NDAS Northamptonshire Domestic Abuse Service Annual Report 2021-2022 ## **A MESSAGE FROM OUR CHAIR** 2021-2022 has been another year with challenges and changes throughout the year. I began chairing the NDAS Board in September 2021, initially as Vice Chair and had a ‘big shoes to fill’ in stepping up to Acting Chair from our then Chair, Glynis Bliss. Both myself and the board are very grateful to Glynis for her continuing role on the board as a trustee and advice and support as incoming Chair. Like other charities facing financial challenges, we have committed funds from our reserves to support our operating costs whilst new income sources were sought. We continued to utilise grant funding and achieved significant income through an ongoing fundraising programme as well as donations. As we move into 2022-2023, we have a balanced budget and recognise that there will be challenges around the continued increase in living costs for both our residents and staff and we must maintain a strong focus on diversifying our income generation to achieve our income targets. A key focus for this year, has been our Covid recovery plans as we continued to face the challenges and service pressures created by the Pandemic. However, we continued to provide high quality and effective services in the face of increasing demand from victims of domestic abuse and growing financial pressures. We have throughout the course of 2021-22 sought to achieve new income streams to support existing Refuge services, outreach and children’s services and develop other programmes enabling victims and families to break free from domestic abuse and thrive. Further evidence of ability to respond constructively and proactively to these challenge and pressures. Our CEO has a clear vision in developing strategic and operational relationships with statutory and voluntary sector partners including the two Unitary authorities. With the enactment of the Domestic Abuse Act 2021, she has worked tirelessly to ensure NDAS has a voice in the county development of domestic abuse strategies, with a more joined up approach to service development and delivery. Under her leadership, with a strong management team and an excellent staff group, the Board is confident that we will continue to meet our objectives, as a key provider and strategic partner in the county, tackling the impact of domestic abuse and providing robust support for victims and families through our refuge, outreach and training programmes. We strive for our services to be very accessible to victims and for them to feel safe, supported and enabled to make changes. The Board of Trustees want NDAS to be an excellent place to work, with motivated staff who feel supported, despite the very challenging nature of the work. We know that excellent services depend on our team of specialist staff, so we have sought their views of NDAS as an employer and they have welcomed the flexible working arrangements and competitive terms and conditions which have been strengthened by additional annual leave as well as our enhanced employee wellbeing offer. We remain hugely proud of our staff and our thanks go to the whole staff team for all their efforts and hard work. 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 continued 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. This has included updating the board Skills Audit and Register, to identify how we could provide additional trustee support for staff in areas of risk and project management as well as some changes to our specialist subgroups. 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. ## Bev Bev McConnnell NDAS Chair 2 ## **A MESSAGE FROM OUR CEO** 2021-22 has been a year of transitions and transformation. 2021-22 has seen many families learning to live with COVID. Whilst the pandemic is not over, the dissolution of previous restrictions has seen a return to the “new normal” – which for us has meant responding to increased demand and finding ways to safely return to face-to-face services whilst maintaining the flexibility and variety of online support. COVID has had a massive impact on the volume and complexity of the cases we are seeing: The impact of abuse hidden behind closed doors is more destructive than ever with more complex cases coming to the fore, increased levels of trauma experienced, and more children and young people witnessing harm that has escalated more quickly in locked down homes – both in terms of risk of abuse and internalisation of trauma experienced. Many of these cases are now visible to professionals after an intense period and the pandemic has highlighted the value of “eyes on” from professionals and colleagues, such as teachers and doctors, in monitoring the safety and wellbeing of individuals and giving a safe environment for disclosure; so we continue to work with colleagues from across the sector, bringing together strategic domestic abuse improvement plans for the county and working on the frontline to respond to domestic abuse. We have seen, and worked to support, the evolution locally of the 2 new Unitary Authorities and a new Children’s Trust. Whilst a challenging year for the new West Northamptonshire Council, North Northamptonshire Council and Northamptonshire Children’s Trust, we have robustly worked together across strategy and delivery to embed new and improved approaches to our shared business objectives - and pledge to continue to ensure that the needs of survivors of domestic abuse are represented as these major changes take shape locally. Nationally we have seen the landmark Domestic Abuse Act come into law and into life. The Act was finally enacted on 30th April 2021, and we were pleased to see the Government’s commitment to prioritising domestic abuse and those affected by it. Within the legislation there are a number of key and vital changes that will transform local and national responses to domestic abuse. One of the most important changes for the future of NDAS however has been the new legal duty on Local Authorities to fund safe accommodation for victim survivors of domestic abuse including support for children. This puts what has long been an ethical commitment to tackling domestic abuse on a new mandatory footing – in terms of commissioning services as well as assessing need and leading a partnership strategic approach to tackling domestic abuse locally. As we prepare for the challenges represented by the unprecedented rise in cost of living (that will impact us organisationally and impact clients and employees alike), I want to extend my thanks to the NDAS staff for all their hard work, commitment, flexibility, good humour and creativity. We really do have the most amazing team, who continue to astound me with their dedication and resilience regardless of the challenges that face them, both professionally and personally. I would also like to take the opportunity to honour the courage of victim survivors, who continue to reach out for support and take those first steps towards a life free from abuse despite the trauma, difficulty and risk that this represents. Their bravery is remarkable and awe-inspiring; and helps us to keep going in all of the work we do. We are proud to continue to support them and advocate on their behalf, until families are free from abuse. Dr Rachel