solace Company number.. 3376716 Charity number.. 1082450 Annual Report and Financial Statements 31 March 2022 Solace Women's Aid '1 don't know what I would have done without Solace. No one ever judged. Just supported., Solace Service User Solacè Womènls Ald Conlents For the yèar •ndèd 31 March 2022 Contents Solaceata gknce...................................................................................................................... Strategic ReFK)rt... Keyobjg¢tives............................................................................................................................ Charitablg Adivilies and Achievements Volunteers and Fundraising... .18 Plansforthefuture......................................................-....-........................................................21 Financial review........................................................................................................................22 Reference 8nd 8dminislralive infonmal .27 Stslementolresponsibililiesofthe Boar(J ofTrLJStees....................................................................... Independent auditor's report ............................................................................................................................31 Stslement of financial 8ctivilies {incorporating an infX)me 8nd expendtture account) .....................................35 Balance sheet .36 Stslementofcashflows............................................................................................................. 37 Notes lo the finanrjal ststements . .38 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 SOLACE AT A GLANCE For the year ended 31 March 2022, sola￿ Wornen's Aid's Isolacel life-changing services touched the lives of 29,205 survivors of domestic and sexual violence. The pandemic continued lo have an enormws impact on our Services and ourAdvi12 Helpline saw an increase in Calls of 31 Vo from the previous year. Our emergency aco)mmod3tion project in partnership with Southall Black Sisters was extended from last year up to September 2021 and supported a further 34 women fleeing domestic abuse and seeking crisis accommodation. During the year, we continued delivering our charitsble a¢tivities covering refu9e accommodation, commLJnily support advocacy and advice and therapeutic counselling services. We grew our partnership ne￿orkS to include other women sector organisations in England. Scotland. and Northern Ireland through our LabyTinlh project to join up women's cenlred outcomes across women's centres, children's centres. and older women's spaces, providing holistic support to women to untangle the complexities within their lives. Our provision lo women with specialist needs and multiple disadvanlaged backgrounds continued with our Housing First projects in Westminster. Islinglon. and the WISER projecl in eight boroughs in London. As the largest servicg provider for survivors of male violence against women and girls IMVAWGI in London and one ol the largest in the country, we reco9nised that our mission to end MVAWG will not be achieved without also tackling the intersectin9 and overlapping barriers and discrimination that women and gids from marglnalised backgrounds experience. Homglessness is closely inte￿ined with MVAWG. Through our partne￿hIp with the charity Connection al Sl Martin's we launched ihe Women's Development Unit. a collaborative project to work with women, services and stskeholders across London lo improve access lo holistic support services lo help rebuild their lives from abuse and out of homelessness. We published the pan London women's homelessness strategy after gathering evidence and analysis from a wealih of organisalions which included London Counci15, the Greater London Aulhorily. MOPAC. as well as represenlatives Irom Lond￿ Boroughs, Ihe VAWG and homelessness voluntary sectors. We formalised our Equity, Diversity and Indusion plans lor the year which set out the actions we are taking across the core areas to make tangible charoes and on which we will build each year to become a truly anti- r8ClSt organisation. The sections below on Equity. Divgrsity and Indusion addresses this in more detail. Solace continued lo receive ftjnding from statutory funders 8nd the public and m8in18ined ils lotsl income al £16 million for the year ended March 2022. Our slaff team continued to grow in numbers from an average of 266 staff lo 298 staff in Ihe year. Our volunleers contribuled 4.588 of hours,. together they made all the difference to help us provbdg our lrfe-saving services. We incre8sed the 8W8rene5s of our services to the public and reached out to more women and supporters.. with over a quarter of million unique website pa￿ wiews and more than 30.000 lollowers on our soaal media. Equity Diversity. and Inclusion Solace is committed as an organisation to living our values on equity, diversity, and inclusion in all aspects of our work and service provision. sola￿ understands its responsibilities for everyone to feel supported and live our values of intersectionality and inclusion at all levels. Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Our Journey to Become Actively Inclusive We have engaged with our staff teams and reflected as an organisation on the need to become an actively inclusive organisation. The creation of an Equity Diversity. and Indusion IEDII action plan together with employees, volunteers and trustees has been a key milestone for us in the last year. We are committed to ensuring that our benefiuaries who access our seryices experience the same values that we uphold within the charity. Our EDI plan is a living document and we have delemined il shall remain the driver of all that we do to meet the challenges of enhanang equity and faimess across our charity. The 2021122 plan sets out the actions we have laken a(*oss the (￿)￿ areas through which we will make tangible changes, and on which we will build each year-. Our leadership and governance Our people Our services Our partnerships Our communications 8nd campaigns. Public Affairs Our new public affairs function seeks to ensure that key decisions in Westminster and London are influenced by the voices of the survivors we support. 2021122 saw a significant political and public focjjs on Ihe issues relating to violence against women and girfs following the increased prevalenee ol domestic abuse during the pandemic and the recent tragic femicide5 in¢luding Sarah Everard, Bibaa Hgnry, NI￿1& Smallman and Sabina Nessa. The year also saw the passing of the landmark Domestic Abuse Act in May 2021, which defined domestic abuse in law lor the first time, recognised children as victims. enshrined the role of the Domèstic Abuse Commissioner and introduced a duly on local authorilies lo assess the need for and provide safe accommodation for survivors of domestic abuse_ Whilst posilive. we conlinve lo be concerned about Ihts lack of protection for migrant victims under the Aci and the need for all survivors to be able lo access support in the community. We also saw the Government launch a new VAWG Strategy which introduced a Nalional Policing Lead for VAWG and the Government committed lo VAWG being a priority in Tts first ever Women's Health Strategy. As the first ftjll year of a dedicated public affairs function lor Solace, we sought to ensure that the voice ol the survivors we sUPPOrt and our frontline workers were represented in key developments around the VAWG responsg, particularty around housing and th8 (ximinal justicg process. Wè submitted 17 ¢onsLJltation responses or written evidence on tOPiC5 including the= Govemment's VAWG Strategy Govemmenl's Women's Health Strategy Govemment's upcoming Vicb'm's Bill Govemment's review of the Human Rights Acl Govemmenl's consumation on banning SO￿11ed wnversion therapy Guidance related to the implementation of the Domestic Abuse Acl London Police ar￿ Crime Plan Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Mayor's Safe Accommodation Strategy Metropolitan Police's Action Plan Mayorfs refreshed VAWG strategy. As the provider of the largest Crisis accommodation for domestic abuse survivors during the pandemic, we fell it was crucial to lobby for the indusion of their voices and experiences in the Govemment's upcoming Covid- 19 inquiry and submitted evidence to recommend this. We met with 26 key stakeholders across Ihe UK Government. UK Padiamenl. London Deputy Mayors, the London Assembly and Metropolitan Police. We were mentioned 29 times in the UK Parliament, and London Assembly, and received two invitstions to give evi(lence to the London Assembly Police and Crime Committee. We are pleased that Solace has been appointed lo the Ministry of Justice's Women in the Criminal Justice Expert Group and MOPAC'5 Safe Accommod81ion Partnership 808rd. In London, we saw a new Mayoral term start and ahead of this Solace sel out our priorities for the new Mayor through our London Mayoral Eletxion Pledge (ampaign which focused on the need for action on housing, supportin9 migrant victims, sustainable funding, and the priorilies for a new VAWG strategy. Five of the six main Mayoral candidates and several London Assembly cantlidales supported the campaign publicly. We also gol a supportive quote Irom the winning candidate Sadiq Khan reflecting a number of our priorities which we will seek to work with him to implement during his term. STRATEGIC REPORT The Iruslees present their ￿port 8n(J the audited financial slalements lor the year ended 31 March 2022. The reference and administrative inf0m￿bOn sel out on page 27 forms part of ihis ieport. The Iruslees review the aims. objectives, and acliw¢ies of Solace each year. This report looks al what Solace has achieved and the outcomes and benefits the charity has brought to those groups of people Solace is established lo assisl during the rewrting ￿riod. The review also helps ensu￿ the charity's aims, objectives and activities remain focused on its stated purposes. Key Objectives The purpose of Solace is Ihe promotion of the physical. emotional, and psychological well-being and safety of vi¢tims of domgsti¢, sexual, and associated abusg. in parbcular women, young people and thildron,. Strategy Solace Futures is designed lo deliver our Strateg￿ vision starting from today and for the next five year5. We are building on Solace's 48 yeais of providing specialist, holistic support ServI￿S for women and children. We are ambitious and want to drive change at every level to ensure that everyone lives heatthy lives free from violence, abuse. and exploitation. We will work together with our service users. staff. volunteers, trustees and the widtrr worfd lo make a tangible diffèr8ncè to women and children's lives, iK>th individually arKI ¢olle¢tively, as a movgment of women committed to jointly ending male violence againsl us. We shall ¢yeate lives based on our right to safety and freedom from oppression for all women, ensuring we can equally contribute lo social justice arvj have Tespecl for cullural underslanding. Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 As we have grown as an organisation. we have Lw)me more visionary aiK)ut what we want to do to 5UPPOrt survivors of all forms of vk)lence and abuse. We have diversified and strengthened our setvices to provide holistic support packages lo women. children and men who need them. We have started to strengthen and build on our existing partnerships and develop our influencing work at all levels- amplifying the voices ol the nearly 30,000 women we work with each year. Vision and mission A world where everyone is able to live safe and independent lives which are free from gender-based vio1gn¢e, abusg and exploitation Solace exists to end the harm done through gender-based violence. Our aim is lo work to prevent violencè and abuse as well as providing services io meet the individual needs of survivors particularly women and children. Our work is holistic and emF4)werin9. working alongside survivors to achieve independent lives free from abuse. Solace has an inclusive definilion of womgn including Irans women. Our setvices seek lo support and represent trans women and non.binary people. We understand Ihat trans women and non-bin8ry people are affected by misogyny and the patr￿rch8l frameworks that cause harm to cis won￿￿ and girfs. Solace core values reflect our history and were developed in c(￿S￿lIation with staff 8nd service users. We are working to be.. Feminist and intersectional in our understsnding of male violence against women and girfs IMVAWGI Survivor led, trauma informed and empowering Diverse, anb'.raast and an￿￿iscriMinal0ry lo create a fully indusive environment for staff and seNce users. We are committed to.. Social justice and hum8n rights Service users having a central voice wilhin the organisation Working in ¢0118boralion with other agenues Continuous improvement. Public benefit The trustees have relerred to the guidance provided by Ihe Charity Commission regarding public benefit, including ils guidance 'Public Benefit.. Running 8 Ch8rty IPB21. when re￿ewIng the charitys aims and objectives and in planning its future aciivilies. In setting the annual plan each year, the trustees consider how planned ath'vities will contribule lo the aims and objectives of the charity. Beneficiaries of our services Solace's main benefi¢i8rie$ are women, young people and children as outlined in our 8Tms, vision, and mission. A small number of beneficiaries are men who access our community support services. Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 CHARITABLE ACTIVITIES AND ACHIEVEMENTS Our work has a posltlvè and lastlng Impact on tha Ilvas of th8 womèn and chlldrèn wè work wlth, which is frequently expressed by them as 'life saving,. We measure our success annually via our service user survey. e￿t questionnaires and analysis of the impact ol our services through oulwmes achieveil with our service users. Successful oul¢omes 8re dgmonslr8led through increased autonomy, independence and capability, better menial health and self-care. and better parenting and relationships with children. Solace aims to achieve at least 85% satisfaciion levels and our 2021122 results demonstrates a good outcome and over811, an improvement in the quality and neetl for Solace seryices. 97 % rated there was a ¢ontinued need for Solace services (2021: 93 /0) 97 % rated the service mel or exceeded Iheir expectation (2021: 88Q/o) 93°/o rated the service as good or excellent12021'. 889A) Our work is also evalu81ed in accordance lo agreeil quality frameworks whith 8re monitored through regular revigws Wlth staff. the senior managemenl team. Iwslees, and lunders. We received the ISO 9001 accredilalion. the CHAS Health and Safely aualily Standard and maintained our SaleLives Leading Lights accredilalion and Advice Quality Mark. We arg accre(lited as an Inveslor in People ¢h8ri1y. Charitable activities and outcomes For the year 1 April 2021 to 31 March 2022, Solace supported 14,465 women and children through a range ol services including refuge, advocacy, casework. therapeutic groups. and holistic support. Some ol the women and children we help use just one of Solace's services. while many seek holistic support by accessing multiple initiatives. Together with (wr preventson $trand with children and young pgoplg. we rgathod out and $upport¢d 29,205 beneficiaries of our Servi￿8. SERVICE DELIVERY 2021122 2020121 PROVISION Rofuge and Specialist A¢¢ommodation Community Based Advice, Advocacy and Support 1,049 1,087 10.689 12.364 Therapeutlc 2,426 1,988 Children and Young Pèoplè 301 359 PREVENTION Children and Young Peoplg Prgvgntivg Group Work and Projects Professional and External Training Perpetrator Programmes 9.610 4.284 5.083 3.338 47 41 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Refuge and specialist accommodation-based services We mana9e 22 refuges offering 178 rooms across seven London boroughs for women and children fleeing abuse who need a safe place to stay and to recover from Iheir trauma and rebuild independent lives. Our specialist mults'ple disadvantage refuge in Camden offers 24-hour SUpp￿t to women with mental health needs and problematic substance use. We operate a speualist accommodation hub in Southwark for women with multiple disadvantages and special ne8(Is leaving prison or at risk of homelessness. We provide second stage dispersed accommodation and specialist support serwces across two projects with a total number of 18 flats.. the Amari Project provides second stage accx)mmcxlation for women who have been sexually exploited through prostitution or trafficking and the Rhea project ProV￿eS immediate temporary, crisis accommodation for women 8fKI Children in Soulhwark. Survivors lell us that they experience abuse for an average ofover 6 years before seeking support. As a result of this, the joumey lo recovery can be long and is not always linear. The relationship beiween physical and psychological safety is complex and not immediately addressed by being physically apart from an abuser. Our refuges offer an immediate safe haven from which survivors begin this long joumey towards improving self- esteem and confidence and truly feeling sale. Many survivors tell us il lakes many years and our refuge outcomes demonstrate how complex this journey can be. Refuge accommodation outcomes 58%12021.' 57%) lelt safer sincg accgssing refuge. 58°/.12021'. 59°/.) felt more confident since entering refuge. 55.1*12021.. 54.1.1 received ongoing re5ettlemenl support after leaving Ihe refuge. 72%12021.' 71 %) of service users fell an overall improvement lo their wellbeing after accessing refuge. 6.2 month$12021.' 4.8 months) 1$ the average length through)ul rgfugg servic9$. Community based advice, advocacy, and support Multlple Dlsadvantage IWISERI The Womgn in Safg Engagement and Recovery (WISER) prO1￿t tsrgots women who find it very hard to acce5slengage with support and who are lacing severe and multiple disadvantages. delivered in partnership with Against Violence and Abuse IAVAI, Fulfilling Lives Islinglon and Cam¢Jen IFLICI, Hopscotch, IMECE Women's Cenlre, The nia Projecl and Women at the Well using assertive outreach in a trauma and psychologically informed way., Our Housing First Project in Islinglon in partnership with Fulfilling Lives in Islinglon and Camden IFLICI to support women with multiple disadvantages is the firsl proje¢t of rts kind to be run by 8 spe¢i81ist VAWG provider whereby we provide the specialist support lo this group of women and FLIC allocates and manages the fla15. Since August 2019, we have also been running a Housing First Project in We5tminsler, funded by Westminster Council. Multiple Disailvantage outcomes 51°1.12021.' 59.kl had accessed various health services and were better able to manage. 6.4 months12021".10.6 months) is the average case length. Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Advice Solace's dedicated London Advice cOnf￿ential line provides a first point of call for survivors and is available rive days a week induding one evening. The Advice team take c8115 from individuals and agenci85 acr055 London who are concerned atx)ut domestic andlor sexual abuse and provide immediate advice and short-term support on safety planning, legal rights and options, housing advice, finanaal concerns, immigration issues, safeguarding and mgntal htratth issues. The team are able to refer lo speoalist setvi¢es, 8$ n&cess8ry. Thtr team also manage one of the two advice hubs in London within the Ascent Adwce and Counselling partnership of 14 organis8lion5. Immigration Advice Servlce Our Immigrati'on service is an important part of our Adwce Service and last year supported some of the most vulner8ble women in London. All the women were suppx)rted with complex. insecure immigrab'on status, and No Recourse lo Public Funds INRPFI, they are much more vulnerable and subjected to continued exploiiation and violence and are often frightened to seek support due to the risk of deportation. We work with women who are eligible lo make applications under the Domestic Violence rule, under their human rights and EU regulations. We work with migrant women and EEA Nationals wilh NRPFS who have experienced domestic abuse and sexu81 violenctr, including women exiling proslilulion. sexually exploited and trafficked women, women who are at risk of homelessness or are homeless and women needing refuge accommodation and other community advocacy services. Advocacy and Support Our Advocacy and Support teams offer help and assistance lo those affected by domestic and sexual violence in their community. Our teams supply inlormation. advocacy. and specialist services to increase service users, safely and meèt a range ol needs- these can indude ongoing salely concems, èmotional or housing support, reporting to the police, legal options, and support through court, help around child contact, benefits, and rinan¢i81 advice. As well as providing diiecl assistsnce. we also work lo build eapacily and develop èxpertise amongst profession81s and agencies. We engage with professionals and community groups through a range of prr>Jfammes, examples Include.. The Silver project supports women over 55 who have experienced domestic andlor sexual abuse offgring intensive 5UPPOrt and advocacy., The Irish Traveller project provides a specialisl outreach and resettlement seNice lo Irish women. Irish Traveller women and Iheir children delivered in conjunction with our partner, (he Irish Traveller Movement., The Identification and Referral lo Improve Safely {IRISI programme, a GP based domestic violence Ir8ining, support. and referral programme for primary Ca￿ staff., Our Women's Resilience AWa￿nesS Project IWRAPI delivers a variety of courses and groups in Islington and Soulhwark that aim lo increase resilience and wellbeing for women with children who have experiènced domestic andlor sexual abuse- and Southwark's Sanctuary Scheme is designed to prevent someone affected by domestic violence from becoming homeless through the provision of 5ecurrty works lo a home. ranging from changing locks lo the installation ol an internal 'safe room.. Advice, Advocacy, and specialist services outcomes 3.1 months12021'. 3.7 months) is the average case lenglh throughout all community services, decrease from 6 months last year. Therapeutic Services Our therapeutic ServI￿S implement a person-centred approach, which is Irauma infomied and strength-based pr8¢ti¢e and supports the servi(* usgr to make ¢hoi¢es f¢x themselves. It ensures the full recognition of Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 inter5eclionality life experiences and works Wrthin an anli-discriminalory and anli-oppressive frafflework. The service support women who have experienced domesiic abuse and all forms of VAWG with a view to provide support in the following areas.. Address physic818nd emotion81 safely.. Increase awareness of abusive dynamics in relationships- vicious cycles of abuse., IntYe8se confidence, resilience. and a greater sense of wellbeing.. Manage post-traumatic stress and support the client in theii iecoveryjoumey., and Empower suivivors lo explore oplK)ns and ¢hoi¢es. Counse115ng The Solace Counselling team offer5 one-ltrone covnselling sessions to women. creating a safe space for them to explore the impact of violence on their lives. Experienced counsellors work with women to help them recover from the long-term impact of emotional and physical abuse. Our ￿Unselling services are delivered as part of the As¢enl Advice an(J Counselling partnership and through s8P8rale contracts with Soulhwark, Wallham Forest, and Islin9ton. Ascent Counselling Servlce. Offers one-to-one counselling to victimslsurwvoTS of domestic abuse and all forms ofVAWG. The service covers one 8ssessmenl and up lo 15 counselling sessions. We also offer 6 sessions ol pre-trial therapy. Solace offers this service in 11 London Boroughs IBamet, Camden, Enfield, Greenwich, Hackney, Haringey, Havering. Islinglon. L8mbelh. Newh8m. and Soulhw8rkl. Asc('.iit Moviill,. forwIi¢8. and therapeuticstjpport is delivered from one place. The project was led by University College Hospital and NSPCC with s0￿Ce providing a vital role in the Advocacy team. CouRAGEus We havè join8d together with a number of partner organisation$118d by the Women and Girfs Network) to support BAME children and young people across London. Solace provides a CYP counsellor, a mulli- disadvantage advocate and a Community engagement worl(er lo provide suppY)rt an¢J therapy as well as ralslng thg profilo of VAWG with thildren and young people. Children and Young People outcomes Helped and supported 301 12021.. 359> children and young people in our community services, helping to build their rgsilience and dealing with the impact of domesb'c violence. Preventivo strategies included workshops. talks and seminars wilh groups of young people in $¢hools impacting 9,61012021'.4,2841 lives. Other services- Training and Consultancv We Increased delivery ol our training and learning prcorammes to an even wider audience and transferring our courses, webinars and policy consuliancy work to online plalfornis finding exciting new ways to teach and raise awareness. Tralnlng outcomes We have trained 5,08312021: 2,0631 leamers during Ihe year. COVID-19 appeal deslgnated funds The truste8s had designated £350.000 from the previous year towards continued intensiv8 support as a rasult of the ongoing impact of COVID-19 at services and central teams. 