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What you can find inside. , A message from our Chair and CEO:: . Our year at a glance , Who we support and their experiences Our vision, mission and strategy , Long term recovery and lasting change Stategic influencingg partnerships and leadership_.. Organisational development and growth , ;,-. Aspirations, education and employment ",x:-; ' . Children and young people Empowerment, engagement and accessibility Equity9 Diversity and Inclusion Looking to the future Legal, administrative and governance information Financial review Independent auditor's report 8018cewomensaid.or
"I would refer Solace to anyone in the same situation. It's not just a job to them, they genuinely care and really know their stuff. They help you deal with the hardest, darkest secrets you have hidden. I have never felt judged or misunderstood." Survivor
A message from our Chair and CEO Welcome to Solace's Impact Report 2023/2 It has been another busy* often pressured but extremely productive year at Solace. As with many Violence Against Women and Girls (VAWG) charities, at Solace we continue to navigate how to best support our service users within an increasingly underfunded sector with comp18x external pressures on VAWG sector charities, our staff and volunteers and the women, children and non-binary people that we support. Despite thes8 uncertain times, we continue in our mission to support survivors to achieve independent live5 free from abuse. We supported 14,435 people (22123: 13.361) in our frontline services last year. Our work has a lasting impact on th8 lives of the women and children we work with. and we're proud to stand" in solidarity with all survivors and to work towards a safer future. This has been a year of fresh starts, with Naharjoining as our new permanent CEO in June 2023 and Priyanka as our permanent Chair of Trustees in September 2023. Another fresh start is our new permanent office in Camden. This move has made a huge difference to staff morale and allowed us to feel more rooted in north London. The offices are welcoming and friendly and it is great to finally have our new'home, back where Solace Started our journey in Camden nearly 50 years ago. - This year, some memorable moments have been: Launching a new pan-London project (the Ruby Project) which seeks to expand Housing First provision for Black and ethnically minoritised women with Hopscotch Women's Centre and fund8d by the Oak Foundation. Securing funding to expand our complex needs service to a new project in Haringey. - Expandin9 our peer mentoring scheme so women with lived experience can support young women and" girls in who have recently experienced violence and abuse. • Representing survivors at the Covid-19 Inquiry to ensure that they are prioritised in future emergencies our country rnay face. Partnering with Furnishing Futurès to develop a blueprint for a psychologically informed environrnent for our refuges. and using this to transform the living rooms in our Haringey refuges. Working with volunteer group. ecubed. to put on fantastic events which raised over £10,000. Bringing our staff together at our all staff conference to celebrate their work and look 8t how we support women from survivors to thrivers. We are still seeing the long-term impact of Covid-19 on those experiencing domestic abuse and survivors are facing an increase in the cost of living and strained public services. Housing remains a critical issue for women and their families in London and accessing safe and suitable accommodation remains a priority for our campaigning. We continue to call on government and statutory service5 to ensure that survivors are able to access the services they need to reach safety and recover, including ensuring there is sustainable funding for the VAWG sector. _. solacewomensaid.or
As a leadership team, we're building on our commitment and perseverance in promoting an inclusive and . supportive environment for our staff and survivors to embed a zero-tolerance approach to racism and . discrimination. We are committed to this ongoing journey to improve. Last year, the board of trustees commissioned an independent culture review. We are now taking this work forward through a series of planned Solace Together workshops, including every staff member, that calls for reflection and builds strong values and behaviours that guide ourwork with service users and our effective engagement as a unified workforce. We continue to build on our Equity. Diversity and Inclusion action plan and are actively working towards being an anti-racist organisation. Th8 results from our culture review continue to inform our way forwards and our collective mission to be a fully intersectional and psychologically informed place of work. The external environment remains challenging for the sector, with high staff turnover, recruitment challenges, and a lack of sustainable funding as well as changes in types and style of abuse with ever growing tech and online abuse. But we are constantly inspired by the courage of the survivors we support, and will continue to grow and adapt our services so we can reach and support more women and children. Tog8th8r. we can make change that saves lives. Priyanka Devani Chair of the Trustees Nah8r Choudhury Chief Executive 66 Despite these uncertain times, we continue in our mission to support survivors to achieve independent lives free from abuse. solacBwonienSJi"d.-or
Who we support and their experiences of survivors we support experienced emotional abuse of survivors we support experienced jealous or controlling behaviour of survivors we support experienced physical abuse of survivors we support experienced financial abuse of survivors we support experienced harassment and stalking of survivors we support experienced sexual abuse 57% 16% 30/ . of survivots. 389 125 w,o.men .we. se.rvice$.~ Bolactiwomènsald.'o'r'
Adults supported in our services White BTlti6h 29% 32% 30% A8ian/A81an Brltlsh 21% African/Caribbe8n/ 81aek 8ritish 19% 14% 12% Whito other Mixodlmultipl• ethnicily Oth8r ethnlcltles 4% 6% 16-20 21-25 26-56 5646 46-55 56-65 66+ Ethnicity of adults Ages of adults Children supported in our services 38% Whlte British 12% A8i8n/Asion British 22% 26% Alric8n/C8ribbean/ Black Britlgh 21% Whité othor 12% Mix•d/mulliple Othnicity Othor ethnicltltri 0-5 6-10 11-16 16-18 Ethnicity of children Ages of children solacéwioiiiensaid Ot
Strategic Report The trustees present their report and the audited financial statements for the year ended 31 March 2024. The reference and administrative information set out on pages 38-39 forms part of this report. The trustees review the aims, objectives. and activities of Solace each year. This report looks at what Solace has achieved and the outcomes and benefits the charity has brought to those groups of people Solace is established to assist during the reporting period. The review also helps ensur8 the charity'5 aims, objectives and activities remain focused on its stated purposes. Vision, mission and strategy Our key objective The prornotion of the physical, emotional, and psychological wellbeing and safety of victims of domestic, sexual, and associated abuse, in particular womeni young people and children. Our vision A world where everyone is able to liv8 safe and independent lives which are free from gender-based violence, abuse and exploitation. Our mission Solace exists to end the harm done through gender-based violence. Our aim is to work to prav8nt violanca and abuse as well as providing services to meet the individual needs of survivors particularly women and children. Our work is holistic and empowering1 working alongside survivors to achieve independent lives free from abuse. Our values Feminist and intersectional in our understanding of male violence against women and girls Survivor led, trauma informed and empowering Diverse, anti-racist and anti-discriminatory to create 8 fully inclusive environment for 8taff and service users 66 I'm so grateful, it's been a long time coming and it's such a relief. Thank you for all your hard work on this. Survivor solaceWO
We are committed to: Soci81 justice and human rights Service users having 8 central voice within the organisation Working in collaboration with other agencies Continuous improvement Our strategic priorities 2022-27 Following the launch of Solace's 2022-27 strategy we have started to work towards our six strategic objectives to drive forward our ambitions of supporting more survivors on their journeys to recovery and beyond. Our six strategic objectives are: 1. Strategic influencing, partnerships and leadership 2. Organisational developrnent and growth 3. Long-tarm recovery and lasting change 4, A8pirations, education and employment 5. Children and youn9 people 6. Empowerment, engagement and accessibility 66 The work you do is so Important, keep doing itl . Survivor 66 The care and Compassion I receivod deserves the highest praise. My advocate was absolutely amazing in helping me in anyway she was able to. Talking to me and providing me with advice has helped me on rny journey to overcoming everything my family and I have been through. urvivor sc*lalI0in9nsaId.'or
What we achieved this year: Long term recovery and change At Solace, for women and children to truly recover from the effects of violence and abuse, we need to take a holistic approach leading to lasting change. Our services continue to provide life changing and long standing b8n8fits to the survivors we support. Safety support through our advice and advocacy services Solace's dedicated London Advice line provides a first point of call for survivors. In 2023/24, our advice line answered 4,063 calls from individuals and professionals across London to provide support on domestic and/ or sexual abuse (22123: 4.107). The line provides immediate advice and short-term support on safety planning. legal rights and options, housing advice, financial concerns, immigration issues, safeguarding and mental health issues. Our Advocacy and Support teams continue to offer support to thos8 affected by domestic and sexual violence in seven boroughs across London. Our community based advocates work hard to increase service users, safety and meet a range of needs to recover from abuse. This year we supported 4,990 in our advocacy services (22/23: 5,916). Longer term support for sexual violence survivors Our North London Rape Crisis service offers a range of services to women and girls 13+ who have experienced any form of sexual violence at any time in thair lives. This year we answered 1,323 calls on our helpline (22123: 894), 215 women who experienced sexual violence were provided advocacy (22/23: 286) and support, and we provided 269 women with counselling or group work (22/23: 272). We piloted a new group work programme for survivors who have finished their counselling and who have had a negative outcome f rom the criminal justice system. The groups begin with a counsellor facilitating, and then women are encouraged to continue together and provide peer support. Survivors fed back that they felt empowered to have their experience normalised by their peers and felt safer and comfortable to share things. -.solacewomen"$ald.or
Providing safe accommodation We provide skilled, specialist support for wornen and children across our refuges and accommodation services, enabling them to address both their practical and emotional needs during this difficult time of transition. This year. we supported 809 women and children across our 19 refuges in seven boroughs and 64 move on spaces across London (22/23: 949). ol sur:viyors 1n.our . accommodation sai.d-, they felt safer following our support:._ Space to heal from trauma We continue to provide person centred and strengths based counselling and group work for survivors of domestic abuse and wider VAWG. We provide counselling for women in the community in Islington, Waltham Forest and through the pan-London Ascent Advice and Counselling service. We have continued to deliver our counselling for women and children in our refuges, to work through their feelings and understand the trauma they have experienced. Embedding a psychologically informed framework We are working towards psychologically informed framework (PIF) across our services and organisation. Staff have been introduced to insights and principles from psychological approaches to working with service users and each other to support them to understand, and keep in mind, the conn8Ctions between thoughts, emotions and behaviour. A staff working group will be working to embed this approach across our organisation in 2024/25. We also partnered with Furnishing Futures to develop a blueprint for a psychological informed environment for our refuges, and used the blueprint to transform the living rooms in all three of our Haringey refug8S. urvsvor Cas Study I felt exhausted and hopeless trying to find the right 8UPPOrt, until I found Solace. I was assigned a Floating Support Worker, who was like a breath of fresh air in my life and a rare and kind person. She genuinely cared about helping me and I feel that she gave me her all at all times. I needed someone to speak . up for me and fight for me when I didn't know how to fight for myself and she was great at advocating for me with many organisations. She saved my life in so many ways and I will forever be grateful and remember everything she did for me.
