**REPORT AND FINANCIAL STATEMENTS For the year ended 31 March 2024**
**Company limited by guarantee No. 04283131 Registered Charity No. 1088844**
STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
**REPORT AND FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **CONTENTS**
||**Page**|
|---|---|
|**Legal and administrative information**|**3**|
|**Foreword**|**4**|
|**Board of Trustees’ report**|**5**|
|**Independent Auditor's report**|**24**|
|**Statement of Financial Activities**|**27**|
|**Balance Sheet**|**28**|
|**Cash Flow Statement**|**29**|
|**Notes to the Financial Statements**|**30**|
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY TRUSTEES AND ADVISERS For the year ended 31 March 2024**
|**Board of Trustees**|T Morton (appointed 20/11/2023)|Chair|
|---|---|---|
||P Price|Treasurer|
||C Clifford (appointed 12/08/2024)||
||F Holmes-Mackay (appointed 12/08/2024)||
||A Whiteside (appointed 12/08/2024)||
||C Griffin (resigned 12/08/2024)||
||K Patel (resigned 20/11/2023)||
||T Miller (resigned 12/08/2024)||
||A Patel (resigned 11/08/2023)||
||K Vernau (resigned 11/01/2024)||
|**Company Registration No:**|04283131||
|**Charity Registration No:**|1088844||
|**Registered Office:**|The Polish Centre||
||Room 44D, 4thFloor||
||238 – 246 King Street||
||London||
||W6 0RF||
|**Auditors:**|Knox Cropper LLP||
||65 Leadenhall Street||
||London||
||EC3A 2AD||
|**Bankers:**|CAF Bank Limited||
||25 Kings Hill Avenue||
||Kings Hill||
||West Malling||
||Kent||
||ME19 4JQ||
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **FOREWORD**
**For the year ended 31 March 2024**
## Dear Reader,
Thank you for your interest in Standing Together Against Domestic Abuse (STADA). Our Trustees and staff team are proud of the pioneering work of our organisation and how it embeds a coordinated community response (CCR) to domestic abuse in the UK. We remain inspired by the ambition of our founders over twenty years ago. Establishing STADA as an independent charity makes us unique in the whole of the country.
Abuse is increasingly recognised within government and public awareness and there have undoubtedly been great strides in sector endeavors to challenge not only the cause of this crime but to enhance thinking around the complexities that surround it. We are proud of the broad, multi level range of work that we do to address and eradicate domestic abuse across so many different specialist areas and to embed systemic change to ensure a collaborative, person-centered response to supporting all victims of domestic abuse.
Charities in all sectors have been impacted by the pressures of rising inflation and the cost of living crisis, but through effective strategic, operational and financial management, we have steered our way through these difficulties and continued to provide our comprehensive range of services and expertise across the domestic abuse and criminal justice sector.
Our extensive work continues to enable strategic partnerships with our local authority partners to develop comprehensive plans and interventions in community-based settings, highlight continuous improvement opportunities in the activities of criminal justice agencies, systemic change in statutory responses, charity sector collaboration with all agencies across the sector and contributing to the shaping of polices at central and local government levels.
This is all underpinned through promoting the coordinated community response within national programs such as the Domestic Abuse Housing Alliance (DAHA), Whole Housing, our new Health interventions work, Faith and Communities, MARACs and in our Domestic Homicide Review (DHR) offer. In particular, we are proud to work with so many ambitious and talented charities, including ‘by and for’ organisations to ensure a truly intersectional approach, holistic and meaningful impact and outcomes for all victims of domestic abuse whilst elevating awareness of the range of complex issues that they face, to ensure appropriate support across the sector
Our dedicated and hugely talented staff group have continued to work hard to sustain our varied work and impact which is much valued and enables Standing Together to continue to provide exceptional quality and standards in our work, maintaining our position as a market leader in second tier service provision and experts in our field.
We are pleased that our annual audit highlights our sound management of Standing Together. We would very much like to thank the Standing Together trustees, the staff team, our partners and all of those who have supported our work this year.
Sincerely,
Tabitha Morton Cherryl Henry-Leach Chair of Board of Trustees Chief Executive Officer
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
The Trustees, who are also directors of the Company for the purposes of the Companies Act, and trustees for charity law purposes, present its report and audited financial statements of the Charity for the year ended 31 March 2024.
The financial statements have been prepared in accordance with the accounting policies set out in Note 1 to the accounts and comply with the Charity's trust deed, the Charities Act 2011 and 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). The Company has taken advantage of the exemptions available to smaller entities.
## 1. **Structure, Governance and Management**
## **Governing Document**
The organisation is a charitable company limited by guarantee, incorporated on 6th September 2001 and registered as a charity in October 2001. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up Trustees are required to contribute an amount not exceeding £10.
## Board Composition
The charity is governed by a Board of Directors (Trustees for the purposes of charity law) under the company's articles and are known as members of the management committee. Under the requirements of the Memorandum and Articles of Association the members of the Management Committee are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting. The Trustees meet quarterly to discuss the affairs of the Charity and to make decisions, and to ratify decisions made by the Board.
During the year Trustee ~~s~~ Anisha Patel resigned on 11 August 2023, Kruti Patel resigned on 20 November 2023, Kim Vernau resigned on 11 January 2024, and Tabitha Morton was appointed on 20 November 2023. Post year end, Cynthia Griffin and Tracey Miller resigned on 12 August 2024, and Carlene Clifford, Fraser Holmes-Mackay and Amanda Whiteside were appointed also on 12 August 2024.
The Chair along with selected members of the Board and CEO are responsible for recruiting members of the Board of Trustees. Membership of the Board is reviewed annually to ensure that the broadest interests served by Standing Together are represented. The Board benefits from Trustees who have a broad range of skills, who have valuable experience and influence in their field to promote the success of the Charity. They bring great abilities to bear on their role and in the various offices they hold on the Board. Their roles as Trustees include human resources; implementation of equal opportunities; financial management, education and equalities, criminal justice, legal expertise, a strategic overview of fundraising and strategic planning.
At the time of signing this report the Board of Trustees had five Trustee Directors including the Chair, the Treasurer and three new Trustees. The principle remains that the size and composition of the Board is considered to include appropriate expertise to populate the Board and the Committees to ensure that the Charity is run in accordance with its obligations. Standing Together recognise the benefits of diversity on the Board and throughout the organisation and has continued to support efforts to increase diversity.
There was a recruitment process doing the year to appoint the three additional Trustees to the Board. On appointment, all Trustees received a thorough induction programme which includes meeting with key members of the Executive Leadership Team, and other Senior Managers. In addition, Trustees all receive information on training on duties and other key legislation/regulation as required.
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
Each year a planning and review day is held with trustees. It was recommended that to exercise best practice and in line with Charity Governance Code Commission guidelines, Standing Together has adopted that Trustees with nine years or more service will be replaced. The new and incumbent Trustees Tabitha Morton, Carlene Clifford, Amanda Whiteside, Fraser Holmes-Mackay, and Pat Price, in accordance with the Articles of Association were re-appointed to remain as Trustees at the AGM meeting on 21 January 2025 ~~.~~ New Trustees were introduced at previous Board meeting 28 August 2024.
On an annual basis, each Trustee is required to declare any potential conflicts of interests, and at each Board meeting Trustees are prompted to raise any conflicts of interests they have in any matters that are to be discussed. If conflicts of interest are raised, appropriate safeguards are put in place to take the necessary actions to manage the conflict.
Trustees do not receive remuneration or derive any other personal benefit from the activities of the charity.
## **Finance Committee**
The Board are supported by the Finance Committee, to provide assurance and dedicated oversight to financial matters and governance of the Charity.
The Finance Committee consists of Trustees Pat Price and Tabitha Morton; Cherryl Henry-Leach (CEO), Jo Choi (COO), Jackie Hyland (Executive Director of Services) and Joel Lane-Smith (Head of Finance); please note Caron Bailey (Finance & Governance Manager) attended prior to leaving the Organisation in May 2024. The Committee formally met three times during the year (reduction due to changes in personnel).
The committee is responsible for reviewing the effectiveness and independence of the external auditors and advises the Board on the appointment of the external auditors and their remuneration for audit work. Various other usual governance matters have been considered during the period, including a review of the Scheme of Delegation and items that have been assigned to it from the Trustee’s Risk Register.
## **Management of the Charity**
Standing Together is managed by a highly committed Board of Trustees which meets four times during the year with ad hoc meetings held as and when necessary, to ensure matters are considered and progressed in a timely matter. The Chair has the responsibility of leading the Trustee Board towards its objective of placing the Charity on a secure footing for the future. Each trustee has a clear understanding of their accountability and responsibilities. The Board meetings are chaired by the Chair of the Board and provide an open and constructive forum for trustees to be kept up to date on developments across all areas of the charity, provide oversight of operational matters and make informed decisions.
The Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the aims and objectives and in planning future activities.
The Executive Leadership Team, headed by the Chief Executive and including the Director of Operations and Director of Health has overall responsibility for the running of the organisation and delivery of Standing Together's strategy, its development and achievements reporting directly to the Board. The Senior Leadership Team is supported in financial matters by the Finance & Governance Manager.
The remuneration for key management is determined by the Trustees taking into account the skills, experience, and management responsibilities, the overall budget constraints and a view of what is suitable as compared to similar roles in the sector in which we work. Standing Together’s policy is to provide appropriate and fair level of remuneration and incentives at a level which attracts appropriate and retain good quality directors, management and staff.
During the year an extensive pay review was conducted and a new pay band structure was implemented which seek to address increase in cost of living and provide responsible incentives that encourage enhanced performance and reward individual contributions to the long term strategic goals of the organisation.
**Financial Management**
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
The Board has fulfilled its role this year in being responsible for the strategic direction and the sound financial health of the company and for ensuring that the activities of the company meet its charitable objectives.
The Board is supported by the Finance Committee who exercises stewardship and fiscal responsibilities over the finances of the Charity. The Committee commissions detailed work on financial matters in connection with the budget, financial performance and funding of the Charity; communicating its findings at the Board of Trustees meeting. The Board receives accurate, comprehensive and timely information on the company’s business and financial performance to enable appropriate monitoring and effective oversight of key matters.
