2025-03-31-accounts

REPORT AND FINANCIAL STATEMENTS

For the year ended 31 March 2025

Company Limited by Guarantee No. 04283131 Registered Charity No. 1088844

Contents

Legal and Administrative Information	Legal and Administrative Information	4
Foreword		5
1.	Structure, Governance and Management	6
2.	Statement of Intent and Charitable Purposes	12
3.	Communities and Coordinated Community Response (CCR)	16
4.	Housing, DHR/DARDR, Criminal Justice	18
5.	MARAC Coordination Service	27
6.	Whole Health	30
7.	Training	34
8.	Campaigns and Events	38
9.	Strategic Infuence	41
10.	Financial Review	43
11.	Plans for the Future	46
12.	Conclusion	48
13.	Statement of Trustees’ Responsibilities	50
14.	Independent Auditor’s Report	52
15.	Financial Statements	56

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Standing Together Against Domestic Abuse

Legal and Administrative Information

Reference and Administrative Details of the Charity Trustees and Advisers For the year ended 31 March 2025

Board of Trustees	T Morton	Chair
	P Price	Treasurer
	C Clifford (appointed 12/08/2024)
	F Holmes-Mackay (appointed 12/08/2024)
	A Whiteside (appointed 12/08/2024)
	C Grifn (resigned 12/08/2024)
	T Miller (resigned 12/08/2024)
Company Registration No:	04283131
Charity Registration No:	1088844
Registered Ofce:	6 - 7 St Cross Street	From 30/10/2025
	London
	EC1N 8UB
	The Polish Centre	Until 30/10/2025
	Room 44D, 4th Floor
	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

Foreword

We are proud to present this year’s Annual Report for Standing Together Against Domestic Abuse (STADA). For over two decades, STADA has led the way in embedding a Coordinated Community Response (CCR) to domestic abuse across the UK. We remain inspired by the vision of our founders, who more than twenty years ago, wanted to create systemic change and ensure a collaborative, person-centred approach; this continues to guide our work and makes us unique as a second tier organisation and charity.

Awareness around Domestic abuse has grown, and its impact acknowledged by government and society. Whilst significant progress has been made to challenge its root causes, the complexities surrounding domestic abuse require ongoing attention. We are proud of the breadth and depth of our work - spanning multiple specialist areas, to drive systemic change and ensure a collaborative, victim-centred response for all those affected.

Like many charities, we have faced the challenges of rising inflation and the cost-of-living crisis. However, through strong strategic, operational, and financial management, we have navigated these pressures and continued to deliver our comprehensive services and expertise across the domestic abuse and Violence against Women and Girls (VAWG) sectors.

Our work enables strategic partnerships with local authorities and statutory services to develop community-based interventions, improve criminal justice practices, influence statutory health and housing responses, foster collaboration across the charity sector, and shape policy at both local and national levels. This is underpinned by our leadership in promoting CCR through national areas of work such as the Domestic Abuse Housing Alliance (DAHA), Whole Housing, Health, Homelessness,

Multiple Disadvantages, Harmful Practices, MARACs, and our Domestic Homicide Review (DHR) offers. We are especially proud to work alongside ambitious and talented charities, including ‘by and for’ organisations, to ensure an intersectional approach that delivers meaningful outcomes for all victims and survivors while raising awareness of the complex challenges they face.

Our dedicated and highly skilled teams continue to sustain this vital work, enabling STADA to maintain its expertise and exceptional standards to remain a sector leader as a second-tier organisation.

We are pleased that our annual audit reflects the sound management of STADA. We extend our sincere thanks to our Trustees, staff, partners, and supporters for their invaluable contributions. Together, we continue to drive systemic change and work towards a future free from domestic abuse.

Sincerely,

Tabitha Morton Chair of Board of Trustees

Jo Choi Interim Chief Operating Officer

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Structure, Governance and Management

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 31st March 2025.

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.

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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.

Tabitha Morton has remained as Chair, since being appointed on 22 February 2024. Pat Price remains Treasurer. Cynthia Griffin and Tracey Miller resigned on 12 August 2024; with Carlene Clifford, Fraser Holmes-Mackay and Amanda Whiteside being 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 STADA 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; diversity, equality and inclusion expertise; financial management, education and equalities, criminal justice and legal expertise, a strategic overview of fundraising and strategic planning.

At the time of signing this report the Board of Trustees there are 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. STADA 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. Post year end; another round of recruitment is being implemented to increase the number and diversity of Trustees. This will strengthen resilience and flexibility across the Board.

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, STADA 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.

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Structure, Governance and Management (cont’d)

Finance Committee

The Board are supported by the Finance and Risk Committee (FAR), to provide assurance and dedicated oversight to financial matters and governance of the Charity.

The FAR consists of Trustees Pat Price and Tabitha Morton; Chief Executive Officer (CEO) Cherryl Henry-Leach, Chief Operating Officer (COO) Jo Choi, Executive Director of Services Jackie Hyland and Head of Finance Joel Lane-Smith; please note Caron Bailey (Finance & Governance Manager) attended prior to leaving the Organisation in May 2024. The Committee formally met four times during the year.

Post year end, FAR membership was reconfigured to include Trustees Pat Price, Fraser Holmes-Mackay; alongside Cherryl Henry-Leach (CEO), Jo Choi (COO) and Joel Lane-Smith (Head of Finance).

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

The Executive Leadership Team, headed by the CEO, include the COO, Executive Director of Housing, Executive Director of Services; and Director of People and Culture has overall responsibility for the running of the organisation and delivery of STADA’s strategy, its development and achievements reporting directly to the Board. Post year end, the CEO stepped down on 24 December 2025 and the COO was appointed to the position of Interim CEO on 05 January 2026.

During this period, a new organisation 5-year strategy is being developed; with intended release in 2025. Post year end, the organisational strategy was launched on 01 July 2025.

The Executive Leadership Team is supported in financial matters by the Head of Finance.

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. STADA’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 this year, an appraisal process was undertaken, with award of an incremental pay increase, in line with policy.

STADA 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.

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Structure, Governance and Management (cont’d)

Financial Management

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 and Risk (FAR) 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.

STADA 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 Cropper LLP.

Knox Cropper LLP continues to focus on ways and measures to increase, maintain and if required invest 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 STADA’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 STADA 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. This year has seen unprecedented uncertainty in relation to charity sector funding, and Stranding Together has not been immune to this. 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 FAR Committee, and assessed annually by the full Board. STADA continues to work towards diversification its sources of funding, and works hard in its process of forward planning. The management of cash flow has enabled the organisation to manage risk, maintain and develop its activities to advance its charitable objectives.