Duncan Chief Executive 3 ## **OUR VISION** “A world without domestic abuse where everyone is free from fear.” ## **OUR MISSION** “Abolishing abuse for all.” SAVING LIVES RECLAIMING LIVES REBUILDING LIVES ## **OUR VALUES** Building on our successes over the past 3 years, we will focus on the following priorities and aspirations to maintain our strategic and improvement journey, and continue to develop our staff and services by ensuring that: 1. NDAS is a great place to work 2. NDAS is a responsive organisation 3. NDAS is a resilient organisation 4. NDAS is a professional organisation 5. NDAS is a well-respected and trusted local organisation 4 OUR YEAR IN NUMBERS WE SUPPORTED 0000 0000 0000 2289 CLIENTS SOME OFTHE WAYS WE HAVE SUPPORTED CLIENTS roup work esettlemen 168 ••••_ Refug utreach Children's WE HAVE ALSO ANSWERED 2416 CALLS ON OUR ADVICE LINE SOCIAL MEDIA FOLLOWING 3129 687 859 32 -ra0 rio GROUPWORK 224 CLIENTS SESSIONS AThENDED GROUP 97 HELD WORK SESSIONS ## **SAFE ACCOMMODATION** Refuge saves lives and has done in thousands upon thousands of cases. It works by providing temporary accommodation, security and specialist support for families fleeing domestic abuse and operates like a safety network available across entire the country. When clients first arrive in refuge, we offer them a package that contains toiletries, bedding and other essential items. We will also provide emotional support and listen whilst they talk through the trauma they have suffered; and within the first two weeks of being admitted into refuge a comprehensive support and safety plan is put together. NDAS currently runs 7 refuges in Northamptonshire providing safe accommodation to 31 adults and 43 children at any one time. Within this portfolio, we have provision for men (3 units) and for women (20 units), and specifically for women with substance misuse issues (5 units) and women from diverse communities (3 units). We are also in the process of opening 2 new flats (which will comprise of 3 units), which we hope will enable us to respond to a wider variety of clients including trans and nonbinary survivors, larger families and clients with specific or complex needs that we would struggle to respond to in existing refuge provision. Watch this space - we hope to update you about our successes and challenges in our next impact report! 6 ## **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. ## Maryam’s Story Maryam got married to her husband Azhar in 2005. This was an arranged marriage and the couple lived in Pakistan with their daughter Zoya (now 14 years old) until 2007 when Azhar moved to the UK to work. Maryam and Zoya joined him in 2020 and they all lived with Azhar’s brother and his extended family. Maryam and Azhar lived apart for most of their marriage and when they were together, Azhar and his family would regularly assault Maryam and subject her to rigid rules and control. She was not allowed any money of her own and when living in the UK was not allowed to leave the house alone. In November 2021 the police were called to the family home. Upon arrival, Maryam had been badly beaten by her husband and his sister-in-law. Maryam and her daughter were removed from the address and taken into refuge. Because Maryam was in the UK with a spousal visa, she was not eligible to receive public finds (including housing benefit which would fund her refuge space) NDAS applied for funding from Southall Black Sisters to allow Maryam and Zoya to stay in refuge. Neither Maryam nor Zoya could speak any English so were supported via a translator as well as one NDAS staff member who spoke the same language. NDAS provided practical support including help to get settles status in the UK, got Zoya into a new school, introduced them to the Imam at their local Mosque and helped them to start English classes. They were both also supported to recover emotionally from the abuse they had been subjected to and started to realise that they were not at fault. Due to the complexity of Maryam’s situation, she and her daughter were in refuge for a year. They have just moved into their own accommodation and are being supported via our outreach support programme to adjust to living independently. 7 ## **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. ## Heather’s Story Heather is 37 and has been taking heroin and crack since she was 14. One of her mums’ boyfriends made her try it and she has been using ever since. Heather suffers from severe mental health issues and now uses substances as a way to cope with her emotions. She has a 10 year old son that lives with his father. She met Daniel in a mental health hospital 2 years ago. He began to verbally and emotionally abuse Heather within the first few weeks. He would force her to take heroin, even when she didn’t want to and was trying to get clean. Heather started to engage with recovery services and disclosed to her worker that she was in an abusive relationship and wanted help to get out of it. Heather was admitted to our Substance Misuse refuge in December 2021. At this point, Heather had not used heroin for 3 weeks and was determined to stop using. Our support worker worked closely with the Substance Misuse Worker (also based in refuge) and other mental health agencies to provide Heather a comprehensive support plan. Heather had a relapse after 2 months of being in refuge due to her grandmother, who she was particularly close to, passing away. She took an overdose and was admitted to hospital. Heather was supported to return to refuge 2 weeks later. Upon Heathers return to refuge, she continued to engage with all the services and support on offer, including attending group work sessions. She secured a space at a new project which provides housing for women to love semi-independently. She has been clean for 5 months now and is working hard to get her life back and to reconnect with her son. 8 **PROFESSIONAL ADVICE AND SUPPORT** Our specialist advice workers are available 24/7 via our advice line and are on hand to provide guidance and support to a range of people - whether you are experiencing domestic abuse yourself, whether you have concerns about someone you know or you are a professional working with a family and need expert help. We can also offer advice through our online chat facility on our website which is available from 9am to midnight every day, through Facebook Messenger and directly by email. We have now returned to face-to-face dropin appointments but are also continuing with our online virtual drop-in sessions twice a week, where clients can video call our advice workers if safe to do so. Even where victim survivors are not ready or able to move on, we always highly recommend speaking to one of our workers, who can tell you what your options are, give you advice on how to stay safe – and importantly, just be there and listen. 