Standing Together has policies and procedures in place to carry out robust financial management, clear audit trails and integrity of financial information provided to the Board to ensure that there are sufficient funds to maintain core services in the short, medium and long term. Other policies and procedures include Finance Regulations; quarterly Finance Reports to Trustees; regular review of systems for supporting financial procedures; designated staff with clear roles and responsibilities. The organisation is externally audited by Knox Kropper LLP.
The Finance Committee continues to focus on ways and measures to increase the general reserves and monitor the organisation's performance against contingency plans. As the charity continues to expand their reach and impact within the sector, trustees will establish and agree on the level of sufficient general reserve needed to maintain and sustain the Charity.
The emphasis is on how the Charity is funded, the development of the overarching organisational strategy, fundraising strategy and business plan to meet challenges, demands and opportunities, and a strong management structure to support our ambitions.
## **Risk Management**
The Board is committed to the long term sustainable growth of the company and to seeking opportunities whilst ensuring effective oversight and mitigation of risk. Trustees have assessed the major risks to which the Charity is exposed, in particular those related to the operations and finances of the Charity. Risks are considered in light of their likelihood and potential impact and the necessary steps to mitigate them. The key operational and strategic risks are outlined in a risk register. It sets out the process that we use to identify and manage risks in all our activities. Risks are managed at both a strategic and operational level along with Standing Together’s scheme of delegation policy.
The trustees complete an overall review of the risk register whereby the Board consider:
- the high and significant risks to which Standing Together is exposed,
- the potential impact and probability associated with each risk,
- existing internal controls and accountability for them, and
- mitigating actions to reduce each risk to a level that is acceptable.
Processes are in place to ensure that inherent and emerging risks are identified in a timely manner and are then appropriately managed. Securing future funding is the biggest risk for the charity and this challenge has been addressed in the Business Continuity Plan. These are monitored by the Executive Leadership Team, Head of Finance along with the Finance Committee, and assessed annually by the full Board. Standing Together has succeeded in diversifying its sources of funding which has aided the process of forward planning; the management of cash flow and enabled the organisation to manage risk, maintain and develop its activities to advance its charitable objectives.
Standing Together is satisfied that systems and procedures are in place to mitigate our exposure to possible major risks.
## **Health and Safety**
Standing Together continues its responsibility for the safety of its members of staff. The charity maintains a health and Safety policy committed to reducing the risks of hazards in the organisation’s workplace, making sure that premises, resources and working practices meet recognised standards for quality, security and safety. The
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trained First Aid Officers and designated Fire Marshal ensures compliance is upheld in alignment with the company's policy and the landlord's responsibilities towards the organisation, regarding fire, safety and security precautions.
To maintain staff well being we continue to offer in addition to monthly supervisions, regular clinical supervisions, which are delivered in a confidential manner to protect individuals’ privacy. We have an independent qualified counsellor who acts as a point of contact for both staff and volunteers who require support emotionally on matters of concern both in the workplace and their private life.
## **Data**
All data protection processes and IT security systems are reviewed regularly for compliance with Standing Together’s clear policies on privacy, confidentiality, protocols and procedures. We ensure that our agents, representatives, subcontractors and employees comply with the General Data Protection Regulation (GDPR), (The Data Protection Act 2018) on processing and protecting personal data.
Standing Together uses a IT cloud based cloud database system. The security of the system is regularly managed by our expert IT provider through the implementation of encryption, password management and daily backups on the system and all devices. Regular reviews on systems security are carried out to protect against data theft, leakage, corruption and deletion.
All new employees receive General Data Protection Regulation (GDPR) online training as part of their onboarding with Standing Together. Existing employees complete GDPR refresher training every two years.
Standing Together continue to register for Cyber Essentials and make any necessary improvements to ensure compliance. For the reminder of 2024/25, a specialist IT Consultant has been brought in to review our systems, and appropriateness for the growth of the organisation; where an ongoing development plan along with any immediate remedies will be identified and actioned.
## **Related Parties**
None of the trustees of the charity receive any remuneration or other benefit from their work with the charity.
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 2. **Statement of Intent and Charitable Purposes**
Our governing document sets out our key purpose underpinning Standing Together as an organisation. Standing Together was established for the provision of services directed towards the prevention of domestic abuse and to meet the needs of survivors of domestic violence and their families. This is coupled with advancing the education of voluntary, statutory agencies and the public in all aspects of domestic abuse, including without limit, its causes and prevention and the relief of its consequences.
A key element of this overarching mission is the centrality of the Coordinated Community Response (CCR) in our work to engender systemic change across all agencies and their approach to supporting victims of domestic abuse. Applying Theory of Change modeling, this includes identifying the most appropriate data capture and evidence base to demonstrate the effectiveness of the model in practical settings and enable income generation to support this approach.
## **Coordinated Community Response Defined**
The Coordinated Community Response to domestic abuse is a local, whole system approach to the issue.
## **Standing Together's Core Principles underpinning the CCR approach**
- The only way to respond to the issue of domestic abuse is to work collaboratively through the CCR.
- Domestic abuse is caused by, and generates, gender inequality.
- Individual experiences of domestic abuse are influenced by gender, age, sexual orientation, ability, race, religion, marital status, immigration, socio-economic position and many other factors: responses must understand the differing needs and potential barriers of the local population and be flexible enough to account for this.
- The CCR enables a whole system response to a whole person, recognising the wellbeing and safety needs of victims and survivors, with communities and organisations working alongside them.
- Responsibility for safety should not rest solely with individual victims but also with the community and services.
- Perpetrators must be held to account for the harm they inflict and offered routes to change their abusive behaviors.
- A CCR supports organisational responses, it does not replace them: organisations remain responsible and accountable (to their own agencies and to the partnership) for their own responses to domestic abuse, within a context of multi-agency working.
- A CCR requires leadership, a shared understanding of domestic abuse and risk, and coordination.
## **Standing Together's CCR Approach**
- We put the safety and needs of survivors (adults and children) at the heart of every CCR.
- We ensure that the voices of survivors and their advocates are integral to every CCR.
- We require CCRs cover the spectrum from primary prevention to early intervention, to crisis responses, and the long-term recovery of survivors and behavior change of perpetrators.
- Our CCR acknowledges the gendered nature of domestic abuse.
- Our CCR addresses the diverse and intersecting backgrounds, identities and experiences and situations of survivors and perpetrators.
- Our CCR addresses adults, children and young people, survivors and perpetrators.
- Our CCR encompasses all organisations operating in an area (statutory, voluntary, community) plus individuals who live / work in the area, and informal groups / networks located there.
- We require that all local organisations have an equal place and voice in the CCR.
- Our CCR requires coordination, monitoring and accountability mechanisms and leadership.
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- Our CCR is flexible and will evolve.
- We ensure that local organisations recognise that they are best placed to identify, and develop, improvements to practice in developing a CCR - and we provide help to them to do this.
- We are committed to providing a consultative, learning and empowering approach to areas developing CCRs.
## **Standing Together' s CCR Core Components**
- The following standards represent what every CCR will have, regardless of area or local structures; all components adhere to the principles listed above.
- All organisations have developed and agreed a common purpose and approach to domestic abuse including a stated commitment to the CCR.
- Definitions of domestic abuse and risk are agreed and shared by all statutory, voluntary and community organisations.
- A defined structure/mechanism(s) is in place for the coordination, governance and monitoring of the CCR to ensure accountability and to enable a flexible and evolving approach.
- An action plan is in place.
- Written policies and procedures are in place within every organisation covering their response to domestic abuse. Regular compulsory training at every level of the organisation supports these.
- Written policies and procedures are agreed covering multi-agency systems and working (including the MARAC and SDVC). Regular compulsory training supports these.
- An agreed dataset is in place and monitored on a regular basis.
- Survivors' voices (and the views of their advocates) are regularly sought, listened to and responded to.
- Adequately resourced specialist services are in place to respond to adults, children and young people: survivors and perpetrators.
In 2023-2024 we particularly set out to:
- Continue to shape our impact measurement and resources tools to underpin our strategic development and operational practice.
- Demonstrate breadth of work required in health based setting to achieve a coordinated community response and comprehensive, victim focused services in health settings. This has resulted in the award of Home Office funding of £2.5 million per year until the end of March 2025, to map support pathways for victims of domestic abuse presenting to health services across the country. Utilise the health interventions mapping to commission and monitor services that will enable best practice models and collaborative working in areas that will benefit most from these service pathways.
- Develop the CCR membership model and accredited training programme.
- Review and continue to develop MARAC models to enable the most effective practice through the CCR concept.
- Promote the effectiveness of Specialist Domestic Abuse Courts and Court provision generally for victims of domestic abuse with a view to improving and shaping appropriate responses to domestic abuse through the CCR approach and victim centered intelligence.
- Review Domestic Homicide Reviews and promote our training provision for Chairs.
- Support ‘by and for’ service providers through the growth and transition to independent status of the Faith and VAWG Coalition.
- Continue to develop and grow our DAHA offer through our partnership with Gentoo and Peabody, continuously improving our training and accreditation offer for members and housing sector partners.
- Develop our Whole Housing and Housing First partnership work to tackle disadvantages experienced by victim-survivors as a consequence of domestic abuse.
- Continue development of our internal CCR.
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 3. **Achievements and Performance**
We report below on our achievements in meeting the aims of our charitable company; with highlights of developments, achievements; and any challenges.
## **Whole Health**
## Developments
The Whole Health Team have worked hard to meet the ambitious timeframes of the project.
The Whole Health team developed the CCR in our Health and Domestic Abuse forums, creating a space to share expertise, and knowledge and foster collaboration.
The Whole Health Team undertook national mapping or scoping of England's health and domestic abuse landscape.
Throughout 2023-24 built the foundational work for a Whole Health Accreditation Framework in collaboration with Social Led.