What we achieved this year: Strategic influencingg partnerships and leadership Our frontline teams deliver life changing work to survivors of VAWG, and often help them to overcome systematic barriers to help and support. Our strategic influencing at a pan-London and national level and partnerships are crucial to ensure that the specialist sector continues to provide life-saving support to all survivors and influence change to break down these barriers for good. This year, we continued to build on our public affairs and influencing so that the voices of survivors are heard at the highest level. We raised awareness of the financial and housing challenges that survivors of domestic abuse experience. and the failings they suffer in the criminal justice system. We responded to six consultations over the year and met with 27 influential stakeholders. Covid-19 inquiry Solace, alongside Southall Black Sisters, r8presented domestic abuse survivors as a core participant in the Covid-19 Inquiry looking into the Government's decision making during the pandemic. With support from Garden Court Chambers and Public Interest Law Centre, w8 submitted extensive written evidence and gave oral evidence in October 2023 to highlight the experiences of survivors during the pandemic and the failings of the UK response. We await the inquirfs recommendations and lessons18arned for future pandemics and emergencies in 2025. 66 For the first time, councils from across England came together to undertake gender informed outreach to understsnd the number of women rough sleeplng and how their experiences differ from men's. Solace evidence to tho Covid-19 Inquiry
Women's Rough Sleeping Census expansion Solace worked in coalition with Single Homeless Project, London Councils and Homeless Link to deliver the first national census into the seale of women's homelessness. For the first time, councils from across England came together to undertake gender informed outreach to understand the number of women rough sleeping and how their experiences differ from men's. 66 As a f8malei you feel . vulnerable and I was 8carod to sleap outside in case anything bad happèned to mè. You feel p8opl8 look down on you. The National Women's Rough Sleeping Census Report 2023 sets out the key findings from a week-long, national census of women sleeping rough in 41 local authorities across England, and recomrnendations to improve the response for women. Teams conducting the census found 815 women, a far higher number than Government counts in those areas indicate. Read the report in full: WRSC Re Women's Rough Sleeping Census Participant ort Our partnerships Partn8rship is one of our three key principles that steer our organisation, and we seek to develop equitable partnerships with specialists in the male violence against women and girls sector. We are proud to lead the Ascent Advice Plus Partnership, Casa Project, Nest Project and the WISER Project, and to be a member of the London VAWG Consortium. We continue to play an active role in the Ascent Advice and Counselling partnership. Ascent Floating Support Service, and CouRAGEous Project to ensure that women and girls across London can access the specialist services they need. in rnove.on b.::. ¢ew<iinenbaid.or
What we achieved this year: Organisational development- internal Solace's staff are our biggest asset and do incredible work every day to support our survivors. We recognise that we need to do more to support our growing staff team and to foster an inclusive culture and work environment and this year we have introduced a series of new initiatives. Wellbeing and mental health support We introduced trained Mental Health Champions; staff members supporting us to becom8 safe workplace and to talk about our own mental health. Our Champions contribute to a mental health resources hub. support mental health anti-stigma days and conduct wellbeing assessments with staff. We deliver training for staff and managers on self-care, recruit volunteer counsellors and commissioned a new employee assistance provider which has a wider package of support. This builds on our existing provision of regular clinical supervision sessions by trained BACP supervisors, and access to daily debriefs. Wellbeing days and flexible bank holidays We introduced several new staff benefits including: • Wellbeing days - In early 2024 we announced that all staff could take an extra 2 days away from work in addition to their annual leave entitlement to help them prioritise their wellbeing and m8ntal health throughout the year. Switching bank holidays- Our staff team are now able to swap bank holidays set on datas for Easter and Christmas and use them for alternative faith-based events or celebrations. 66 Thank you so much for everything? you have no idea how much I truly appreciate your support and Solace as a whole. Survivor acewomensaid..or"'
Solace Together In 2022/23 Solace undertook an independent culture review. In response to the feedback from this review we designed and started our Solace Together sessions, running from March 2024. Our CEO, Nahar Choudhury, and members of SMT will be holding sessions with every single member of staff to gather thoughts on our culture, on being an intersectional feminist organisation and how to be a truly anti-racist organisation. Our aim to move forward together with improved culture and a united purpose. All staff conference In November 2023 we held our first full staff conference under our new CEO in central London. 200 staff attended and we held sessions on the theme of Survivor to Thriver. We were joined by some exceptional speakers including Jain Lemom, Head of VAWG for MOPAC, Nicole Jacobs, Domestic Abuse Commissioner, as well as our trustees, survivor ambassadors and motivational speaker April Ventour. We celebrated our staff team through our second Inclusion Awards for staff who had been nominated by their peers for going above and beyond in supporting and including colleagues. 141 .-*":"stilarwomenSal.d"0.
What we achieved this year: Organisational development- growth As an organisation, growth is part of our mission so we can provide more services to those that need them. The cost of living crisis and increased strain on public services has meant that it is a challenging time for fundraising within our sector and beyond. However, we continue to work hard to achieve the dual aim of supporting survivors and being able to do more to support the frontline staff working for the organisation. In 2023/24, we raised £14.4 million of income. The majority of our funding is from statutory funders for delivering refuge and IDVA services in addition to the generous support and donations of individual donors, community groups and companies. From marathon runners and cake bakers to jewellery sellers and gig organisers. every £1 raised has made a huge difference to the lives of survivors recovering from abuse. Swim for Solace We held our very first Swim for Solace fundraising event, encouraging supporters to swim 35 lengths, miles or times to highlight how women are assaulted on average 35 times before they report to the police. We were delighted that people swam to help survivors and thank all those that took part. In 2023, we also had our highest ever number of runners supporting us in events such as Hackney Half Marathon. ot Solace 66 All women and girls should not only be safe and free from fear- but also experience thejoy of living their lives loud and proudl wim for Solace supporter 4olacewomen$ald.
Our Christmas Campaign We rounded up the year with our powerful and poignant 'Safe This Christmas, campaign film featuring Eastenders actor and rising star Milly Zero as 'Amy' _ a young women fleeing an abusiv8 relationship and finding safety in a Solace refuge. The film also featured Solace staff and volunteers and members of LIPS choir, a London based trans-inclusive women's choir. Corporate Partnerships This year we are delighted to have strengthened our partnership with the London Desi9ner Outlet in Wernbley. who gave a pair of shoes to every woman and child in our refuge as part of their 'ln Their Shoeg campaign. They also launched a Warrior Tree at the London Designer Outlet as a symbol of unity and undertook comprehensive training to foster 8 safer space and equip their staff to positively impact the community. Partners also provide invaluable support to Solace through their pro bono sarvices - this year the support provided was valued at £70,300 (2022/23: £95,407) with a large proportion attributable to Christmas donations of £18,000. 66 Our goal is not only to gather support but to inspire empathyg solidarity, and to showcase the transformative power of small acts of kindness. LDO staff, our brands, and the Brent community all come together to support this mission. London Designer utlet
things each session, as well os feeling supported and safe was - incredible: Her energy made mé:. feel somethlng I've never feh 66 ' Thank you so muchto my ISVA) you have been absolutely amazing. I would say that you , . helped mo fight as hard as I did. l am beyond thankful for all the help and support from you. Solace Service User . solacewomensaid.or
66 You did a fantastic jobj YOU were kind yet efficientl YOU judged the situation and my needs perfectly and you have made a significant difference to my life. Solace Service User 66 66 Thank you for being with me and staying in touch throughout this ordeal. You've been such a kind and helping hand and I just wanted to say how much I app.reciate you throughout this whole process. . . Solace Service User
What we achieved this year: Aspirations, Education and Employment We are all too aware of the impact that violence and abuse can have on women's employment and financial stability and also on young people's aspirations and education. We work to create more opportunities within Solace and focus on supporting survivors to financial independence as our strategy evolves we will look to focus on creating more employment pathways for survivors in the wider job market. We achieve so much with the support of our volunteers and they continue to allow us to help more survivors, as well as create pathways into employment. LUCE Project for visually impaired women Through a grant from the Vision Foundation (now Fight for Sight). we launched the LUCE Project. It aims to make our Advice service more inclusive for people affected by blindness and visual impairment, who have historically rarely accessed our services, and break down barriers to employment for visually impaired survivors. Through the project, we have 3 active volunteers (2 of whom are doing an IDVA qualification) who are answering calls in our Advice Line and 2 volunteers who are looking for other opportunities within Solace. Expanding our peer mentoring scheme Our WISER project for women experiencing multiple disadvantage, continues to deliver and grow its, peer mentoring scheme. Women can access support from a team of peer mentors with lived experience, in addition to their WISER advocates. We successfully expanded this scheme to our advocacy scheme for young people in London's Major Trauma Centres. We recruited 10 peer mentors and delivered training to provide ongoing emotional and psychoeducational support to young people once advocates complete their support. 66 She was like a role model and gave me a blt of hope, because I knew If she could do It, I might be able to too. rvice User ported a Peer Mento sola¢ovioin"énsald.'oi,
Our volunteers In 2023/24, we received 7,197 volunteer and professional hours from individuals and students . Our volunteers worked across 28 different projects (22/23: 5,336 hours). Based on the London Livin9 Wage, we estimate that they contributed £94,641 to our services this year (22/23: £63,765). We hosted student placement throughout the year working with education providers to increased their understanding of supporting VAWG survivors and for our staff's mutual learning. 66 Recovery is complex but you need to keep turning up and challenge yourself. It's easy trying to find the new you but it's difficult to unlearn th8 old you - that'8 where the hard work 18. Survivor to employee 66 l am already 8eeing how my time here at Solace has -':: helped prepare metor my :: other internship that l am in right now. My time at Solace has really helped my confidence. Solace Volunteer - gnsaid.,
What we achieved this year: Children and Young People We continue to see the impact of the rise of online and technological abuse on children and young people, and the impact of domestic abuse in their homes and schools. Our work with children and young people is crucial to support them on their own journeys to recovery. With increasing levels of misogyny being seen across our society) it is more vital than ever that we continue our work alongside children and young people to prevent abuse and increase understanding of healthy relationships. (22/23.,19i) Supporting young people in London's Major Trauma Centres Our team of IDVAS have work in close partnership with Redthread to provide crisis intervention support to young people of all genders who present in London's Major Trauma Centres due to domestic abuse and sexu81 violence issues. We provide training provision to hospital practitioners to improve the identification of violence and abuse across the four London major trauma centres. Working with young boys Our Protect our Women Project delivered a newly developed 'Working with young boys, programme in three secondary schools, facilitating conversations around masculinityg identity, sexuality, and relationships through an expert, professional framework. It aims to empower boys to share their learning and help others to learn about positive and healthy models of masculinity. We are looking to expand the delivery ot the programme as a vital way to tackle rising misogyny in young men and boys. 66 You have made a tangible difference to the ways the boys are able to express themselves emotionally and are providing crucial space for them to talk as a group and learn such Important Ilfe lessons. Teacher