11 funded addits'onal crisis workers lor our refuge5 and community serwces and strengthened our core services lo respond to continued high demands in service Ljser grants and additional support nèèdèd for staff wellbèing. PARTNERSHIP WORK Solace works in partnership with 42 other OTganisatv)ns in London and 14 al￿sS England, Scotland, and Northern Ireland. The Ascent Advice and Counselling Partnership The Ascent Advice and Counselling partnership has been supporting women and children for 9 years and is the largest specialist VAWG Servi￿ in London that works auoss muttiple boroughs. In 2021122 the 14 specialist VAWG organisatsons in the partnership SupK￿>rted 6,215 new semce users in reaching a place of 12 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 safety and recovery across London. These Ser￿￿S provide vital. arKI often life-5aving serwces to women and girls. During the peak of the pandemic, the projeci saw unprecedented demand for their services. The 14 partners adapted lo delivering one-to-one counselling.. one-to-one advice and case Work.. group work,. legal advice,. training and no recourse lo public funds assistsnce lo ensure that suNvors across London could wntinue to gain support. The partnerships include majofity'led by and for, sFecialist VAWG organisations. recognising that access to cuf(urally sensitive support aids women's ￿COvery. Our focus on standard to medium risk service users plugs an important gap as many local services are targeted towards high-risk cases. The four-year funding from London Councils was extended for a fifth ye8r for 2021122. recognising the in¢rease(I pressure on VAWG services during the pandemic. During the year 2021122 the partnership delivered the following outputs: Assisted 7,860 new users to access advice, counselling, and support.. Over 14,000 individu81 counselling Sessions and 890 group sessions were delivered, enabling women lo have increased self-esleem. confiden￿. and wellbeing in order to move towards independenco.. 5,900 users re¢eThied 1-18dvice, 8(Ivocacy, and casework support.. 934 women were supported by the London Family Law Line. 17 women with no recourse lo public funds were ass￿181 wtth accommodation and living expenses lo enable them lo ￿ safe 8fter fleeing violencel abuse. The partnership achieved the following oul(x)mes- 3,504 service users reported reduced fearl greater feelings of safety.. 3,053 people with protected characlerislics were satisfied with the sèrvices they Wè￿ provided. 2,445 women with improved self-esleem, molivalion, COnf￿enCe to ￿bUIld their lives. "I was so tlred ollt all, and felt he was ne¥•rgolng to le•ve us •lone. lJu$t wanted hlm to stop. I felt very dgprossed and anxlous. The caseworkers from Solace wern rnally klnd and rn•ssurlng, and Just Ilstened to whai I had to s•y and what I wanted to do." Ascent Advice Plu5 In 2019, we secured additional funding from MOPAC lo increase capacity in the two adwce hubs and advice spokes within Ascent Adwce and Counselling. extend Ihe lime il was possible lo work with women, expand the London legal adwce line and incorporate ihe experiise of four Equality & Diversity IE&OI partners that spe¢i81ise in working with disabled, deaf. and hearing-impaired women, women wrf(h learning disabilities and autism, and LGBT+ women. Further funding was secured from the Ministy ol Justs'ce to ensure that more women could be sUPPOrted during the pandemic. The project allows for longer term support of up lo 6 months for women across London to allow additional support for issues such as housing. IMm￿ratIon, and their mental health needs, re¢ognising th& increased complexity of women's lives when they reach us. In 2021122, the parthership supported.. 2,085 through the East and West London advi￿ hub 1,478 with specialist casev40rk 665 by the London Family Law Line. Labyrinth Projert So far, the projèct has.. supported 14,557 women 13 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 engaged 327 women's centres supported 1,827 women with legal support delivered 174 group work sessions trained 422 women through 90 individual training sessions. In April 2021, we launched our LabyTinlh Project which is a partnership of 14 women'5 organisations contributing to a strengthened women's seci(y in 8 areas across England. Scouand, and Northem Ireland by building capacity and forging stronger nelworks of support and shared leaming locally and nationally. The project particularly focused on supporting thè womèn's sector to emerge stronger from the damage that thg Covid-19 pandemic is having on women's lives. In each local area partners have been mapping the rangg of support available. identifying good practice, strengths and gaps in provision and the capacity building requirements of local groups. They have used the mapping ol services and women's journeys io undertake activities lo build ￿paCItY of the women's sector according to local priorities including.. Solace h8s conducted outreach lo support grassrools organisabons supporting women in London, providing workshops on topics such as travma-informed practice, 8nd lacilitsting org8nisalions and women to attend StreetLaw legal sessions. Women's Support Project has delivered domestic abuse training to community groups and Organisat￿n$ aThJ developed re$our¢es in mulliple languages on domestic abuse and hamlul practices. Hopscotch Women's Centre (London) and Pankhurst Trust Imanchesterl were able to provide support around safety, mènial health. employm$nt and training and well-being for influx of Afghan refugees this year. Nottingham Women's Centre have been iackling the lack of affordable childcare in Nottingham and ils effect on women's employment, working with local councillors to develop a joint employers charter and 9nsuring the council adopts policy rewmmendalions. Slop Domestic Abuse launched an FGM Women's Empowerment Group enriching BAMER women's knowledge aboul the drfferenl lorms of domestic abuse, recognising Ihe signs and how lo seek support. Lgeds Women's Aid have signrficanlly In￿ased Iheir involvement in the Women's Lives Leeds Network which is working towards making Leeds 8 Wom8n Friendly City. Throvgh this network. Leeds Women's Aid are leading work on housing for those with complex needs, supporting women who have had children removed, and supporting women's employment by developing a woman friendly employer's checklist. Partners Rights ol Women, Working Chance, Scottish Women's Rights Cent￿. and Surviving Economic Abuse have delivered a range of workshops and iraining lo service users and professionals working with women covering topics such as job interview preparation. child contact and debt management. Empowering Women Fund Through the Labyrinth Project, Solace launched its first grants scheme. The Empowering Women Grants Fund supports organisalions that are led by for women to build their capacity and develop innovative ways of empowering women in their lttal area. The fund targeted organisations with 3 tumover of less than £1 million and received 653 applications and 40 grants have been awarded, enabling organisations in the UK lo deliver life-saving 5UPPOrt lo women. The funded projects have identified and are responding lo a significant increase in need within their community. Menial health and wellbeing are a Pa￿cUlar concern, making up over half of all projects. followed by employment and VAWG. An important aspect of this fund is to reach a diverse collection of women- 53% of projects are run by and for marginalised communities and funding is spread across srrball and medium-sized organisalions In the three nats'ons. To support both successful and Unsuc￿sSI￿I grant appli￿n(S. Solace has provided online workshops around grant application lips and monitoring and evalu8lK)n_ 14 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 "I couldny praise enough the value that this group proV￿S me personally. It has helped me gain confidence and shown me Iljat l am not alone in having mental health problems." Participant olBenbradagh Community Support an Empowering Women Fund Grantee "Receiving peer support through Bluebell was a real tuming point in my recovery from perinatal mental illness. Partlclpant of Blueb•ll, an Empowarlng Woman Fund Grant8a Women's Centre for Excellence The Labyrinth Project also developed the Nalional Women's Centre for Excellence which is a Co1￿ction of knowledge, evidence, resources, and tools based on experience by and for organisations within and supporting th8 women's sector. This onlin8 repository aims lo (x)ntribule lo a stronger, beller connected and more inclusive women's sector natsonally by sharing knowledge. resourcas. leaming and best practice, and identifying core elements of effectsveness in strengthening Ihe sector. As part of the Centre of Excellence, partners h8ve18unched 8 LabyTinth le8ming seriès, providing support for women's organis81ions on.. Supporting Survivors of Harmlul Pradices- Leaming from Ihe Labyrinth Mapping Ex8rclse Tuming Practice into Policy- Effective Ways to Tum Fronuine Practice into Policy Briefs The Women Friendly City Movement Effective Grant Wribng Tips. While the Labyrinth Project is lime-limiled. the Centre will continue ils legacy. taking the learning as a starting point and creating a space to share infomation and evidence of what works that is readily accessible by women's sector organisations, gTOUPS, and individual women. The Emergency Accommodation Project In May 2020 in response lo the Covid-19 pandemic and lod¢down. Solace and Soulhall Black Sisters laun¢hed a Crisis Projert whi¢h offors safe emerggncy a¢(x)mmodation with specialist support to women and children fleeing domestic abuse and other lorms of violence againsl women and girfs IVAWGI, across London during the Covid-19 pandemic. The project W8S SUPP)rted by Mayor's Office for Policing and Crime IMOPACI and the Julia and Hans Rausing Trusl and received COntinuat￿n funding for a further six months from MOPAC up lo September 2022. The project is CCK)rdinaled by Solace wrth support for women with no rewurse to public funds provided by partners Southall Bla¢k Sisters. The proje¢t provides women with ¢risis a¢commodalion for thre& months lo enable them to flee domestic abusel VAWG during the Covid-19 pandemic and have no recourse to public funds. DLJring thèir time at thè project women are offgred therapeuti¢ support. assistan¢9 from spg¢ialist refuge workers and resettlement support. This service delivery enabled the achievement of the following outcomes." supported 192 women, including 64 women with no retourse to public funds during lockdown.. and the project was exiended into the coming year due to Ihe ongoing nalure of the pandemic. 15 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 The Women's Development Unit The Women's Development Unil trained 209 professionals The Women's Development Unit has put together 3 rew)rts lo infiuence women's homelessness In February 2021, Solace partnered with homelessness charity Connection al Sl Martin's to launch the Women's Development Unit. a collaLK)ralive project lo work with women. services. and stakeholders across the capital lo improve access to holistic support services which are designed for their needs and help them rebuild their lives from abuse and support them out of homelessness. In March 2022, the Women's Development Unit published ils pan-London women's homelessness strategy. a cumulats'on of ils 12 months of evidence gathering and analysis from a wealth of organisalion5, as well as women with lived experien￿ of homelessness. The strategy was developed following conducting surveys, interviews, focus groups and workshops to hear the voices of those this impacts and share the good practice that many services are delivering. Our initial suNey had 90 responses, we interviewed atlgast 28 stakeholders via semi-slructured inleNews. we held three focus groups and four strategy group meetings. The development of the strategy was guided by a strategy group had 17 exl8rn81 members with kgy knowledge and influence across London, induding London Councils, the Greater London Authority, MOPAC 85 well as representatives Irom London borough5. the VAWG and homelessness voluntary sectors. Since the launch we have had positive engagement wilh key slakeholders in Weslminsler and across London on how lo implement the strategy. The new London.wKle Strategy for Ending Women's Homeles5ne5s brings together recommendation5 about the specialist service5 we need to expand, the different wayE we can offer support and how we should all be thinking more about women. The project also sou9hl lo improve practice in services across the homelessness and VAWG sector and h8S developed two new training packages on Trauma Inlormed Approach to Supporting Homeless. "In our work In the Llle Off the Streets progr•mme, we have Yelled heavlly on the support ond expertlse ol the WDU to reflne and Improve London's approach to preventlng and tackllng rough sleeping for women." Mkhelle Blnfleld. Rough Sleeplng Programme Dlre¢tor, London Coun¢ll$ CASA Project The Casa Project supported 28 women into safe and affordable properb.es after ￿fUge Solace has conlinue(I lo lead the Casa Project. a partnership within the Lor￿On Violence against Women and Girls IVAWGI Consortium which enables women lo move-on from refuges to high qualrty. self-conlained accommodation with affordable renls. for up to 2 years. Speaalist resettlement support is provided throughout the tenancy and beyond, to longer-temi secure accofflmodation by our partners Ashiana Netw¢yk. EACH Counselling and Support. IKWRO Women's Rights Organisalion. Latin American Women's Aid and The nia Projed. Sl Mungo's Clearing House works with Solace to allocate the properties which are provided by several regislered providers. This year the project supported 28 women during the year with their Secu￿ tenancies and with their ongoing support needs as Ihey leave refuges across London. 