9 ## **OUTREACH WORK** ## **Intensive Support** We offer intensive one-to-one support for male and female victims of domestic abuse living in Northamptonshire. After an initial assessment and risk assessment, support and safety plans are completed and weekly traumainformed support for up to twelve weeks is delivered in the community around a person-centred action plan. Our specialist support workers meet with the clients to determine what level of support they need, and in which area, but most support is focused on three or more of the following: - Accommodation - Children - Empowerment & Self-esteem - Health & Well-being - Legal Issues - Money - Safety - Support Networks - Work & Learning ## **Group Work** Over the course of 2021-22, we have concentrated on expanding our group work offer and have diversified not only the support via programmes to victim survivors but also launched several children’s programmes as well. As well as delivering the Freedom Programme for women, we have now expanded our delivery to include the Voice (Victims of Intimate Coercive Experience) Programme, which we are able to deliver to groups of male clients as well as female survivors, and we have worked with Creating Equalz to pilot and deliver a bespoke version of Rockpool’s Domestic Abuse Recovery Toolkit specifically for black and brown women. This year we have also launched a suite of programmes for children, young people and parents including Freedom for Children which is primarily for primary school children who have been exposed to domestic abuse; Escape the Trap, to help young people recognise and protect themselves from teenage relationship abuse, and Who’s in Charge? which is aimed at parents experiencing child to parent violence and helps to address unwanted and unhealthy behaviours. 10 **CHILDREN’S WORK** We now provide outreach support to children and young people in the community as well as to those that stay with us in refuge. Sessions are offered to all children in refuge, with support provided to access school and nursery places, and we also plan and deliver a range of activities to celebrate key events throughout the year. Our community 12-week support programme for children who have experienced domestic abuse uses ageappropriate, trauma-informed approaches to help them to safely share their experiences, understand that they are not to blame and not alone, introduces ways to stay safe and start trusting again, and helps to build self-confidence, independence, support networks and positive relationships. 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 different types of abuse; and our Children’s Support Workers also empower parents to manage behaviours that can be associated with trauma in a safe way. Relaunched this year due to finally securing funding, our outreach is a particular area of demand now that we are continually trying to find more resource to meet. ## Kofi’s Story Kofi is 10 and lives with his mother and half-sister Abena aged 6. Kofi has not had contact with his biological father for 5 years due to historical abuse towards his mother. Kofi’s school referred him to NDAS for support due to concerns that they had about his behaviour. It was felt that due to the historical abuse, as well as more recent abuse that his mother was subjected to by his step father (and half sisters father) has had a large impact on Kofi. Kofi was behaving in an overprotective way towards his mother and sister Abena. He was also highly anxious around contact his sister was having with her father and struggled with low self esteem. He found it difficult to concentrate at school and his attendance was poor. Our Children’s Worker helped Kofi through 12 one to one support sessions held at school over 12 weeks. She supported Kofi to identify healthy and unhealthy behaviours in relationships, reminded what an “adult” worry was and that it was not his responsibility to look after his mum and sister. He was also helped to identify triggers for anger and supported to create coping strategies. Since the support ended, Kofi’s mother has said that their relationship is much improved, and that Kofi seems to be less anxious in general. He will continue receiving support in school and they will support him in his transition to secondary school. https://www.givey.com/northamptontopariscyclingchallenge 11 ## **SUPPORT FOR MEN** 12 ## David’s Story David is 50 years old and has been married to Katrina for 9 years. Katrina was physically and mentally abusive towards David throughout their relationship. She would assault him regularly without warning, throwing things at him and subjecting him to verbal and mental abuse. David was unable to work due to having a stroke in 2019. Since his stroke he became more vulnerable and reliant on Katrina. Katrina was David’s sole carer and kept him isolated and would not allow him access to any money. David has four grown up children from a previous relationship. David came into refuge in June 2021 after the police attended the home address due to neighbours reporting a disturbance. The police removed a visibly injured David and secured a place in refuge for him. Upon arrival David was very quiet and withdrawn and struggled to engage with his support worker. David was supported to apply for benefits and register at a local GP surgery so he could access medication he required. His confidence grew steadily and he developed a good relationship with another man staying in the refuge. Our support worker spent time with David speaking about the abuse he suffered and helping him to realise that he was not at fault. They supported him to manage his own finances and to be more independent. He also attended the VOICE group work programme, which helps victims and survivors have a greater understanding of the dynamics of domestic abuse and coercive control. After 9 months in refuge, David was housed by a neighbouring council to be near one of his children. He was provided with a further 2 months of resettlement support via phone. 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. We are working hard to raise awareness of the help that we can offer to male. This now includes not only refuge, but one to one support, advice and groupwork. 13 THANK YOU TO OUR SUPPORTERS Morrisons Rotary Nuffield • Health Nene Valley vo BELIEVÉ WESTON f&v&l( SHOPPING NORTHAMPTONSHIRE QUAKERS NORTHANTS COMMUNITY AID HAHPTO WtsrfrD5E jobcentrepl rtmènt elsby & co amazonsmile SCOTT BADER Maklngaptb5i¢iwedbYvrfflct Ooodwill MARK SLA7ER TRAINING BILLINGFINANCE LACh LUE tsROSVENOR Ev£ il¥ o dorooPioN Le￿lI doLs 14 (L rrLCLssivi ¥haN4oLL ajso Fo.. Heather wilkins Judy Rowley Caroline waterfield Anita Rideout Andy Keeler Anita Chapman Caroline Waterfield Tracey Mcmahon Judy Rowley Michelle Fleeve Dawn Stokes strwj DP ffj£Sthi s, frwn Chri5 Vernon Catherine Carey Jo Peter Jackie Copping Trish Beale/ Julia Wilson David Baker Sam Hicks Anita Chapman Heather Wilkins Rosemary and Theo Sturge Jane Deamer Zoe Butler Colin Pedwell Angela Twelvetree Reverend Dawn Stokes Hayley Gail Clements Vicky Stuart Sharon Uberoi Elouise Buley Stuart Vincent Michelle Reeve 66. We would like to make a special thank you to a local family who make a large regular 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 oftwo local benefactors who have gifted us a very generous donation for the last 2 years. 99- This money covers over half of the yearly c05t of providing support in our male refuge. 