Our STAR Programme Solace's STAR (Supporting Trauma Awareness and Resilience) programme is part of our whole family approach and supports trauma awareness and building resilience for mothers and children in three of our refuges. The programme provides safe and confidential space to mothers and children in their respective groups to unpack their experiences of abuse and trauma while identifying new strategies, building resilienc8, healing through growing hearts and minds, and strengthening relationships. 66 Despite a lack of ringfenced funding for children as victims, we continue to prioritise provision to support mothers and children. We provide counselling for children and younger people in our refuges, our family support workers play a crucial role in addressing the devastating impact that domestic abuse has on mothers and children and our sessional play workers provide respite for mothers in refuge. We work with many different partner organisations to bring fun activities and new opportunities into our supported accommodation services, includin9 music making with Wigmore Hall, songwriting with Royal Opera House and yoga with Kidsinmind. I have eonfidence that children are taken care of and feel safe during the group so they can separate from thelr mums for the tirst tima. Survivor taking part in the STAR Programme Supporting schools and universities We have created a section on our website specifically for schools and universities with a range of materials including resources and posters to raise awareness of VAWG and Solace services. We provide training opportunities for schools and guides to for how young people can get involved in raising vital funds for Solac8
What we achieved this year: Empowerment, Engagement and Accessibility At Solace, w8 want to foster an environment of empowerment and amplify the voices of the survivors. We rais8 awareness of violence against women and girls and develop services which provide for survivors from intersectional backgrounds and the most hidden women. Supporting women experiencing muliple disadvantage Solace specialises in providing vital support to the most vulnerable women in London including those experiencing multiple disadvantages such as domestic abuse, complex mental health, substance misuse, rough sleeping, insecure or uncertain immigration status and history of children being removed from care and/or at risk of further removals. Through our WISER Project, two Housing First projects in Westminster and Islington and our multiple disadvantage refuge, we have supported 137 people who are frequently excluded from mainstream services and/or find it hard to engage with support {22/23:107). 66 When you'vo become homeless, they only see you as homeless. But wlth Solac8 they actually do take Into account you are actually person you had a Ilfe before that and you do have a Ilfe to continue and that's what they're trying to do Is actually make you continue from the Ilfe you actually had before. Surviv We published evaluations of our Housin First VAWG Westminster Service, in partnership with Standing Together, and our WISER Pro'ect which shows the continuing impact they have on women and the ongoing improvements we are making. A priority for Solace is to expand our servic85 providing this critical support across London and our new Ruby Project partnership with Hopscotch Women's Centre is the next step in ensuring that Black and ethnically minoritised women are better served by our services. Supporting with the Sex Industry Toolkit We published a toolkit which contains guidance for staff on working with service users in the sex industry. We also recorded a webinar containing an overview of terminology, stereotypes, the law, common barriers and challenges, as well as advice and resources for how to support service users who are in the sex industry. Toolkit: Women in the Sex Industry
Survivor Ambassador launch In May 2023, we launched our new survivor ambassador prograrnme, a group of incredible women who have accessed Solace's services and now want to share their stories to raise awareness of sexual violence and domestic abuse, and empower other women and girls. From media appearances, to public speaking engagements and consultation on our campaigns, they use their voice, skills and passion in a rang8 of ways to advocate not only for themselves, but other survivors. Raising awareness of VAWG through the media We work closely with the media to raise awareness and represent the women we support, and to reach women who need our services. We also work to ensure that VAWG is reported on responsibly and that we reach supporters and campaign for survivors. Where we can. we include our Survivor Ambassadors and the voices and views of the women we work with. This year we had more than 150 media engagements and were featured in magazines such as Cosmopolitan, Stylist as well as on TV and radio such as Channel 4 News, BBC News, ITV, Sky News, Radio 4 and LBC. Accessibility of our services We work to improve the accessibility of our services so more survivors can reach tha help they need. We use alternative text and subtitles on all our comms, and have Recite Me on our website, which supports people in a variety of ways, including translating our information into over 100 languages and adaptations for neurodiversity and sight impairments. We created some short films about our refuges to help women and professionals understand the support, and now have a online form to help wornen make self-referrals. You can learn more about moving into a refuge or referring women into a refuge here and here. Survivor Case Study . My emotional and mental wellbeing was greatly improved by having my worker by my side throughout the investigation and court case. She was extremely empathetic and was so detail-oriented that she thought of everything. I felt taken care of and it put my mind at ease knowing that someone who knew the criminal justice process inside and out was looking out for me and advocating for me. This meant that I could focus more energy on improving my wellbeing rather than worrying about the case too much.
Equityy Diversity? Inclusion Solace continues to focus on advancing anti-racism practice. fostering inclusion, and ensuring the safety and appreciation of our service users and staff. We want to take a proactive approach to tackling the underrepresentation of colleagues of colour in management (and across the wider charity sector). The inclusivity of our services continues to be a focus - 93% of survivors said our services were culturally sensitive. We deliver bespoke services for older women through the Silver Project, young women through our CYP services and rape crisis centre, Irish Traveller women, and women with no recourse to public funds. New staff training took place on meeting the needs of Bangladeshi women and supporting LGBT+ survivors. Our work has also focused on creating a new language guide to empower and equip staff with the confidence to use respectful and sensitive language when interacting with colleagues and survivors. We continue to upskill our staff to be upstanders rather than bystanders, providing everyone with skills to proactively challenge microaggressions and exclusionary behaviour experienced by service users and colleagues through our bespoke 'Courageous Conversations training,. This year we trained a team of staff co-facilitators to deliver these sessions, so that all staff can access this powerful course. Our second annual Inclusion Awards showcased those team members who had put this course into action through active allyship and celebrated staff who had taken broader steps to spearhead inclusion and anti-racism in their support for survivors and staff. This year we established our EDI and Culture Steering Group, developed a mentorship programme and an aspiring leaders programme for colleagues from global rnajorities within the organisation. These initiatives are seeking to nurture the talent of colleagues f rom global majorities, pave the way for more inclusive leadership and drive tangible progress in creating an equitable and inclusive workplace in which every team member feels valued, heard and seen. We have also worked with the EDI and Culture Steering group to design questions for our updated staff survey to help us to understand our staff's experiences and further steps to make our workplace inclusive and anti-discriminatory. We continue to provide specific support for women f rom the global majority through our debriefs with supervisors of colour and through our EDI open sessions which are weekly sessions for staff seeking assistance for EDI related concerns, issues and challenges. S.¢DSi.tiv•.,:
66 My main takeaway from thetraining was you can call people IN rather than OUT. I think this could changa the narrative of challenging others In a way where they could perhaps not get so defensive about being challenged. EDI Training Participant 66 I feel like I'm part of somethlng great. Steorlng Group Member 66 Llstening to other people'8 8torles about mlcroaggresslons they have experienced was very eye-opening as this training allows you to see the subtleties of microaggressions and how they can impact on others. l also now feel equipped to challenge others in work settings and my personal life. EDft Training Participant 66 The mentOY8hip allowed for meto learn? grow and develop my confidence. I was able to take questions to my session and get an alternatlve perspective on the management of different projects. Mentee 4)n tho Peoole OS ColoJi r Program IB6ewoinensald.or
Our thanks . Mills & Reeve.LLP '.New.Look.. Oak Foundation .Olwyn Foundation. Orbis Investments:. Orla Kiely., -'>. Paramount Pillars BreMiery-, Property Hub Public Interest LaV'centre Rafiki Golf Society Rich Support,.Limited -.4ti Rirnes Slaughter and May Southwark Charitable Trust Squire Patton Boggs -• STACK Agency Abuse (STADA), .The Big Give_ Hollick Family Foundation -WO*. The Firebird Foundation. The Football Association The Glen Beg Foundation The Golden..Bottle Trust->.. Th8 Grace.Trust . The Hendonian Charitable-Trust The.Rosa-Fund The Screwfix Foundation Jceland Charfitable.Foudnation Irish Y_outh Fo.undation IWIRC London Network . Jack S.ealey"Ltd Jade Blue- .T.okyo.Marine HCC.-. . MBA.S.tack. . the London_Bo_roughs_of-Barn"et., Bexley:-Cam-den,-_ÉDfield, H?ringeyi lslingtL>ri,- Leinbeth.- Tower.140-mJets- Waltham_Forest-a-D_d_Wéstmirister-"rthe Mayor's Officefor Policing and
urvivrjr tudy My emotional and mental wellbeing was greatly improved by havin9 Sabrina by my side throughout the investigation and court case. She was extremely empathetic and was so detail-oriented that she thought of everything before l even had the chance to. I felt taken care of and it put my mind at ease knowing that someone who knew the criminal justice process inside and out was looking out for me and advocating for me. This meant that I could focus more energy on improving my wellbeing rather than worrying about the case too much. ase Sabrina also did a fantastic job at managing my expectations well in advance so that there were no surprises or major disappointments. For example, she stressed how unpr8dictable court schedules can be and prepared me for delays and last minute changes. When, inevitably, there was a change to the schedule I was not as upset or stressed as I would have been without the prior warning. Sabrina 8180 helped me make better sense out of what happened to me, for example by discussing concepts such as the 5 Fs (fight, flight, freeze, flop, friend). I had never he8rd of this concept before but it has stuck with me ever since. It helped to better understand and accept how l acted to the assault and comforted . me knowing that my response was a common one to trauma of this type.
Looking to the future Our core focus continues to be on the continuous improvement of the support we give to survivors, providing new services that meet the complexity of survivors lives and ensuring that we have motivated and healthy staff and volunteers. Transforming the culture of our organisation together with our staff is a key focus for the trustees and leadership team in 2024/25. Our Solace Together workshops and naw EDI and Culture Steering Group will bring together staff across the organisation setting out our common purpose, what intersectional feminism means to us and how we all work collectively to become an anti- racist organisation. Our Anti-Racism Strategy will become embedded and help us all to respond to discrimination faced by staff and service users. We will invest in our staff through improved induction and learning programmes and developing management training. We will make improvements to the ways of working in our infrastructure services such as HR, finance and business support, so they can better enable our frontline to focus on delivering for survivors. Across our services we will be embedding a psychologically informed framework to ensure that our staff team feel confident in understanding and responding to the connections between thoughts, emotions and behaviour with survivors and towards each other. We will also look to improve the data we collect on the positive outcomes that our survivors experience and ensure we can consistently tell their stories and achievements, Our service users should be a key voice in all that we do and we will refresh our service user strategy to ensure they have more avenues to shape and develop Solace as well as setting up a shadow board to truly embed their voices in our governanc8 Structure. With a new fundraising team in place, we will be focusing on retention of existing services with full cost recovery, increased income generation and strengthening our reserves. This will enable us to better meet the needs of our service users, staff, and volunteers at Solace. We will support the organisation's growth by strengthening core services and seek to grow our services around housing and preventing VAWG. We will review some of our core delivery models to ensure they continue to meet the needs of the survivors we support.