12 women were supported into trainingleducation, and a further eight were supported into paid employment. 16 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Other Solace is a member of NatM)nal Women's Aid and Rape Crisis England and Wales which are both national feder8lioT15 leading on policy change and campaigns lo meet Ihe nee(15 of wofflen and children experiencing domestic and sexual abuse. We are members of Domesknc and Sexual Violence Forums across London boroughs and attend MARACS (Multi Agency Risk Assessment Confefencesl across a number of boroughs and work closely with local servic4s and slakeholders. We are members of the Lonthjn VAWG Consortium. along with 28 Specialist VAWG organisations across London and are part of 5 of the projecis they ran in 2021122. We work in partnership with Jewish Women's to deliver advocacy 8nd support services in Barn81. Refuge accommodation is provided through leasing agreements with Housing Assoaations and other partnerships,. we have a partnership with B8rnel Homes Ltd in Bamel lo provide refuge services to women and with Ash8 Iri Lambeth to provide refuge accommodation for South Asian women. We have ¢onlinued to build on our relationship with Commonweal Housing IhrLxJgh Ihe Amari and Rhe8 Projects. Solace is the lead for the WISER proiecl for women with multiple disadvantages and partners Against Violence and Abuse IAVAI, Fulfilling Lives Islington and Camden IFLICI. Hopscotch. IMECE Women's Cenlre. The nia Project and Women at the Wo11. We work in partnership with Single Homeless Project ISHP) and FLIC on a Houslng First seryice Islinglon and continue to work in partnership with Redthread lo prowde specialist sup￿1 to young people affected by VAWG in three major trauma centres in London. Solace 15 one ol the partners in the 'London Holistic Advocacy Wrap Around Service ILHAWASI 'No Recourse Fund., fundgd by MOPAC and led by Southall Black Sisters to meet the nogds ol womgn and children who aro victims of domestic and sexual violence and other forms of gendered violence. We work closely with the Public Intgre$t Law Centre IPILC) to $upport our stsff with legal i$$ugs related to housing. PILC provide training for Solace staff. sup￿1 stsff on indiv￿ual cases and look to identify opportunities for strategic liligalion. Service User Involvement During 2021122, we continued to develop our Service User Siralegy to build greater organisats'onal understsnding of mganingful. empowering and mutually bgneficial service user activit￿$. During 2021122 users of our services helped to develop the plan and activities we will deliver in the coming year including a Service User Advi50ry Group, stsff reffliitment and peer auditing pr(xJramme. Solace Ambassadors Our ambassador programme wa5 launched in 2019 and we have a group of Survivors who can draw on their experiences lo help us raise awareness and campaign for change. Theyare supported to speak up for women on issues as experts by experience. 17 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Volunteers The Iruslees would like to thank all our volunteers, supporters. and staff for their invaluable work throughout the year, as their support is essential to help so13￿ achieve lis aims. We received 4,58812020121.. 3.9611 volunteer and professional hours from individuals and students who help us with our advice, advocacy, therapeutic and refuge sefwces, alongside pro bono corporate Supporters who contribute to various projects and awareness campaigns. The value of professional pro bono seThices provide(I to Solace was valued at £90,391 12020121.. £88,553) with a large proportion attributable to apprentice levy funding received from our corporate supporter Expedia, National Grid antl Chelstra Football Club and sptr¢ialisl pro bono support from hAC Saalchi. We also r8¢trived many hours of volunteer support from our ￿T￿)rate partner McKinseyE. We manage 8 programme ol using volunteers lo help with our seNces, especially therapeutic services 8nd provide women volunteers with specialist training to enhance their skills. In accordance with charity reporting regulations, we have nol accounted lor the lime provideil by these volunteers in the financial slalemenls, however, based on London's Living Wage rale of pay, this is eslimaled al £50,69712021121'. £42,977). Fundraising We would like lo thank all of our SUP[￿tr$ during 2021122 induding those who have chosèn lo remain anonymous. We have been successful in raising a combined value of £735.59712020121.. £1,575,694) in voluntary income through the diversification of our income streams. Our work is made possible by the generous support and donations from individual donors, community groups and companies over the past year. It has never bggn a more challenging fundraising dimate for Solace, in thg background of demand for services skyrocketing. The pandemic had a signrfieant impact. seeing the cancellation of planned fundraising activities. Nevertheless, we were overnhelmed by the generosi(y of some amazing fvnde￿ and support for our emergency pandemic lundraising throughout the past 12 months. Here are just some of the highlights from the last year.. 31 generously supported Solace during the Slay Safe al Home campaign launched as an emergency appeal in rtrsponse lo the in(xeased demand on serwces caused by the Covid-19 Pandemi¢. Their don81ion of £150,000 provided funding for sola￿ lo bring in post a Multiple Disadvantage Outreach Worker and a Clinical Psychologi$l. The Clinical Psychologist is embedding the mentsl health knowledge we neeiled across the org8nis8lion for the benefit of our 298 siaff, 90 volunteers and women we support. This post played a fundamental role in helping us to respond lo the combined impacts of domeslic abuse and the pandemic. The additional Multiple Disadvantage Outrea¢* Worker employed for 18-months.' meant we could work with women for whom very few specialist services exisl. W(*king with a caseload of 5 to 8 women allowed for intensive supFK)rt equating to months of building trust and supporting women to manage a tenancy to stay safe off the street- providing MO￿ than 3,(KKI interactions wrth all the women a¢¢essing her support. 18 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Banh3m Security Through our partnership with Banham Seujrity, we aim to bring a grealer peace of mind and personal safety lo women across London. and with the Banham Academy we are providing education and training opportunities for women. Banham Security are the largest security provider in London and the Southeast. So18¢e would like lo thank Banham lorthe gener(KJs donab.on of 1.500 wrsonal alamsforwomen, and through our partnership we aim to bring a greater peace of mind and personal safety to women across London. We are also excited lo work alongside The B8nham Academy following the launch of their fir51 women'5 apprents'ceship programme, I￿king to help bndge the gender gap in the industy and provide access to opportunities for all women. -Women's safety on the streets of London has always been an important conversation topic. particularly at Banham where wo are family business with almost 100 years. •xperien¢o in protgcting pgople. The $afgty of wom•n 1$ som•thing we ¢8ro about not just for our customars but also for our eollè8gu•$, their familie8 and the wider ¢ommunity.- BANHAM See Change Project We know that tackling male violence againsl women and gids IMVAWGI begins with the men perpetrating abuse, which is why we aim to increase safety for vith.ms and children by guidin9 men in changing Ih8ir behaviour - helping them to recognise abusive acts'ons and b&come accountable and responsible lor their behaviours. The See Change Project u)mbines group behaviour change work and one-to-one sessions lo unpi¢k thg oxperiencgs of Ma￿U11n1fy had by these men, and whore ngcessary creatg placg lo work though the repercussions of trauma, induding adverse childhood experiences. Thg Bwno Schrodgr Trust Vgry generously lully funded the first year of the proje¢t, giving Solacg the independence to design a completely bespoke project, incorporating Ihe leamings and experience from previous perpetrator programmes. alongside inpijt from Solace front line servi(*s. Our approach to fundraising Solace is 8 member of the furbdr8ising regulator. Our inu)me 15 generated pYedomin81elythanks lo the support of individual fundraisers raising income at our evenls or their own events. We do not employ the services of any fundraising agencies or third parties, nor have we run a telephone or door to door fundraising campaign. Our relationship with our supportèrs is espe¢ially important to us and Ihg ¢harty does not wish for our supporters to feel under any pressure to donate to the charity. We have a dose relationship with our fundraisers and supm them in delivering their events and complying with relevant codes of practice. Where we work with o)mmeTaal participators, contracts are exchanged so that 19 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 we can ensure Complian￿ with the (xxje of fundraising practi￿, applKable laws. and adherence lo best practice. We received no complaints atrx)ut our fundraisiNJ practices in 2021122. Quality Management The quality ol so18￿,$ services refflects the cLNnmrtment of our staff te8m and our d8lermin81ion lo continuously improve our standards. We have invested in accrediled training for staff and expanded our business developrnenl and resources infrastructure lo ensure we have robust systems in place to deliver excellent services. In 2021122, we achieved and retsined 8 number of kite marks demonstrating the quality of Solace's work. including.. SafeLives Leading Lights., Investors In People., Rape Crisis National Service Stsndards: Disability Confidenl Employer., Advice Quality Standard., ISO 9001, and CHAS (The Contractors Health and Safety Assessmenl Sch8mel. Media and Communications 11 has been another successful year. connecting lo women arHJ children raising our public reach by growing our digital medi8 reach and also working closely with press and media lo rais8 our profile and awareness of the work that we do and the issues lacing women and girls. We now have approximately 30.000 folh)wers on our Social media and we have almost 250.000 visits to our website each year. Our media and communications work has contributed to our being able lo deliver thought provoking campaigns to all parts of the community including allies who want to help iackle violence and misogyny. Campaigns Working with the agency Roll Nine. our summer campaign appeal Solace Lifelines won the best Crisi5 Response Campaign al the UK Conlenl Awards for depithng the need for funding when c8115 lo our advice line increased 117% since the start of the pandemi We also ran an extremely successful Christmas Fundraising campaign with Roll Nine agency, which was a hard-hitting Christmas video appeal -Do something" lalso a finalist in the 2022 Content Awards) challenging us all lo intervene when we wrtnes5 abuse. The campaign received 640.000 Twitter impressions and 10,300 Twitter engagements as well as a reath of 601,100 on Inslagram. In addition, we raised awareness atW)Lrt coerrjve control and other toxic behaviours in our Valentine's'lvs Not Love, c4mpaign whi¢h our unpromoted campaign received 4,000 impressKJns on Twttter. We launched our latest charity ffilm which so far had a total reach of neady 3.OIKI on social media and is on the home page of our websrte which regularly re￿IVeS aToUr￿ 60,000 vEws per quarter. 