STADA is satisfied that systems and procedures are in place to mitigate our exposure to possible major risks.

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Structure, Governance and Management (cont’d)

Health and Safety

STADA 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 workplaces, making sure that premises, resources and working practices meet recognised standards for quality, security and safety. The trained First Aid Officers and designated Fire Marshal ensure 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 reflective practice sessions, which are delivered in a confidential manner to protect individuals’ privacy. We have qualified independent reflective practice facilitators who acts as a point of contact for both staff who require trauma informed support on matters of concern both in the workplace and any impact on their private life.

Reflective practice sessions are offered to all individuals in a 1:1 format; and in separate groups for Heads; Managers; and Seniors with Line management responsibilities.

Data

All data protection processes and IT security systems are reviewed regularly for compliance with STADA’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.

STADA uses an 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 STADA. Existing employees complete GDPR refresher training every two years.

STADA continue to register for Cyber Essentials and make any necessary improvements to ensure compliance.

For the remainder 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. Post year end, all IT processes and systems, including Cyber Essentials compliance, have been reviewed by our expert IT provider and this remains a priority.

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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Statement of Intent and Charitable Purposes

Statement of Intent and Charitable Purposes

Our governing document sets out our key purpose underpinning STADA as an organisation. STADA 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 modelling, 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.

STADA’s Core Principles underpinning the CCR approach

• The only way to effectively respond to the issue of domestic abuse is to work collaboratively through the CCR.

• Perpetrators must be held to account for the harm they inflict and offered routes to change their abusive behaviours.

• 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.

• 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 - informed by the voice of victims.

• A CCR requires leadership, a shared understanding of domestic abuse and risk, and coordination.

• Responsibility for safety should not rest solely with individual victims but also with the community and services.

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Statement of Intent and Charitable Purposes (cont’d)

STADA’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 behaviour 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.

• 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.

STADA’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. This includes our developments being informed by survivors’ experiences.

• 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 SDAC). 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.

We would to take this opportunity to give our gratitude to all the Survivors who allowed us to listen and share their voices and experiences. Your courage and honesty has enabled us to increase the effectiveness of the Coordinated Community Response and continue to ensure more survivors and their families receive effective support.

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Statement of Intent and Charitable Purposes (cont’d)

In 2024-2025 we particularly set out to:

• Continue to shape our impact measurement and resources tools to underpin our strategic development and operational practice.

• Develop our CCR offer around our Leadership course, membership and network.

• Demonstrate breadth of work required in healthbased settings to achieve a coordinated community response and comprehensive, victim focused services in health settings. Develop a Health Accreditation that ensures the effectiveness of interventions across health settings.

• Review and continue to develop MARAC models to enable the most effective practice through the CCR concept. Include responses to Black, Minoritised Ethnic/Global majority and Refugee communities.

• 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 centred around victim/s’ voices and experiences.

• Review themes through our learning from Domestic Homicide Reviews and promote our training provision for Chairs and panel members.

• Continue to develop and grow our DAHA, 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; including those affected by Homelessness.

• Lay foundations to integrate our work on Multiple Disadvantages across all work streams.

• Strengthen our survivor voice, policy and data cross organisational work.

• Improve and modernise our organisational policies and procedures.

• Embed the groundwork for improving our internal efficiencies around IT and systems.

• Continue development of our internal CCR.

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3 Communities and Coordinated Community Response (CCR)

Communities: Developments 2024-25

• Continuation of the operational VAWG lead work across the tri borough, including support from the team with coordination of the Housing Operation Group (HOG), Risk and Review meeting and Specialist Services Group (SSG) providing vital spaces for partners and colleagues to come together and work towards achieving the actions laid out in their individual plans and contributing to the objectives of the Hammersmith and Fulham and the Bi Borough VAWG strategies. We then ensure developments and updates on actions are fed in via reporting and attendance at Hammersmith and Fulham and Bi Borough Strategic Board Meetings.

• Ending harmful practice co-ordinator has continued to administer the Harmful Practice Operational Group (HPOG) across the 3 Boroughs providing a space for members to have discussions and share practice and any issues or themes related to harmful practices.

The HPOG held their annual conference on 25th November 2024 and had multiple panels and workshops on harmful practices, with great feedback received and recommended actions taken for consideration for building into the HPOG action plan. The coordinator works to build partnerships and develop practices around harmful practices at all opportunities as well as collating and analysing data from across the Boroughs and partnerships.

The coordinator and HPOG chairs have also been offering Come Curious Drop-in Sessions to partner agencies and continue to develop and share the quarterly HPOG newsletter.

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Communities: Developments 2024-25 (cont’d)

• The Coaction Hub partnership project with the Asian Women’s Resource Centre (AWRC) continued its work to improve the coordinated community response to Black and minoritised survivors of domestic abuse and harmful practices.

The Coaction Hub have mentored two DHR chairs from by and for specialist agencies, focussing on supporting Black and minoritised women from by and for agencies to be more engaged/able to share their expertise on DHRs. We also ran three workshops with professionals from by and for agencies around the role of expert panel members in DHRs.

Coaction Hub has continued to coordinate the pan London Harmful Practices Strategic Partnership (HPSP) and in February 2025 held a conference on Children and Harmful Practices aiming to ensure children and young people at risk of harmful practices are not invisiblised in policy and practice. Click to view document

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CCR: Developments 2024-25

The Coordinated Community Response (CCR) team have continued to work on three core workstreams:

CCR NETWORK

CCR LEADERS COURSE

CCR ACCREDITATION

The team continue to expand the network and support and engage with new members, with more by and for services signing up as members. The team also contacted all of the offices of the Police and Crime Commissioners to share information about the network.

As part of the Network offer the team have continued to secure external speakers for webinars on a variety of topics and provide webinars exploring the components of the CCR. The team have also continued to review and add to the resources library that members have access to.

The team continue to deliver the leaders course and in 24/25 supported 13 learners to achieve the CCR leaders qualification.

The team shared some incredible feedback from learners including “I think this course would be invaluable to anyone working at a commissioning/strategic level in VAWG/DA to further their understanding of the nuances of VAWG, the benefits and depth of CCR and essentials when commissioning VAWG services”

Work with the accreditation pilot site has continued with focus being on codeveloping the detail of the standards for each of the CCR components and exploring the options for a tiered approach to accreditation.