Goals for 2024-25 Our 2022-27 strategy set out our ambition for the organisation to grow to achieve the dual aim of supporting more survivors but also to support the f rontline staff working for the organisation. Under our new CEO and trust8e board, Solace has developed some organisational goals to sit alongside our five year strategy: Inclusion, becoming an anti-racist organisation and cultural transformation We introduced several new staff benefits including: Work towards becoming an anti-racist organisation Deliver EDI initiatives to provide solutions for staff and services to end discrimination Continue our cultural transformation. Inclusive service delivery Review models of seniice delivery Embed a psychologically informed framework (PIF) Deliver new housing models One team of valued, diverse and skilled people Develop an excellent induction learning programme Provide management training for existing and aspiring managers Explore new non-staff benefits Amplifying the service user voice Establish a shadow board Create lurther avenues for service users to have their say Make prevention a priority Increase the use of our 'whole school approach. to tackling misogyny in young people Grow our partnership focusing on awareness raising and prevention Raise more awareness of VAWG through the media Strengthening our infrastructure services Review inf rastructure services to ensure they support staff to deliver excellent quality services Retain existing contracts with full cost recovery and an inflationary uplift Data to measure effectiveness Improve data collection across our seniices and increase the data literacy of our staff Develop set outcomes to measure success across our services Increase our use of storytelling to showcase our work
Financial Review The financial results for the year ended 31 March 2024 are set out in the Statement of Financial Activities, balance sheet, cash flow statement and notes to the accounts on pages 34 onwards. Income For the financial year 2023/24, total incoming resources was £14,386,000 (2022/23 £15,156,000) with funding f rom statutory partners, trusts and foundations, corporates and the public which have helped Solace maintain essential services during the year. The total reduction in income of £770,000 (5.1%) compared to prior year is primarily dua to the planned closure of the Labyrinth Project in December 2022 and cessation of services in Southwark in March 2023. The dip in activity does not capture a number of new projects which came online towards the end of the financial year which will partially rebalance activities longer term. The mix of income between S8rvices has remained relatively stable between years. 2022.23 2023.24 Children &Young People Therapeutic Communily ba$8d advice, advocacy & Support Refu98 accomodation- S8rvic8 contracts Refuge accomodation- Rent and Service Charges Donations & Legacies Partner8hip work Other Services Our refuge services grew by £252,000 as funding streams awarded in 2022 were operational for the full financial year and inflationary increases in core rental income came into effect f rom the 1 April 2023. Community b8sed advice and advocacy services, which continue to represent the largest part of our funding at 37°A, declined by £482,000 in the year. Our service delivery in Southwark came to an end in March 2023. This saw us transition IDVA services to our sister organisation Refuge. Therapeutic services, which deliver counselling in a trauma informed manner to survivors of domestic and sexual violence, declined during the year by £27,000 as Southwark services ceased. Our work with Children and Young People saw a £73,000 increase in funding due to an uplift in Ministry of Police and Crime (MOPAC) funding our team of IDVAS who work in close partnership with Redthread to provide crisis intervention support to young people of all genders who present in London's Major Trauma Centres due to domestic abuse and sexual violence issues.
Our partnership work saw a decline in income of £420.000 as the Department for Community, Media and Sport (DCMS); Labyrinth project, which saw significant activity in VAWG sector capacity building came to an end in December 2022. Solace has successfully retained 100°A of our statutory contracts retendered during the period, providing longer term financial security for Solace to withstand the continuing challenging financial climate. Voluntary income from donations contributed 3.1% of our funding base through the support of the public, corporates and trusts and foundations. A drop of £47,000 during the year as the team experienced a period of resource constraints due to the decline in the fundraising sector and the t8am was restructured. Expenditure Our charitable spending on activities decreased by 5.7°A from £15,257,000 to £14,388,000 aligned to the fall i n income as we actively managed our bottom line in response to a reduction in services and prudent management of central resources. The most sizeable drop was in partnership funding which fell from £1,348,000 to £943,000 following the closure of the Labyrinth project. Our financial position declined overall as we incurred closur8 Costs for services in March 2023. 10,0000 8,000,000 6,000.0¢ 4,000¢)D 2,001000 •2022123 St8ff Parlnerlhipi Childran & rvtce ts*r• IT& Fa¢l%tlei Occup8 Mllintenlnce SoMCèS port Colti rnanc Our biggest expenditure is on staff, 69.5% (2023: 68.3%). Our staff are at the heart of the financial decisions we have to make. Solace continues to support the London Living Wage and all salaries meet at least this level. In January 2023 and again in January 2024 Solace implemented pay awards that recognise those on the lowest salaries have been hardest hit by cost-of-living pressures. Our most junior staff received a 3.5°A pay award in Jan 2024 (2.5Yo Jan 2023) at a time when our executive team received no pay increase. As a result our average salary remained relatively flat year on year at £32,393 (2023:£32,385). Occupancy costs are our second major expenditure as we seek to maintain our portfolio of owned and leased properties. The average cost per unit of our housing stock increased year on year from £7,658 to £7,868 as we saw increased utility, maintenance and insurance costs arising f rom general market pressures. During the year we invested in a new Finance system and moved to our new Head Office to resource the needs of the organisation.
Central costs as a percentage of overall expenditure have remained constant as we have managed support and governance costs in response to planned falls in income. This means that for every £1 Solace receives 85p goes directly to supporting our service users. Financial position After the net expenditure on restricted funds, the overall result for the year was a deficit of £2,000 (2022/23: deficit of £102.000). Th8 current year deficit aligns with the operational objective for the year of delivering services within budget while facing a second year of higher than anticipated inflationary cost increases in costs. Achieving a surplus remains a key performance target to enable the charity to set aside funds towards reserves for contingency requirements, further 8xplained in our reserves policy note. We have p18nned to achieve a balanced budgat for the coming year which we believe is achievable due to recant renewals and extensions of contracts and a more targeted approach towards fundraising combined with tight mana9em8nt of costs. Total fund balances as of 31 March 2024 were £1.999,000 (2022/23: £2,001,000) of. which £1,021,000 (2022/23: £909,000) were designated funds and the remaining £978,000 (2022/23: £1,092,000) represented general funds. Designated funds as at the balance sheet date represent the net book value of tangible fixed assets. Reserves policy and going concern The reserves fund represents unrestricted general funds which are not committed or tied to any tangible fixed assets held by Solace. It is Solace's policy to retain sufficient reserves to safeguard its financial commitments and to continue to provide essential services to women and children who are experiencing domestic and/or sexual violence, in the event of unforeseen tinancial problems for a length of time to enable those problems to be resolved. The trustees have reviewed its reserves policy in March 2024 and agreed to build Solace's reserves based on an analysis of the risks facing the charity. In determining the level of reserves required by Solace, the following factors are taken into account by the Board of Trustees: key strategic risks as described in Solace's risk register: • our strategic goals; financial strategy and sustainability; liquidity management; commitments to staff and other contractual obligations; and needs of services and beneficiaries. This level of reserves is to protect the charity f rom having to make quick structural changes arising from the sudden loss of income, for example when contracts are not renewed or other unforeseen circumstances, to enable the charity to function during unexpected periods of financial difficulties. The Finance and Resources sub-committee reviews the level of reserves required by Solace annually and recommends the appropriate level to the trustees.
Based on the analysis of risks, th8 trustees have set a satisfactory reserve level and a target reserve level for the charity. A minimum satisfactory general reserves level of £1,004.000 was agreed as being adequate. The currant unrestricted free reserves of £978,000 (unrestricted reserves less those related to tangible fixed assets and designations) are just below the satisfactory reserve level. The desired target reserves level was set at £1,113,000 and at March 2024, there is a shortfall of £134,000. The need to increase reserves to achieve the desired target levels will be a focus of the charity in the median term, In the coming financial year Trustees have weighed the need to increase reserves against our ongoing commitment to support staff and service users during a period where both have experienced significant cost of living increases. In the coming year we have set a breakeven budget with the plan to generate surpluses over the next 5 years to achieve both satisfactory and desired target reserve levels. Further notes on our reserves are outlined in note 15 of the financial statements. The trustees have considered the material uncertainties which may cast doubts on the appropriateness of the going Concern assumption with re9ards to the 2023/24 financial statements. 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 considered the risks of these unc8rtainties, the trustees have concluded that the going concern assumption remains appropriate for the coming year. Risk management and principal risks Trustees have overall responsibility for establishin9 and maintaining the system of risk management at Solace. The charity maintains a charity risk register which tracks key risks to Solace and is reviewed by trustees at quarterly sub-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 financial, operational, reputational, people and culture and regulatory and these are detailed below. Financial Solace oper8tes in a challenging and demanding sector with uncertainties over longer term funding, due to the commissioning of services by local and central government and the cuts to public spending. Payments by local authorities, government bodies, trusts and foundations are based on the achievement and 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 strategy to diversify our funding base through income generation from fundraising.