20 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Intern?tional Women's Day As the year drew to a close, we celebrated International Women's Day. At the event we celebrated our partnerships with New Look. Banham Alarms. E-cubed and Stack. There was also an art exhibition by children in our refuge and Young Change Makers and lor the first time we live streamed the event. We held the event with the following panel who we thank for attending and giving us their sisterfy support Zara J8njua- Host 8nd p8nel chair- htt s..I/www.20ra an ua.tx)ml Maya Tatton tTrfounder ol htt s".Ilwww.ourstreetsnow.or Aliyah Ali htt s."Ilwww.ali ahali.coml loun(ler ol Daddyless Daughters Rehema Muthamia. Miss England 2022. Plans for the future We have reviewed our strategic plans and launched the Strategic Plan 2022-2027 on International Women's Day in March 2022. As we started to tlevelop our new strategy, the CovKI-19 P8n¢Jemic and all its dev8s¢81ing imp8ets sl8rted lo changg Ihg way Ihal wg work and delivgf Sgrvices. Al the same ts'me, as an organisation working with our values of intersectionality, we took time to review our approach to our feminism in the light of Black Lives Matters and providing support lo Trans Women, as well as ffxussing on other 8reas including disability and class. This strategy has thus been developed in light of Ihe lastsng impads of Cowd-19 and our bold ambitions for change, with a focus on diversity. equity and incluson. As we have grown as an Organisation, we have become more wsionary aboul what we want lo do to support survivors of 811 forms ol vK)lence and abuse. We have diversified and slrenglhened our services lo provide holistic support packages to women, children and men who need them. We have started to strengthen and build on our exi51ing partnerships and develop our influenung work at all levels- amplifwng the voices of the 29,000 pgoplg we work with each year. Our new focus for the next strategy will natur811y indude continuing lo focus on meeting the needs of women, children, and young people, while offering services to male viclimlsurvivors and to perpetrators of domests'c abuse who wish lo change their behavi(wr. We have six key strategic outcomes thal we are working towards.. strategic influencing, partnership, and ltradtrrship.. org8nis81ional dtrvelopmenl and growlh,. long-lasling ￿¢0very 8nd lasting ¢h8nge,' 8¢C8ssibility, education, and employment. children and young people. and empowemient, engagement, and aspirations. Thg planngd work for an organisational cultural review will support ongoing developmènt of th8 ¢harity commenced in the summer this year and Ihe findings will inform trustees on cultural and organisational development for the ¢h8rity. Trustees are looking to re(yurt a permanent Chair and CEO following the appointment of Ms Kirsly Tellord as inlerim Chair and Ms Judith Banioko as interim CEO in December 2021. Our aspirations to support ever more sumvors of abuse is coupled wilh developing a strong and heakhy workforce. Our ambition for the peri￿j 2022-2027 is for the organisation to grow to achieve the dual aim of supporting more surwvors but also to suptbort the fronuine staff working for the organisation. As we grow, we will do so making sure we keep our grassrcM)ts foujs that makes our support so valuable to Servi￿ users. We will implernenl the ne%￿Y agreed terms for an Employee Engagement Forum who will work closely with the 21 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Senior Leadership Team to Strengthen irrtemal communication5 and improve employee engagement. We are in the process of acquiring our trauma informed quality fflark. to further ensure that we run services that are healthy. mindful and reflective. Wh81 we will create is a safe. supporting. compassionate. proactive and inclusive work place, ensuring that we have a framework and language that reflect on our purpose, mission and values. We are committed to becoming a truly anli-rausl organisalion and embedding anti racist practices within Solace, there is a continual commitmenl to anti-racism within the organisation. We recognise that there are further steps we need to take as an organisalion and will be developing a specific anti-racism plan to be launched in April 2023. We have also signed vp lo the VAWG Anli-Racism Charter and Senior managers have been attending workshops on how lo implement it- we will continue lo look at how we can deliver the charter in our intemal and external work over the coming months. Over the last year, we have been implementing our refreshed Equity, Diversity and Indusion plan which is shared with staff quarterly. an external ver5K)n of the plan can be fourHJ here. uit Diver5il and Inclusion Solace solacewomensaid.or This will hold us to account our new five ar strat and further recognises the need to do more lo support our stsff from the global majority. as well as OUT 'by and for. partner5 across the sgctor. Stsff Safèly Ipsychol¢gical al￿ physicall and wellbeing is the numbèr one priority for the senior man3gemenl tgam and the trustees coming oul of lasl year. and parb'cularly black and mit)oritised staff. As well as being key lo living our values as an organisation, staff wellbeing and empowemient is crucial lo f051ering the right environment lo enable the best oulcomes lor the women and children we work wrth. In the coming year. we will continue lo work with partners lo ensure that our services are accessible lo all women. Intersectionality is a key principle ol Ihg work that wo do at Sola¢g. and wg will ro￿gnISe the multiplg and intersecting barriers that women lace. We will continue lo implement a business development programme which will support income generatr'on and strengthening our reserves. with the goal to achieve our target reserve levels of £2.2rnillion to enable u5 10 meet the varied needs of our service users, staff, and volunteers at Solace. In conjunction, wè will support the organisation's growth by strengthening core services and improving our digital offerings in our services. We will continue to develop a cost benefit analysis for each of our services to demonstrate the incredible value provided by our speaalist staff. Financial review The fin8nci81 resu115 for the year ended 31 March 2022 are set out in the Sl8leTnent of Financial Activf(ies, balance sheet, cash flow statement and notes lo Ihe accounis on pages 35 onwards. Income For the finan¢ial year 2021122, total in¢¢yning resources was £16.361.422 comparable to the previous ygar of £16,265,804. Enlarged contracts from stalutory funders for our communily and specialist work lo meet continued high demands off5el the lower voluntary income which was boosted by the Emergency Appeal in the prior year. The continued overwhelming support from our statutory partners, trusts and foundations, corporates and the public at ￿rge have helped us to maintain essential services including extending the emergen¢y ¢yisis accommodation for a further six nKJnths this year. 22 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Our refuge services grew by £376,736 with inflationary inueases in core rental income. Community based advice and advocacy services grew by £872.716 wrth new projects in Tower Hamlets and additional funding for specialist advocates in Bexley and Waltham FO￿St Partnership projects saw the full launch of for our national project. Labyrinth. cre8b.ng a ¢xntre of excellence together with specialist partners to support women's centres. women's groups. and neNvorks to help them, and the women they support, lo emerge stronger from the damage that the Covid-19 pandemic had on their lives. The completion of our Covid-19 Ixisis accommodalion project has resulted in lower partnership income of £482,144 this year. Our advice and advocacy work in the community. which includes specialist services and work wilh women with multiple needs represented the 18rgesl source of incoming resourtes 81350/0 of our funding base, followed by refuge provision 26%, Ascent and other partnership work al 20%. and therapeutic at 10%. Children and yOLJng people services focu5sed on prevention activitie5 was al 4% and remains a core stratsgic goal for Solace. Voluntary income from donabons contributed 4.5% of our fiJndir¥J base ihrough the support of the public. corwrales antl trusts and foundations. Further details on our incoming resources are in notes 2 and 3 of Ihe financial slalemenls. Exppmditure Growth through new adivilies has correspondingly increased resources expended by 9% from £15,592,185 to £16,927,412. The staff to deliver our charitable services has resulted in an increase in slaff costs of £1,456,270 from £8,907,668 10 £10,363.938 and similarly. delivering specialist support with partners increased partnership costs by £132,689. During the year. we continued lo maintain expenditure to modernise our information technology and digital offerings to enable remote working provision for staff and improve reach to our service users. We invested in organisalional growth 8nd inlrtyjuced new inilialives for stronger employee engagement. staff wellbeing and demonslr8led our commitment lo equality, diversity wrth our p18ns published on our websiltr. This higher spending in professional fees and service administration expenditure reflects the inveslment needed to support these activities. Solace remains focused on bghl cost management and supplier Contracts are ￿VieWed periodically for better value for money propositions. The blended average annual c051 per service user 81 £58012020121.. £6651 is lower reflecting the higher one￿ff cosls of crisis projects in the previous year. Further details on our expenditure are in nole 4 of Ihe financial statements. Financial position After the nel expenditure on restricled lunds, the overall resull for Ihe year was a deficAI of £565,99012020121'. surplus of £673.6391. Part of this deficrt was fundeil by planned designations awnounling lo £350,LY)O for use in 2021122 to support Ihe delivery ol critical lifesaving services. The remaining deficit is explained by our investments in organisational development including our ￿Mm￿Ment lo equity. diverslty and inclusion which will result in an organisats'on that is ablè to dglivèr on its mission in a more ￿$ll￿nI and ¢ompassionate manner. Achieving a surplus remains a key perfom7ance targetto enablethe tharityto set aside funds towards reserves for contingency requirements, further explained in our reserves policy note. We have planned to achieve a balanced budget the coming year as we recogni5e the need to SUPPK)rt organisational growth lo ensure the continued financial viability of the charity. 23 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Totsl fund balance5 as of 31 March 2022 were £2.102.74112020r21-. £2.668.7311 of which £913.26212020121.. £1,300,672) were designaled funds and the remaining £1,189,47912020121'. £,1,368,0591 represented general funds. Designated funds as at the balan￿ sheet dale represent the net book value of tsngible fi'xed assets. Risk management and principal risks Trustees have overall responsibility for establishing and maintaining the system of risk management at Solace. The charity m8intsins a ¢harrty risk register which Ira¢ks key risks lo Solacg and is rtrviewed by Iruslees al quarterly Su￿coMmittee meetings and full board meeting. Unexpected and sudden changes in risks would be scrutinised by trustees over and above planned meetings. The principal risks facing the charity which operates in a challenging and demanding sector are finanaal. operational, repulalional, people anLI culture and regulatory and thestr are detailed below. Fin3nCi31 Solacè operates in a challènging and demanding sector wtth uncertainties over longer temi funding, due to the commissioning of services by local and central govemment and the cuts lo public spending. Payments by local aulhorilies, govemmenl bodies, trusts and l¢xJndatsons are based on the achievement of outo)mgs or payment by results add further pressures on cash flow and overall financial management. External risks to funding have been reduced by reaching and maintaining the standards required by commissioners and funding bodies and implementing a siralegy to diversify our funding base through income generation from lundraising. Financial risks arising from tt•nlTacl renewa15 in 2022Q3 are Iniligaled through TUPE (Transfer ol Undertaking Protection of Employment) arrangements and the maintenance ol adequalg reserves to absorb ¢entral ¢osls covered by Ihese contracts. This has been reduced as Solace has relained and renewed several key contracts for a new Igrm of three to five years. Overall financial risks are monitored through regular reporting io the Finance and Resources sub-committee and trustges with scrutiny of annual budgets, reforecasts, managemgnt acwunts and cash flow projections. Scenario planning with prudent income generation activities has been prepared and reviewed with Iruslees lo ensure that Solace continues lo have suffioent resources lo deliver its services and maintaln solvent in the foreseeable future. Operational The nature of our service delivery which provides support to vulnerable women and children suffering from domestic and sexu81 violence incre8ses our oper81ional risks whid) Could result from services providing inadequate support for our service users caused by undear priorities, lack of quality oversight and inadequate stsff resource5. Operational risks are managed through implementation of suilable policies and procedures including good pr8¢tices for ¢8se m8n8gemenl, 8ppropri8le case loads. rigorous staff training. stsff supervision and support and regular reporting to senior management. Procedures are in Pla￿ to ensure compliance with health and safety regulations. risks a55essments and data protection regulations in respect of Servi￿ users, staff, trustees, vdunteers, and visitcKs. Appropriate Insuran￿ cover is in place for unexpecied losses. Risks on IT systems and crime are managed through the use of a¢crediled managed IT providers using secure doud based lechnology. Monthly review of performance and IT risks are undertaken with senior management and reported to trustees. Stsff receive regular training on IT ar￿ cyber security and induction training is provided to all new employees. 