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Housing, DHR/DARDR and Criminal Justice 14

Housing

DAHA (Domestic Abuse Housing Alliance)

This year the DAHA team have completed a full review of the accreditation framework and all processes that support this. The review has been completed using member feedback by way of a survey to all members and 3 round table events with members looking at how the framework could work better for them. As a result the framework has now moved to a tiered framework, with standards made clearer and simplified whilst not diluting the quality or survivor led focus that underpins the accreditation. Feedback from members has been overwhelmingly positive and we are now seeing membership grow as a result.

Alongside this, we have also changed our reaccreditation process, moving from 3 yearly reassessment to a continual review process. We had found that many providers were failing to achieve reaccreditation on the 3 yearly assessment process and in many cases they then left DAHA. The new process is designed to help members retain their accreditation in the long term by completing regular assessment activities to confirm standards are being upheld and this has also been very much welcomed by members.

The aim for DAHA now that this work has been completed is to grow our membership over the coming years with a target set of 10% growth for this year, something that we hope will be ongoing. The number of providers successfully achieving Gold Accreditation has risen to 43, with an additional 11 providers passing accreditation during the year.

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Housing (cont’d)

Whole Housing Approach

The Whole Housing Approach pilot in Cheshire East ended on 31 March 2025. A full evaluation of the pilot has been completed by the University of Lancashire and was shared at an event on 15 October 2025. This event was attended by MP’s Paula Barker and Dave Robertson who have both spoken in support of the Whole Housing Approach in parliament. The most impactful session of the day included 2 survivors speaking around their experiences and how the Whole Housing Approach was able to help them. This included one survivor who informed the Cheshire East pilot throughout 3 year term and another from Islington Council, who is now a champion for DAHA and WHA.

The report found that “The WHA housing intervention in East Cheshire represents a highly cost-effective and socially valuable intervention” with an average of £10.20 saved to the public sector

for every £1 invested into the approach and “delivering extremely high public value generated beyond direct fiscal savings”.

Based on the learnings from this pilot the WHA team have revised the framework and toolkit which supports this. This will be launched as a membership offer at the event on 15 October and we will then look to grow this as a self-funding model in line with the DAHA Accreditation.

As part of our work to amplify the importance of Sanctuary Schemes we have established a National Working Group for Sanctuary to identify and share best practice across the country. In addition we have been working with MHCLG and the LGA to research this area and have worked with survivors from our Tri Borough work to input and inform this research.

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Housing (cont’d)

Multiple Disadvantage and Homelessness Programme

The VAWG and Multiple Disadvantage Forum:

When previous funding came to an end, Westminster City Council commissioned STADA to coordinate the forum for another year and are working with us to put in place a governance structure to support it. The forum is a multi-agency space where professionals working in Westminster can bring the cases of women they are supporting for both reflective discussion and practical advice around issues such as violence, abuse and trauma. There has been interest from other local areas in replicating the VAWG and Multiple Disadvantage (MD) forums in their area, and we have been invited to promote it at conferences and events.

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Housing (cont’d)

MD&Homelessness Training:

The programme has longstanding commissions from Westminster Council and Single Homelessness programme to deliver training around domestic abuse, women and multiple disadvantage.

Post year: With a new Multiple Disadvantage and Homelessness trainer in post we have delivered our first ‘open course’ and take up was positive. There are plans in place to promote the MD&Homelessness training catalogue and make training a consistent source of income for the team.

DAHA for Homelessness Organisations and Supported Accommodation Providers:

The team accredited their first homelessness provider, Single Homelessness Project earlier this year, which is a huge achievement. The accreditation currently has 8 members, and the development lead is actively recruiting more. MOPAC has committed to continue funding the project next year. Membership fees for next year have been finalised, with a view to start bringing in revenue, beyond the nominal fee that members have paid up to now.

Housing First:

STADA, alongside support provider Solace have continued to deliver housing coordination as partners in the Westminster City Council commissioned - Westminster VAWG Housing First service. This year we made a podcast and published an impact report for year 6 of the service, From Harm to Home ~~ee~~ . This was launched at a well-attended event back in March.

The current contract will end on 31 March 2026, and Solace will lead on a partnership bid with STADA for the new contract, the duration of which will be 3+2 years. We have consulted with project partners to develop an enhanced housing coordination offer, and renew commitments with housing partners, which will greatly strengthen our bid for the new contract.

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Housing (cont’d)

Developing the Multiple Disadvantage Element of the Whole Housing Approach:

The programme Manager supported pilot site Cheshire East to develop the multiple disadvantage element of their Whole Housing Approach. The learning from this piece of work has been incorporated into the new Whole Housing Approach framework and multiple disadvantage toolkit chapter. There are plans in place to submit a bid to the National Lottery communities fund to pilot incorporating multiple disadvantage into the Whole Housing Approach in a local area in the Northeast.

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Domestic Homicide Review (DHR) / Domestic Abuse Related Death Review (DARDR) Programme

The team continued to deliver DHR/DARDR projects throughout the year. In autumn 2024, we undertook a review of this area of work, which highlighted the need for a more detailed assessment of the costs associated with delivery.

Following this, we took the decision to pause taking on any new reviews from January 2025 while a fuller evaluation was carried out. This included a comprehensive analysis of delivery costs and a consultation with Community Safety Partnerships (CSPs) to understand what they would be prepared to pay for a fully coordinated model.

Alongside this, we have been exploring opportunities to expand our wider consultancy offer, including supporting areas to embed learning from previous work and conducting thematic analyses to bring together insights across local areas.

We continued to work closely with our Chairs who bring both broad and specialist knowledge, including our first Chair who accessed training through our partnership with the Co-Action project. This work supports leaders from ‘by and for’ organisations to train as DHR Chairs, helping to strengthen national expertise on issues affecting minoritised women.

Criminal Justice

The Criminal Justice team has seen some staff changes this year, with our coordinator leaving and one Programme Manager taking early retirement. This means that currently we have just one Programme Manager in the team who is mainly involved in managing and coordinating the SDAC.

The SDAC continues to operate effectively, with excellent relationships across CPS, the police and the court officials. The culture of cooperation has ensured that risk levels around survivors of domestic abuse are being managed as effectively as possible within the court environment.

