. The contribution payable is a limited to a sum not

13. Contingent Liabilities and Capital Commitments

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The company had no contingent liabilities at 31 March 2021 or 31 March 2020.
14. Leasing Agreements
Minimum lease payments under non-cancellable operating leases as they fall due as
follows:
2021 2020
Expiring
£ £
Within 1 year 53,651
2- 5 years 39,609
15,946
32,442
Total 69,597
72,051
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45

LEGAL AND ADMINISTRATIVE DETAILS

Northamptonshire Domestic Abuse Service

Registered Charity No: 1070741 Registered Company No: 2978532 (A Company Limited by Guarantee)

Bankers:

Barclays Bank PO Box 23 Northampton NN1 4YD

Registered Office address:

Keep House 124 High Street Wollaston Wellingborough NN29 7RJ

Telephone Number: 0300 0120154 Email address: info@ndas.co Website: www.ndas.co

Auditors:

DNG Dove Naish LLP Eagle House, 28 Billing Road Northampton, NN1 5QD

Investment Management:

CCLA Investment Management Ltd COIF Charities Deposit Fund Senator House 85 Queen Victoria Street London EC4V 4ET

Solicitors:

Toller's Solicitors 1 Waterside Way Northampton, NN4 7XD

46

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Company Secretary: Dr Rachel Duncan
Chief Executive: Dr Rachel Duncan
Board of Trustees & Directors: Glynis Bliss (Chairperson)
Beverley McConnell formerly Czyz (Vice Chair) name
change in 2021/22.
David Loyd-Hearn
Jennifer Moles
Lisa Buttar- resigned 1 [st] September 2021
Jo Burns - appointed 11 [th] May 2020
Rufia Ashraf – appointed 2 [nd] September 2020
Adele Knott – appointed 20 [th] January 2021
Stuart Stevens – appointed 20 [th] January 2021
Lynda Cox – appointed 1 [st] March 2021
Eric Lennox – appointed 11 [th] June 2021
Richard How - resigned 27 [th] January 2021
Andy Horwood- resigned 17 [th] April 2021
Sheila Sturgeon appointed 11 [th] May 2020, resigned 18 [th]
June 2021
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