24 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Reput3tiOT731 In line with our operational risks. reputalional risks are heightened as we engage with vulnerable people in difficult circumstsnces. Service audits are conducted annually lo review cofflpliance with funder agreemen15 and reported to trustees. The senior managemenl team works dosely with boroughs and other funder leads and attend meetings and events which enable issues to be dealt with promptly and manage reputats'onal risks. People and culture As other Charities oper81ing in the sector, Sola(* has been (l)aller)ged with equity, diversity and inclusiveness and has been in the spotlight with negative publications on racism. Solace is committed to being an actively inclusive charity and has reviewed its Equity, Diversity and Indusion action plan with trustees, staff and volunteers as outlined in Ihe eadier seclions of Ihis report. Specialist inclusive trainin9 and awareness programmes are being delivered to all staff. Risks and challenges on staff recruitment and retention are managed through continuous staff leaming and development. Staff wellbeing initiatives have been strengthened and we are committed to becoming a fully trauma infomied charity lo support with overall staff safety and relention. Regulatory and comp15ance Safeguarding is at the heart of our operational services and a key governance prionty, keeping women and their children safe is OUT primary responsibility arKI we take all appropriate steps to protect evèryonè from harm. We deliver robust safèguarding training to 811 our staff 8n¢J volunteers. as part of their indvction training. This includes the legal framework, how to spot signs and symptoms, how to respond and what makes a good referral lo social care. We also explain our whIs￿e blowing policies to all staff and volunteers during the training. Annual refresher training on safeguarding is mandatory for all staff. We have a suite of policies and procedures designed lo manage this risk including those covering.. acceptance of donations, unaulhorised fundr8ising. procurement, IT security, anli-fraud, da18 protection and social media. We undertake regular training on compliance and continue to review and strenglhen our training to staff and volunteers. Reserves policy and going concern The reserves lund represents Unrestr￿e￿ general funds which are not wmmitte¢J or lied lo any tangible fixed assets held by Solace. 11 Is So18ce's policy lo ￿taIn suffiuent reserves lo safegu8rd ils finanual commitrnenls and lo Continue lo provide essential services (o women and children who are experiencing domestic andlor sexual violence, in the event of unforeseen financial problems for a length of lime to enable those problems lo be resolved. The trustees have reviewed its reserves F4)licy in March 2022 and agreed to build Solace's reserves based on an 8n8lysis of the risks facing the ¢h8rty. In determining the level of reserves required by Solace, the following factors are taken into account by the Board of Tmstees". key strategic risks as described in Solace's risk register,. our strategic goals., finanaal strategy and sustainability. liquidity management- commitments to staff and other contractual obligations- and needs of sgrvi¢es and bgnefi¢iaries. 25 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Thi5 level of reserves is to prole(a the charity from having to make quick structural change5 arising froffl the sudden loss of income, for example when conlracts are not renewed or other unforeseen arcumstances, to enable the diarily to fvnction during unexpected periods of financrdl drfficulties. The Finance and Resources sub-committee reviews the level of reserves requi￿ by Solace annually and recommends the appropriate level lo the trustees. Based on the an31￿lS of risks, a minimum general reserves level of £2,249,949 would be considered adequate. The current unrestricted free reserves of £1.189.479 lunrestricted reserves less those related to tangible fixed assets and designationsl a￿ below the largel reserves level although more than adequate to meet ongoing liquidity requirements for the coming year. The need to increase reserve510 achieve the desired target levels will be a key focus of the th8rity in the coming years. wrth 8 plan lo generate SuffiC￿nI reserves over a period of three to five years to ensure the desired target levels are achieved by 2027. Further notes on our reserves are ouuined In nots 15 of the finant?81 stslemenls. The tru51ee5 have consKJered the material uncertainties which may cast doubts on the approprialene55 01 the going eoncern assumption with regar(Js lo the 2021r22 fin8nci81 s18lemenls. As noted above, these uncertainties are continually monitored by the board and the senior management team. and remedial actions are implemented in a timely manner. Having considerwj the risks of these uncertainties, the Iruslaes have concluded Ih8t Ihg 90ing concem assumplion remains appropriate. 26 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 REFERENCE AND ADMINISTRATIVE INFORMATION The financial statements comply with the current statutory requirements. the memorandum, and articles of association. the Companies Act and the Statement of Recommended Practice- Accounting and Reporb'ng by Charities.. SORP applicable to charities preparing their accounts in accordance with FRS 102. Company numb•r 3376716 Country of Incorporatlon United Kingdom Charity number 1082450 Country of roglstratlon England & Wales Reglstered office 9 Appold Street. London EC2A 2AP W¢bslt• 8oard of Tru8tO08 Trustees who served during th8 year and up to the dale of this report were as follows.. Ms. Helen Hughes Ms. Kirsty Telford Chair Iresigne(19 DeCem￿r 2021} Vice Chair (from 24 June 20211 Interim Chair Ilrom 9 December 20211 Treasurer lup lo 29 June 20221 Interim Treasurer lappoinled 29 June 20221 Ms. Jasbir Sandhu Ms. Kerri H8rtw8ll Ine8 Podobnikl Ms. Yasmin Becker Ms. Tergsa Hoey Ms. Maureen Hopcroft Ms. Emily Florence Hulchings Ms. Vivien M8 Ms. Healhgr Mah Ms. Margaret Osimen Ms. Natalie Lopez Ms. Madeline Church Ms. Meghan Roach Ms. Amy Pritchard {relired 29 March 2022 Iretired 29 March 20221 Iresigned 9 December 20211 lappointed 5 August 20221 18ppointed S Augu5120221 18ppoinled S August 2022 lappointed 5 August 20221 Prlnclpal staff Ms. Fiona Dwyer Ms. Judith 8anjoko Chief Executive olfi￿r (Tesigned 30 Seplembef 20211 Interim Chiel Executive Officer Iwef 1 October 20211 Director of Services lup to 30 September 2021 Chief Operaling Officer Director ol Business Development Interim Director of SeNces (appointed 1 Feb 20221 Ms. Retna Thevarajah Ms. Jane Jutsum Dr. Jennifer Cirone Bankers HSBC plc 1 Aldemians Hill )don, N13 4YE Solicitors Bales Wells & Brailhwatte London LLP 10 Queen Street Place London EC4R 1 BE Auditor Mcrt)re Kingston Smith 9 Appold Street, London EC2A 2AP 27 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Strurturei governance & management Solace is a charitable company limited by guarantee. incorporated on 28 May 1997, and registered as a charity with the Charity Commission on 16 September 2000. The chacity is fomied under a memorandum of association which established the obj'ects and powers of the charitable o)mpany and is govemed under its articles of 85swialion. Recruitment and appointment ol members of the Board of Trusteeg Solace welcomes women to the Board of Tnjslees who have the skills. dedication, and enthusiasm to lake overall responsibilrty for the organisation. The charity advertises for members in a number of ways induding recruitment web$itgs and other relevant publical￿n$. Trustses serve for 8 maximum period of six years in aggreg81e a￿1 th8 totsl number of trustees are twelve members. Solace has a diverse Board, ensuring that our trustees represenl the women we support. One third of members must resign each year. with the longest standing members resigning first. Indurtion and training for the Board of Trustees All prospective member5 receive inlormaknon regarding Solace induding the most recent annual report and audiled accounts. as well 8s copies ol relevanl policies and proce(lures. They meet with the CEO who carries out an induction that indudes training on key policies (including equality, diversity and inclusion, safeguarding. confidentiality, complaints, whistle blowing. financial regulation, risk assessments and D8S check51, a lour ol our services and meelings with both staff and seTrice users. A skills audil is condu¢le(l annu811y, and any gaps idenlifie(18re mel through Iralnlng, guldance from the CEO and othgr m9M￿r$ ol the trusto9s and $laff. as well as tsrggted rgcruitment. Truslegs are en¢oura9ed lo attend relevant trainin9 in areas such as 9overnance, human resource management and financAal management. The cost ol ihis training is fflet by the organisation. Trustees give their time voluntarily and receivg no l)gngffts from ihg charity. Any gxp8nsg$ roclaimgd from tho charity are sel out in note S to the accounts. Organisational strurture The Iruslees meet evgry quarter and a￿ ￿sponsible for the organisation's overall managgment and str8tegi¢ direction. The trustees also meet a year for Board Away Days. These women are drawn from a variety of professional backgrounds relevant to our work including those who have been impacted by domestic or sexual abuse. We are also committed to diversity and have a trustee trx)ard representative of our service users and staff. The officers of Ihe tharity are.. Chair Ms. Helen Hughes IreswJned 9 December 20211 Interim Chair Ms. Kirsty Temord (appointed 9 December 20211 Vice Chair Ms. Kirsty Teword lup lo 9 December 2021) Treasurer Ms. Jasbir Sandhu lup lo 29 June 20221 Interim Treasurer Ms. Kerri Hartwell (appointed 29 June 20221 (nee Podobnikl The trustees delegate appropriate functions to the Sut￿ComMitteeS listed below, ofwhich at least two members must be from the Board. 28 Solace Womenls Aid Trustees annual report For the yèar endèd 31 March 2022 Business Devebpment su1￿￿mMittee'. Oversees the over811 strategy and business developTllenl plans forthe charity, as well as Training and Consultancy, Fundraising. and Communicalions. Chair- Ms. Yasmin Becker. Finance and Resources Su￿e0mMittee.' Cfversees finarrial management to ensure optimum use of resources. 11 scrutinises income and expenditure and regulady reports to. makes recommendations, and clarifies options available to the Iruslees. Interim Chair- Ms. Kerri Hartwell. Human Resources and Governance sub-comrnittee: Oversees staffing issues including recruitment, retention, pay. equality and diversity, health and safely and environmental issues. 11 acts as the appeal body for any disciplinary and capability matters and is responsible for overall board g)vernance. Chair- M5. Kirsly Telford. Services sub-committee.. Scrutinises operational top-level reports and intemal audits,. discusses policy, davises. and reviews the service op8rab.ons slr8legy. Chair- Ms. Maureen Hop¢roft. In the summer of 2021. the Board of Trustees sel up an Oversight sub-CL)mmittee that wa5 led by the Chair and had Chairs or all sub-¢ommittees and the CEO working together to monitor and manage the increased risks faced by the charity since allegations around racism were published in the media. The committee met frequently and has worked closely wilh the interim CEO lo drive forward changes in the cultur& and management of thg Charily. One year on Ihe commiitee has reduced the number of tim8$ they meet but will continue lo meet twice a year lo track projress on all matters relating lo staffing, in particular staff from the global majority, monitor our ED&1 action plan and lo ensuro ovetsight of the culture roview and resulting orgaisational culture changes. Expert Advisors are sglected lo provide specialist advice lo the sub-committegs. They attgnd and scrutinise report5 together with Iruslees al sub-committee meeting. We currently have six Expert Advisors.. Ms. Judy Kawaguchi (Finance and Resource51.' Ms. Helena Dollimore (Business Developmenll.. M5. Beth Herlihy, IBusiness Development., Ms Debbie Peg1 IServi¢g$1', Ms Ra¢hg1 Galvin IHR and Govemancg) and Ms Sian Elliot (HR and Governance). Overall management is delegated lo the CEO and Directors who are responsible for ensuring that Solace delivers high qualf¢y services, meets contractual obligations and conditions of grant 8id. Princip81 staff are the CEO, COO, Oirector of Services and Director of Business Development who convene regularfy to oversee the org8nisalional management of Solace. The Directors repx)rt lo the CEO. The wider Senior Management Team includes eight Heads of Services and Deputy Heads ol Services who meet with th9 Directors and CEO on a lortnightly monthly basis. Team and Service Managers njn the day-t(Klay actiwlies with their 5tsff teams delivering services in both refuge and ¢ommunity-based sgrvices. Theyreportto Hea(J$ of Servi¢gs and meetwith the CEO and Dirgctors each month. Related party transactions Rel8led p8ty tr8nsa¢Xion during the year related to professional pro bono seNces 8nd valueil al Nil12020121.. £2,500), and donations from 2 trustees totalling £65812020121.. £1.3001. Remuneration policy for key management personnel Solace awards a fair remuneration package to all staff including key management personnel. Both the Human Resources and Finance and Resources sub-committees undertake an annual review of salaries, and the trustees are responsible for setting the CEO salary. and with ihe CEO set Ihe salaries of Direciors. The salary of the highest and k)west salaries in the organisation does [￿t excee¢J 1..5. 