## Highlights and Achievements
A Key achievement was the establishment and embedding of the Health and DA Forums
- CP Regional Groups
- Continued coordination of INDVCA
- Development and roll-out of regular National Webinars which has seen fantastic attendance.
- Founding of the Health Leadership Group
Another key achievement was the grant funding of 30 services, in various health contexts, including Maternity, Child and Adolescent Mental Health Service (CAMHs), Hospital Trusts, Primary care and Mental Health settings. STADA hosted the Health and Domestic Abuse Conference on the 29 November 2023.
The Whole Health Team mapped the national response to domestic abuse in healthcare settings.
## Challenges and Barriers
One of the challenges has been to secure sustainable funding for grant-funded services including obtaining sustainability for the Whole Health programme of work.
The project has extremely ambitious delivery timeframes of which all have a knock-on impact to the wider stakeholders.
Within the context of CCR in health, a wide range of stakeholders in NHS, LA each facing funding shortages make the health economy an extremely challenging landscape.
## **Criminal Justice**
Standing Together, having originally been established based on the need to improve the response to domestic abuse victims in the criminal justice system, continues to coordinate the Specialist Domestic Abuse Courts (SDACs) at Westminster Magistrates Court covering the boroughs of Westminster City Council, Hammersmith & Fulham, and Royal Borough of Kensington and Chelsea. They are currently the only specialist courts available in London.
The SDACs ensure the presence in the court room of specialist staff who have been trained on the specific management of domestic abuse cases, as well as the presence of victim and witness support agencies. These elements assist the justice process and helps ensure that victim safety is prioritised as an outcome. In the SDACs information is shared quickly and efficiently, and expertise about domestic abuse is applied in a systematic, well-regulated, and timely way. Although domestic abuse cases can be more time-consuming than other cases, the SDAC helps to ensure the right information is available quickly and the appropriate safeguards are considered to prioritise victim safety. STADA’s coordination is vital both on the court day itself, but also outside of the courtroom. Criminal Justice Sector (CJS) partners benefit from data and observation collected by STADA to address gaps between CJS services and agencies and to share information effectively.
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
This operational partnership working ensures the component parts of the CJS are working to their best effect.
The SDACs at Westminster have continued to provide an opportunity for stakeholders and interested parties to observe the courts and learn from the good practice established by the partnership. They provide an opportunity for areas looking to establish or improve their own domestic abuse courts using our model at Westminster, which has long been considered a gold standard, as a template. This has also included visits from government ministers and international justice departments. A particular highlight was the opportunity to host a team of delegates headed by the Director of Public Prosecutions from Bermuda who are looking to establish their own SDAC based on our model at Westminster. This included a roundtable discussion with representatives from all the SDAC partners who form the steering group.
The team convenes and coordinates the DA Court Steering Group which continues to meet on a quarterly basis where operational feedback is provided to members to ensure consistency between the courts but to also hold the partner agencies to account regarding their commitment to the specialist courts. The DA Focus group also meets every two months and there is also a quarterly meeting where the scrutiny of local data and outcomes is discussed.
The Impact Project continues to focus on repeat victimisation and those facing multiple disadvantages and the STADA team and the CJ IDVA work closely with the Risk Management Unit at Charing Cross Police station to improve essential relationships with the police but to also facilitate an induction and training programme which has led to an increase in referrals to Advance. Unfortunately, due to changes in the police computer systems, our previous access to information and files used to provide information to the SDACs and partner agencies has been removed resulting in a huge gap in information available for decision making in the both the court and for partner safeguarding decisions. Whilst a considerable amount of work has been undertaken to remedy this situation, the policing decision continues to hamper the work of the SDAC.
The team continues to provide expertise and knowledge to a number of strategic and working groups including the London Criminal Justice Board (LCJB) Delivery Board, NPCC External Stakeholders Group, CPS VAWG and RASSO LSIP Panels, CPS VAWG ECG, Protective Orders Group, DVDS task group etc. One of the key objectives of the LCJB Delivery Board is to make progress on further DA courts in London, one in the North and one in the South, in addition to the court at Westminster. The CJ team is party to those discussions and provides operational and strategic support to stakeholders involved in this initiative. To further that progress, there is now a standing agenda item to discuss the SDAC at Westminster to disseminate good practice.
Following on from the Mentor Court Project in 2021-23, we continue to promote the SDAC model and use the evidence gathered in our final findings report to impart knowledge, expertise, and good practice to a wideranging variety of stakeholders. We are currently working with two areas in the north of England who are keen to work in partnership with Standing Together by employing coordinators for their SDACs however both are hampered by lack of funding at the present time. It is the teams’ view that funding for SDACs should come from a central government source alongside a form of accreditation process to hold stakeholders to account rather than relying on individual local authority funding. SDACs benefit not only individuals and local communities but statutory organisations working in the criminal justice system.
In planning for the future, we would like to look at moving the SDAC model into the Crown Court system to enable a seamless process of support for domestic abuse victims who having experienced the gold standard at the SDAC at Westminster then suffer the poor process and support in the upper court.
It is also our view that the model could be a template used for the much talked about Specialist Sexual Violence courts but where there is currently no detail of how these will look moving forward. Whilst SDACs work within the magistrates’court system, there is clearly a cross over of work for victims of domestic abuse going through the family court. Once again, we believe that the model of partnership working and information sharing of the SDAC is one that would yield benefits for victims of domestic abuse having to navigate the complex process of the civil and family courts.
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STANDING TOGETHER AGAINST DOMESTIC ABUSE (registered company no. 04283131)
## **Multi Agency Risk Assessment Conferences (MARAC)**
Developments:
**The three boroughs (3 Boroughs):** Westminster City Council (WCC); Hammersmith & Fulham (LBHF) and Royal Borough of Kensington and Chelsea (RBKC) - receive between 16.4% and 22.6% of their referrals from agencies outside of the police which is the opposite of the SafeLives recommendation that 60-75% of cases should be referred by police. However, these figures are in alignment with the rest of London and may indicate good practice by non-police partner agencies showing a high awareness of domestic abuse and the MARAC process. Notably, this could not be known without further investigation. In all 3 boroughs, IDVA Services submitted the most referrals to MARAC, accounting for 25.4% of all referrals across the boroughs.
**Haringey** - In the 12 months between April 2023 and March 2024, 17 MARACs were held in Haringey with a case average of 25.8 (down from 30.5 last year). Haringey heard a total of 438 cases (down from 488 last year) with a mean average repeat referral rate of 29.5% (up from 25.2% last year). According to SafeLives, repeat referrals should make up between 28% and 40% of cases.
## Highlights and Achievements
**LBHF** : In LBHF 57.5% of V/Ss engaged with a DA support service in advance of MARAC, up form 48.9% last year. For those who did not engage with a support service the most likely reason was that the IDVA could not reach V/S (14.4%) followed by the V/S declining support (8.4%).
**WCC:** 61.4% of V/Ss engaged with a DA support service in advance of MARAC, up from 53.0% last year. For those who did not engage with a support service the most likely reason was that the IDVA could not reach V/S (10.5%) followed by the V/S declining support (8.6%).
**RBKC** : 58.3% of V/Ss engaged with a DA support service in advance of MARAC, up from 52.3% last year. For those who did not engage with a support service the most likely reason was that the IDVA could not reach V/S (14.1%) followed by the V/S declining support (10.1%).
Despite the lengths of MARAC and cases being discussed, the team work collaboratively and support each other so Victim/ Survivors are discussed to reduce their risk. Challenges and Barriers
**Haringey -** Over the 12 months, 5 agencies attended less than 90% of MARACs: 1. BEH Mental Health Trust (73% attendance, down from 81% last year) 2. Haringey Advisory Group on Alcohol (HAGA) (81% attendance, up from 75% last year) 3. Haringey Children and Young People's Service (CYPS) (81% attendance, up from 75% last year) 4. Haringey Safeguarding Adults (81% attendance, down from 88% last year). 5. Haringey Council Tenancy Management (88% since being represented and recorded separately as core outside of Hearthstone in September) The overall average attendance of all agencies combined for the year was 92% up from 90% last year. Notably, The Grove and Haringey Education Welfare Service (EWS) both achieved 94% attendance up from 75% and 63% respectively last year.
Across the Boroughs for MARAC there have been a number of chair changes for the police. Our WCC MARAC has been running over two days.
## **Domestic Homicide Reviews**
We started the year with a new manager in place after a year of many staff changes and recruitment, so although this was maternity cover, it was good to have some stability in the team. Our new manager began to build the teams confidence with new coordinators and the support of our wonderful volunteer.
Due to the previous staffing issues we had previously been unable to take on new DHRs in the previous months but throughout this year while we worked with 23 different DHRs in total , 10 of those were new and started during the year and we were able to bring 6 reviews to completion and have them signed off by the Home Office. Throughout the year we completed 2 research reports one on the impact of Covid on DJHRs and their learning and the second about issues for minoritised Women.
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We were fortunate to invite Beyond the Streets to deliver a webinar to the whole staff team on their research 'Lessons Learnt? Domestic Homicide Reviews through a Sex Industry Lens'. The session was well intended and created discussion and learning about the additional issues and barriers for women who were involved in the sex industries.
We have continued to support our chairs and were delighted to welcome our first chair who accessed our training in partnership with the Co-action project. Supporting leaders from by and for organisations to train as DHR Chairs, thereby enhancing the knowledge on issues for minoritised Women across the pool of chairs nationally. We remain indebted to the broad and specialized knowledge of our experienced DHR Chairs that enhance our ability to bring the learning forward from these tragic events.
**Communities** Including the Faith and VAWG Coalition, the Co-action Hub and the Harmful Practices Operational group.
This year saw the successful transition for the **Faith and VAWG Coalition** from a service that STADA has nested and developed, into its own independent charity. We have supported the Coalition to develop its own strategy, find a base, negotiate further funding and employ staff. We wish them all the best in taking their important work forward.
The **Coaction Hub** is a partnership project with the Asian Women’s Resource Centre (AWRC) which works to improve the co-ordinated community response to Black and minoritized survivors of domestic abuse and harmful practices. The project aims to create an equitable partnership between a second tier domestic abuse organisation, and a specialist by and for agency.