Financial risks arising from any contract renewals in 2024/25 are mitigated through TUPE (Transfer of Undertaking Protection of Employment) arrangements and the maintenance of adequate reserves to absorb central costs covered by these contracts. This has been significantly reduced as Solace has retained and renewed several key contracts for a new term of three to five years. The ongoing cost-of-living crisis has added greater financial pressures and creates additional risks through the need to increase salaries at a higher rate and the need to pay more for goods and services. Overall financial risks are monitored through regular reporting to the Finance and Resources sub-committee and trustees with scrutiny of annual budgets, reforecasts, management accounts and cash flow projections. Scenario planning with prudent income generation activities has been prepared and reviewed with trustees to ensure that Solace continues to have sufficient resources to deliver its services and remain solvent in the foreseeable future. Operational The nature of our service delivery which provides support to vulnerable women and children suffering from domestic and sexual violence increases our operational risks which could result from services providing inadequate support for our service users caused by unclear priorities, lack of quality oversight and inadequate stafF resources. Operational risks are managed through implementation of suitable policies and procedures including good practices for casè management, appropriate caseloads, rigorous staff training, staff supervision and support and regular reporting to senior management. Procedures are in place to ensure compliance with health and safety regulations, risks assessments and data protection regulations in respect of service users, staff, trustees. volunteers, and visitors. Appropriate insurance cover is in place. Risks on IT systems and cybercrime are managed through the use of accredited managed IT providers using secure cloud-based technology. Monthly review of performance and IT risks are undertaken with senior management and reported to trustees. Staff receive regular training on IT and cyber security and induction training is provided to all new employees. Reputational In line with our operational risks, reputational risks are heightened as we engage with vulnerable people in difficult circumstances. Service audits are conducted annually to review compliance with funder agreements and reported to trustees. The senior management team works closely with boroughs and other funder leads and attend meetings and events which enable issues to be dealt with promptly and manage reputational risks.
People and culture Solace is committed to being an actively inclusive charity and has reviewed its Equity, Diversity and Inclusion action plan with trustees, staff and voluntears as outlined in the earlier sections of this report. Specialist inclusive training and awareness programmes are being delivered to all staff. Risks and challenges on staff recruitment and retention are managed through continuous staff learning and developm8nt. Like others in the charity sector, we continue to see high turnover of staff and a priority is to improve our retention rates. For some roles, we have experi8nced challenges in recruiting and have had to undertake multipl8 rounds of recruitment. Our expert peripatetic team help to reduce the impact of gaps created by challenges in recruitment. We undertake benchmarking of staff turnover and analyse leaver exit information to learn from the changing needs of our employee lifecycle. We continue to work with our teams to adopt agile working practices without compromising on the quality of client services. Regulatory and compliance Safeguarding is at the heart of our operational services and a key governance priority, keeping women and their children safe is our primary responsibility and we take all appropriate steps to protect everyone from harm. We deliver robust safeguarding training to all our staff and volunteers, as part of their induction training. This includes the18gal f ramework, how to spot signs and symptoms, how to respond and what makes a good referral to social care. We also explain our whistle blowing polici8S 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 to manage this risk including those covering acceptance of donations, unauthorised fundraising. procurement, IT security, anti-f raud, data protection and social media. We undertake regular training on compliance and continue to review and strengthen our training to staff and volunteers. ol"_c'
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 Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. Company number 03376716 Country of incorporation United Kingdom Charity number 1082450 Country of registration England & Wales Registered office 9 Appold Street, London EC2A 2AP Website www.solacewomensaid.org Board of Trustees Trustees who senied during the year and up to the date of this report were as follows: Chair (co-opted 19 July 2023, appointed 14 September 2023) Interim Chair (retired 22 June 2023) Vic8 Chair (19 June 2024) Interim Vice Chair (steppad down as Interim Vice Chair 19 June 2024) Ms. Priyanka Devani Ms. Kirsty Telford Ms. Hannah Cane Ms. Madeline Church Ms. Kerri Hartwell (nee Podobnik) Ms. Emily Florence Hutchings Ms. Vivien Ma Ms. Natalie Lopez Ms. Meghan Roach Ms. Amy Pritchard Ms. Jo Jengo Treasurer (appointed 7 August 2023) Principal staff Ms. Nahar Choudhury Ms. Bernadette Keane Ms. Retna Thevarajah Ms Arati Patel Chief Executive Officer (appointed June 2023) Interim Chief Executive Officer (Jan to Jun 2023) Chief Operating Officer (resigned December 2023) Interim Director of Finance and Business Support (Nov 2023 to May 2024) Director of Finance and Business Support (appointed June 2024) Director of Business Development (left April 2023) Interim Director of Business Development (appointed Nov 2023) Director of Seniices Ms. Julia Rank Ms. Jane Jutsum Ms. Paula Murphy Dr. Jennifer Cirone
Bankers HSBC plc 1 Aldermans Hill London. N13 4YE Auditor Moore Kingston Smith 9 Appold Street, London EC2A 2AP Structure? governance and 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 charity is formed under a memorandum of association which established the objects and powers of the charitable company and is governed under its articles of association. The Charity undertook an exercise in 2018 to assess ourselves against the Charity Governance Code. Following this we expanded our trustees recruitment to ensure the board was more diverse and inclusive. We will perform a further review in 2024/25 to ensure we continue to have the skills to meet the strategic needs of the organisation and to ensure our governance reflects the voice of our service users. Recruitment and appointment of members for the Board of Trustees Solace welcomes women to the Board of Trustees who have the skills, dedication, and enthusiasm to take overall responsibility for the organisation. The charity advertises for members in a number of ways including recruitment W8bsites and other relevant publications. Trustees serve for a period of six years in aggregate, Officers may serve for 8 period of 9 years, and the maximum number of trustees at any time will be no more than twelve.. Solace has a diverse Board, ensuring that our trustees represent the women we support. One third of members must resign each year, with the longest standing members resigning first. In this the first year of our new CEO, and following a number of Trustee changes in the preceding year 2022/23 we have not asked a third of Trustees to resign. Induction and training for the Board of Trustees All prospective members receive information regarding Solace including the most recent annual report and audited accounts. as well as copies of relevant policies and procedures. They meet with the CEO who carries out an induction that includes training on key policies (including equality* diversity and inclusion, safeguarding. confidentiality. complaints. whistle blowingi financial regulation, risk assessments, data protection and DBS checks), a tour of our services and meetings with both staff and service users. A skills audit is conducted annually, and any gaps identified are met through training, guidance from the CEO and other members of the trustees and staff, as well as targeted recruitment.
Trustees are encouraged to attend relevant training in areas such as governance, human resource management and financial management. The cost of this training is met by the organisation. Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 6 to the accounts. Public benefit The trustees have referred to the guidanc8 provided by th8 Charity Commission regarding public benefit, including its guidance 'Public Benefit: Running a Charity (PB2)', when reviewing the charity's aims and objectives and in planning its future activities. In setting the annual plan each year, the trustees consider how planned activities will contribute to the aims and objectives of the charity. Fundraising We continue to be so grateful to all our supporters during 2023/24, including those that would prefer to remain anonymous. in 2023/24 we were successful in raising £451,093 (2022/23: £498,178) in donations. Our work is made possible by the generous support and donations of individual donors, community groups and companies. The income raised during the year reflects the continuing difficult socioeconomic landscape and we continue to work closely with our existing supporters and look at ways to increase income generation to benefit the impact of our work with beneficiaries. With a cost of living crisis affecting survivors and those that donate to us, it continues to be a challenging fundraising climate and that is why we are so grateful to all those that have donated or fundraised for us. Volunteer group, ecubed, once again held some fantastic events for Solace including Rock Against Violence and Jazz Against Violence which raised over £10,000. We were proud to have been selected for a second year as retail giant New Look's 2023 charity partner as part of their'Kind to the Core, mission. Our sincere thanks also go to the London Designer Outlet who generously provided us with a free pair of shoes for every woman and child in our refuges at the end of last year as part of their 'ln Her Shoeg campaign. We were so grateful to also benefit from their financial and in-kind support including advent calendars, hair care kits, homewares and more. Our approach to fundraising Solace is a member of the fundraising regulator. 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 supporters is especially important to us and the charity does not wish for our supporters to feel under any pressure to donate to the charity. We have a close relationship with our fundraisers and support them in delivering their events and complying with relevant codes of practice.
Where we work with commercial participators. contracts are exchanged so that we can ensure compliance with the code of f undraising practice, applicable laws, and adherence to best practice. We received no complaints about our fundraising practices in 2023/24. Quality Management Solace prides itself on high quality support to our service users. Our staff team are committed to providing a high standard of support to our service users and we continually look at how we can improve our services. We continue to invest in accredited training for our staff and have a comprehensive internal training programme to ensure we deliver quality services. The organisation is supported by our business development, business support, HR and finance teams who have been introducing new systems and procedures to better support our f rontline services and the wider organisation. This helps us to continue to deliver excellent services and ensure value for money for our funders. In 2023/24, we achieved and retained several accreditations and quality marks, demonstrating the high standard of Solace's work, including: • Rape Crisis National Service Standards; • Disability Confident Committed Employer; • Advice Quality Standards; ISO 9001; and CHAS (The Contractors Health and Safety Assessment Scheme). Or9anisational structure The trustees meet every quarter and are responsible for the organisation's overall management and strategic direction. The trustees also meet twice 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 trustee board representative of our service users and staff. The trustees delegate appropriate functions to the sub-committees listed below, of which at least two members must be from the Board. Business Development sub-committee: Oversees the overall strategy and business development plans for the charity, as well as Training and Consultancy, Fundraising, and Communications. Chair- Ms. Hannah Cane. Finance and Resources sub-comrnittee: Oversees financial management to ensure optimum use of resources. It scrutinises income and expenditure and regularly reports to, makes recommendations, and clarifies options available to the trustees. Chair- Ms. Kerri Hartwell.