29 Solace Womenls Aid Trustees annual report For the year ended 31 March 2022 Statement of responsibilities of the Board of Trustees The trustees (who are also directors of Solace for the purposes of company lawl are responsible for preparing the Iruslees, annual report indudirhg the 51ralegic ￿pOrt and the financi81 stslements in accordance with applicable law and United Kingdom Accounling Standards {United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the slal8 ol affairs ol the chartsble company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these rinancial statements, the tnJ5tees are required to.. select suitable accounting policies then apply them con$istenUy.' observe the methods and principles in the Charities SORP., make judgements and eslimales th81 are reasonable and prudent.. state whether applicable UK Accounting Standards and statements ofre¢ommend¢d practi¢e have b¢¢n followed, subject to any material departures disclosed and explained in the financial stal8ments', and prepare the financial stslements on Ihe going cont*m basis unless it is inappropriate lo presume that the charitable company will continue in operation. The Iruslees are responslble for keeping adequale accounllng records that dlsdose wlth reason8bl8 8ccur8Cy al any lime the financial position of the charitable o)mpany and enable them to ensure that the financial stslgmenls comply with Ihg Companies Act 2006. They are also fesponsible for safeguarding the 8ssels of the charitable company and hence for taking reasonable sleps for the preventson and detection of fraud and other irregularities. As far as the trustees are aware.. there 1$ no relevant audit inforniation ofwhich the charitable company's auditors are unaware., and the trustees have taken all steps that theyoughl lo have laken to make themselves aware of any relevant audit information and lo establish thal the auditors are aware of that information. The trustees are responsible for the Maintenan￿ and inlegrily ol the corporate and financial information included on the charitablo company's website. Legislation in the Uniled Kingdom governing tho proparation and dissemination ol financial statements may differ from legislation in olherjurisdictions. Members of the charity guarantee to contribute an amounl r￿L exceeding £1 to the assets of the charity in th8 event of winding up. The total number ol such guarantees al 31 March 2022 was 10 12020121 121. The trustees are members ol the charily. but this entiues them only to voting rights. The tnjstees have no beneficial interest in the charity. Auditors M(K>re Kingston Smith LLP were appointed as 8udilors in 2018 and are deemed lo be reappointed to under Section 487121 of the Companies Act 2006. The report of the B08rd of Trustees has been approved by the trustees on 15 September 2022 and signed on their behaw by Kirsty Telford- Interim Chair 30 Independent auditor's report To the members of Solace Women's INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS SOLACE WOMEN'S AID Oplnlon We have audited the financial statements of Solace Women's Aid for the year ended 31 March 2022 which comprise the Stslernenl of Financial Adivrtie5 lincorporatsrhg the Summary Income and Expenditure Accounll, the 8alance Sheet, the Cash Flow Statement and noles to the finanaal statements. including a summary of significant accounting policies. The financial reporting framework thal has been applied in their preparation is applicable law and United Kingdom Accounting Stsndards, induding Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Pr8¢1icel. In our opinion the financjal slalemenls.. give a tnje and fair view of the slate of the chariiable company's affairs as at 31 March 2022 and of the incoming resources and application of resources, including its income and expenditure, for the year then ended., have been property prepared in accordance with Unitsd Kingdom Generally Accepted Accounting Practice.. and have been prepared in accor(lance with the Companies Act 2006. 8asls for oplnlon We conducted our audit in accordance with Inlemallonal Stsrbdar¢Js on Auditing IUKI IISAslUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the audit ol the financial slatements section of our report. We are independent of the charitable Company in accordance wilh the ethical reouiremenls that are relevant lo our audit of the financial statements in the UK. induding the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these wuiremenls. We believe that the audll evidence we hav8 obtained is suffioent and appropriato to provide a basis for our Opin￿n. Con¢luslon$ relatlng to golng ¢on¢•m In auditing the financial statements. we have condLKfed that the truslees. use ol the going concern basis of accounting in the preparation ol the financial statements is appropriate. Based on the work we have performed, we have nol identified any maierial uncertainties relating lo events or conditions that, individually of colledively, may cast signifi(anl doubl on the Charitable company's ability lo continue as a going concern lor a period ol al least Iwelve months from when the finanual statements are aulhorised for issue. Our reswnsibililies and the Tesponsibilrties of the trustees with respect lo going concern are described in the relevant sections of this report. Other information The other inlormats'on comprises the information included in the annual report, other than the financial stalernenls and our auditor's report Ihereon. The trustees are responsible for the other information. Our opinion on th& linan¢ial statements not cover the other infom)alion and, ex¢ept to the extent otherwisg expli¢itly staled in our report, we do not express any form of assurance conclusion thereon. Our responsibilty is to read the other information in doing so. conskler whether the other infomiation is materially inconsistent with the financial statements or our krN)wledge obtained in the course of the audit or otherwise appgars to be matèrially misstale(l. If we identfy su¢h material in¢onsisten¢ies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements themselves. If, based on the work we have perfom)ed. we ¢ondude that there is a material misstatement of this other infomiation, we a￿ required lo report that fact. 31 Independent auditor's report To the members of Solace Women's We have nothing to rerK)rt in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the woth undertaken in the course of the audit= the infomiabon given in the truslees, annual ￿port for the financial year for which the financial siatements are prepared is consistent wrth Ihe financial statements,. and the trustees. annual report have b￿n prepared in accordance with applicable legal requirements. Matt¢r$ on whl¢h w• ar• r•qulr¢d to rop¢rt by ox¢•ptlon In the light of the knowledge and under5tsnding of the ¢h8ritsblo ctNnpany 8rkl ils environmènt obtained in the course of Ihg audit. we have not identified material misslatements in the trustees. annual report. We have nothing lo report in respect of the following matters Whe￿ the C¢xnpanies Act 21)06 reqUI￿S us lo report lo you if, in our opinion= adequate accounting records have not kepL or returns adequate lor our audit have not been received from branches not visited by us,. or the financial statements are not in agreement with the accounting records and retums,. or certain disdosures ol trustees. remuneration specified by law are not made.. or we have not received all the information and explanations we require for our audit. R•8pon8lbllltle8 of trust••8 As explained more lully in the trustees. responsibilib'es slalemenl sel out on page 30, the Iwslees (who are also the directors of the thariiable company for Ihe purposes of company lawl are responsible for the preparation of the fin8nci81 slalemenls and for being satisfied ¢h81 they give a true and fair vi￿, and for such internal control as the trustees determine is necessary to enable the preparalion of financial statements that are free from material misstatemenl. whether due lo fraud or error. In preparing the financial statements. the Irustees are responsible for assessing the charitable company's 8bilily lo continue as a going concern, disclosing, as applicable. matters re181ed lo going eoncern and using the going concern basis ol accounb'ng unless the injslees either intend to liquidate the charitable company or to cease operations, or have no realistic alternaiive bul to do so. Aud5torfs rosponsSbllltles for tho audlt of the flnanclal statements Our objectives are lo obiain reasonable assuran￿ about wheiher the financial statements as a whole are free from material misstalemenl, whether due to fraud or error, and to issue an audilor's report that includes our opinion. Reasonable assurance is a high level ol assurance, but is not a guarantee that an audit ¢ondu¢led in accordance with ISAS IUKI will always delect a malerial misstalement when it exisls. Misstatemenls can arise from fraud or error and are considered material rf. Ir￿1ViduallY or in aggregate. they could reasonably be expected lo Influen￿ the economic decisions of users iaken on Ihe basis ol these finanaal siatemenls. As part of an audit in a¢¢ordan¢e with ISAS IUKI we exer(ise professionaljudggmenl and m8intsin professional scepticism throughout the audit. We also.. Identify and assess the risks of material missiatemenl of the financial statements, whelher due to fraud or error, design and perform audit procedures responsive to those risks, and oblain audit evidence that is suffiuent and appropriate to provide a basis for our opinion. The risk of not detecting a material 32 Independent auditor's report To the members of Solace Women's misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions. misrepresentations, or the override of inlemal control. Obtain an understanding of internal control ￿levant to the audit in order to design audit procedures that are appropriate in the urcumstances, but not foc the purrx)ses of expressing an opinion on the effectiveness of the charitable company s intemal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting eslimates and related disclosures made by the trustees. Conclude on the 8pproprialeness of the trustees, use of the going (x)n¢em b85is of accounting and, based on the audit evidence obtaine Q03.0S 1$6S.9901 81 S.448 1141.8091 673.639 Transfer5 between funds 1203.057) 203.OS7 1141.8091 141.809 Net mobrment In lund$ 15fj5.990) 1565.9901 673.539 673.639 Reronrlllallon of funds.. Total funds broughi for¥Yard 2,668.731 2.668.731 1,995,092 1,995,092 Totrl fvnds carbled fowJd 2.102,741 2,102.741 2,668,731 2,668,731 All of Ehe above re5uIt5 are dorived frorn conlinuing acfMEies unle55 noted othe￿5￿. There were no other recagni5ed gains or losse5 aiher rhan rh05e 5fated abDvE. Movements In fund5 are d15closed In Noie I s io ihe finan(ial sfaiernefiis. Notes on pages 38 to 50 forrn part of these nnancial statements. 35 Solace Women's Ald Balance sheet Company no. 3376716 As at 31 March 2022 2022 2021 Note Flxed assets- Tarbgible fixed assets 10 913,262 950,672 Current assets: Debtors Cash at bank and in hand 2,045,428 2.922.697 2,095.461 2,676.142 4.968.125 4.771,603 Llabllltles: Creditors.. amounts falling due within one year 3,460.664 3,053,544 Net current asset5 1,507,461 ,718,059 Total assets less current Ilabllltles 2,420,723 2,668,731 Creditors.. amounts falling due after one year 317,982 Total net assets 2.102.741 2,668,731 The funds of the charlty: Unrestricted income funds.. Designated funds General funds 913.262 .189.479 ,300,672 ,368,059 Total unrestricted funds 2,102.741 2,668,731 Total charlty funds 2,102.741 2,668,731 Approved by the trustees on 15 September 2022 and signed on their behalf by Kirsty Telford Interim Chair Kerri Hartwell Interim Treasurer Notes on pages 38 to 50 form part of these financial statements. 36 Solace Women's Aid Statement of cash flows For the ear ended 31 March 2022 Note 2022 2021 Cash flows from operatin9 activlties: Net cash (used Inllprovlded by operatlng actI￿tIeS 16 (190.8331 1.676,219 Cash flows from Investlng actlvltles: Dividends, interest and renis from investments Purchase of property, plant and equipment 168 (62.780) 142,7431 Net cash used In Investlng actlvltles 162.6121 142,7431 Cash flows frorn flnanclng actlvltles- Receipt of CBILS loan 500,000 Net cash provlded by flnanclng actlvltles soo.000 Change In cash and cash equlvalents In the ￿ar 246,555 1,633.476 Cash and cash equivalents at the beginning of the year 2.676.142 1,042.666 Cash and cash equlvalents at the end of the year 2.922,697 2.676,142 Analysls of cash and cash equlvalents 2022 2021 Cash In hand Cash in bank Immediate notice deposits 77.799 1.417.474 1,42 7.424 63,333 1.266.033 1,346,776 Total cash and cash equlvalents at the end of the y 2.922.697 2,676.142 Analysls of changes In net debt At start of year Cash Inflows At end of year Cash and cash equivalenrs CBILS loan falling due within one year CBILS loan falling due afrer one year 2.676.142 1253.4451 182,018 317,982 2.422,697 182,018 317,982 37 Solact Wom￿.5 Note$ to the financ￿1 ststements For the year ended 31 Marrh 2022 Accountlng polkles al Swuiory Inforn￿k)n Solace WDmen's Aid is a charilablE company limited guarante2 and 15 inCOfj)Draled in the Unlied Klngdom. ThE registered office addrE55 15 6th llpor. 