46 15 ## **STATEMENT OF TRUSTEES RESPONSIBILITIES** The Trustees (who are also the Directors of Northamptonshire Domestic Abuse Service for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted 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: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in the Charity SORP; - make judgements and estimates that are reasonable and prudent; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The trustees are responsible for keeping 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: - there is no relevant audit information of which the charitable company’s auditors are unaware; - the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. ## **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 27 July 2022 by: Beverley McConnell (Chair, Board of Trustees) 16 ## **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 2022. 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 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. 17 ## **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 senior management team comprises of Business Manager, Operations Manager and Finance Manager who manage the day-to-day operations of the charity. To facilitate effective operations, they have delegated authority, within a scheme 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** - The Charity has close working relationships with Orbit Heart of England Housing Association, PA Housing, Grand Union Housing, West Northamptonshire Council and Northamptonshire Quakers who own the properties managed by the charity as refuge accommodation. - A grant agreement is in place with West Northamptonshire Council but funded by WNC and NNC (applying DLUHC safe accommodation funding) in fulfilment of the Local Authority duties in the Domestic Abuse Act 2021 (Part 4 Section 57). - A separate contract is held with North Northamptonshire Council but funded by both NNC and WNC (through DLUHC safe accommodation monies) supports the Substance Misuse Refuge. 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 West and North Northamptonshire Councils, the Northamptonshire Office of the Police, Fire and Crime Commissioner, Northamptonshire Police, Northamptonshire Children’s Trust, EVE, Service Six, Northamptonshire Rape Crisis, S2S, Family Support Link, Voice and the Sunflower Centre. ## **RISK MANAGEMENT** The Trustees have a risk management strategy that comprises: - a quarterly review of the risks the charity may face. - the establishment of system and procedures to mitigate those risks identified. - the implementation of procedures designed to minimise any potential impact on the charity should those risks materialise. - a nominated Trustee for each risk domain to provide additional accountability and assurance to the Board, as well as providing support to 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: 18 - Cessation of emergency COVID grants and limited availability of funding to continue work previously covered by these subsidies. - Related to the above, whilst we have seen a slight reduction in clients compared to 2020-21, the trajectory of demand has not reduced to pre-COVID levels therefore making it harder to meet the increased pressure on delivery, without the additional funding that was available at the height of the pandemic. - Cost of living increases not being by rollover grant amounts not increasing in line with inflation. ## **FINANCIAL REVIEW** ## **Reserves Policy** The total reserves as at 31 March 2022 were £942,370. The total funds as at 31 March 2022 were £948,068. The Board of Trustees have designated funds for use in 20212022 as per Note 10 to the accounts. The charity’s unrestricted liquid reserves as at 31 March 2022 were equivalent to 6 months running costs at the 2021-2022 level of expenditure and includes reserve for the purchase of new refuges provision in the forthcoming financial year 2022/23, following the sale of the old Office. During 2021/22 our reserve policy changed to equivalent of 4 months running costs, which will be in line once new flats acquired. As at 31 March 2022 the amount of restricted funds held within the reserve policy is £17,502 in respect of the National Lottery Community Fund, Scott Bader and Goodwill Solutions, the designated funds to be spent in 2022/23. The amount of reserves after making allowances for the restricted and designated reserve is £738,376. 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: - the running costs of the charity are met in the event that the charity is forced through lack of funding to discontinue, and its affairs wound up; - a project can be continued for a short term, when project funding is unexpectedly withdrawn or discontinued, in order to explore the possibility of maintaining the project in the longer term through an alternative funding stream; - long term commitments which extend beyond the term of secured funding can be covered should continuation funding not be available e.g. lease commitments; - one off pieces of work to promote or develop the charity’s work can be undertaken as opportunities present themselves without the requisite funding being available. ## **Significant Events** Throughout the year NDAS has continued to respond to the COVID-19 Pandemic, and whilst demand has decreased slightly from 2020-21, it is still significantly higher than the volume we saw before the pandemic and many of the cases we are now working with are presenting with very complex needs, driven primarily by the rapid escalation of abuse seen in locked down houses and associated challenges faced by households across the county. Financially this resulted in a small increase in costs, which was met by existing funding. As mentioned previously, cessation of emergency COVID grants paired with this continued increased demand has put a great deal of pressure on delivery and we have seen our waiting list grow as a result. Added to this, we changed and opened up our criteria for children’s support (dropping the criteria that we would only support children of parents that were being or had been supported by NDAS) which has led to an ever-growing number of children and young 19 people waiting for a service, showing a significant unmet need in the county. Additional support staff was funded via Ministry of Justice funding. The Domestic Abuse Act finally became law on 30th April 2021 and NDAS is pleased to see the Government’s commitment to prioritising domestic abuse and those affected by it. Within the legislation there are a number of key and vital changes that will transform local and national responses to domestic abuse. A new legal definition of domestic abuse has been introduced as well as a national Domestic Abuse Commissioner, currently fulfilled by Nicole Jacobs who has a number of years of experience in domestic abuse as well as in the voluntary sector. Other legislative changes include protection orders and criminal offences, and prioritisation of housing survivors in social housing, amongst other responses. One of the most important changes for the future of NDAS however has been the new legal duty on Local Authorities to fund safe accommodation for victim survivors of domestic abuse including support for children. This puts what has long been an ethical commitment to tackling domestic abuse on a new mandatory footing – in terms of commissioning services as well as assessing need and leading a partnership strategic approach to tackling domestic abuse locally. The new Act has nevertheless and justifiably been criticised for not going far enough and there are