Over the past year we have developed a number of strands of work, producing research, a toolkit, and training, as well as strengthening collaboration with specialist by and for agencies. We launched our research on the effectiveness of MARAC for harmful practices cases with a webinar which was attended by over 200 attendees. The research is accompanied by a practical toolkit for MARAC co-ordinators, chairs and reps to improve their responses to these cases. We have presented on this research at a number of forums, as well as meeting with the Domestic Abuse Commissioners office to influence strategic change. To support this research and our exploration on the effectiveness of risk assessment tools for Black and minoritized survivors we held a world café event, which was attended by 25 professionals This event not only contributed to our findings, but brought together practitioners from by and for agencies and VAWG organisations to strengthen relationships and make individuals feel valued in the context of a sector which is characterised by retention issues. This was an important event for the Coaction Hub as it fitted with our values of feminist participation and collaboration. Our DHR chair mentoring scheme for women working in by and for agencies entered its second year, with our first mentee starting to co-chair a DHR, and our second beginning her training. We have also developed and held workshops for by and fors on the role of being an expert panel member in DHRs. This strand of work has been developed in response to our observations around the side lining of by and for expertise in DHRs, which has also been highlighted in recent research from Imkaan and the Centre for Women’s Justice. We continue to co-ordinate the Harmful Practices Strategic Partnership (HPSP) a pan London by and for led strategic group. This year we have produced a series of factsheets for professionals on harmful practices, held a webinar for VAWG leads in London, and responded to the government’s stance on harmful practices through presentations and a petition. Throughout the project we continue to model good practice by creating a equitable partnership with a specialist by and for agency. We have presented on the importance of co-production, working equitably with by and for agencies, and centring harmful practices. We have also met with researchers from 2 universities to input on their research on harmful practices.
The **Harmful Practices Operational group** . (HPOG) has made a huge difference across the 3 boroughs Harmful practices often qualify as a hidden issue. The complexity of cases and the consequences on survivors are therefore particular and could differ from other forms of VAWG. Data on harmful practices is very limited, locally and nationally. HPOG is a working space to make sure that HP issue is known, well-identified, and that professionals from many sectors have a better understanding of it. The importance of the HPOG is mainly because harmful practices tend to be lost within VAWG conversations, and HPOG helps to make sure that harmful practices are part of these. The HPOG has its own Action HP-centred Plan aligned with the VAWG strategies and the outcomes are
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specifically relevant to harmful practices survivors. Data being particular to harmful practices, the data collection within the HPOG and analysis by the co-ordinator is the most sufficient way to have a picture of the issue in the triborough. Data collection is also an easy way to highlight any gaps in services and to share with other partners the best practices regarding HP. HPOG held its first and successful Yearly Conference in December. The group looks forward to working on the next one. HPOG newsletter is sent out quarterly. This is relevant to help promote the agencies’ work, as upcoming events and interesting HP paper/information. The mailing list has increased distribution, demonstrating that many professionals from different sectors have interest to learn more about Harmful Practices. Members are engaged and motivated, which increases great collaboration and partnerships - sharing a common vision.
## **Three Boroughs VAWG Operational Groups**
STADA have continued to support our local 3 borough’s Coordinated Community Response through Westminster City Council and Royal Borough of Kensington and Chelsea (Bi-Borough) Violence Against Women and Girls (VAWG) Partnership, and Hammersmith and Fulham VAWG Partnership. STADA coordinates 5 of the 3 borough Operational groups, Housing, Children and Young People, Risk and Review, Harmful Practices and the Specialist Services Consultative Group and all but Housing come under the 3 Borough coordination contract. Throughout the year 2023/24 they have all developed action plans in line with the 4 objectives of the Hammersmith and Fulham and the Bi Borough VAWG Strategy :
1. VAWG is prevented
2. Survivors are supported
3. Abusers are held to account
4. Collaboration to Create Change
Each group has also reviewed its terms of reference and ensure they are still relevant. For the individual groups some of the highlights over the year have included the following.
In the **Children and Young People’s Operational Group** we exceeded the target for referrals into MARAC from Health Partners.
1. **Health referrals – LBHF 35 , RBKC 30 WCC 50 annually**
|23/24|H&F|RBKC|WCC|Total|
|---|---|---|---|---|
|Q1|15|20|16|51|
|Q2|13|23|19|55|
|Q3|15|16|17|48|
|Q4|21|15|25|61|
|**Total**|**64**|**74**|**77**|**215**|
In the **Harmful Practices Operational Group** the new coordinator had developed the group, increased membership and continued to develop a robust dataset. This enabled us to produce MARAC HARMFUL PRACTICES PAPER (squarespace.com) providing important learning especially for VAWG services and partners about the risks involved with HP cases and the increased likelihood of multiple perpetrators and multiple types of abuse.
The **Risk and Review Operational Group** was a new responsibility this year. It encompasses the MARAC Steering Group and also the Criminal Justice monitoring group. We saw our local Specialist Domestic Abuse Court enable 71% of cases to have an appropriate sentence, 82% of defendants convicted with 49% making an early guilty plea as we continue to be one of the best performing boroughs in London.
The **Specialist Service Consultative Group** remains a space where local voluntary sector services can share good practice, information on trends and raise any concerns that they wish the VAWG Boards to address. This year this has included lack of support for those dealing with the Family Court, Provisions to address perpetrators, issues with the police especially in response to by and for services, raising awareness of services locally and the impact of the serious violence duty.
In addition throughout the year we have organised regular meetings between the coordinators to share knowledge and prevent silo working. All groups took part in the 16 days of Activism with STADA running 6 different ‘lunch and
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learn’ sessions over the 16 days. The Partnerships Manager attended the Safeguarding Adults Boards and relevant sub groups and has delivered training events on older person abuse and DA awareness for the WKC ambassadors. She also attends the new Police VAWG Board.
## **Housing**
The **Domestic Abuse Housing Alliance (DAHA)** team have had a busy year. We welcomed new members and celebrated our first Housing Association achieving Enhanced Accreditation. We launched a new portal to streamline the accreditation process, making it easier for members to upload their evidence. Our team has grown to support the expansion of membership, now comprising 10 dedicated staff members.
The **London programme** was initiated to support London Boroughs through accreditation and to address the unique challenges faced by survivors in these areas.
Looking ahead, our priority is to continue expanding our membership to ensure that more survivors can access safe and secure accommodation when they need it.
The DAHA led **National Domestic Abuse & Housing Policy and Practice Group** has been very active, developing a Manifesto ahead of the election. We have also made evidence submissions for several key areas of legislation, including the Renters Rights Bill, Social Housing Regulation Bill, Supported Housing Regulatory Oversight Bill, and the Social Housing Allocations Consultation.
> The =a **Whole Housing Approach (WHA)** pilot in Cheshire East is now in its third year. Our staff have been working closely with the Cheshire East team to ensure project outcomes are met. We have worked with local ‘By and For’ services to highlight their impact on survivors and engaged with the Experts By Experience group to incorporate lived experiences into WHA responses and processes. The success of these efforts will be invaluable for the future development of the WHA framework. In London, we continue to deliver housing solutions for survivors and manage the Flexible Funding and Sanctuary Scheme in local boroughs. Our Private Rental Sector Lead has begun work on an accreditation program for Private Landlords and Lettings Agents to address the challenges survivors face in the private rental sector and improve their overall response.
This year, the Housing First and Homelessness Programme was rebranded as the **Multiple Disadvantage and** ~~Po~~ **Homelessness Programme** to better reflect its focus on multiple disadvantage. We have worked with a ~~P|~~ consultant to develop a Theory of Change, outlining our strategy and future plans. We continue to work in partnership with Westminster Council, leading the VAWG and Multiple Disadvantage elements of the Changing Futures project. We lead the delivery of the operational VAWG and Multiple Disadvantage Forum, and the VAWG and Multiple Disadvantage strategic group, achieving positive systems change with Criminal Justice partners. We continue to provide housing coordination support for the Westminster VAWG Housing First project, housing some of the most vulnerable women in the borough. Additionally, we are developing a podcast and films featuring the women supported by the project as part of the year 5 service evaluation. The DAHA accreditation work for homelessness and supported accommodation providers received additional funding this year, allowing us to expand our membership offer. Five new members have signed up, bringing the total to eight. The first provider will be assessed before Christmas, and we plan to bring an external evaluator on board to evaluate the process. The MD&Homelessness programme lead has also been working with the Whole Housing Approach pilot in Cheshire East to improve the response to survivors experiencing multiple disadvantage.
Events | The Blooming Strong Campaign was created by us in 2014, it is the way we engage with partners to mark November 25th as the UN Day for the elimination of violence against women and as part of our 16 days of activism.
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This year we utilised the Blooming Strong intiative twice, with the induction of its use for International Women’s Day. We commissioned our existing partner Page and Bloom About Us | Page & Bloom to create the flowers. 36 nominees received flowers, made from paper, with the lyrics of the song ‘Woman’ by Helen Reddy; with an affirmation note stating why she was ‘Blooming Strong’.
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## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 4. **Strategic Influence**
Standing Together serves on the following boards, panels, working groups and networks, sharing experience and expertise to our mutual benefit with:
- Chair the National Housing and Domestic Abuse Policy and Practice Group
- External Consultation Group of the Crown Prosecution Service
- Crown Prosecution Service Scrutiny and Involvement Panel, Crown Prosecution Service
- London Violence Against Women and Girls Scrutiny Panel, London Areas, Crown Prosecution Service
- The London Mayor's Expert Group on Violence Against Women and Girls
- End Violence Against Women Coalition
- CBS Coalition Hub
- Victims’ Voice Forum
- Local Authority VAWG Boards
- Parliamentary Roundtable sessions and consultations
- Parliamentary events
- Specialist sector networking events and meetings including Domestic Abuse Commissioner’s Office led initiatives
- European partnership groups and forums
- London Councils
- Sector specific groups and forums
Standing Together’s CEO and staff speak at numerous international, national, regional and local conferences about our strategic and operational approach to the coordinated community response and often particular aspects of work.