Alongside this, the Impact Project, which is exploring how survivors can be safely managed within the Crown Court system, has been extended for a further year. The funding for this project is being invested into the development of a data and evaluation framework, which will enable us to evidence the need and current outcomes within this area.

The focus moving forwards is to develop the SDAC work into other areas and following the government announcement that they are investing in the roll out of SDAC’s across the country, we are keen to work with the Ministry of Justice to bring our expertise to this work.

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MARAC Coordination Service 11 s¥

MARAC Coordination Service

In the 12 months between April 2024 and March 2025, 37 MARACs were held across the three boroughs. 1289 cases were discussed, 258 (20%) of which were repeat cases. Of all cases heard, 438 (34%) had children in the household, totalling 811 children.

LBHF heard 402 cases (down from 416 last year) with a repeat referral rate of 19.4% (down from 22.4% last year). SafeLives recommends LBHF hears 320 cases per year based on 40 cases per 10,000 people).

In the last 12 months LBHF was operating at a volume of 122%.

----- Start of picture text -----
416
402
93 (22.4%) 78 (19.4%)
New Cases
323 324 Repeat Cases
FY23-24 FY24-25
----- End of picture text -----

WCC heard 527 cases (up from 440 last year, an increase of 17.8%) with a repeat referral rate of 22.4% (down from 26.8% last year). SafeLives recommends Westminster hears 360 cases per year based on 40 cases per 10,000 people).

In the last 12 months WCC was operating at a volume of 142%.

----- Start of picture text -----
527
440
118 (22.4%)
118 (26.8%)
Cases
409 Repeats
322
FY23-24 FY24-25
----- End of picture text -----

RBKC heard 360 cases (up from 276 cases last year, a considerable increase of 30.4%) with a repeat referral rate of 17.2% (down from 26.1% last year). SafeLives recommends RBKC hears 240 cases per year based on 40 cases per 10,000 people).

In the last 12 months RBKC was operating at a volume of 133%.

All three boroughs handled a volume of case referrals above the total recommended by SafeLives, which places best practice at 40 cases per 10,000 people. Experiencing high caseloads affects the workload of all partner agencies and the length of MARACs.

RBKC: 59.1% of V/Ss engaged with a DA support service prior to MARAC, up slightly from 58.3% 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 (13.4%) followed by the V/S declining support (10.3%).

----- Start of picture text -----
360
276 62 (17.2%)
72 (26.1%)
Cases
298 Repeats
204
FY23-24 FY24-25
----- End of picture text -----

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MARAC Coordination Service (cont’d)

Haringey MARAC received 82.3% of its referrals from agencies outside of the police, up from 77.2% last year.

This is the opposite of the SafeLives recommendation that 60-75% of cases should be referred by police, however, this is a trend the borough shares 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, rather than police under-referring.

Development and Training Opportunity - Adult Safeguarding

Adult Safeguarding engagement has been identified as an area with great potential for strengthening multi-agency collaboration.

Across the boroughs we will be Improving communication and looking at proactive involvement, particularly in progressing agreed actions outside of meetings, this will help deliver a more effective coordinated community response.

STADA Coordinators and Adult Safeguarding Rep collaborate prior to MARAC meetings. Coordinators ensuring there is consistent attendance, which will further streamline and enhance discussions to ensure timely support for vulnerable individuals.

Attendance has improved from Q2 onwards, continued focus on readiness and follow up will make a significant impact.

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Whole Health

Whole Health

Developmennts throughout 2024-2025 the Whole Health Team

• Continued to support 30 grant funded specialist services to provide a range of services, roles and interventions in health settings which contributed to increased knowledge of what works and is best practice in terms of improving response to domestic abuse within health.

• Whole Health Evaluation completed by Social Led -

• Produced an animation showing the importance of a coordinated whole health response and the outcomes of the work done throughout the project.

• Produced Centring the Survivor Voice Phase Two continued the commitment to a traumainformed and participatory approach, ensuring inclusivity and accessibility for all 135 participants, and led to the creation of a set of recommendations and action plan offers a comprehensive framework for enhancing domestic abuse support across health settings.

• “For somebody to name it is massive, or you know just to ask questions about me. How are you? What are you - what do you want? What do you need? You’re important too, not just the children, or not just your husband, or not just what this medical form says.”

• Continued to deliver 8 regional Crossing Pathways Network meetings, bringing together colleagues from health care services and specialist Domestic Abuse services as well as wider Coordinated Community Response (CCR) partners to look at national evidence and research, local best practice and discuss challenges and create a network of support.

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Whole Health (cont’d)

• Continued to chair and coordinate Health and Domestic Abuse Leadership Group (HDALG) bringing together health and DA sector leaders to drive strategic engagement and influencing activity

• Continued to coordinate and attend the Inter-Collegiate and Agency Domestic Violence and Abuse Forum (INCADVA) a space for the Royal Colleges, Clinicians and Domestic Abuse Sector Partners to develop critical thinking and innovative ideas.

• Held a Parliamentary event sponsored by MP Sojhan Joseph which provided an opportunity to bring together supporters, services and survivors in the same room and showcase the work done through the whole health project. The event was supported by Baroness Merron, Minister for patient safety, women’s health and mental health and it was great that she heard from a survivor about the difference a negative and positive health contact made on her.

• Worked to influence VAWG strategy around inclusion of health in addressing domestic abuse which included a letter with recommendations produced collaboratively by HDALG sent to officials, MP’s and Ministers ahead of the VAWG strategy roundtable.

• Further work with consultants Social Led and Judith Vickress, sector partners Respect and IRISi and health sector pilot sites Northumbria NHS Healthcare Trust, Nottinghamshire Healthcare Trust and Chelsea and Westminster NHS Foundation Trust to develop the Pathways to Safety Accreditation Framework to support healthcare providers to strengthen their whole response to domestic abuse.

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Whole Health (cont’d)

Highlights and Achievements

• Collaborative working and relationships built with specialist sector partners, local DA specialist providers, a range of health services, key government department contacts, MP’s and Ministers.

• Work with and inclusion of survivor voice which led to a set of recommendations and actions developed by the Survivor Network which offers a comprehensive framework for enhancing support for domestic abuse survivors across healthcare settings.

• Findings of the evaluation upto February 2025

Challenges and Barriers

Sustainability and funding - no continuation funding from Home Office meant losing some of the team. A large number of the commissioned services were unable to secure sustainable ongoing funding despite the outcomes achieved and partnerships built.