Human Resources and Governance sub-committee: Oversees staffing issues including recruitment, retention. pay, equality and diversity, health and safety and environmental issues. It acts as the appeal body for any disciplinary and capability matters and is responsible for overall board governance. Chair- Ms. Natalie Lopez. Services sub-committee: Scrutinises operational top-level reports and internal audits; discusses policy, devises, and reviews the service operations strategy. Chair- Ms. Madeline Church. Expert Advisors are selected to provide specialist advice to the sub-committees. They attend and scrutinise reports together with trustees at sub-committee meeting. We currently have three Expert Advisors: Ms. Judy Kawaguchi (Finance and Resources), Ms Rachel Galvin (HR and Governance) and Ms Sian Elliot (HR and Governance). Overall management is delegated to the CEO and Directors who are responsible for ensuring that Solace delivers high quality services, meets contractual obligations and conditions of grant aid. Principal staff are the CEO, Director of Services, Director of Finance and Business Support and Director of Business Development who convene regularly to oversee the organisational management of Solace. The Directors report to the CEO. The wider Senior Management Team includes a Deputy Director of Services, Deputy Director of People and Culture and nine Heads of Services who meet with the Directors and CEO on monthly basis. Team and Service Managers run the day-to-day activities with their staff teams delivering services in refuge, community-based services and from our Head Office. They report to Heads of Services and meet with the CEO and Directors each quarter. Related party transactions Related party transaction during th8 year related to professional pro bono services and valued at Nil (2022/23: Nil), and donations from one trustee totaled £676 (2022/23: £518). Remuneration policy or 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 the CEO set the salaries of Directors. The salary of the highest and lowest salaries in the organisation does not exceed 1.4. Statement of responsibilities of the Board of Trustees The trustees (who are also directors of Solace for the purposes of company law) are responsible for preparing the trustees, annual report including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). efv'(siriens
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming r8sources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to: select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; make judgements and estimates that are reasonable and prudent; state whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trust88s are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. As far as the trustees are aware: there is no relevant audit information of which the charitable company's auditors are unaware; and the trustees have taken 811 steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ f rom legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of windin9 up. The total number of such guarantees at 31 March 2024 was 10 (2022/23- 13). The trustees are members of the charity, but this entitles them only to voting rights. The trustees hav8 no beneficial interest in the charity. Auditors Moore Kingston Smith LLP were appointed as auditors in 2018 and are deemed to be reappointed to under Section 487(2) of the Companies Act 2006. The report of the Board of Trustees has been approved by the trustees on 12 December 2024 and signed on their behalf by Priyanka Devani- Chair
Independent Auditor's Report to the members of Solace Women's Aid Opinion We have audited the financial statements of Solace Women's Aid ('the charitable company,) for the year ended 31 March 2024 which comprise the Statement of Financial Activities (incorporating the Summary Income and Expenditure Account), the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 'The Financial Reporting Standard Applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: • give a true and fair view of the state of th8 charitable company's affairs as at 31 March 2024 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended: h8v8 been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) {ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's Responsibilities lor the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical r8sponsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to 90ing concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months f rom when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
Other information Th8 other information comprises the information included in the annual report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our rèsponsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclud8 that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees, annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and the trustees, annual report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the trusteeg annual report. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept. or returns adequate for our audit have not been receiv8d f rom branches not visited by us: or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of trusteeg remuneration specified by law are not made. or we have not received all the inforrnation and explanations we require for our audit. Responsibilities of trustees As explained more fully in the trustees, responsibilities statement set out on page 42, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they
give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to goi ng concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's Responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAS IUK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery? int8ntional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. Conclude on the appropriateness of the trustees, use of the going concern basis of accounting and, based on the audit evidence obtained. whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the charitable company to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstat8ments in respect of irregularities, including fraud. The extent to which our proc8dur8S are capable of detecting irregularities, including f raud is detailed below. Th8 objectives of our audit in respect of f raud, are. to identify and assess the risks of material misstat8ment of the financial statements due to f raud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of f raud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company. Our approach was as follows: We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council. We obtained an understanding of how the charitable company complies with thes6 requirements by discussions with management and those charged with governance. We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations. Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. There are inherent limitations in the audit procedures described above, We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by* for example, forgery or intentional misrepresentations, or through collusion.
Use of our report This report is made solely to the charitable company's members. as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertak8n so that we might state to the company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, wa do not accept or assume responsibility to any party other than the charitable company and charitable company's members as a body, for our audit work. for this report, or for the opinions we have formed. J_A LLP Neil Finlayson (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor Dat8: 20 December 2024 9 Appold Street London EC2A 2AP
Statement of Financial Affairs Slaloment of financlal activitie5 lincorporaling an income aM18xp8ndilure acwunl) 2024 Total 2023 Tolal Unreslricled R8Stricted Unreslricled Restricted Nole Income from.. Donations and lega¢ias Chadlabl8 activities 451,093 451.093 498.178 498,178 Provision and Prevenllon Refuge 8ccommodalion Community based advlc8, advocacy and support Therapeullc Children antl Young People Other soryices 3,712.652 1.434.959 4.016.559 1.362,948 5.147,611 5,379,S07 3,791,608 1,103,832 4.895.240 4,267,107 1,594,258 5,861,365 164,700 1,727,647 67.078 494,098 1,892,347 561.178 22,061 1,919,511 425,022 42,497 1.919,511 488,573 1SO,550 63,551 108,053 22.(1 Partnership work Ascent Plus and other partnership work Inveslmenl Incoma 920.648 920,648 1,340,654 1,340,854 11,467 11,467 14,385,910 1.411 1.411 Total Incomo 8A45,610 5.940,300 8,729,908 6,425.774 15,165,682 Expenditure on-. Ralsing funds Charitable aclivilie$ Provision and Prevention 284,854 284.854 393,143 393,143 Rafuga accommodation Communily based advice, advo¢acy and support Therapeuli Children Ond Young People Othèr Services 3,648.345 1,434.959 4,215.315 1,362,948 5,083,304 5,578,263 3,604,802 1.166,185 4,770,987 4.576,286 1.609,814 6,186,100 155.060 61,485 42.154 1,727.647 512.465 1,882,707 573,960 42,154 4,357 1.930,044 1.934.401 58,664 436,014 494,678 87,618 41,948 129.566 Partneiship work Ascent Plus and other partnership work Total 8xpenditure 942.512 942,512 1,348,447 1,348,477 BA07.213 5,980,531 14,387,744 8,724.8TO 6.532.452 15.257,322 Not IExpendlturel I Income for the year Transfars between funds 38,397 {40.2311 {1,834) 5,038 1106,67BI 1101.6401 {40,231) 40,231 {106.678} 106,678 Net movement In funds 11,834} 11.834} 1101.640) {101,640) Raconclllalion cf funds.. Total funds brought forward 2,(KJ1,101 2.001.101 2,102,741 2,102,741 Total funds carried forward 1999 267 1999 267 2001 101 2001 101 All of the abova results are derived from conllnuin There weie no other recognised gains 01 losses o $13lemenls. acliviltes unless noted olhetWi5e. ei Ihan those slaled above. Noles on pages 52 10 68 form part of these financial
Balance Sheet Company no. 3376716 As al 31 IAaich 2024 2024 2023 Not8 Flxed ass¢ts: 103 963,053 825.339 Tangibl8 fixed assets Inlangiblo 85S81s 10b 57.728 83,409 1,020,781 908,748 1.842.492 2,605,070 Current assets: Debtors 11 Cash al bank and in hand 2 074 933 1,325.211 3,917A25 3,930,281 Llabllllles: Crgdltors.. amounts falllng due wlthln one year 12 2,938,939 2,772,274 N&1 current assets 978,486 1,168.007 Total ass8ts tess ¢urrenl liablities 1,999,267 2,066,755 Creditors.. amounts falling du8 atterofte year 13 65,654 Total net assets 14 1,999,267 2,001,101 Representèd by: Unr8slrieted ineome funds.. Dosignaled funds 15 1,020,781 9Q8.748 General fund8 15 978.486 1.092,353 Tolal unreslrTCted lund8 1999 267 2001 101 Total charity lunds 1.999.267 2,001,101 Note9 on pages 5210 68 forrn parl of these finarKial sta(emetM& Appro by the Iiustees on 12 Decen-ber2024 and sign•J on ihew tthalfby Ms Pnyanka Devani M5 Kerri Har11 Chair Treasurer
Statement of Cash Flows Note 2024 2023 Cash flows from operatlng actlvities., Nel cash flows prowded by I (used in) operal#)g acbvilws 16 1,222,278 {1,299,2841 Cash flows from Invesllng actlvltles: Dividends, interest and rents from investments 11,466 1,411 Pur¢hase of propeity, plant and equipment {216.744) 199,1551 Net cash flows (used in) investlng actlvltlgs {205,2781 (97,7441 Cash fflows from ffnanciny actiwlies.. Inle¥esl pald 111,8931 120,1391 1180,319 Repayrnenls of borrowing {265,3851 Net cash flows {used In) Iprovided by financlng a¢tSvltl8s 1267,2781 1200,458) Change in cash and cash equivdenls in the year 749,722 {1,597,4861 Cash and ¢ash gquiva18nls at the beginning of the year 1,32S,211 2,922,697 Cash and cash equivalents at thg ond of th8 year 2,074,933 1325 211 Analysis of cash and changes in net debt CASH AND CASH EQUIVALENTS 1 N)ril 2023 Cash flows 31 Maf¢h 2024 Cash in harsd 31.560 5,795 37,355 Cash in bank 535.763 720,191 1,255,954 Immediale notice deposits 757,888 23.736 781,624 Total cash and cash equivalents at thè end of the year 1,325,211 749,722 2,074,933 BORROWINGS CBILS loan falling due within one year {254,0271 189,731 164,2961 CBILS loan falling due after ce year {65,6541 65,654 Total 1.005,530 1,005.107 2,010,637
Notes to the financial statements For the year ended 31 March 2024 1 Accounting policies a) Statutory information Solace Women's Aid is a charitable company limited by guarantee and is incorporated in the United Kingdom. The registered office address is 6th floor, 9 Appold Street. London EC2A 2AP. b) Basis of preparation The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)- (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. The presentation currency of the Charity is British Pounds Sterling. The amounts in th8 financial statements are rounded to the nearest pound. c) Key judgements and Assumptions In the application of the company's accounting policies, trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. The estimates and underlying assumptions are reviewed on an ongoing basis and actual results may differ from these estimates. d) Public benefit entity The charitable company meets the definition of a public benefit entity under FRS 102. e) Going concern The trustees have considered the principal risks of the charity and the potential financial impact of these risks materialising in a range of adverse and worse case scenarios. The detailed cash flow forecast and the adequacy of cash resources under these scenarios have been reviewed by trustees. Based on these detailed scrutiny, the trustees have concluded that there is reasonable expectation that the charity is able to meet its obligations as they fall due for at least 12 months following approval of the financial statements. There are no material uncertainties which may impact on the going concern assumption. Accordingly the financial statements continue to be prepared on the going concern basis. f) Income Income is recognised in the Statement of Financial Activities on an accruals basis once the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants, whether'capital, grants or 'revenue' grants. is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Personal charges from service users are recognised on a receipts basis as this is the most reliable form of measurement. Income received in advance of the provision of a specified service is deferred until the criteria for performance related or other conditions of income recognition have been met. 8aid-'o
g) Intangible assets Computer software are capitalised when direct expenditure enhances or extends the performance of the software beyond its Specifications and can be reliably measured as a capital improvement. These costs are amortised using a straight line method over the estimated useful lives of three to five years. h) Donations of gifts, services and facilities Donated professional services and donated facilities are reco9nised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probabl8 and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102)> general volunteer time is not recognised. The trustees, annual report describes thier contributions in more detail. On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. i) Financial instruments Financial instruments are recognised in the company's balance sheet when the company becomes party to the contractual provisions ol the instrument to meet the requirements of Section 11 'Basic Financial Instruments, and Section 12 '0ther Financial Instrurnents Issues, of FRS 102. Financial assets and li8bilities are offset, with the net amounts presented in the financial statements, where there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. j) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank. k) Fund accounting Restricted funds are accounted for in accordance with the express or implied wishes of donors in so far as these are intended to be binding on the charity. Expenditure which meets these criteria is charged to the fund. Unrestricted f unds are donations and other incoming resources received or generated for the charitable purposes which are not subject to any special restrictions and are classed as unrestricted within the General fund. Designated funds are unrestricted funds earmarked by the trustees for particular purposes. l) Irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can b6 measured reliably. Expenditure is classified under the followin9 activity headings: Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make donations. Expenditure on charitable activities includes the costs of delivering services and other charitable activities undertaken Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
m) Allocation of support costs Resources expended ar8 allocated to the particular activity where the Cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on an estimate, based on staff time, of the amount attributable to each activity. Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure based on costs incurred with the publicity event. Governance costs are the costs associated with the governance arrangements of the charity. These costs ar6 associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity's activities. n) Operating leases Rentals under operating lease charges are charged to the Statement of Financial Activities on a straight line basis over the term of the lease. o)Tangible fixed assets Items of equipment are capitalised where the purchase price exceeds £1,000 or groups of similar assets purchased in bulk exceeds £7,500. Depreciation costs are allocated to activities on the basis ol the use of the related assets in those activities. Assets are r8viewed for impairment if circumstances indicate their carrying valu8 may exceed their net realisable value and value in use. Freehold land and buildings are carried at cost. Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset is provided at rates calculated to write down the cost of each asset to its estimated residual value over its useful economic life Freehold land Freehold buildings Leasehold property Office equipment, fixtures and fittings and play area Not depreciated 2°A on cost Over the life of the lease 25Yo on cost p) Stocks Stocks are stated at the lower of cost and net realisable value. In general, cost is determined on a first in first out basis q) Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. r) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. s) Creditors Creditors and provisions are recognised where the charity has a present or constructive obligation resulting from a past event that will probably result in the transfer of funds to third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due. Provisions are made for obligations when there is a legal or other obligation as a result of past events. It is more likely than not that an outflow of resources will be required to settle the obligation and a reliable estimate of the amount can be made for the provision based on the expected settlement amount.