missed opportunities, particularly affecting migrant women and the omission of the word “refuge” across the entire Act, which therefore fails to specifically stipulate the crucial part that specialist domestic abuse providers need to play in local commissioning strategies and keeping victim survivors safe. Despite these shortcomings, this landmark Act is a very welcome addition to legislation responding to and protecting families affected by domestic abuse and we look forward to working with local partners to continue to save lives and help families be free from fear. Locally, we have seen the first step towards this goal with the adoption of a domestic abuse strategy for Northamptonshire (in accordance with the Domestic Abuse Act 2021 Part 4 section 57(1)) and realised our commitment, as a county and a partnership, to driving change together through a series of priorities informed by research undertaken by Red Quadrant (funded by the Domestic Abuse Capacity Building Fund from the MHCLG). Two new strategic partnership boards have been established to drive forward improvements in the county and NDAS is pleased to be taking an active part in this work. ## **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 2020-21 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. As part of this strategy, in 2021-22 we have been lucky enough to secure a fundraising post to assist us with our income generation targets and the Fundraising Coordinator has been busy running and supporting fundraising events, as well as raising our profile (and donations) via social media and developing a new website that we hope will also provide a selling platform for merchandise in the future. Additionally, we were very grateful to be selected by two Mayor’s as their charity of the year and have really enjoyed working with Councillor Ashraf (Northampton) and Councillor Carter (Thrapston) to raise much needed funds and increase awareness of domestic abuse across the county. In 2021-22 we have worked hard to identify suitable flats for purchase and use as dispersed refuge accommodation. Whilst one sale has fallen through, we now have our sights set on a one-bed and two-bed property that would enable us to respond to a wider variety of clients including trans and nonbinary survivors, larger families and clients with specific or complex needs that we would struggle to respond to in existing refuge provision. We continue to wait for completion but look forward to owning and mobilising these properties in 2022/23 to add to our portfolio of options for victim survivors. . 20 This year we have also adopted a new volunteering strategy and whilst plans have been on hold due to restrictions as a result of the pandemic, we hope to be able to fast-track volunteer befrienders into the organisation and realise the wealth of experience and passion that these amazing individuals can bring to the organisation and to our clients in refuge across the county. In 2022-23, we also look forward to refreshing our strategic plan, including our vision and mission. To prepare for this, and to gauge how we are doing organisationally we undertook a staff survey (September 2021), held a staff workshop (October 2021) and hosted a trustee away day (March 2022) This has given us a robust foundation on which to start to set our ambitions for the future and the achievements and progress we want to see in 2022-23 and onwards. Financially, moving forward with increased utility price increases and increased inflation which will affect our services, it is intended to acquire long term contracts for utility supplies to stabilise costs and where possible reduce overheads to mitigate some of these costs. There were some really positive results from the staff survey that we are really proud of: - 100% of staff feel proud to work for NDAS all or most of the time, which is an increase of 23% on previous survey (77%) undertaken in May 2019. - 92% of staff enjoy their job at least most of the time. - 87% agreed that they were valued as an employee (compared to 69% in May 2019). - 86% felt part of team, increased from 77% in May 2019. - 92% of staff felt supported to develop their skills. But some of the key findings highlight areas of work that we hope to build on for the future: - 76% of staff feel listened to all of the time or often, which is an increase of 22% on the previous survey in 2019, and we saw a decrease of 22% on previous survey in those only being listened to sometimes - but there is much we can improve on. - Only 55% felt they had a say in the development of services and the way they are provided and 42% did not know. - Whilst 46% of staff reported not feeling isolated (13% did feel isolated compared to 31% back in May 2019 and we were still working from home as a result of the pandemic), 41% of staff still felt isolated sometimes. - 60% of staff rated staff morale as “good” or “excellent” and 29% felt staff morale was only “fair” or “poor”. - 21% of staff felt their wellbeing was excellent, 57% good and 22% poor. ## **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. Our new Fundraising Coordinator started at the end of March 2021 and this post has been invaluable for the past year. Whilst we have not reached the income target that was set (£53,121 raised), lots of valuable work has been completed and other benefits realised. Activities completed in 2021-22 are as follows: - Documentary and supporting campaign for Mia Boardman - Oct/November 2021 - Northampton to Paris cycling event – Aug 2021 - £850 raised - Social media campaigns: Hula hoop campaign, Cup of love, Mia’s truth - Point of contact to Mayors, support given re events/social media etc - Ongoing support re social media posts, campaigns - Various leaflet designs - Templates set up for newsletters - Background work on “Expect Respect” campaign with local schools. 21 - Oversaw production of video for Mayoral Ball - Creation of NDAS YouTube channel - Supported several bids - Liaised with and set up free will writing service to encourage legacy giving - Redesign of Impact Report - Complete website redesign We intend to continue funding this post for the future as a commitment to our goal to diversify our income streams. We are acutely aware of and bound by the standards set out in the Code of Fundraising Practice, 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 the Fundraising Coordinator has in post a year and has bedded in) and we will be using the Code to train and support volunteers as our fundraising strategy and volunteering strategy develops. ## **Benefit Statement** The charity continues to work to identify, develop and deliver safe services to victims of domestic abuse and their children across Northamptonshire and provides refuge provision 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** 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 26[th] October 2022 by: ## Beverley McConnell (Chair, Board of Trustees) 22 ## **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: - 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, including its income and expenditure, 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 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. ## **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. 