Current climate, awaiting detail of VAWG strategy, announcement of the abolition of NHS England and funding cuts to ICB’s as well as waiting for the guidance on duty to collaborate and comprehensive spending review decisions.

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Training

Training Team

Team Structure

We are pleased to highlight that the team now consists of:

• 2 Trainers

• 2 Coordinators

This enhanced structure strengthens our capacity to:

Key developments include:

• Courses aligned with DAHA accreditation, making them highly favourable among partners.

• Introduction of generalised courses applicable across multiple sectors.

• Implementation of a set standard for all training, ensuring consistency and quality.

• Respond promptly to training requests.

• Improve engagement with external partners.

• Deliver high-quality, versatile training tailored to individual needs.

Our training portfolio is designed to meet diverse needs across different sectors who play key parts in safeguarding victim survivors.

Team Vision and Direction

We have hosted two online away days, really looking at what the training team offer and want to highlight within the VAWG sector. We focused on:

• Driving team motivation.

• Clarifying vision and strategic direction.

• Strengthening collaboration and innovation.

• Looking at the gaps of training needs

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Training Team (cont’d)

Annual Training Performance (2024–2025 Financial Year)

We over-achieved by 42% on our predicted target for number of training courses delivered.

Training Courses 2025

----- Start of picture text -----
80
71
60
40
Actual
20 Target
0
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We overachieved our target by 6.53% for number of delegates trained.

Number of Delegates Trained

----- Start of picture text -----
799
No. of Delegated Trained
Target for No. of Delegates to be Trained
750
720 730 740 750 760 770 780 790 800 810
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Training Team (cont’d)

Training Courses Delivered

We over-achieved by 42% on our predicted target for number of training courses delivered.

Course Name ~~_~~	Total Deliveries ~~_~~
Domestic Abuse Training for Contact Centre Teams ~~_~~	11 ~~_~~
Contact Centre Skills Training for Identifying Domestic Abuse Over The Phone	3
Domestic Abuse Awareness: A Foundation in Coercive Control	7
Domestic Abuse Champions Training for Housing Practitioners	6
Domestic Abuse Legal Tools and Powers Awareness: Giving Your Customers Choices	4
Domestic Abuse Training for Housing Options Teams	14
Domestic Abuse Training for Neighbourhood and Community Teams	16
Identifying Domestic Abuse in Housing	3
Seeking and Sharing Information to Increase Survivor/Victims Safety (PILOT)	1
Writing Effective Case Notes To Identify And Respond To Domestic Abuse	6
Grand Total	71

Course ~~oo~~	Total Deliveries ~~oo~~
Domestic Abuse Training for Contact Centre Teams ~~oo~~	11 ~~oo~~
Domestic Abuse Training for Housing Options Teams	14
Domestic Abuse Training for Neighbourhood and Community Teams	16

Top Training Courses

99 Thank you to the tutor today, informative, polite, accommodating.

A lot information and links which was good and useful.

Impact Summary

The expanded team structure and strategic initiatives have:

• Increased capacity for timely and responsive training delivery.

• Enhanced partnership engagement through DAHA-accredited courses.

• Supported the development of sector-wide training solutions.

The trainer was very knowledgeable and passionate.

• Ensured all training meets consistent quality standards.

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Campaigns and Events

The Blooming Strong Campaign

The Blooming Strong Campaign was created by us at STADA in 2014. It was originally set up to 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.

In the past, during this time of year, it was very often women were portrayed as victims of crime. We wanted to turn that around to promote the strength that women show either by surviving in an abusive relationship, continuing to get through each day despite the abuse, or leaving a relationship and starting out again, often with no more than they can carry.

This notion has developed over time, as we continue to primarily recognise resilience and strength of survivors, we have extended the recognition to others who have

impacted and dedicated their work to improve the lives of survivors and/or their families and children.

This year, 25 individuals from across the sector, as well as survivors, were nominated by STADA teams, to receive a flower produced by A Long’s - Story (ALongsStory Etsy UK), a company started by a woman who used craft to manage their mental health.

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The Connecting Together event

We held two organisation Connecting Together events during April and November 2024. Both events were in-person and gave everyone a rare opportunity to connect and meet colleagues familiar and new!

New Board members were introduced; along with the new Chair and CEO.

This was a welcomed time that gave space for acknowledgement and gratitude to staff; as well as opportunities to engage and input into the upcoming organisational strategy.

Amongst the serious professionalism, all employees took part in activities, presentations and team games, with good food and a lot of laughs!

We had the honour of holding an event at the Houses of Parliament, hosted by Sojan Joseph MP.

The event was to highlight the NHS’s role in identifying and responding to domestic abuse, showcase STADA’s work, and support national efforts to reduce VAWG by 2030.

There was good turnout of around 100 attendees from MPs, advisers, NHS stakeholders, and VAWG sector partners.

The Key themes of the day highlighted the:

• Importance of early intervention in healthcare.

• Need for consistent NHS practice, training, and survivor-centred pathways.

• Financial and social impact of domestic abuse on the NHS.

Several MPs expressed interest in further engagement. This event successfully raised STADA’s profile in Parliament, strengthened relationships with MPs, and created follow-up opportunities for briefings and policy engagement.

Speakers included Dame Nicole Jacobs (Domestic Abuse Commissioner) delivered the keynote, alongside Sojan Joseph MP and Baroness Merron. A survivor also spoke of her lived experience.

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Strategic Influence

Strategic Influence

STADA serves on the following boards, panels, working groups and networks, sharing experience and expertise to our mutual benefit with partnership agencies and national boards/groups:

• 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 events

• Specialist sector networking events and meetings including Domestic Abuse Commissioner’s Office led initiatives

• European partnership groups and forums

• London Councils

• Coordinate the Crossing Pathways meetings across the Health sector

• European Domestic Violence Conference

• Sector specific groups and forums

• Post year end:

  • Women’s Justice Board

  • Home Office Domestic Homicide Review Quality Assurance Panel

• Parliamentary Roundtable sessions and consultations

STADA’s CEO, Executive Leadership Team (ELT) 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, ELT 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 keep pace with policy changes.

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10 Financial Review

Financial Review

Overview

For the financial year ended 31 March 2025, Standing Together reported a surplus of £202k compared to surplus of £235k in year ended 31 March 2024. This surplus is made up of £166k deficit for unrestricted income funds (2024: £26k surplus) and £368k surplus for restricted income funds (2024: £209k) carried forward to be spent in 2025/26.