CEO and key staff members work closely with the Domestic Abuse Commissioner’s Office and attend parliamentary events to influence and remain up to date with policy developments, contributing to addressing gaps in knowledge and service provision. They also work with local authority partners to disseminate policy thinking, ensure strategic oversight and associated operational practice both informs policy at government level, but also keeps pace with policy changes.
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## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 5. **Financial Review**
## **Overview**
For the financial year ended 31 March 2024, Standing Together reported a surplus of £235k compared to a deficit of £100k in year ended 31 March 2023. This is due to the delay in expenditure on activities in respect of restricted funding projects in the year ending 31 ~~st~~ March 2024.
The Charity’s work in Year 2023-2024 continued along the strategically planned paths of making a difference in raising awareness and making changes to the response to domestic violence. This was in view of financial uncertainty as we continue to experience the effects of rising global inflation and the increased cost of living. This will require exceptional interventions and measures to protect the organisation’s financial position. As a charity, Standing Together have assessed the risks faced by the charity and have formulated plans to protect its current and future operating reserves to mitigate risks and to fulfil its charitable objectives.
## **Financial Results**
Standing Together’s unrestricted reserves increased during the year from £1,185k to £1,211k at the end of year, with a well-diversified funding stream from local authorities, central government, NHS, trust foundations, consultancy work and training. The charity receives most of its funding in the form of restricted grants to support specific projects.
The income and expenditure accounts showed incoming resources for the year of £5,027k (2023: £2,679k) and expenditure of £4,793k (2023: £2,780k). The total reserves at the end of the year was £1,690k (2023: £1,455k) of which £479k (2023: £270k) is restricted for specific purposes and £1,211k (2023: £1,185k) is unrestricted which is available for general purposes decided by the charity. Of the unrestricted funds, £562k (2023: £562k) has been designated/earmarked for contractual liabilities, leaving a balance of £649k (2023: £623k) as general/free reserves.
The overall financial plans are driven by its financial strategy including assumptions set out in budgets to establish the amount of income required to cover staff and operational costs in fulfilling Standing Together’s plans and purpose.
The Chief Executive concentrates on local and national opportunities along with the team through shared visions, goals and policies to strengthen our position with existing contracts and future proposals to extend our work around domestic abuse. The committed Senior Leadership Team and staff collectively work together to ensure the operational existence of the charity for the foreseeable future. We have benefitted from volunteers who have assisted on the various projects depending on their area of interest. We are committed to offering an opportunity to individuals to boost their employability skills and enhance their personal development.
## **Principal Funding Sources: £5,027,901**
We received income of £4,987k from charitable activities during the year. We also received £28k from investments.
We are incredibly grateful for the generous donations and support we receive from individuals and organisations. The donations totaling £ ~~103~~ k this year are a valuable contribution towards the Charity’s objective to alleviate domestic abuse.
## **Benefits In Kind**
We have benefitted from volunteers who have assisted on the various projects depending on their area of interest and skills. We are committed to offering an opportunity to individuals to boost their employability skills and enhance their personal development.
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## **Charitable Expenditure: £4,792,585**
Total charitable expenditure amounted to £4,792,585 which consisted of staff costs of £2,401,507 accounting for just over 50% of total costs. Support costs of £166,075, representing 3.5%, includes information technology support (IT), other professional fees, office and premise costs. Other direct costs of £2,225,003 include expenditure on consultant fees, onward cost to partners and general overheads/operational costs representing 46% of total costs.
## **Investments**
The Finance Committee has considered options to place money in investment funds with the aim of achieving increase in financial returns. Although this would be an opportunity to improve general reserves, after much thought it was deemed that the level of risk involved far outweighed the benefits. Most funds received by the charity are expended in the short term and need to be available at short notice.
In the best interest of the charity and looking at the impact on the running of the organisation, the decision was made to invest funds in fixed short term deposit accounts on the Flagstone Investment Platform online. This provided flexibility whereby funds are spread across several bank accounts offering different terms and rates of interest. To manage the level of risk, the aim is to have a maximum of £85k deposited in individual banking institutions, protected by the Financial Services Compensation Scheme (FSCS) if a financial institution goes out of business.
The level of funds to invest on the Platform is reviewed by the Finance Committee and governed by investment policies and monitoring of the cashflows on a quarterly basis.
## **Reserves Policy**
The Board of Trustees has examined the charity's requirements for reserves in consideration of the main risks to the organisation, which has identified the need for a robust financial planning and a clearer understanding of the necessity for reserves and liquidity. The Trustees recognise that it must manage its affairs to ensure that the level of reserves and associated cash balances remain sufficient such that Standing Together will continue to operate on a sustainable basis.
Taking into account the overall current grant position, the reserve represents the minimum level of funds required to protect Standing Together from the potential financial impact of known/unknown business risks. In the event of Standing Together facing difficult financial circumstances these reserves would allow us to both meet our responsibilities to grant holders and for operations to continue during a period of managed adjustment to these new circumstances.
Having assessed the current risks, the Trustees have established a policy to increase the unrestricted funds not committed or invested in tangible fixed assets held by the charity. Trustees have decided that, after an allowance for future income expectations, Standing Together should maintain cash and realisable assets sufficient to fund three months of operational expenditure, taking into account the future use of reserves in line with its charitable objectives. This policy allows trustees to meet their obligations under the Companies Act and to comply with Charity Commission guidance.
Total unrestricted reserves at 31 March 2024 was £1,211k (2023: £1,185k), which includes £562k (2023: £562k) allocated to designated reserve and £649k (2023: £623k) available as free reserve.
## **Plans for the Future**
Each year, Standing Together Staff and Trustees meet to review our objectives and priorities for achieving our charitable aims and to refresh our Theory of Change.
- In 2023-24 Standing Together set out to:
- Develop our work in relation to impact measurement, data capture and building a robust evidence base.
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- Develop our reach and impact via all forms of media and IT
- Continue to develop our work in influencing and policy at local and central government levels
- Demonstrate breadth of work required in health-based setting to achieve a coordinated community response and influence the DH.
- Roll out the CCR Leaders course along with a more robust training and membership package
- Maintain a focus on the CCR in our work in relation of Domestic Homicide Reviews, criminal justice work, housing, health, faith and communities program, harmful practices, MARAC and community based settings.
- Review and reinforce governance protocols and financial management processes to ensure ongoing sustainability, financial resilience and effective management of the organisation.
ST has achieved this and more by expanding the scope of our work in relation to community, housing and health based work. We are seeking to set clear benchmarks on the practices and services that should be core to the coordinated community response. We will further all of these aims developing, delivering and evaluating best practice models and toolkits to underpin our strategic aims and strengths within the sector.
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## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 6. **Conclusion**
Standing Together continue to promote the Coordinated Community Response as a framework by which we organise, plan and prioritise our work. Year on year, we build a more robust program of work locally and nationally to both undertake and model the breadth of systemic work that is required to promote safety for survivors of domestic abuse and to hold perpetrators to account. Our challenge has always been to maintain the partnership work that we do in central London while promoting the best of what we are learning to our wider national networks. In spite of economic challenges, Standing Together has remained financially resilient and has strengthened partnership networks to ensure a cohesive framework of support and to ensure our services remain aligned with their needs. The growth of the organisation is based on continual review and assessment of our internal resources and structures that underpin our work but also the strength of our partnerships and external relationships. Our national networks like the Domestic Abuse Housing Alliance (DAHA), Whole Housing, DHRs, Health and Criminal Justice based activities serve to maintain and enhance our opportunities, mitigating risks and challenges. We continue to build on a robust platform of experience and expertise firmly grounded and the principles and components of the coordinated community response which remains the foundation stone for all we do and how we develop.
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## **BOARD OF TRUSTEES’ REPORT**
**For the year ended 31 March 2024**
## 7. **Statement of Trustees' Responsibilities**
The Trustees, who are also directors of the Company for the purposes of the Companies Act, are responsible for preparing the Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law and the law applicable to charities in England and Wales requires the Charity 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 its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:-
- Select suitable accounting policies and apply them consistently.
- Observe the methods and principles of the Charities SORP;
- Make judgements and estimates that are reasonable and prudent.
- State whether applicable accounting standards have been followed, subject to any material departures
- Disclosed and explained in the financial statements; and
- Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the Company will continue to operate.
The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
- The Trustees confirm that, in the case of each of the persons who are Trustees at the date of this
- report, the following applies:
- So far as each Trustee is aware there is no relevant audit information (information needed by the
- Company's auditors in connection with preparing their report) of which the Charity's auditors are unaware; and
- Each Trustee has taken all the steps necessary to make herself/himself aware of any relevant audit
- information and to establish that the Company's auditors are aware of that information.
## **Relationship with Funders**
- No Trustee had any relationship with any of the main funders except as a Trustee of Standing
- Together
In so far as the Management Committee is aware:
- There is no relevant audit information of which the charity's auditors are unaware; and
- The Management Committee have taken all steps that they ought to have taken to make themselves
- aware of any relevant audit information and to establish that the auditors are aware of that information.
This Report is agreed and signed at the AGM by the Chair of Standing Together, on behalf of the Board of Trustees on 21 January 2025.
**Tabitha Morton**
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## **Chair of Trustees**
**INDEPENDENT AUDITOR’S REPORT For the year ended 31 March 2024**
## **Opinion**
We have audited the financial statements of Standing Together Against Domestic Abuse (the ‘charitable company’) for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2024 and of its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis of opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The 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.
Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
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## **Opinion 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 Report of the Trustees, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared, is consistent with the financial statements; and
- the directors’ report included within the Report of the Trustees has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.
We have nothing to report in respect of the following matters 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 received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Directors.
## **Responsibilities of Trustees**
As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
- We obtained an understanding of the legal and regulatory frameworks that are applicable to the charitable company and determined that the most significant are the Statement of Recommended Practice 'Accounting
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and Reporting by Charities' (SORP 2019), in accordance with the Financial Reporting Standard applicable in the UK (FRS 102) applicable to smaller entities and the Companies Act 2006.