t) Pensions Solace Women's Aid operates a defined contribution pension sch6me. The assets of the scheme are held separately f rom those of the charitable company in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the charitable company to the fund. The charitable company has no liability under the scheme other than for the payment of those contributions. It provides a contribution at 3Yo of annual basic pay for those staff who have joined the scheme. The pension charge recorded in thes8 accounts is the amount of contributions payable in the accounting year.
Notes to the Financial Statements 2 Donations and legacie5 2024 Total 2023 Total Unre51ricted Restricted Individuals Community fundraising and events Corporates Trusl and Foundalions Donated services 241,738 9,230 64,534 65,291 70.300 241,738 9,230 64,534 66,291 70.300 206,981 25,207 91,256 79.327 95,407 451.093 451,093 498,178 3a Income from chaiilable aclivities 2024 Total 2D23 Total Unieslrtcled Restricted Proiision and Prevèntion Local Boroughs Core Renls Personal Charges MOPAC London Counci15 via Ashiana Inole 3b) Ministry of Housing, Communilies and Lo¢al Govemment REFUGE Greater London Authority Walcot Foundation L&Q Foundation Hollick Foundation Soulhall Black Sisters Gallaher The Youth Endowment Fund London Community Foundation (MOPAC PIE) Other 1,317.742 2.283,105 103,543 112.622 1,430,364 2,283,105 103,543 539,428 272,047 153,034 102,969 60,529 1,533.924 2,170,452 99,957 494,477 249,816 161,007 85,808 30,538 24,968 24,055 7.638 10,410 539,428 272,047 153,034 lo2,9 60,529 11,218 11,218 45,000 54,615 79,116 4,381 45,000 54,615 79,116 12,643 8,262 2,190 Sub-total for Refvge Accommodation 3,712,652 1.434,959 5,147,611 4,895,240 Priof year income from tharilable Reluge Accommodalbjn acltvilies N)cluded £3,791,608 attributable to unrestricted aclivili&s and £1,103,6321o restricted activilies. Local Boroughs Mayorfs Office for PoliGing and Crime (MOPACI Soulhall BlaGk Sisters Women and Girts Network The Connection al St Martin-in-Ihe-Field$ Bruno Schroder Trust London Councils via Ashiana (note 3b) Departrnenl of Foreign Affairs and Trade, Emigrant Tiusl For London Olwyn Foundation 31 Foundalion Irish Yotjlh Foundalion City of London City Bridge Vision Other Sub-lolal for Communily based advice, advocacy and support 4,013,187 16.764 886.396 160,592 I88,2 4,029,kS1 886,396 160,592 186,562 4,285,954 869.312 173,112 176,625 82,023 80,258 36.506 35.000 13,500 35,000 42,567 11,000 17,856 35,000 35.000 18,356 18.356 8,715 8,715 19,293 24,984 19,293 24,984 4.016,559 1,362,948 S,379,SOY 5,861,365 Prio( year income from chaiilable Community based advice. advocaLy and support aciivities included £4,267,107 attiibulable lo unieslricted activities and £1,594.2581o resliKled livi1*e$. ".501a¢owo
3a Income trom charitable actfvttles Iconlinued) 2024 Total 2023 Tolal Unreslricled Reslricled 1.138.777 100.000 425,578 Mayovs Office for Policing and Crime IMOPAC) Local Boroughs Women and Girls Netwo NHSE T¥i-boiough Angelo BBC Childien in Need 31 Foundation Ruth and David Foundation Cloudesloy Big Glv8 Other 1,138,777 264,700 425.578 1,118,954 279,147 234,785 90.154 44,300 23.199 74.100 12.857 14,375 27,640 164.700 44,300 44,300 16.042 16.042 Su10181 for Ther8peulic 1 727 647 1892 347 1919 511 Pilor year income from charitable Theropeulic aclivilies was fulty allrtrfyutabte lo resthcted funds. Mayor's Office for Policing and Crime {MOPAC) Local Boroughs Women and Girls Ngtwork Big Give Fireb1 Foundation Banham Famlty Fund Other 380.793 380.793 67.078 89.972 298,091 63,551 88,823 19,212 15,000 67.078 89,972 23.333 23,333 Sub-lolal for Children and Young People Prior year income from charitable Children and Young People aclivi1Ses induded £63.551811dbuiable lo unreslricled aclivilles and £425,022 to restricted 8¢Xrvllles. 561176 488 573 Exlèfnal training Local Boroughs The Youlh Endowment Fund Ministry of HousSng, Communllle8 and Loc81 Government Other 21,711 21,711 67,053 20,000 11,723 30,225 1,549 350 350 Sub.lolal for Other s8ry1¢88 22,061 150550 Prior year Income from chaiilable Oth81 servlces included £108,053 allributab18 to unrnslricted actlvllles and £42.497 lo reslricled aGlivllies. Partnershlp work Mayor's Offl¢e for Pollcing and Crlme IMOPACI Department of Culture. Media and Digital GreAler London Aulhorlty 69S.722 895,722 695.721 473,203 171930 224 926 224 926 Sub-lolal IOT Partnerships 920 648 920 648 1340 854 Prior year income from ch8rilable Partnership activi118s were fulty allribulable lo r051rKled services Tolal Income from ch8ri18ble activities 7,983,050 5.940.300 13.923,350 14,656.093 Tolal income from chafilabl& adivilies in 2023 Induded £8,230.319 allit)ulable lo vnreslricled activities and £6,425,774 to reslricled aclivilles. 'en$8id'or
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Notes to the Financial Statements 5 Nel (oxpenditureyincome for the year This is slated after charging I cre(Jiling'. 2024 2023 Depreclallon 104,711 103,669 Interosl payable Operating lease renl81s-. Property Other Auditors, remunerallon16xcluding VAT).. Audil {slalutory audit) Analysis ol staff costs, Irusl88 remuneralion and expenses. and the cost of key managemont 8 personnel Staff costs were as follows.. 11,893 20,139 876,727 17,416 776.247 60,610 2024 2023 Salarles and wagès Social secufily costs Employef's conlribulion lo defined conlrtbulion pension schemes Redundancy and lerrninallon payment8 Staff training, gupervlslon. Iravel and volunleer cos18 Ses81onal counsellors antj self employed Agency & locum Slaff Other fomis of employee beneffls 7.680.157 714.277 212,352 12,055 292,838 8,064,069 794,994 224,838 275,052 367,128 636,415 292,926 749,637 10 004495 10416711 Staff costs abov8 hav8 been 8llocaled lo 8xpendilure 85 follow5.. 2024 2023 Cost of ralsing funds Refuge accommodation Communily advieè. advocacy and support Therapèutic Children and Young People Other seryicas 189.230 2.466,248 3.933.S80 1,239.188 433,276 18,798 145.390 1 S78 786 186,496 2,253,809 4,444,782 1,250,540 395.272 50,809 202,642 1632 361 Asconl CRISIS and other partnerships Support and governance 495 10416711 The following numbeT ol employees r8cer¥ed emokjmenls exceeding £60k (excl pensk)n conlribullonsl duriThJ the year, between: 2024 2023 No. No. £60,000- £69,999 £70,000- £79,999 All tiigher paid slaff are members of the key management personnel. The lo181 employee benefits paid to Ihe key management peisonnel (Chief Executive Officer, Inlerim Chief Executive Officer, Chief Opefaling Officer, Directoi of Setvices and Director of Busirkess Developmenl) werg £273.929 {2023' £343,071). Employee benefits included èmployer pension conlribulions, on call payments and employer's Nl. Pensions Costs paid in respecl of Ihe higher paKI employees above amounled lo £6.53612023.- £8.896). ND charily Iruslee received a payment for olher seryices supplied lo Ihe charÈty (2023- £150)- Reimbursement of travel and other expenses to Iruslees in 2023 wa5 £nil {2022= £253).