9 Appold Yreei. london EC2A 2AP. The financial 51aiemenis have been prepared in accordance wirh AcCo￿n11ng and Reporting by Chariries-. Sraiement of Recommended Praaice applicable ro Ihariiies prepariThg iheir accounr5 in accordance wilh the Financial Reporting Srandard applicable in the UK and Republic of Ireland IFRS 102)- Ichariiies SORP FRS 1021. the Financial Reporting Srandard applicable in the UK and Republic of Ireland (FR5 1021 and the Companie5 Act ZOO6. Agsets and Ilabllht￿% Ihlll•lty rÈ¢O9nlsèd •1 hlstorf¢•l cosi or Irans•rtlon v•lut unless oihtmlst ststed In the rÈlÈvah¢ accounilng pollcy Or notE. The presentation curreThry of the Charity is British Pounds srertir¥J. The amouThrs in the financlal statements are rounded to the eartst pound. ) Kyludwmwrt• and AHumMkY* In tht appll£atlon of tht company's accountlthg PDllcles. trusttes are requlied to make l￿dgementS, estlmates and assumptlons aknut the carryln9 amount of assets and Ilabllltlts that art not readlty apparethi from othei souices. The estlmates and assoclatÈd asgumptlons a¢e based on hlstovlial expÈilehCt and other lattors thai are consldeied to be ielÈvant. The estlmaits and uhdÈl￿1rtg assump¢ions are it¥lewed on ah 0tt9olh9 basls •nd acTual results m•y Jltftr 1￿M these tstlM4tes. dl Wjbllc b•nefft entlty The charltable company meets ihe dellnlllon of a publk bEnEflt enrity under FRS 102. range vf negaifve 5cenar105. The deralled cash flow lore(a5r and rfve adequacy ol cash re50urce5 under ihe5e negailve 5cenari05 have been revlewed by iru5ree5. 6a5ed on ihese deiailed 5cfullny. Ihe iru51ees have concluded ihai ihere 15 reasonab￿ e¥peiiatlon ihai ihe charity15 able ro meei lis obllgaiioDS as ihey lall due lor ai leasi 12 months followlng approval ol the flnanclal statements. There art no fflaieilal uncertaintie5 which may Impaci on ihe golng concern a55umption. Arcoidlngl¥ the IlnaKial SEatemenis continue to be prepared on the golng concern basls. fj Incomt Is reco9nised the Si•¢e￿nI of Fln•ncial Actkntits on an accw¥ls hsl$ 04Kt the charity has entltltmtnt 10 Ihe fund$, any ptrform4nct conditions •rra¢hed io the Incomt h•vt bttn ￿1, 1¢ Is Pfob•blt thaT the Income wlll bt recelvtd ind thai tht 4mtyuni c4n be measured reliablv. Income from government and oiher grants. whethei'capitsl. granis or'revenue, grants. Is iecognlsed when tht charlty has entltlement to the funds. any peifoimance condltloThs attached to the giants havt been met. It Is probable that the Income wlll be recelved and the amount can be mtasuitd ￿lIablY and Is not deferred. Personal charyes from 5eThi¢e users ave re¢ognised on a reteipr5 basls a5 th15 15 Ihe m051 rellable form of mea5uremeni. Income recelved In advance of the prov151on ol a 5pEcllled seTrke 15 deferred uniii Ihe criierla for performance related or other condlllon5 of Income recognllkin have been met. #) DOn￿lOn5 of gffts. and fa(11111 Donared professional services and donared facilirie5 are recogni5ed a5 i￿Orne when the chaTtty ha5 iontrol over rhe Item or received ihe Se￿i[e, any condition5 associaied wirh ihe donation have been mer. rhe receipt of economii benefit from the use by the charity of the item is probable and ihat economic benefit can be measured reliably. In accordance with ihe Charitle5 SORP IFRS 1021. general volunieer rime is not recogni5ed. The trustee5' annual report describe5 thler contrlbutlon5 in more On receipi. donated gifts, professional service5 a￿d donated faciliiie5 are re(ognised on the ba515 of the value of the gift io the charity which is the amount ihe charity would have been willing 10 pay to obtain servKe5 or faciliiies of equivalent economii beneflt on the open market.. a corres￿nding amount 15 then recognised In expenditure I￿ the perlod of recelpt. 38 Solact Wom￿.5 Note$ to the financ￿1 ststements For the year ended 31 Marrh 2022 ctyJhtln4 polkles ((ondthuè* h) Flnandal InArnmEnts Financial insrrumenis are recognised in the company's balance sheer when the company become5 party 10 the conrraaual provisions of the Instrumeni to meei the requirements of Secrion I I 'Ba5ic Financial Insrruments. and Secrion 12 '0rher Financial Insrruments 155ues' of FR5 1 OZ. Financial asser5 and liabillr￿S are offset. with the ner amounis pre5enred in the financial sratemenr5. where there is a legal￿ enforceable right 10 Set off rhe recogn15ed amounts and there is an intention ro settle on a net basis or to realist the asset and settle the liability Simultaneous￿{. Interest on funds held on deposrt 15 Incl￿ded %vheTh receNable a￿d ihe amount can be measured reliably by the charity., rhi5 IS normal￿ upjn notification of the Interest paid or payable ￿ the bank. 11 Fund 4c¢oundng Re5111cled fund5 are a¢¢ounled fof In a¢tordan¢¢ wlrh Ih express or Implles wlshlES ol donors In $0 far as ¢hse are In¢ended To be blnding on ihe charlty. Expenditure whlch meer5 these cdierla 15 charged TO ihe fund. Unresrrlcted funds are donatlOn5 and other Incoming resources receNed or generated for the Charilab￿ purposes whlch are not Subject to any Special re5trlctions and are classed a5 unrestricted wiihin rhe General fund. Deslgnated funds are U￿reStriCted fund5 earmarked by the trustees for partkular pUr￿e$. 11 VAT Expehdituit Is itcoynlsed Dnce thtit Is a Itg¥l or COnSiNCifve obll9atlon io make ¥ payment to ¥ thlrd party, It Is prDbablt thai sttilÈmeht ¥Vill be it9￿lre￿ ahd the amouni of ihe obll9aiion (4th bt mtasuitd rtllably. Exptndiiure Is cl•sslfled under iht lollowlh9 4¢tivllV htadln9S Cos15 of ra151ng funds ielaie w rhe cosis lTrcurred the charirable company In Ind￿(Ing thlrd partle5 10 make voluniary coniributions to It. a5 well as ihe cosi of any Kri¥llles wilh a fundra151ng purpose Expendlturt on charltable actlvltles Incltsdes tht costs of dell¥erlng Strvlces and other chailtable actlvltles undertaken to further the purposes of the charlty and Iheli assoclattd support costs Irrecoverable VAT Is Charged as a c05t a9alnst the aciivlty forwhkh the txpendlture was Incurred. k) Alloc￿l￿n of >upport Resoyr¢es expendtd allocaitd to tht ￿rtic￿l¥l a¢iMtywhtre The cosi rel•¢ts dlrtcity io 7h•t •c7lvity. However, Iht co$1 of owtrall dir¢¢tityn and at*mlnlsir•iion ol e•ch *¢iiViTY. comprisih9 The s•l•ry and overhe•d COSTS of ihe ¢ehlral functloh, is apportlomed on ihe follo%¥ing basis whlch ar* tsilmaie. based staff dmt, ol iht 4mouni litributiblt to each acrlvlty. Where Information a￿ul the alms. objectlves and proJe Community Refuge advice. actomo- advocacy dation support Cosi of raising funds {"} Children and Young People Ascent. CR1515 and other partnerships Olher seNces Gtsvernance costs Therapeuiic Support costs 2021 Total Staff (Note 61 Partnerships Children and Service users 321.872 1,668.357 84.915 75,860 221.146 3.640.403 247.654 221.404 283.981 1,165.330 508.704 120.868 525.959 2.051.235 819.332 59.491 893,127 15,000 663 121,077 63,148 .907.568 2.398,804 1.178,702 958.033 50,364 102.995 5.208 78.838 2.858 38.683 3.013 39,210 12,612 Occupancy, Maintenance and Services Professional Fees and Other 21,250 29.086 1.187,597 41.390 215.201 61,115 65.838 6.893 12.171 17.516 5.243 45.392 17,526 21.344 85,594 280,484 20,178 15,140 1.630,598 518.360 525,567 3.Z79.165 4.669.758 1.322.107 579.932 213.726 3,494,887 1.395,945 111,078 15,592,165 Support cost5 98,049 465.401 433.017 159.805 60.736 11.628 167.308 11.39S,945) Governance costs 4,145 25.860 36,827 10.090 4,910 1.686 27.561 Total expendiiure 2021 627.761 3.770.426 S.139.602 1.492.002 645.578 227.040 3.689.756 15.592.16S 45 Forth ondol 31 blarth 2021 Thls Is stat*d aftor chatyin9 i £rodlUn9'. 2022 ItyJ.19D OpETaUn9 I￿￿ Itntsl5-. PrOPèIiy l.Oal.292 22.121 875.509 Audlt¢rts' i*munoYatl(th i*x&Jdlr4 VATJ.. Audlt {sLitUt￿ audho Otr￿r strwk*5 Trust*t expEnso% 1.390 75 Staff costs 15 2012 7.149.261 735.149 223,406 73.376 250.005 559.910 594.098 27.96J 6.872.622 602.996 EmployÈT'S contributknn todtfinod contilbjknon %chtmos RtduThdanry and Itrrnlmlion wymtntj Stiff tiaining. sup*M%ion. Irw•l ind vduth•r rosts S•ssiofial coufj5¢11ors and s•N4rnpkn•d Agtncy & loEum slilf her loim5 of *mplwe 452.079 568.072 8.9DI.664 Suff havt •lkKat¢d ￿e¥PEr￿l￿re as Idk1￿. zoiz C4$1 of T￿%1￿ fvnds RÈfv9é accomModat￿n CommuThlty ad¥lc*. adworiry and suppwt 12,25S i.e96.144 4.422.$06 I.)￿.151 491,ie6 213,Je6 410,537 l.J46.47J 3.640.403 hlldr*n and Youry Pw Otfv4r i•rwlc•s Asc•nt CRL515and Ol￿r wrtnoishlps Suppon ￿ 9Vrtin4nco 508.704 986.275 .90T.661 zoiz No. £60.000- £69,999 170.000- £79.999 180.000- £Bg.999 190.000- £99.999 LIOO,000- E109.999 Tho tot*1 bonoNts pakl to the ktyrn*na9Èment pÈrttinMI ￿hlÈf OfficÈt. Chief ExÈt￿trlè Offlc*t. Chléf OpEraling OlficEr. DiiKta[ of Se￿1￿￿ and DiiKta[ of frJsine55 tlewekpm?ntl were E381.471 12U21 E334.492I. EmployeE benefi15 emphyei pEnsion ￿(￿n￿￿tI￿￿. ￿ (411 payments Nl. 11 IrKlyded ierrninillon PaVrnEnts of £46.658 pakj ts key peI50rmd. No thaylty rOctk￿d paynbÈnt p*Of*S>kn￿ orllthti SUP￿Ied iothtchatity 12021.. (nlll. RÈIM￿￿%È￿Qnt of traw*l to its 2022 É75 12021-. Mil>. 46 Forth ondol 31 blarth 2021 Tho aw*Ya9È n￿￿b￿t￿￿MpIty￿s (h￿a￿a￿nt b3sod ¢th ￿￿h￿t of 41aff Èm¥kn4od) durlng thÈ¥oarvAS as fdlows. 2022 Mo. Èfugè COMMU￿lty *d￿c*. and supr 56.7 128.9 34.4 3S.S Childrtn afid Your4 Peo￿￿ Othtr 5trvicei A5ceDI CR1515and olhEr partneI5hip5 Supportand 9Wtinanc &6 J6.5 2>7 T￿￿1 don1￿0￿5 from 2 liusle￿5 £658 12021. É1.Jty)J. RÈbrÈd Party duilnj th¢yw ItlarÈd ￿ Pro 4t h112021.. I2.50)1 10 Tww*li fi¥•4 F￿*h￿d prop* Ilèyir Comput•r 961.662 SI.￿& 236.013 20.930 ,922.79J 62.780 Aiihlndoli￿Y 961.662 $1.gJ8 256.H3 315.060 51.tyJ8 175.001 61.330 Ch•rg* f¢r ihe yw 171.068 51.>)1 20T.004 Atth*•r4dth•wi 7•￿594 49,93> 113.2$2 At th• start ol th•￿*1 $0.486 98,209 9S0.672 Land ava￿* ol £480.831 13021. E410.831I Is lncluthd￿lh1n not d•pm¢￿I￿. All vliht 4bw¢ 11511$ arq ujtd rhrltthlt WIP05￿. 2022 1.276,622 78,709 95.195 594.201 debiw5 79.256 ¢paym¢nls 676.099 2.N5.421 47 Forth ondol 31 blarth 2021 2021 8a4.570 275.24 44.199 105.000 21.174 747.766 253.847 41.ty7ty los.￿0 43.936 Provision Fullds hdd on bthaWof d￿￿¢S Loan payable crua15 DEleired inromt- 5tt 12a bdow 638.896 1.309.558 782.387 1.460.664 3.053.54A 12tt f¥fvrr•d Inu¥n• DElerT¢d incomt roryri5•5 IfK*imt in C*lntrart5 4nd ai• d¢lNeied In thelolknying yeir. 2021 1.078.611 (1.07&61• 1.309.$51 435.730 relia)ed to income In ihEy defETIEd In Ihtveii lanc* it ond of th*yuv I.J09.558 2022 CBIL5 payabl• 317.982 LrAns Payabl• In(*Jdos 1S00,OW 10 thÈ4fNtrnw*Ènt back*d IntwNptlon Loan SchÈm•. vthlch urrloi Inior*st at 6.5Xand a final Schtme payabl* to So(14 In¥*itmÈnt &Jiln*is F14 Llmtt*d ISIBI. Is chaYg*d al 6.5% and monthtywlral ind Ini*rÈsi p*rnÈnis comrnÈncod 2021. Th• 9￿rnMÈ￿t pald InMroii o114S.OW and arrangomÈrn lo* of 120.ty)O ro Slèan bÈhat[ofs￿(0. th1& b**fi r•coqnls•d a donatlon In nal• 2 financthl s¢atsrnintt. 2022 Caplt41 r4PaYmQnts 4r0 du• p to on• y•ar Is•• nal• 121 - to 131 (* * Ihttnd ¢1 Ihtyw sfy).000 C•Mr41 R*srd(rtd 91 J.261 1,507.461 1117,982) l.W7.461 1.189.479 913.262 Z,lQ2.741 Re5ffirted Tanglbkfix¢d a55tts 950.672 3SO.000 950.67Z 1.718.059 1.368.OS9 1.36WbS l.JtyJ.672 2.668.731 48 Forth ondol 31 blarth 2021 At thÈ srart IT￿1)rnt& Tran%feis Attho efid of 55e5 R¢strl¢trd fiJn4s'. Pr￿111*1￿ and 487.743 766.094 IS42.S99 S4.856 CommuThlty athct. att￿￿a(¥ & 5UPWI (I.ÈOQ.3801 IS80.39S 89.762 49.253 Childitn alld Your4 48.2S3 Pthn•rshlp Ascent Adviie ind 3.070.654 (3M89.25P Totsl roslrfct4d luv 6.614.504 203.057 Unr•strlrt•d fur￿1.. DE5l9nAt¢d lund5. 950.672 350.C 62.7BO 913.26l COVIO-19 4PPEal 1350.ow Tthl d•lIgr￿thd IpJrAI 1.3tyX6n (450.19)) 62.7eo 913.262 G*nÈral funds 1.360.059 9,716.916 2.6￿nI 746.911 (10.109.1s1) 120).0S 2,102,741 T•MI fvndi 2.66&ni 1&361.422 116,927.412) 2,102,741 At th* InE*irn•& 94lM AtthI￿d01 Js5*5 539.723 1376.OM 36.277 PvvAiSon 4nd Pm•rthTr 420.402 8,oJe att¥4c•. ad¥QUCV & 825.408 SS.84S Chlld¢*n Y4)ur4 392.429 1th).66 12.869 Partn•rshlp **rk Asc*Dr Advlc* and CounMMln9 3,674.265 13,680,420 7.177JS4 (7,319.063) 141.10 995.641 42.743 )50.000 150.672 )50,00 COVIO-19 Siaff Coniiw*n(v IldinQ Éth*T4en(v 20.000 120.0th) (5.0th) 110.oty)I io.oty) J92.74J I.￿￿.671 OW550 (6.150.) (5J4.552) .361.05• T0ts1 1,995.1)92 9.1)•0.550 18.27J.102) Z,668.731 Totsi Ipjnds 1,995ml 14165￿4 2.661.731 Rtfugt Thls fund Is dtdlcalod to holp tht *c¢ntn and chllditn stayln9 In itfu9es. Rtstilced fundlll9 V4ere recekvod Irom C￿￿¢11$ for thÈ ttfugQ incamdott. trA￿Lc lot Fathity SuPPOrtathl Ros*trfoMÈnt*otkéts across Dut boillkn4h5 and ThE mason￿ FUu￿da￿n IL4ryaid* a sup￿{￿￿￿k￿l ih Eexley. Community ad￿(￿. adv￿3(¥ and 5UPPOrt This ffur￿ Is Foi Ihe 3dviEE. ad￿[￿(yand outrEarh WDik ro sur￿￿￿r5 uf dDrne5tir London Cwnci15 funded DurAscenf Aknce IvJb. Othpr fundEr5 indude 5outhall Black 515feis for with no to pvblir I￿￿￿5 Lwnie5thiydihe exit at of tsuf s￿￿te￿. A5 at the datE the app[￿￿310{￿5g fin3no3151at¢rnEnts. the reims and