The Charity’s work in Year 2024-2025 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 decreased during the year from £1,211k in 2024 to £1,025k 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 £4,434k (2024: £5,027k) and expenditure of £4,231k (2024: £4,793k). The total reserves at the end of the year were £1,892k (2024: £1,690k) of which £867k (2024: £479k) is restricted for specific purposes and £1,025k (2024: £1,211k) is unrestricted and is available for general purposes decided by the charity. The unrestricted fund balance of £1,025k (2024: £562k) has been designated/earmarked for continuation of services (£635k), redundancy costs (£109k), training & consultancy costs (£90k), enhanced maternity leave costs (£100k), IT & security (£90k).

The overall financial plans are driven by our 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: £4,433,612

We received income of £4,376k (2024:£4,987k) from charitable activities during the year. We also received £49k (2024: £28k) from investments.

We are incredibly grateful for the generous donations and support we receive from individuals and organisations. The donations totaling £8k this year (2024: £13k) 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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Financial Review (cont’d)

Charitable Expenditure: £4,231,529

Total charitable expenditure amounted to £4,231k (2024: £4,792k) which consisted of staff costs of £2,982k (2024: £2,401k) accounting for 70% of total costs. Support costs of £234k (2024: £166k) representing 6%, includes information technology support (IT), other professional fees, office and premise costs. Other direct costs of £1,015k (2024: £2,225k) include expenditure on consultant fees, onward cost to partners and general overheads/ operational costs representing 24% of total costs.

Investments

The Finance Committee has considered options to place money in long term investment funds with the aim of achieving an 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 provides 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 (rising to £120k from 1st December 2025).

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, they have 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 retain the level of 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 2025 were £1,025k (2024: £1,211k), which are designated to ensure continuation of service, redundancy, training & consultancy, enhanced maternity leave, IT & security costs are covered for a period of three months at the current rate of annual expenditure.

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11 Plans for the Future VA*ir JVAVI

Plans for the Future

With a new Government and new Violence Against Women and Girls strategy imminent, during 2024/25 STADA has been taking stock of current areas of work and exploring priorities for our new strategy.

In 2024/25 STADA set out to:

• Lay the foundations for a Strategy to be launched in 2025/26.

• Maintain existing contracts and grant funding.

• Develop our work in relation to impact measurement, data capture, and building a robust evidence base.

• Develop our reach and impact via all forms of media including social media.

• Continue to develop our work in influencing and policy at local and central government levels.

• Demonstrate breadth of work required in healthbased setting to achieve a coordinated. community response and influence the Department of Health and Social Care.

• Roll out the CCR Leaders course along with a more robust training and membership package.

• Revisit the DAHA accreditation and membership model, including fee structure.

• Explore the best utilisation of the learning from our Domestic Homicide Reviews workstream.

• Maintain a focus on the CCR in our work in relation to our criminal justice and Specialist Domestic Abuse Court work, housing and homelessness, health, harmful practices, MARAC, multiple disadvantages and community-based settings.

• Continue to strengthen governance protocols and financial management processes to ensure ongoing sustainability, financial resilience and effective management of the organisation.

• Monitor the transformation VAWG landscape and continue to seek opportunity to enhance the presence of the CCR in the sector.

STADA has achieved the launch of our strategy on 01 July 2025.

All workstreams continue to make in-roads to prepare the organisation for the national VAWG strategy.

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12 Conclusion

STADA continues to promote the Coordinated Community Response as a framework by which we organise, plan and prioritise our work. This year we have shifted some focus to our internal CCR to improve the effectiveness of the model for each workstream.

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. Despite economic challenges, STADA 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 recent growth of the organisation has stabilised as we have worked on maintaining operating at its current size.

Our national networks like the Domestic Abuse Housing Alliance (DAHA), Whole Housing, Domestic Homicide Reviews, Health, MARAC and Criminal Justice based activities serve to maintain and enhance our opportunities, mitigating risks and challenges.

We have placed some emphasis on recognising the need to strengthen our internal governance and systems; we continue to build on our robust platform of experience and expertise. STADA continues to be 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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13 Statement of Trustees, Responsibilities

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.

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. 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 30 January 2026.

Tabitha Morton Chair of Board of Trustees

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14 Independent Auditor's Report

Independent Auditor’s Report

We have audited the financial statements of Standing Together Against Domestic Abuse (the ‘charitable company’) for the year ended 31 March 2025 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 2025 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.

Conclusion 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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Independent Auditor’s Report (cont’d)

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.

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.

• 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.

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Independent Auditor’s Report (cont’d)

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 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.

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.

• 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.

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:

• 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/auditorsresponsibilities. This description forms part of our auditor’s report.

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15 Financial Statements

Financial Statements

STATEMENT OF FINANCIAL ACTIVITIES

(incorporating the Income and Expenditure Account) For the year ended 31 March 2025

		Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
		Funds	Funds	Funds	Funds	Funds	Funds
	Note	2025	2025	2025	2024	2024	2024
		£	£	£	£	£	£
INCOME AND ENDOWMENTS FROM:
Donations and legacies	2	8,115	-	8,115	12,850	-	12,850
Charitable activities	4	1,208,252	3,168,249	4,376,501	1,150,236	3,836,359	4,986,595
Investments	3	48,996	-	48,996	28,456	-	28,456
TOTAL INCOME		1,265,363 £	3,168,249 £	4,433,612 £	1,191,542 £	3,836,359 £	5,027,901 £
EXPENDITURE ON:
Cost of raising funds	5	(21,312)	(46,617)	(67,929)	(30,599)	-	(30,599)
Charitable activities	5	(1,410,591)	(2,753,010)	(4,163,601)	(1,134,894)	(3,627,092)	(4,761,986)
TOTAL EXPENDITURE		(1,431,902)	(2,799,627)	(4,231,529)	(1,165,493)	(3,627,092)	(4,792,585)
NET MOVEMENTS IN FUNDS		(166,539)	368,622	202,083	26,049	209,267	235,316
TRANSFERS BETWEEN FUNDS		(19,419)	19,419	-	-	-	-
TOTAL FUNDS AS AT 1 APRIL		1,210,901	479,472	1,690,373	1,184,852	270,205	1,455,057
TOTAL FUNDS AS AT 31 MARCH		1,024,943 £	867,513 £	1,892,456 £	1,210,901 £	479,472 £	1,690,373 £

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.