23 ## **REPORT OF THE INDEPENDENT AUDITORS** **TO THE TRUSTEES OF NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE** ## **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: - the information given in the Report of the Trustees is inconsistent in any material respect with the financial statements; or - the charitable company has not kept adequate accounting records; or - the financial statements are not in agreement with the accounting records and returns; or - we have not received all the information and explanations we require for our audit. ## **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 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. We obtained an understanding of the legal and regulatory frameworks within which the charity operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011, United Kingdom Generally Accepted Accounting Practice and relevant Taxation legislation. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be the override of controls by management, assessment of the ability to continue as a going concern and the understatement of revenue. Our audit procedures to respond to these risks included enquiries of management about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing meeting minutes, regulatory correspondence and professional fees, review of budgets and post year end financial statements, detailed substantive testing on the completeness of income, and reviewing accounting estimates for biases. We will also review the regulatory correspondence with the Charity Commission. 24 ## **REPORT OF THE INDEPENDENT AUDITORS** ## **TO THE TRUSTEES OF NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE** Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations. These inherent limitations are particularly significant in the case of misstatement resulting from fraud as this may involve sophisticated schemes designed to avoid detection, including deliberate failure to record transactions, collusion or the provision of intentional misrepresentations. 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. 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: 14 November 2022 25 ## **STATEMENT OF FINANCIAL ACTIVITIES** **FOR THE YEAR ENDED 31[ST] MARCH 2022** INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT |**_NOTE_**
**Incoming Resources**
Donations and legacies
**_1_**
Investment Income
**_2_**
Other Incoming Resources
**_3_**
Incoming resources from charitable activities:
NCC Contract Drug & Alcohol
Rent received
The National Lottery Com.Fund
MOJ Funding – General
MOJ Funding – BAME & Child
MHCLG Funding
Covid 19 Grants
Lloyd TSB
National Lottery
Postcode Neighbour
PCC Covid 19
Scott Bader
Goodwill Solutions
**Total incoming resources**
**Resources Expended**
**Charitable activities**
Provision of refuges and supporting
services
**_4_**
**Total resources expended**
**Net incoming resources for the year**
**Transfers**
**Net movement in funds**
**_5_**
**_10_**
**Reconciliation of Funds**
**Balances brought forward at 1 April 2021**
**Balances carried forward at 31 March 2022**|**UNRESTRICTED**
**FUNDS £**
**RESTRICTED**
**FUNDS £**
**TOTAL**
**2022 £**
**TOTAL**
**2021 £**| |---|---| ||106,246 -
106,246 128,038
1,715
-
1,715
1,680
3,215
-
3,215
168,489
130,000
-
130,000
130,000
371,429
-
333,900
-
18,550
-
-
7,157
53,771
-
-
-
-
-
-
4,800
10,000
371,429
7,157
333,900
53,771
18,550
-
-
-
-
-
4,800
10,000
331,064
-
-
-
315,350
44,794
60,060
10,000
20,000
74,811
-| ||**965,055**
**75,728**
**1,040,783**
**1,284,286**| ||1,032,000
93,818
1,125,818
993,341| ||**1,032,000**
**93,818**
**1,125,818**
**993,341**| ||| ||**(66,945)**
**-**
**(66,945)**
**(18,090)**
**-**
**(18,090)**
**(85,035)**
**-**
**(85,035)**
**290,945**
**-**
**290,945**| ||| ||**997,511**
**35,592**
**1,033,103**
**742,158**| ||**930,566 17,502**
**948,068**
**1,033,103**| ||| 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. 26 ## **STATEMENT OF FINANCIAL ACTIVITIES** **FOR THE YEAR ENDED 31[ST] MARCH 2021.** INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT |**_NOTE_**
**Incoming Resources**
Donations and legacies
**_1_**
Investment income
**_2_**
Other Incoming Resources
**_3_**
Incoming resources from charitable activities:
NCC Contract Drug & Alcohol
Rent Received
MHCLG Funding
Covid 19 Grants
Lloyds TSB
National Lottery
Postcode Neighbour
PCC Covid 19
**Total incoming resources**
**Resources Expended**
**Charitable activities**
Provision of refuges and supporting
services
**_4_**
**Total resources expended**
**Net incoming resources for the year**
**_5_**
**Balances brought forward at 1 April 2020**
**Balances carried forward at 31 March 2021**|**UNRESTRICTED**
**FUNDS £**
**RESTRICTED**
**FUNDS £**
**TOTAL**
**2021 £**| |---|---| ||122,805 5,233
128,038
1,680
-
1,680
168,489
-
168,489
130,000
331,064
-
130,000
331,064
286,973
28,377
44,794
60,060
10,000
20,000
315,350
44,794
60,060
10,000
20,000
74,811
74,811| ||**1,041,011**
**243,275 1,284,286**| ||781,995
211,346
993,341| ||**781,995**
**211,346**
**993,341**| ||**259,016**
**31,929**
**290,945**
**738,495**3,663
**742,158**| ||**997,511 35,592**
**1,033,103**| ||| 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. 27 ## **BALANCE SHEET AS AT 31[ST] MARCH 2022** NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE. COMPANY NUMBER 2978532 ||**_NOTE_**
**Fixed Assets**
Tangible Assets
**_7_**
**Current Assets**
Debtors, Prepayment and Accrued
Income
**_8_**
Cash at bank and in hand
**Creditors**
Amounts falling due within one year
**_9_**
**Net current assets**
**Total assets less current liabilities**
**Creditors**
Amounts falling due after more than
one year
**Net assets**
**10**
**Funds**
Restricted funds
National Lottery Community Fund
MHCLG funding
PCC Covid 19 Funding
Scott Bader
Goodwill Solutions
Designated funds
Refuge refurbishment
MHCLG Grant
Sale of Head Office
Other unrestricted funds
**Total Funds**|**UNRESTRICTED**
**FUNDS £**
**RESTRICTED**
**FUNDS £**
**TOTAL**
**2022 £**
**TOTAL**
**2021 £**| |---|---|---| |||5,698
-
5,698
3,887| |||30,548
25,000
55,548
78,066
912,075
21,702
933,777
1,019,466| |||**942,623 46,702**
**989,325**
**1,097,532**
17,755
29,200
46,955
68,316| |||**924,868**
**17,502**
**942,370**
**1,029,216**
930,566
17,502
948,068
-
-
-
-| |||**930,566**
**17,502**
**948,068**
**1,033,103**| |||-
-
-
-
-
3,663
-
-
3,839
10,000
3,663
-
-
3,839
10,000
3,663
28,377
3,522
-
-
25,000
-
25,000
25,000
-
-
-
18,550
167,190
-
167,190 167,190
738,376
-
738,376
786,771| |||**930,566**
**17,502**
**948,068**
**1,033,103**| |||| The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31[st] March 2022. 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 28 ## **BALANCE SHEET AS AT 31[ST] MARCH 2022** NORTHAMPTONSHIRE DOMESTIC ABUSE SERVICE. COMPANY NUMBER 2978532 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. 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 26[th] October 2022 and were signed on its behalf by: Bev McConnell (Chair, Board of Trustees) 29 ## **CASH FLOW STATEMENT** **For the Year Ended 31[st] March 2022** ||2022|2021| |---|---|---| ||£|£| |Cash flows from operating activities||| |Net cash provided by (used in) operating activities|(84,122)|139,704| |Cash flows from investing activities||| |Purchase of tangible fixed assets
|(3,282)|(2,699)| |Interest received|1,715|1,680| |Sale of Tangible Fixed Asset||| ||-|390,000| |Net cash provided by (used in) investing activities|(1,567)|388,981| |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 period|(85,689)|528,685| |Cash and cash equivalents at the beginning of the reporting period|1,019,466|490,781| |Cash and cash equivalents at the end of the reporting period|933,777|1,019,466| |Reconciliation of net income/(expenditure) to net cash inflow from operating activities||| |Net income/(expenditure) for the reporting period|(85,035)|290,945| |Depreciation charge|1,472|2,348| |Profit/Loss on disposal of Fixed Asset