- We understood how the charitable company is complying with those frameworks via communication with those charged with governance, together with the review of the charity’s documented policies and procedures. The charitable company is required to comply with both company law and charity law and, based on our knowledge of its activities, we identified that the legal requirement to accurately account for restricted funds was of key significance.
- The audit team, which is experienced in the audit of charities, considered the charity’s susceptibility to material misstatement and how fraud may occur. Our considerations included the risk of management override and allocation of costs to charitable activities and restricted funds.
- Our approach was to check that the income from grants, donations and fee were properly identified and accurately disclosed, that expenditure complied with the control procedures and was appropriately charged. We also reviewed major journal adjustments along with unusual transactions and considered the identification and disclosure of related party transactions.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilites. This description forms part of our auditor’s report.
## **Use of the audit report**
This report is made solely to the charitable company’s member in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s member for our audit work, for this report or for the opinions we have formed.
Shoaib Arshad Senior Statutory Auditor for and on behalf of Knox Cropper LLP Chartered Accountants and Registered Auditors 65 Leadenhall Street London. EC3A 2AD
Date:
**26 |** P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**STATEMENT OF FINANCIAL ACTIVITIES (incorporating the Income and Expenditure Account) For the year ended 31 March 2024**
|||**Unrestricted**|**Restricted**|**Total**|_Unrestricted_|_Restricted_|_Total_|
|---|---|---|---|---|---|---|---|
|||**Funds**|**Funds**|**Funds**|_Funds_|_Funds_|_Funds_|
|**Note**||**2024**|**2024**|**2024**|_2023_|_2023_|_2023_|
|||**£**|**£**|**£**|_£_|_£_|_£_|
|**INCOME AND ENDOWMENTS FROM:**||||||||
|Donations and legacies|2|**12,850**|**-**|**12,850**|_79,696_|_-_|_79,696_|
|Charitable activities|4|**1,150,236**|**3,836,359**|**4,986,595**|_943,641_|_1,634,465_|_2,578,106_|
|Investments|3|**28,456**|**-**|**28,456**|_21,630_|_-_|_21,630_|
|**TOTAL INCOME**||**1,191,542**
**£**|**3,836,359**
**£**|**5,027,901**
**£**|_1,044,967_
_£_|_1,634,465_
_£_|_2,679,432_
_£_|
|**EXPENDITURE ON:**||||||||
|Charitable activities|5|**(1,165,493)**|**(3,627,092)**|**(4,792,585)**|_(849,659)_|_(1,930,190)_|_(2,779,849)_|
|**TOTAL EXPENDITURE**||**(1,165,493)**|**(3,627,092)**|**(4,792,585)**|_(849,659)_|_(1,930,190)_|_(2,779,849)_|
|**NET MOVEMENTS IN FUNDS**||**26,049**|**209,267**|**235,316**|_195,308_|_(295,725)_|_(100,417)_|
|TOTAL FUNDS AS AT 1 APRIL||**1,184,852**|**270,205**|**1,455,057**|_989,544_|_565,930_|_1,555,474_|
|**TOTAL FUNDS AS AT 31 MARCH**||**1,210,901**
**£**|**479,472**
**£**|**1,690,373**
**£**|_1,184,852_
_£_|_270,205_
_£_|_1,455,057_
_£_|
All income and expenditure have arisen from continuing activities. None of the Charity's activities were acquired or discontinued during the above two financial years.
27 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**BALANCE SHEET As at 31 March 2024 (Registered Company No. 04283131)**
||**Notes**|**2024**|_2023_|
|---|---|---|---|
|||**£**|_£_|
|**FIXED ASSETS**||||
|Furniture & Equipment|**10**|**-**|_1,122_|
|**CURRENT ASSETS**||||
|Debtors|**11**|**1,548,225**|_424,619_|
|Cash at bank and in hand||**1,523,845**|_1,501,189_|
|**CREDITORS: amounts falling due**||**3,072,070**|_1,925,808_|
|**within one year**|**12**|**(1,381,697)**|_(471,873)_|
|**NET CURRENT ASSETS**||**1,690,373**|_1,453,935_|
|**TOTAL ASSETS LESS CURRENT LIABILITIES**||**1,690,373**|_1,455,057_|
|**NET ASSETS**||**1,690,373**|_1,455,057_|
|**FUNDS**||**£**|_£_|
|Unrestricted funds:||||
|Designated funds|**14**|**562,266**|_562,266_|
|General fund|**14**|**648,635**|_622,586_|
|Restricted Funds|**14**|**1,210,901**
**479,472**|_1,184,852_
_270,205_|
|||**1,690,373**|_1,455,057_|
The financial statements have been prepared in accordance with the special provisions in Part 15 of the Companies Act 2006 relating to small companies and the Financial Reporting Standard 102.
The financial statements were approved, and authorised for issue, by the Board of Trustees on 21 January 2025 and signed on their behalf by: -
-
__________________________ **Tabitha Morton Trustee/Director**
28 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**----- Start of picture text -----**
CASH FLOW STATEMENT
For the year ended 31 March 2024
2024 2023
Cash flows from operating activities £ £
(Deficit)/Surplus for the financial year 235,316 (100,417)
Adjustments for:
Depreciation 1,121 1,121
(Decrease)/increase in Debtors (1,123,606) 141,220
Increase/(Decrease) in Creditors 909,824 (32,043)
Investment income (28,456) (21,630)
(5,801) (11,749)
Cash flows from investing activities
Returns on investment – interest receivable 28,456 21,630
Net increase in cash and cash equivalents 22,655 9,881
Cash and cash equivalents as at 1st April 1,501,188 1,491,307
Cash and cash equivalents as at 31st March £ 1,523,843 1,501,188
Components of cash and cash equivalents
Balance at 31 March
1 April 2023 Cashflow 2024
£ £ £
Cash at bank and in hand £ 1,501,188 £ 22,655 £ 1,523,843
**----- End of picture text -----**
29 | P a g e
**STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **1. ACCOUNTING POLICIES**
## **Basis of preparation of financial statements**
The financial statements of the charitable company, which is a public benefit entity under FRS 102 have been prepared under the historical cost convention, and in accordance with applicable United Kingdom accounting standards and the requirements of the Statement of Recommended Practice 'Accounting and Reporting by Charities' (FRS 102), and the Companies Act 2006.
The Trustees consider that there are no material uncertainties about the Trust's ability to continue as a going concern.
## **Company status**
Standing Together Against Domestic Abuse is a company limited by guarantee. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the Charity.
## **Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objects of the Charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been raised by the Charity for particular purposes. The cost of administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements and outlined in the Trustee report. Statutory grants which are given as contributions towards the Charity's core services are treated as unrestricted.
Further explanation of the nature and purpose of each fund is included in the note 14.
## **Incoming resources**
All incoming resources are included in the Statement of Financial Activities (SOFA) which the charity is legally entitled to the income, it is probable that the amount will be received, and the amount can be quantified with reasonable accuracy.
Grants and donation received are deferred when conditions are attached, for example when they relate to a specific future period.
## **Resources Expended**
All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities. Support costs, which cannot be directly attributed to particular activities, have been apportioned proportionately to the direct staff costs allocated to the activities.
Irrecoverable VAT is charged against the category of resources expended for which it was incurred.
## **Tangible fixed assets**
All tangible assets costing more than £5,000 are capitalised and stated at cost less depreciation.
Furniture and equipment
5 years on straight line
## **Operating leases**
Rentals applicable to operating leases are charged to the Statement of Financial Activities over the period in which the cost is incurred.
## **Pensions**
The company is part of a defined contribution pension scheme. Contributions are charged to the Statement of Financial Activities as they become payable in accordance with the rules of the scheme.