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Financial Statements (cont’d)

BALANCE SHEET As at 31 March 2025 (Registered Company No. 04283131)

	Notes	2025	2024
		£	£
FIXED ASSETS
Furniture & Equipment	10	-	-
CURRENT ASSETS
Debtors	11	362,795	1,548,225
Cash at bank and in hand		2,093,156	1,523,845
CREDITORS: amounts falling due		2,455,951	3,072,070
within one year	12	(563,495)	(1,381,697)
NET CURRENT ASSETS		1,892,456	1,690,373
TOTAL ASSETS LESS CURRENT LIABILITIES		1,892,456	1,690,373
NET ASSETS		1,892,456	1,690,373
FUNDS		£	£
Unrestricted funds:
Designated funds	14	1,024,943	562,266
General fund	14	-	648,635
Restricted Funds	14	1,024,943 867,513	1,210,901 479,472
		1,892,456	1,690,373

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 2 309 January 2026 and signed on their behalf by: -

________ Tabitha Morton Trustee/Director

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Financial Statements (cont’d)

CASH FLOW STATEMENT For the year ended 31 March 2025

Cash flows from operating activities (Deficit)/Surplus for the financial year Adjustments for: Depreciation Decrease/(Increase) in Debtors Increase/(Decrease) in Creditors Investment income Cash flows from investing activities Returns on investment – interest receivable Net increase in cash and cash equivalents Cash and cash equivalents as at 1st April Cash and cash equivalents as at 31st March Components of cash and cash equivalents Balance at 1 April 2024 £ Cash at bank and in hand 1,523,845 £	2025 £ 202,083 - 1,185,430 (818,202) (48,996) 520,315 48,996 569,311 1,523,845 2,093,156 £ Cashflow £ 569,311 £	2024 £ 235,316 1,121 (1,123,606) 909,824 (28,456) (5,801) 28,458 22,657 1,501,188 1,523,845 Balance at 31 March 2025 £ 2,093,156 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

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.

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

2. DONATIONS AND LEGACIES

2. DONATIONS AND LEGACIES
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Funds	Funds	Funds	Funds	Funds	Funds
	2025	2025	2025	2024	2024	2024
	£	£	£	£	£	£
Donations	8,115	-	8,115	12,850	-	12,850
	8,115 £	- £	8,115 £	12,850 £	- £	12,850 £
3. INVESTMENT INCOME Interest receivable from Bank interest	Unrestricted Funds 2025 £ 48,996	Restricted Funds 2025 £ -	Total Funds 2025 £ 48,996	Unrestricted Funds 2024 £ 28,456	Restricted Funds 2024 £ -	Total Funds 2024 £ 28,456
	48,996 £	- £	48,996 £	28,456 £	- £	28,456 £
4. INCOME FROM CHARITABLE ACTIVITIES Grants & contracts for services: Support & education to prevent domestic violence Access to Work Membership fees Fee income	Unrestricted Funds 2025 £ 457,553 - 419,010 331,689	Restricted Funds 2025 £ 3,168,249 - - -	Total Funds 2025 £ 3,625,802 - 419,010 331,689	Unrestricted Funds 2024 £ 384,492 - 408,542 357,202	Restricted Funds 2024 £ 3,826,474 9,885 - -	Total Funds 2024 £ 4,210,966 9,885 408,542 357,202
	1,208,252 £	3,168,249 £	4,376,501 £	1,150,236 £	3,836,359 £	4,986,595 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

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
	2025	2025	2025	2024	2024	2024
	£	£	£	£	£	£
Chelwest NHS	-	60,933	60,933	-	51,500	51,500
City Bridge Trust	-	(5,321)	(5,321)	-	62,000	62,000
Domestic Homicide Reviews	124,553	-	124,553	111,509	-	111,509
Ealing Council	-	-	-	13,914	-	13,914
Erasmus (EU)	-	-	-	-	2,506	2,506
Esmee Fairburn	-	106,210	106,210	-	96,850	96,850
Firebird Foundation	-	-	-	-	20,000	20,000
GLA	-	243,788	243,788	-	153,252	153,252
Hammersmith & Fulham, Westminster, Kensington & Chelsea NHS	-	-	-	-	66,000	66,000
Haringey Council	50,000	-	50,000	50,000	-	50,000
Home Office - Drive Project	-	-	-	-	3,075	3,075
Home Office - Harmful Practice	-	20,000	20,000	-	21,296	21,296
Home Office - Health Initiative	-	2,228,665	2,228,665	-	2,413,022	2,413,022
LBof Hammersmith & Fulham	-	51,607	51,607	-	46,607	46,607
MacMillan Cancer Support	-	(5,033)	(5,033)	-	55,845	55,845
Westminster City Council – Whole Housing Approach	-	30,000	30,000	-	30,000	30,000
National Lottery Community Fund	-	326,242	326,242	-	569,950	569,950
Global Dialogue	-	-	-	-	61,875	61,875
Treebeard Trust	-	-	-	-	15,000	15,000
Tri Borough Funding	283,000	-	283,000	208,347	-	208,347
Charing Cross Hospital	-	25,000	25,000	-	54,600	54,600
Westminster City Council	-	85,658	85,658	-	103,096	103,096
Other income	-	500	500	722	-	722
	457,553 £	3,168,249 £	3,625,802 £	384,492 £	3,826,474 £	4,210,966 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

5. RESOURCES EXPENDED

5a. Cost of charitable activities (current year as at 31st March 2025)

Projects: Fundraising Community Criminal Justice DHRs Health Housing & Homelessness MARAC Training Other charitable projects Total as at 31 March 2025 5b. Cost of charitable activities (prior year as at 31st March 2024) Projects: Fundraising Community Criminal Justice DHRs Health Housing & Homelessness MARAC Training Other charitable projects Total as at 31 March 2024 RESTATED 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 2025 £ £ £ £ - 64,450 256 3,223 67,929 78,419 77,406 3,153 158,978 111,006 6,216 17 117,239 213,013 59,987 2,103 275,103 1,180,422 530,180 112,709 1,823,311 975,894 295,752 33,326 1,304,972 189,606 3,757 364 193,727 63,970 10,407 250 74,627 105,268 31,437 78,939 215,644 2,982,048 £ 1,015,398 £ 234,083 £ 4,231,529 £ Staff Other direct Support Total costs costs costs 2024 £ £ £ £ 28,898 256 1,445 30,599 212,991 162,270 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 28,463 22,936 8,203 59,602 2,401,508 £ 2,225,003 £ 166,074 £ 4,792,585 £ 2025 2024 7,235 £ 6,040 £ Total Total 2025 2024 £ £ - 9,790 95,885 156,475 - 11,375 19,810 - 899,843 2,047,364 1,015,538 £ 2,225,004 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