|-|(167,190)| |Finance income|(1,715)|(1,680)| |(Increase)/Decrease in debtors
|22,518|(3,309)| |Increase/(Decrease) in creditors|(21,362)|18,590| ||(84,122)|139,704| 30 ## **NOTES TO THE ACCOUNTS** **ACCOUNTING POLICIES For the Year Ended 31[st] March 2022** ## a. Basis of preparing the financial 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 benefits 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. ## 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: - the Charity becomes entitled to the resources - the Trustees are virtually certain they will receive the resources; and - - the monetary value can be measured with sufficient reliability. ## f. Donations and Gifts All monetary donations are included in full in the statement of financial activities when receivable. ## g. Investment Income Investment income is recognised when receivable 31 ## **NOTES TO THE ACCOUNTS** **ACCOUNTING POLICIES For the Year Ended 31[st] March 2022** ## 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 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. Office Equipment 15% straight line Other Equipment 15% 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. 32 ## **NOTES TO THE ACCOUNTS** **ACCOUNTING POLICIES For the Year Ended 31[st] March 2022** ## 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. Restricted Funds Restricted funds are to be used on specific services and are accounted for separately. ## p. Presentational Currency The presentation currency of the financial statements is the Pound Sterling (£) ## q. 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. ## r. Significant 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. ## s. 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. 33 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** |||**UNRESTRICTED**|**RESTRICTED**|**RESTRICTED**|**TOTAL**|
**TOTAL**| |---|---|---|---|---|---|---| |**1. **|**Donations and Legacies**|**FUNDS £**|**FUNDS**|**£**|**2022 £**|**2021 £**| ||Donations|53,121|||53,121|80,305| ||Northampton Borough Council|20,000|||20,000|15,000| ||East Northants Council|18,125|||18,125|15,000| ||South Northants Council CSP|15,000|||15,000|15,000| ||HMRC Government grant|**-**|||-|2,733| |||**106,246**|||**106,246**|**128,038**| |**2. **|**Investment Income**|||||| ||||||1,715|1,680| ||||||**1,715**|**1,680**| |**3. **|**Other Incoming Resources**|||||| ||Student Fees||||3,215|1,299| ||Sale of Head Office||||-|167,190| ||||||**3,215**|**168,489**| |||**UNRESTRICTED**|**RESTRICTED**||**TOTAL**|**TOTAL**| |**4. **|**Resources Expended**|**FUNDS £**|**FUNDS**|**£**|**2022 £**|**2021 £**| ||**Charitable Activities**|||||| ||Salaries and related costs|594,494|89,305||683,799|551,981| ||Employer pension|10,172||-|10,172|8,170| ||Rent and rates|76,851|-||76,851|69,085| ||Heat and Light|21,622|-||21,622|17,365| ||Telephone|14,308||-|14,308|12,034| ||Insurance, repairs and maintenance|37,970|-||37,970|38,574| ||Hire of rooms|1,835|-||1,835|-| ||Cleaning materials and supplies|333|-||333|76| ||Furniture and equipment|9,378||-|9,378|8,545| ||Television rental and TV licences|1,890|-||1,890|1,700| ||Motor vehicle and travel expenses|11,638||-|11,638|3,457| ||Equipment servicing|1,181|-||1,181|969| ||Depreciation|1,472|-||1,472|2,348| ||Sundry expenses|202||-|202|4,838| ||Stationery, books and postage|22,198||-|22,198|17,233| ||Training and consultancy|15,531||-|15,531|13,043| ||Advertising|380|-||380|318| ||Interpreting expenses|2,439|-||2,439|643| ||Cleaning|3,410|-||3,410|2,948| ||HA Management Charges|79,438|-||79,438|88,291| ||Children’s work resources|1,903|-||1,903|1,536| ||Counselling Therapist|7,271|961||8,232|-| ||Refuge refurbishment|9,507|-||9,507|3,654| ||DBS checks and Recruitment|975|-||975|776| 34 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** ||Multi Occupancy Licence|560|-|560|-|| |---|---|---|---|---|---|---| ||No Recourse to public funds|1,175|-|1,175|
7,823|| ||Covid 19 Expenditure|587|3,552|4,139|17,073|| ||Sale of Head Office|-|-|-|
24,632|| |||**928,720**|**93,818**|**1,022,538**|**897,112**|| |**_NOTE_**||||||| |||**UNRESTRICTED**|**RESTRICTED**|**TOTAL**|**TOTAL**|| ||**Resources Expended (cont.)**|**FUNDS**|**FUNDS**|**2022**|**2021**|| |||**£**|**£**|**£**|**£**|| ||**Governance Costs of the Charity**|||||| ||Auditor’s remuneration – for audit work|4,800|-|4,800|4,140|| ||Auditor’s remuneration–non audit work|750||750|-|| ||Professional fees|2,529|-|2,529|348|| |||**8,079**|-|**8,079**|**4,488**|| ||**Support Costs allocated to activities**|||||| ||Staff costs|84,452|-|84,452|82,445|| ||Employer pension|3,251|
-|3,251|2,705|| ||Office expenses|7,030|-|7,030|6,224|| ||Bank charges|468|-|468|367|| |||**95,201**|-|**95,201**|**91,741**|| |**Total Resources Expended**||**1,032,000**|**93,818**|**1,125,818**|**993,341**|| |||||**2022 £**|**2021 £**|| |**5. **|**Net Income/(Expenditure)**|||||| ||Net income/(expenditure) is stated after|charging/(crediting):||||| ||Auditor’s remuneration for audit work|||5,550|4,140|| ||Depreciation – owned assets|||1,472|2,348|| ||Sale of Head Office|||-|167,190|| |||||**7,022**|**173,678**|| |||||**2022 £**|**2021 £**|| |**6. **|**Staff Costs and Trustees Remuneration**|||||| ||Wages and salaries|||716,119|
592,283|| ||Social security costs|||52,132|42,149|| ||Pension costs|||13,423|10,875|| |||||**781,674**|**645,307**|| 35 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** The average monthly head count was 37 (2021:31) and the average number of employees was 27 (2021:24) on a full time basis. No employee received remuneration amounting to more than £60k (2021:nil). No trustees received any remuneration in the year. ## During the year no Trustee’s received any expenses (2021: nil) The total employee remuneration of key management personnel was £53,471 (2021: £52,307). |**7. Tangible Fixed Assets**

At 1 April 2021
Additions
Disposals
At 31 March 2022
**Depreciation**
At April 2021
Charge for the year
Disposals
At 31 March 2022
Net Book Value
At 31 March 2022
At 31 March 2021|**OFFICE**
**EQUIPMENT**
**£**
**OTHER**
**EQUIPMENT**
**£**
**TOTAL**
**£**| |---|---| ||107,048
68,668
175,715
-
3,282
3,282
-
-
-| ||**107,048**
**71,950**
**178,997**
104,451
67,377
171,828
677
795
1,472
-
-
-| ||**105,128**
**68,172**
**173,300**
1,920
2,596
3,778
1,291
5,698
3,887| |||**2022**|**2021**| |---|---|---|---| |**8. **|**Debtors**|**£**|**£**| ||Debtors|5,280|45,051| ||Prepayments and accrued income|50,268|33,015| |||**55,548**|**78,066**| |||**2022**|**2021**| |||**£**|**£**| |**9. **|**Creditors: amounts due less than one year**||| ||Accruals and deferred income|46,955|68,316| |||**46,955**|**68,316**| 36 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** 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 2022/23 when the works and services will be completed. |Deferred income as at 1stApril 2021