30 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
**----- Start of picture text -----**
|||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
|2. DONATIONS AND LEGACIES|
|Unrestricted|Restricted|Total|Unrestricted|Restricted|Total|
|Funds|Funds|Funds|Funds|Funds|Funds|
|2024|2024|2024|2023|2023|2023|
|£|£|£|£|£|£|
|Donations|12,850|-|12,850|79,696|-|79,696|
|£|12,850|£|-|£|12,850|£|79,696|£|-|£|79,696|
|3. INVESTMENT INCOME|Unrestricted|Restricted|Total|Unrestricted|Restricted|Total|
|Funds|Funds|Funds|Funds|Funds|Funds|
|2024|2024|2024|2023|2023|2023|
|£|£|£|£|£|£|
|Interest receivable from|
|Bank interest|28,456|-|28,456|21,630|-|21,630|
|£|28,456|£|-|£|28,456|£|21,630|£|-|£|21,630|
|4.|INCOME FROM CHARITABLE ACTIVITIES|
|Unrestricted|Restricted|Total|Unrestricted|Restricted|Total|
|Funds|Funds|Funds|Funds|Funds|Funds|
|2024|2024|2024|2023|2023|2023|
|£|£|£|£|£|£|
|Grants & contracts for services:|
|Support & education to prevent domestic|
|violence|384,492|3,826,474|4,210,966|465,686|1,634,465|2,100,151|
|Access to Work|-|9,885|9,885|-|-|-|
|Membership fees|408,542|-|408,542|229,153|-|229,153|
|Fee income|357,202|-|357,202|248,802|-|248,802|
|£ 1,150,236|£ 3,836,359|£ 4,986,595|£|943,641|£|1,634,465|£|2,578,106|
**----- End of picture text -----**
31 | P a g e
**STANDING TOGETHER AGAINST DOMESTIC ABUSE**
## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **4. INCOME FROM CHARITABLE ACTIVITIES (continued)**
|**Analysis of grants & contracts for services**|||||||
|---|---|---|---|---|---|---|
|**Support & education to prevent**|**Unrestricted**|**Restricted**|**Total**|_Unrestricted_|_Restricted_|_Total_|
|**domestic violence**|**Funds**|**Funds**|**Funds**|_Funds_|_Funds_|_Funds_|
||**2024**|**2024**|**2024**|_2023_|_2023_|_2023_|
||**£**|**£**|**£**|_£_|_£_|_£_|
|Calypso Browning|**-**|**-**|**-**|_4,036_|_-_|_4,036_|
|Chelwest NHS|**-**|**51,500**|**51,500**|_-_|_51,500_|_51,500_|
|City Bridge Trust|**-**|**62,000**|**62,000**|_-_|_65,387_|_65,387_|
|DCMS - CJ Mentor Courts|**-**|**-**|**-**|_-_|_476,960_|_476,960_|
|Domestic Homicide Reviews|**111,509**|**-**|**111,509**|_131,066_|_-_|_131,066_|
|Ealing Council|**13,914**|**-**|**13,914**|_55,655_|_-_|_55,655_|
|Erasmus (EU)|**-**|**2,506**|**2,506**|_-_|_-_|_-_|
|Esmee Fairburn|**-**|**96,850**|**96,850**|_-_|_116,030_|_116,030_|
|Firebird Foundation|**-**|**20,000**|**20,000**|_20,000_|_-_|_20,000_|
|GLA|**-**|**153,252**|**153,252**|_-_|_111,513_|_111,513_|
|Hammersmith & Fulham, Westminster,
Kensington & Chelsea NHS|**-**|**66,000**|**66,000**|_-_|_66,000_|_66,000_|
|Haringey Council|**50,000**|**-**|**50,000**|_49,928_|_-_|_49,928_|
|Home Office - Drive Project|**-**|**3,075**|**3,075**|_-_|_25,615_|_25,615_|
|Home Office - Harmful Practice|**-**|**21,296**|**21,296**|_-_|_25,182_|_25,182_|
|Home Office - Health Initiative|**-**|**2,413,022**|**2,413,022**|_-_|_143,658_|_143,658_|
|LBof Hammersmith & Fulham|**-**|**46,607**|**46,607**|_-_|_51,000_|_51,000_|
|MacMillan Cancer Support|**-**|**55,845**|**55,845**|_-_|_89,427_|_89,427_|
|Westminster City Council – Whole
Housing Approach|**-**|**30,000**|**30,000**|_-_|_30,000_|_30,000_|
|National Lottery Community Fund|**-**|**569,950**|**569,950**|_-_|_150,309_|_150,309_|
|Oak Foundation|**-**|**-**|**-**|_-_|_115,500_|_115,500_|
|Global Dialogue|**-**|**61,875**|**61,875**|_-_|_-_|_-_|
|Swiss Philanthrophy|**-**|**-**|**-**|_-_|_12,500_|_12,500_|
|Treebeard Trust|**-**|**15,000**|**15,000**|_-_|_-_|_-_|
|Tri Borough Funding|**208,347**|**-**|**208,347**|_205,001_|_-_|_205,001_|
|Charing Cross Hospital|**-**|**54,600**|**54,600**|_-_|_-_|_-_|
|Westminster City Council|**-**|**103,096**|**103,096**|_-_|_103,884_|_103,884_|
|Other income|**722**|**-**|**722**|_-_|_-_|_-_|
||**384,492**
**£**|**3,826,474**
**£**|**4,210,966**
**£**|_465,686_
_£_|_1,634,465_
_£_|_2,100,151_
_£_|
32 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
**5. RESOURCES EXPENDED**
## **5a. Cost of charitable activities (current year as at 31st March 2024)**
|**Projects:**
Community
Criminal Justice
DHRs
Health
Housing & Homelessness
MARAC
Training
Other charitable projects
**Total as at 31 March 2024**
_5b. Cost of charitable activities (prior year as at 31st March 2023)_
Projects:
Community
Criminal Justice
DHRs
Health
Housing & Homelessness
MARAC
Training
Other charitable projects
Total as at 31 March 2023
**Resources expended include:**
Auditors’ remuneration:
Details of resources expended are given in notes 6, 7 and 8
**6.**
**OTHER DIRECT COSTS**
Partner and stakeholder costs
Consultancy and Domestic Homicide Review Associate costs
Training and learning services
External evaluation
Other direct costs|**Staff**
**Other direct**
**Support**
**_Total_**
**costs**
**costs**
**costs**
**2024**
**£**
**£**
**£**
**_£_**
**212,991**
**162,270**
**20,724**
**395,985**
**160,650**
**8,991**
**2,842**
**172,483**
**153,115**
**56,668**
**2,403**
**212,186**
**706,867**
**1,631,981**
**74,814**
**2,413,662**
**767,715**
**326,117**
**48,283**
**1,142,115**
**241,246**
**4,204**
**2,687**
**248,137**
**101,563**
**11,580**
**4,673**
**117,816**
**57,360**
**23,192**
**9,649**
**90,201**
**2,401,507**
**£**
**2,225,003**
**£**
**166,075**
**£**
**4,792,585**
**£**
_Staff_
_Other direct_
_Support_
_Total_
_costs_
_costs_
_costs_
_2023_
_£_
_£_
_£_
_£_
_182,287_
_62,519_
_14,221_
_259,027_
_349,509_
_224,919_
_42,236_
_616,664_
_108,070_
_57,118_
_4,594_
_169,782_
_309,433_
_44,293_
_37,558_
_391,284_
_665,891_
_174,341_
_41,381_
_881,613_
_274,744_
_5,987_
_8,450_
_289,181_
_18,613_
_17,619_
_6,753_
_42,985_
_64,321_
_33,176_
_31,816_
_129,313_
_1,972,868_
_£_
_619,972_
_£_
_187,009_
_£_
_2,779,849_
_£_
**2024**
_2023_
**6,040**
**£**
_5,350_
_£_
**Total**
_Total_
**2024**
_2023_
**£**
_£_
**9,790**
_194,549_
**156,475**
_133,319_
**11,375**
_12,250_
**-**
_8,337_
**2,047,364**
_271,517_
**2,225,004**
**£**
_619,972_
_£_|
|---|---|
33 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **7. SUPPORT COSTS**
|**Total**
**2024**
**£**
Premises and Office costs
**118,630**
Communication & IT
**20,637**
Legal & professional fees
**20,764**
Auditor’s fee
**6,040**
**166,071**
**£**
**8.**
**STAFF COSTS AND NUMBERS**
**Total**
**2024**
**£**
Gross salaries
**2,074,026**
Social security
**173,793**
Pension costs
**67,428**
Other staff costs
**86,261**
**2,401,508**
**£**
The average weekly number of employees calculated as full time equivalents during the period was:
**Number**
Key Management Team
**2.6**
CCR & Communities
**5.8**
Criminal Justice
**2.5**
Domestic Homicide Review (DHR)
**5.0**
Health
**12.4**
Housing
**20.4**
MARAC
**7.0**
Support Staff
**3.0**
**58.7**
The average number of employees (head counts) during the period was:
**58.7**|_Total_
_2023_
_£_
_143,987_
_21,058_
_16,616_
_5,350_
_187,011_
_£_
_Total_
_2023_
_£_
_1,630,265_
_160,830_
_55,158_
_126,616_
_1,972,869_
_£_
_Number_
_1.5_
_3.7_
_5.2_
_3.9_
_9.6_
_15.7_
_6.4_
_3_
_49.0_
_49.0_|
|---|---|
One employee (2023: One) received remuneration of more than £60,000; between £60,001 to £70,000.
During the year, key management received an aggregate salary and benefits of £194,212 (2023: £105,768)
## **9. TRUSTEES REMUNERATION AND BENEFITS**
During the year, no members of the Board of Trustees received any remuneration (2023 : £NIL) No members of the Board of Trustees received reimbursement of expenses (2023 : £NIL)
34 | P a g e
**STANDING TOGETHER AGAINST DOMESTIC ABUSE**
## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
|**10.**
**FIXED ASSETS**
**Cost**
_At 1 April 2023_
**At 31 March 2024**
**Depreciation**
_At 1 April 2023_
Charge for the year
**At 31 March 2024**
**Net book value**
_At 31 March 2023_
**At 31 March 2024**
**11.**
**DEBTORS**
Due within one year
Trade debtors
Prepayments
Accrued income
Other debtors
**12.**
**CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
Due within one year
Deferred income
VAT creditors
Social security and other taxes
Trade Creditors
Accruals & creditors|**Furniture and**
**equipment**
**£**
**5,607**
**5,607**
**4,486**
**1,121**
**5,607**
_1,121_
_£_
**Nil**
**£**
**Total**
**2024**
**£**
**261,261**
**22,892**
**1,248,279**
**15,793**
**1,548,225**
**£**
**Total**
**2024**
**£**
**121,000**
**79,544**
**46,600**
**-**
**1,134,553**
**1,381,697**
**£**|**Total**
**£**
**5,607**
**5,607**
**4,486**
**1,121**
**5,607**
_1,121_
_£_
**Nil**
**£**
_Total_
_2023_
_£_
_163,535_
_5,493_
_239,323_
_16,267_
_424,618_
_£_
_Total_
_2023_
_£_
_137,029_
_63,055_
_44,345_
_353_
_227,091_
_471,873_
_£_|
|---|---|---|
## **13. TAXATION**
The Charity is a registered charity, and therefore is not liable for income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available, to registered charities.