7. SUPPORT COSTS

Premises and Office costs Communication & IT Legal & professional fees Auditor’s fee 8. STAFF COSTS AND NUMBERS Gross salaries Social security Pension costs Other staff costs	Total 2025 £ 163,126 38,586 24,997 7,235 233,944 £ Total 2025 £ 2,239,271 231,241 71,708 439,828 2,982,048 £	Total 2024 £ 118,630 20,637 20,764 6,040 166,071 £ Total 2024 £ 2,074,026 173,793 67,428 86,261 2,401,508 £

The average weekly number of employees calculated as full time equivalents during the period was:

Key Management Team CCR & Communities Criminal Justice Domestic Homicide Review (DHR) Health Housing MARAC Training & consultancy Support Staff The average number of employees (head counts) during the period was:	Number 4.6 3.4 2.8 3.3 9.6 24.5 4.7 3.3 10.1 66.3 66.3	Number 2.6 5.8 2.5 5 12.4 20.4 7 3 58.7 58.7

One employee (2024: Nil) received remuneration of more than £70,000; between £70,001 to £80,000. One employee (2024: 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 £326,777 (2024: £194,212)

9. TRUSTEES REMUNERATION AND BENEFITS

During the year, no members of the Board of Trustees received any remuneration (2024 : £NIL) No members of the Board of Trustees received reimbursement of expenses (2024: £NIL)

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

10. FIXED ASSETS Cost At 1 April 2024 At 31 March 2025 Depreciation At 1 April 2024 Charge for the year At 31 March 2025 Net book value At 31 March 2024 At 31 March 2025 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 5,607 - 5,607 Nil £ Nil £ Total 2025 £ 298,862 30,010 20,500 13,423 362,795 £ Total 2025 £ 116,430 83,603 53,524 110,271 199,667 563,495 £	Total £ 5,607 5,607 5,607 - 5,607 Nil £ 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 £

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.

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

14. STATEMENT OF FUNDS

14a Statement of Funds (current year as at 31 March 2025)

				Transfers and
	Brought	Incoming	Resources	Investment	Carried
	Forward	Resources	**Expended **	Gains/(losses)	Forward
DESIGNATED FUNDS	£	£	£	£	£
Designated Fund	560,858	-	-	(560,858)	-
Redundancy costs	-	-	-	109,000	109,000
Continuation of services	-	-	-	635,943	635,943
Training & consultancy costs	-	-	-	90,000	90,000
Enhanced maternity leave costs	-	-	-	100,000	100,000
IT & security				90,000	90,000
DVCN Funds	1,408	-	-	(1,408)	-
Total as at 31 March 2025	562,266 £	- £	- £	462,677 £	1,024,943 £
The Continuation of services 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.
RESTRICTED FUNDS	£	£	£	£	£
Chelwest NHS	3,311	60,933	(57,793)	-	6,451
City Bridge Trust	5,322	(5,321)	(1)	-	-
Esmee Fairburn	17,472	106,210	(102,604)	-	21,078
GLA	- 49,952	- 243,788	- (198,409)	- -	- 95,331
Hammersmith & Fulham, Westminster, Kensington & Chelsea NHS	27,993	-	(27,993)	-	-
Home Office - Drive Project	-	-	-	-	-
Home Office - Harmful Practice	6,859	20,000	(41,245)	14,386	-
Home Office - Health Initiative	140,073	2,228,665	(1,727,412)	-	641,326
Inner London Magistrates Courts	1,652	-	(1,320)	-	332
LB of Hammersmith & Fulham	19,891	51,607	(35,868)	-	35,630
London Councils	-	-	-	-	-
MacMillan Cancer Support	-	(5,033)	-	5,033	-
Maidenhead Malachi Trust	6,511	-	(6,511)	-	-
Westminster City Council – Whole Housing Approach	12,341	30,000	(30,916)	-	11,425
National Lottery Community Fund	163,121	326,242	(469,553)	-	19,810
Global Dialogue	8,118	-	(8,118)	-	-
Charing Cross Hospital	12,906	25,000	(37,906))	-	-
Westminster City Council	3,950	85,658	(53,478)	-	36,130
Women's History	-	500	(500)	-	-
	479,472 £	3,168,249 £	£ (2,799,627)	19,419 £	867,513 £
SUMMARY OF FUNDS	Brought Forward £	Incoming Resources £	Resources Expended £	Transfers and Investment Gains/(losses) £	Carried Forward £
Designated Funds	562,266	-	-	462,677	1,024,943
General Funds	648,635	1,265,363	(1,431,902)	(482,096)	-
Restricted Funds	1,210,901 479,472	1,265,363 3,168,249	(1,431,902) (2,799,627)	(19,419) 19,419	1,024,943 867,513
Total as at 31 March 2025	1,690,373 £	4,433,612 £	£ (4,231,529)	- £	1,892,456 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

14. STATEMENT OF FUNDS (continued)

14b Statement of Funds (prior year as at 31 March 2024)

DESIGNATED FUNDS Designated Fund DVCN Funds Total as at 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

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 £ £ £ £ £ £ 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.

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

15. ANALYSIS OF NET ASSETS BETWEEN FUNDS

15a. Analysis of net assets between funds (current year as at 31 March 2025)

	Unrestricted Funds	Unrestricted Funds
		Designated	General	Restricted	Total
		Funds	Funds	Funds	Funds
		£	£	£	£
Fixed assets		-	-	-	-
Net Current assets		1,024,943	-	867,513	1,892,456
Total as at 31 March 2025	£	1,024,943	- £	867,513 £	1,892,456 £

15b. Analysis of net assets between funds (prior 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 £

16. OTHER FINANCIAL COMMITMENTS

At 31 March 2025 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 2025 £ 11,334 11,334 £ 45,336 £	Total 2024 £ 11,334 11,334 £ 44,645 £

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Financial Statements (cont’d)

NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2025

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 2025 is £13,328 (2024: £13,986)

18. RELATED PARTY DISCLOSURE

During the year, members of the Board of Trustees made aggregate voluntary donations to the charity for the amount of £140 (2024 : £Nil).

Report and Financial Statements - For the year ended 31st March 2025 / 69

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