Staff numbers Tha average nurrbar of omployees (head count based on number ol staff employed) during the year was as folk)ws'. 2024 No. 2023 Cost of raising fvnds Refuge aecommodalion Community advice, advocacy and suppori Th6rapeulic Children and Young People Other services 68,3 56.7 101.4 125.9 24.8 30.7 12.1 13.3 AsnI CRISIS and other partnerships Support and goveinance 52.0 41.9 265.7 280.5 Related paty transactions Total don8tions from 2 trustee were £ 67612023.. £518). 9 Taxallon The charllable company Is &x8mpl from cofpof81ion lax as all its Income i8 charilable and Is aPpld for charllabl8 purpos8S. 10a Tanglble fixed ass81s Play area Fre6hokl property Frxlures arml fillings Head Offic Total Cost or valuation Al the slart of the year 51.908 1,662 278,515 1,292,085 191,504 Additions In year 49,509 141,995 Al th6 end of the year 51,908 961.662 328.024 141,995 1,483,589 Depreaalion At the start ol Iho yegr Charge for the year 51,908 182,451 11,381 232.387 27,274 46$,746 53,790 15,135 Al Ihe ond of the year Nel book value Al the end ol tho year 51.908 193,832 2S9,661 15,135 520,536 767,830 68,363 126,860 963.053 Al the start of the yèar 779211 825 339 Land with a value of £480,831 12023.. £480,831) is included wilhln fr8ehold property and r1 dep¥ecialed. All of the above assets are used for charitable purpos8s. ILlb Intangible f4xed assets Software Co81 or valuation Al the slart ol the year 392.643 Additions in year 25,240 Al the end of the year 417,863 Depreciation Al the start of the year 309,234 Charge for the year Al the end of the year 360.155 Nèl book value Al Ihe end of the year 57,728 Al Ihe start ol Ihe year
Notes to the Financial Statements 11 Debtors 2024 2023 Amounts due from Local Authorities arKI government agenci8S Olher debtors 980,024 96,087 111,150 655,231 1,794,867 147,106 Prepayment8 Accrued Income 106.407 556,690 42 492 QLo 12 Credilors.. amounts falling ¢Jue within one yaar 2024 2023 CBILS Loan pay8bk {se8 note 13 below} Trade credllors 64.296 348.240 254,027 570,301 252.712 29,757 T4xalion and social securfty Olhei creditors 236.379 96,978 250,000 15.379 Piovislon- sèè 12a below 2SO,000 22,286 Funds held on behalf of clienls Accruals 825,066 1102 601 672,356 720 835 Deferied in¢ome- Iseo 12b bebw) 128 Provision The provlslon al Ihg balance $heèl dale was the esllmatsd sétllemenl cost relaling lo the planned exil al one of Quf seNIc68. Thè liming of tha sèlllernenl has nol yel been agieed wilh thè (under. 2024 2023 Balance al the beginning of the year Amount r818ased lo expenditure in the year 250.000 105,000 1105,0001 Amount charged lo expendilure in the year B81gn¢8 al the end of Ihg year 250 000 250 000 25 12b Deferred income Deleried income comprises incomg receNed in advance on conlracts aTKI projects which are delNered in the following yeai. 2024 2023 Balance al the beginning of the year Amount released lo income in the year Amount deferred in the year 720,385 (720.3851 1.309,558 (1,309,558) 720 835 Balance al the end of the year 13 Creditors.. amounts falling due after one year 2024 2023 CBILS Loan payabte
13a Loans payable Loans poyable inclL¢des £64,296 {2023'. £319.681) relating lo the govemmenl backed Coronavirus Business Interruption Loan Scheme, which carries inlerest al 6.5% and a final Scheme payable to Soc481 Inveslmenl Business FM Limit&cl IS181. Interest is charged at 6.5% and monthly capiial and Interesl payments commenced in July 2022 and is planned lo end by June 2024 2024 2023 Capital repayments are due as follows: up lo one year (see note 12) o lo five yeafs (see note 13) Balance al the end of the year 64,296 254,027 319 681 The loan is seoured with a debenlure chafge ov8¥ the ¢harlils assets In favour of SIB. 14 Analysls of nel assels bolweon funds {cuirenl year> Geneial unr8slricled Designated Reslrlded Tokl lunds Tangible lixed ass818 Intangible fixed assets Nel Current pssels 963,053 57,728 963,053 57.728 978 486 978 486 Net asséts at the end ol the year 978 486 1020781 1999 267 140 Analysis of net ossèls between funds {prior year) Geneial un16s1ricled Reslricted Total funds Oesignaled Tangible fixed ass818 Inlanglble fixed Assets Nél curfenl assets 825,339 825,339 83,409 83,409 1,158,007 1,158.007 Non cuirenl liabilities Not p5s¢ls al the end of Ihè year 1092 353 908 748 2 001 101 onl'en8aid,'
Notes to the Financial Statements 15 Mov8mènts in lurmjs Icurrenl year) Al the start of Expenditure & Transfers kJ5ses Al the end of Ihe year Income & gains the year Reslricled funds- Provision and Prevenlion Refuge services Communily advice, advoc8cy & support Therapeullc Children and Young People Other seNices 1.434,959 1.362,948 1,727.647 494.098 {1.434,959) (1,362,948) (1.727.647) 1512,465) 18.367 Partnership wofk A$¢enl Plus and olher partnershlp 920.648 1942.5121 21,864 Total re8trlctgd lunds 5,940.300 {5,980,S311 40,231 Unreslrt¢ted lunds.. Oesignaled funds: Capllal Total deslgnated funds 9)8,748 1104,711) 104.7111 216.744 1,020,781 908.748 216,744 1.020.781 General funds 1,092.353 8,445.610 18.302,5021 1256.9751 978,486 Totsl unrestrlctèd fund8 2001101 8445610 407213 1999 267 Totsl fund8 2,001.101 14,385,910 114,387,744) 1.999,267
15a Movements in funds Iprior year) At the slart of the year Income & gains Expendilure Transfers & losses Al the end of the year Re51ricled funds.. Provision and Prevenllon Refuge servlces Community advice, advocacy & support The¥8peullc Children and Young People Other seNice5 1.103.632 {1,166.1851 j1,609.814} {1,930.044) (436.014) (41,948} 62,553 15.556 10,533 10,992 (549) 1.594.2S8 1,919,511 425.022 42.497 Partnership work Ascent Advice and Counsèlling partnershlp 1340 854 1348 447 Total reslilclèd funds 425 774 6 532 452 106678 UnresliScled funds.. Designaled funds.. Capllal Total designated fvnd$ 913262 103 669 908.748 913,262 1103.669) 99.155 908,748 GeneTal funds 1189479 87298 8621201 205 833 1092 353 Tol81 unreslrlcled fund8 2 102741 8 729 908 8 724 870 106678 2 001 101 To181 funds 2 102741 15 155682 15257 322 2 001 101 15b Purposes of reslrlcted funds Refuge s8rvlces'. This lund is dedicaled lo help lh8 women and chldren 51aying In our (uge5. Restricted fundlng was re¢8lved Irom London Councils (via Ashiana 18ad partner) for the CoMX needs r8fuge in Camden.. MHCLG funding for Family Support and Reselllemenl workers across our London boroughs. The MOPAC Tler 1 Aceommodalion fundlng support8d sèveral mulllple disadvantage worker5 al our r8luges. The GLA and L&Q Foundation funded Ihe new move on accommodation NEST projocl across three London borotsghs. The Youth Endowm8nl Fund was used lo pllol an emolional coaching program lo molh8rs living in refuges lo exercise posilNe parenting skills and build healthy relalionshlp with their children. London Community Found8llon ha5 been a pilot lo transform thè Haringoy refuge into a psychologkalty trauma informed environmenl. Part of the work has been lo ¢reale a multi-funclional area In the loung8 space for both Ihe women lo havo a rolaxing spaoe, and the chiklren lo have a safe play area. Community advice. adV0cy 8nd support.. This fund is for the advlce. advocacy and outrea¢h work lo suNivors of domegti¢ violence. Women a()d Glrls Nelwoik have channeled London Counci15 funding lor our Advi(£ hub. Other lunders include SoulhalS 81ack Sisl8rs for women with no recourse lo public funds. London Council for a Women's Homelessness piojecl, tha Department of Fofeign Affalrs and Trade.. Emigrant Support Program, logelhei wilh the Irish Youth Foundation for the Irish gnd Irish Traveller communit$ and Trust Tor London towards Ihe Immigrallon advts lawy8r. The Olywn Foundallon Plovides servlce user grants. Therapeutic.. The counselllng service 15 free lo resldenls and seNi¢e users of the organisalion and is accossod through Ascent counselling and the North London Rape Crisis services. The funders ale MOPAC. Women and Girls Nelwoik, Trl-borough Angglou, and Richard Cloudesley. Children and Yo(Fng People (CYP).. Oui work in p8rtneTship with VRU 15 to provldg crisls inteentIOn sUPPOrt lo young people In hospital emergency depariments is funded by MOPAC. WGN fund our work with Black and minorilised young women who have experienced domestic anil sexual abuse. The Banham Famity Fund has funded counselling for chlldren and young people in cornrnuniltes and schools. Ascent Plus and olhei partnèrship.. This fund was for the piovisK)n of Violence againsl Women and Girls services delivered through the partners from the ASnI Plus project funded by London Councik_ Greater London Aulhofily has lunded ou( Casa Pfojo¢l giving women second stage accommod31nS delivered through different partners. A lolal of £218,578 unresliicted genoral ftjnds was Iransferted. of which £216,744 was used towards designated fund5 as explained below arEd £1.834 was Used towards supporting ieslFicled charitable activrti8s_ Puipos68 of designated Ivnds Capital.. This fund represenis the n81 book value of all tangible and in1ang1b red assets. The expendiluie reflèct the movements in (iepreeialion charges and transfers from unreslricted funds rnade lo align tho langible and inlangible fiyed assets lo nel book valuè.
Notes to the Financial Statements 16 Reconciliation of net lexpendilLtre} lo net cash flows (used in) I provided try operalir¥J aclÉvilies 2024 2023 Nel lexpendilurel for the reporllng period Investment income (1,8341 11.4661 11,893 104.711 {101.640} {1,411} 20,139 103.669 Loan inleresl pa¥J Deprecialion charge5 Ilncrease) I decrease in debtofs IDecreasg1 l increase in creditors N¢t cash flows provlded by (used In) operatlng actl¥itle5 762.578 1559.642} 1760,3991 3S6.396 1,222,278 11,299,284) 17 Operating lease Gommllmenl$ The charity's lolal fuluf8 mlnlmum Igase paymonls under non-GancellablE operaling18890s1$ as folows for each of the following periods Property 2024 Equlpment 2024 2023 2023 Up lo one year Two lo fwe years Over flve years 865.504 211.656 827.151 65.932 3.375 32,398 12,749 40.065 22,440 1 077 160 896 458 72463 35189 18 81 sla us of Ihe charil compan Iiimlted by guaranle8 and has no share capilal. The liability of each member In the event of wlnding up
66, hank yo so much for everything. You have no idea how much I truly appreciate your.. support and Solace as a whole '