Income deferred in the current year
Deferred income released in the year
Deferred income as at 31stMarch 2022|2022
£51,706
£3,200
£25,706
£29,200|2021
£33,156
£18,550
-
£51,706| |---|---|---| |**10. Funds**|**2022**|**2021**| |---|---|---| ||**£**|**£**| |**Unrestricted funds**||| |General fund|738,376|786,771| |Designated funds:||| |Refuge Refurbishment|25,000|25,000| |MHCLG funding|-|18,550| |Sale of Head Office|167,190|167,190| |Property improvements|-|-| |**Total**|**930,566**|**997,511**| |**Restricted funds**||| |The National Lottery Community Fund|3,663|3,663| |MHCLG Funding|-|28,377| |PCC Covid 19 funding|-|
3,552| |Scott Bader|3,839|-| |Goodwill Solutions|10,000|| ||**17,502**|
**35,592**| 37 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** |**Movement in Funds**
**Year ended 31 March 2022**
**Funds**
**Unrestricted:**
General
**Designated**
Refuge refurbishment
MHCLG Safeway funding
Sale of Head Office

**Total Unrestricted Funds**
**Restricted:**
MHCLG Funding
PCC Covid 19 Funding
MOJ Funding – BAME & Child
Scott Bader
Ace Project
Goodwill Solutions
**Total Funds**||**AT 1**
**APRIL**
786,771|**INCOMING**
**RESOURCES**
965,055|**EXPENDITURE**
(1,003,943)|**TRANSFERS**
(9,507)|**AT 31**
**MARCH**
738,376| |---|---|---|---|---|---|---| |||786,771|965,055|(1,003,943)|(9,507)|738,376| |||25,000
18,550
167,190|-
-
-|(9,507)
(18,550)
-|9,507
_
-
|25,000
-
167,190| |||210,740|-|(28,057)
|9,507|192,190| |||||||| |||997,511|965,055|(1,032,000)|-|930,566| |||28,377
3,552
-
-
3,663
-|-

-
53,771
4,800
7,157
10,000|(28,377)
(3,552)
(53,771)
(961)
(7,157)
-|-
-

-

-

-

-
|-
-
-
3,839
3,663
10,000| |||35,592|75,728|(93,818)|-|17,502| |||||||| ||1,033,103||1,040,783|(1,125,818)|-|948,068| ## Designated 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 Safeway funding is contract funding specific for the Domestic abuse service as a whole. The Sale of Head Office proceeds are to be used in 2022/23 to purchase new refuges. Two properties have had offers accepted and are currently being surveyed. These are with solicitors and these should be completed early in the financial year. ## Restricted MHCLG Funding was specifically used to fund salaries and overall service, as increase in advice, calls and cases following Covid. 38 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** MOJ Funding is specific for provision BAME and Children work. PCC Covid 19 funding are specific for Covid 19, in respect of additional cleaning and supplies carried out in 1[st] quarter of 2021/22. Scott Bader grant is funding for providing a counselling service to our clients, this work to be concluded in next financial year. National Lottery Community (ACE) grant is funding to work in partnership with other agencies to work with children affected by Domestic Abuse, this work is planned to be completed by 2[nd] quarter of 2022/23. Goodwill Solutions is a grant specific to help fund a Children support Worker. |**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103|**Movement in Funds**
**Year ended 31 March 2021**
**Funds**
**AT 1 APRIL**
**INCOMING**
**RESOURCES**
**EXPENDITURE**
**TRANSFERS**
**AT 31**
**MARCH**
**Unrestricted:**
General
688,495
855,271
(753,341)
(3,654)786,771
688,495
855,271
(753,341)
(3,654)
786,771
**Designated**
Refuge refurbishment
25,000
—
(3,654)
3,654
25,000
MHCLG Safeway funding
18,550
-
-
18,550
Sale Of Head Office
167,190
—
—
167,190
Property improvements
25,000
—
(25,000)
—
—
50,000
185,740
(28,654)
3,654
210,740
**Total Unrestricted Funds**
738,495
1,041,011
(781,995)
- 997,511
**Restricted:**
Covid 19 Grants
_
44,794
(44,794)
_
—
MHCLG Funding
_
28,377
_
_
28,377
Lloyds TSB
_
60,060
(60,060)
_
_
National Lottery
_
10,000
(10,000)
_
—
Postcode Neighbour
_
20,000
(20,000)
_
—
PCC Covid 19 Funding
_
74,811
(71,259)
_
3,552
HM Government Grant
_
2,733
(2,733)
_
_
Northamptonshire Sports Grant
_
2,500
(2,500)
_
_
National Lottery Community
fund- Ace project
3,663
—
-
-
3,663
3,663 243,275(211,346)
-35,592
**Total Funds**
742,158
1,284,286
(993,341)
-
1,033,103| |---|---|---|---|---|---|---| |||**AT 1 APRIL**
688,495|**INCOMING**
**RESOURCES**
855,271|**EXPENDITURE**
(753,341)|**TRANSFERS**
(3,654)|**AT 31**
**MARCH**
786,771| |||688,495|855,271|(753,341)|(3,654)|786,771| |||25,000

25,000|—
18,550
167,190
—|(3,654)
-
—
(25,000)|3,654
-

—

—|25,000
18,550
167,190
—| |||50,000|185,740|(28,654)
|3,654|210,740| |||||||| |||738,495|1,041,011|(781,995)|-|997,511| |||_
_
_
_
_
_
_
_
3,663|44,794
28,377
60,060
10,000
20,000
74,811
2,733
2,500
—|(44,794)
_
(60,060)
(10,000)
(20,000)
(71,259)
(2,733)
(2,500)
-|_
_
_
_
_
_
_
_
-|—
28,377
_
—
—
3,552
_
_
3,663| |||3,663|243,275|(211,346)|-|35,592| |||||||| |||742,158|1,284,286|(993,341)|-|1,033,103| 39 ## **NOTES TO THE ACCOUNTS** ## **For the Year Ended 31[st] March 2022** ## Designated 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 Domestic abuse service as a whole. The sale of Head Office proceeds are 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. ## Restricted Covid 19 and Lloyds TSB grants were specific for Covid 19 costs, in respect of staff time, additional cleaning, supplies and IT costs. National Lottery grant was specific for support worker costs. Postcode Neighbour grant was specific for children workers costs. HM Grant was 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. ## **11. Related Party Transactions** There were no related party transactions during the year (2021: 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 exceeding £1. ## **13. Contingent Liabilities and Capital Commitments** The company had no contingent liabilities as at 31 March 2022 or 31 March 2021. ## _**14. Leasing Agreements**_ |Minimum lease payments under non-cancellable operating leases as they fall due as follows:
**2022**
**Expiring £**

Within 1 year
52,593
2- 5 years687
Total53,280


|**2021**
**£**
53,651
15,946
69,597| |---|---| ## _**15. Post Balance sheet Events**_ Two Flats were purchased in July 2022 for the total amount of £230,000 , they will be capitalised within the fixed assets and used as additional refuge housing accommodation. 40 ## **LEGAL AND ADMINISTRATIVE DETAILS** ## **Northamptonshire Domestic Abuse Service** Registered Charity No: 1070741 Registered Company No: 2978532 (A Company Limited by Guarantee) ## **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 5AJ ## **Bankers:** Barclays Bank PO Box 23 Northampton NN1 4YD ## **Investment Management:** CCLA Investment Management Ltd COIF Charities Deposit Fund One Angel Lane London EC4R 3AB United Trust bank Ltd One Ropemaker Street London EC2Y 9AW ## **Solicitors:** Wilson Browne Solicitors 60b Oxford Street Wellingborough Northants NN8 4JJ **Company Secretary:** **Chief Executive:** Dr Rachel Duncan Dr Rachel Duncan **Board of Trustees & Directors:** Beverley McConnell (Chairperson) David Loyd-Hearn (Vice-Chair) Glynis Bliss Jennifer Moles Jo Burns Rufia Ashraf Adele Knott Stuart Stevens Lynda Cox Eric Lennox - appointed 11[th] June 2021 Mark Behan- appointed 4[th] May 2022 Sheila Sturgeon - resigned 18[th] June 2021 Elaine Smith- appointed 16[th] November 2021resigned 2[nd] June 2022 41