## **14. STATEMENT OF FUNDS**
## **14a Statement of Funds (current year as at 31 March 2024)**
|**DESIGNATED FUNDS**
Designated Fund
DVCN Funds
**Total as at 31 March 2024**|**Transfers and**
**Brought**
**Incoming**
**Resources**
**Investment**
**Carried**
**Forward**
**Resources**
**Expended Gains/(losses)**
**Forward**
**£**
**£**
**£**
**£**
**£**
560,858
-
-
-
560,858
1,408
-
-
-
1,408
**562,266**
**£**
**-**
**£**
**-**
**£**
**-**
**£**
**562,266**
**£**|
|---|---|
35 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
|**RESTRICTED FUNDS**
Chelwest NHS
City Bridge Trust
Erasmus (EU)
Esmee Fairburn
Firebird Foundation
GLA
Hammersmith & Fulham, Westminster,
Kensington & Chelsea NHS
Home Office - Drive Project
Home Office - Harmful Practice
Home Office - Health Initiative
Inner London Magistrates Courts
LB of Hammersmith & Fulham
MacMillan Cancer Support
Maidenhead Malachi Trust
Westminster City Council – Whole
Housing Approach
National Lottery Community Fund
Oak Foundation
Global Dialogue
Swiss Philanthrophy
Treebeard Trust
Charing Cross Hospital
Westminster City Council
Access to Work
**SUMMARY OF FUNDS**
Designated Funds
General Funds
Restricted Funds
**Total as at 31 March 2024**|**£**
**£**
**£**
**£**
**£**
2,621
51,500
(50,810)
-
3,311
19,592
62,000
(76,270)
-
5,322
-
2,506
(2,506)
-
-
44,894
96,850
(124,272)
-
17,472
20,000
(20,000)
-
-
12,149
153,252
(115,449)
-
49,952
10,202
66,000
(48,209)
-
27,993
-
3,075
(3,075)
-
-
12,991
21,296
(27,428)
-
6,859
-
2,413,022
(2,272,949)
-
140,073
3,111
-
(1,459)
-
1,652
9,951
46,607
(36,667)
-
19,891
-
55,845
(55,845)
-
-
28,078
-
(21,567)
-
6,511
16,325
30,000
(33,984)
-
12,341
-
569,950
(406,829)
-
163,121
83,597
-
(83,597)
-
-
-
61,875
(53,757)
-
8,118
8,944
-
(8,944)
-
-
15,000
(15,000)
-
-
-
54,600
(41,694)
-
12,906
17,750
103,096
(116,896)
-
3,950
-
9,885
(9,885)
-
-
**270,205**
**£**
**3,836,359**
**£**
**£ (3,627,092)**
**-**
**£**
**479,472**
**£**
**Transfers and**
**Brought**
**Incoming**
**Resources**
**Investment**
**Carried**
**Forward**
**Resources**
**Expended Gains/(losses)**
**Forward**
**£**
**£**
**£**
**£**
**£**
562,266
-
-
-
562,266
622,586
1,191,542
(1,165,493)
-
648,635
1,184,852
1,191,542
(1,165,493)
-
1,210,901
270,205
3,836,359
(3,627,092)
-
479,472
**1,455,057**
**£**
**5,027,901**
**£**
**£ (4,792,585)**
**-**
**£**
**1,690,373**
**£**|
|---|---|
The Designated funds are intended to enable the charity and its partners to conduct their activities fully, in the event of a loss of funding, so that an orderly winding up of its projects may be achieved.
36 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **14. STATEMENT OF FUNDS (continued)**
_14b Statement of Funds (prior year as at 31 March 2023)_
|_DESIGNATED FUNDS_
_Designated Fund_
_DVCN Funds_
_Total as at 31 March 2023_
_RESTRICTED FUNDS_
_Birmingham City Council_
_Chelwest NHS_
_City Bridge Trust_
_Comic Relief - Whole Health_
_DCMS - CJ Mentor Courts_
_Erasmus (EU)_
_Esmee Fairburn_
_GLA_
_Hammersmith & Fulham, Westminster,_
_Kensington & Chelsea NHS_
_Home Office - Drive Project_
_Home Office - Harmful Practice_
_Home Office - Health Initiative_
_Inner London Magistrates Courts_
_LBof Hammersmith & Fulham_
_London Councils_
_MacMillan Cancer Support_
_Maidenhead Malachi Trust_
_GLA – Whole Housing Approach_
_National Lottery Community Fund_
_NHS Trust Development_
_Oak Foundation_
_RBKC - CSE Priorities Fund_
_Swiss Philanthrophy_
_Treebeard Trust_
_Tri Borough Funding_
_Vivid Homes_
_Westminster City Council_|_Transfers and_
_Brought_
_Incoming_
_Resources_
_Investment_
_Carried_
_Forward_
_Resources_
_Expended Gains/(losses)_
_Forward_
_£_
_£_
_£_
_£_
_£_
_557,652_
_-_
_-_
_3,206_
_560,858_
_1,408_
_-_
_-_
_-_
_1,408_
_559,060_
_£_
_-_
_£_
_-_
_£_
_3,206_
_£_
_562,266_
_£_
_Transfers and_
_Brought_
_Incoming_
_Resources_
_Investment_
_Carried_
_Forward_
_Resources_
_Expended Gains/(losses)_
_Forward_
_£_
_£_
_£_
_£_
_£_
_28,723_
_-_
_(28,723)_
_-_
_-_
_1,479_
_51,500_
_(50,358)_
_-_
_2,621_
_15,594_
_65,387_
_(61,389)_
_-_
_19,592_
_9,650_
_-_
_(9,650)_
_-_
_-_
_44,411_
_476,960_
_(521,371)_
_-_
_-_
_1,346_
_-_
_(1,346)_
_-_
_-_
_-_
_116,030_
_(71,136)_
_-_
_44,894_
_106,983_
_111,513_
_(206,347)_
_-_
_12,149_
_5,476_
_66,000_
_(61,274)_
_-_
_10,202_
_25,922_
_25,615_
_(51,537)_
_-_
_-_
_5,657_
_25,182_
_(17,848)_
_-_
_12,991_
_143,658_
_(143,658)_
_-_
_-_
_4,264_
_-_
_(1,153)_
_-_
_3,111_
_27,429_
_51,000_
_(68,478)_
_-_
_9,951_
_8,337_
_-_
_(8,337)_
_-_
_-_
_-_
_89,427_
_(89,427)_
_-_
_-_
_28,078_
_-_
_-_
_-_
_28,078_
_-_
_30,000_
_(13,675)_
_-_
_16,325_
_61,113_
_150,309_
_(211,422)_
_-_
_-_
_47,926_
_-_
_(47,926)_
_-_
_-_
_69,905_
_115,500_
_(101,808)_
_-_
_83,597_
_12,158_
_-_
_(12,158)_
_-_
_-_
_-_
_12,500_
_(3,556)_
_-_
_8,944_
_13,092_
_-_
_(13,092)_
_-_
_-_
_20,068_
_-_
_(20,068)_
_-_
_-_
_23,795_
_-_
_(23,795)_
_-_
_-_
_4,524_
_103,884_
_(90,658)_
_-_
_17,750_
_565,930_
_£_
_1,634,465_
_£_
_(1,930,190)_
_£_
_-_
_£_
_270,205_
_£_|
|---|---|
37 | P a g e
## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
|_SUMMARY OF FUNDS_
_Designated Funds_
_General Funds_
_Restricted Funds_
_Total as at 31 March 2023_|_Transfers and_
_Brought_
_Incoming_
_Resources_
_Investment_
_Carried_
_Forward_
_Resources_
_Expended Gains/(losses)_
_Forward_
_£_
_£_
_£_
_£_
_£_
_559,060_
_-_
_-_
_3,206_
_562,266_
_430,484_
_1,044,967_
_(849,659)_
_(3,206)_
_622,586_
_989,544_
_1,044,967_
_(849,659)_
_-_
_1,184,852_
_565,930_
_1,634,465_
_(1,930,190)_
_-_
_270,205_
_1,555,474_
_£_
_2,679,432_
_£_
_(2,779,849)_
_£_
_-_
_£_
_1,455,057_
_£_|
|---|---|
_The Designated funds are intended to enable the charity and its partners to conduct their activities fully, in the event of a loss of funding, so that an orderly winding up of its projects may be achieved._
## **15. ANALYSIS OF NET ASSETS BETWEEN FUNDS**
## **15a. Analysis of net assets between funds (current year as at 31 March 2024)**
|Fixed assets|**Unrestricted Funds**
**Designated**
**General**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**Funds**
**£**
**£**
**£**
**£**
-
-
-
-|**Unrestricted Funds**
**Designated**
**General**
**Restricted**
**Total**
**Funds**
**Funds**
**Funds**
**Funds**
**£**
**£**
**£**
**£**
-
-
-
-|
|---|---|---|
|Net Current assets||562,266
648,635
479,472
1,690,373|
|**Total as at 31 March 2024**|**£**|**562,266**
**648,635**
**£**
**479,472**
**£**
**1,690,373**
**£**|
_15b. Analysis of net assets between funds (prior year as at 31 March 2023)_
|_Fixed assets_|_Unrestricted Funds_
_Designated_
_General_
_Restricted_
_Total_
_Funds_
_Funds_
_Funds_
_Funds_
_£_
_£_
_£_
_£_
_-_
_1,122_
_-_
_1,122_|_Unrestricted Funds_
_Designated_
_General_
_Restricted_
_Total_
_Funds_
_Funds_
_Funds_
_Funds_
_£_
_£_
_£_
_£_
_-_
_1,122_
_-_
_1,122_|
|---|---|---|
|_Net Current assets_||_562,266_
_621,464_
_270,205_
_1,453,935_|
|_Total as at 31 March 2023_|_£_|_562,266_
_622,586_
_£_
_270,205_
_£_
_1,455,057_
_£_|
## **16. OTHER FINANCIAL COMMITMENTS**
At 31 March 2024 the Company had commitments under non-cancellable operating leases (all for land and buildings) as set out below:
|Operating leases which expire:
within one year
The cost of operating lease during the year was as follows:
Office lease charges for the year|**Total**
**2024**
**£**
11,334
**11,334**
**£**
**44,645**
**£**|_Total_
_2023_
_£_
_45,954_
_45,954_
_£_
_45,954_
_£_|
|---|---|---|
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## **STANDING TOGETHER AGAINST DOMESTIC ABUSE**
**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024**
## **17. PENSION COMMITMENTS**
Pension costs in note 8 relate to payments made to a defined contribution scheme. The charitable company's liability is limited to making the payments due to scheme on timely basis. The liability as at 31 March 2024 is £13,986 (2023: £13,512)
## **18. RELATED PARTY DISCLOSURE**
There were no related party transactions, other than those disclosed in note 8 and 9.
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