OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

← EDAN Lincs

2025-03-31-accounts

EDAN Lincs Annual Report & Accounts iJJ,I, 2024-2025 EDAN LINCS END DOMESTIC ABUSE NOW

INDEX
PAGE NO.		 INDEX
PAGE NO.
• Foreword ------------------------------------------------------------------------------------ 3
• Organisational & Staffing Details ------------------------------------------------------ 4
• Definition of Domestic Abuse 2021 ------------ -------------------------------------- 7
• Vision, Mission & Values ---------------------------------------------------------------- 8
• Aims & Objectives ------------------------------------------------------------------------ 9
• CEO’s Update ------------------------------------------------------------------------------ 10
• Support Hub ------------------------------------------ -------------------------------------- 12
• Referral Data ------------------------------------------------------------------------------- 14
• Adult Intervention------------------------------------ -------------------------------------- 17
• Children & Young People --------------------------------------------------------------- 18
• IDVA Service ------------------------------------------------------------------------------- 19
• MARAC & DHRs -------------------------------------------------------------------------- 20
• Outreach Engagement Team ---------------------------------------------------------- 21
• Refuge Support --------------------------------------------------------------------------- 23
• Fundraising --------------------------------------------------------------------------------- 25
• Partner Agencies -------------------------------------------------------------------------- 26
• Treasurer & Company Secretary’s Report ------------------------------------------ 26
• Financial Positions --------------------------------------------------------------- -------- 26
• Reserves Policy ------------------------------------------------------------------ --------- 27
• Future Plans------------------------------------------- ------------------------------------- 27
• Wider Network---------------------------------------- -------------------------------------- 27
• Risk Management ------------------------------------------------------------------------- 28
• Acknowledgements ----------------------------------------------------------------------- 28
• Reference & Administive Details ------------------------------------------------------ 29
• Contact Information & Opening Times ----------------------------------------------- 30
• Key Management Remuneration ------------------------------------------------------ 30
• Statement of Trustees Responsibilities ---------------------------------------------- 30
• Report of Auditors ---------------------------------------------------------------- --------- 31
• Statement of Financial Activities ---------------------------------------------- -------- 33
• Balance Sheet --------------------------------------------------------------------- -------- 34
• Cash Flow Statement ------------------------------------------------------------ -------- 35
• Notes to the Cash Flow Statement ---------------------------------------------------- 36
• Notes to the Financial Statements ----------------------------------------------------- 37

2

Foreword

It is with great pride and heartfelt thanks that we present EDAN Lincs’ Annual Report for the period of April 2024 to the end of March 2025-a year that marked not only significant achievements, but also important milestones in our charity’s journey.

This reporting year was particularly special as we celebrated our 25th Anniversary. For a quarter of a century, EDAN Lincs has worked tirelessly to support and protect those affected by domestic abuse across Lincolnshire. Our anniversary was a moment to reflect on the strength of the survivors we’ve supported, the dedication of all of our staff, the resilience and adaptability to ongoing change and the continued trust placed in us by our stakeholders, funders and community.

This year also saw the successful rebranding of EDAN Lincs, including the launch of our refreshed logo and new website. These changes were not just cosmetic—they represent a bold step forward in how we present our mission and engage with those who need our services, as well as those who support them.

Throughout the year, we have continued to deliver critical services in the face of ongoing challenges, adapting where necessary to ensure no one is left behind. The impact outlined in this report has only been possible because of the collaborative spirit that runs through everything we do—whether it’s our staff on the frontline, our trustees, our partners, or the incredible generosity of our supporters.

Thank you for being a part of this journey. Together, we will continue to work toward a future where everyone can live free from fear and abuse.

With sincere appreciation,

Lydia Patsalides Chair of the Board of Trustees EDAN Lincs Domestic Abuse Charity

3

Organisational & Staffing Details

Charity Name: EDAN Lincs Registered Charity Number: 1092913 Registered Company Number: 04243436 Registered Address: The BG Futures Business & Enterprise Centre, Bishop Grosseteste University, Longdales Road, Lincoln, LN1 3DY

Trustees Responsibilities
1 x Chair Supported by the Executive Team, Trustees provide strong effective
leadership, governance, compliance, overall strategic direction and financial
oversight of the organisation.
5 x Board Trustees
Executive Team Responsibilities
1 x CEO Overall responsibility for the management of EDAN Lincs.
1 x Director of Operations Providing strategic support to the Trustees, CEO and Senior Management
Team.
1 x Finance Director Responsible for the financial reporting, planning and accounts of the
organisation. Liaising with the Treasurer and auditor to ensure compliance.
2 x Senior Managers Responsible for providing strategic support within the senior management
team alongside development within their team and organisation.
Management Team Responsibilities
4 x Outreach Managers Responsible for the overall management and supervision of Outreach
Domestic teams and service delivery. Each Manager leads on a specific area
of the service (triage, information, advice & support, adult support, children &
young people support).
2 x Refuge Managers Responsible for assisting the EDAN Lincs CEO with the overall management
and supervision of Refuge Specialist Domestic Abuse Workers and Refuge
service delivery.
1 x IDVA Manager Responsible for the overall management and supervision of IDVA workers and
service delivery.
1 x MARAC Manager Responsible for representing EDAN Lincs in a multi-agency arena, in relation
to high-risk cases of domestic abuse and DHRs.
Finance & Project Admin Responsibilities
1 x PA/HR & Project Administrator Responsible for PA & HR administration, offering administrative support to
EDAN LINCS senior management team and Trustees.
1 x Support Hub Administrator Responsible for administration of referrals at entry into service
1 x Refuge Administrator Responsible for general administration in Refuge
Support Hub Service Responsibilities
1 x Support Hub Manager Responsible for the overall management and supervision of Support Hub
SDAPs and service delivery.
2 x Senior Support Hub SDAPs Responsible for providing supervision to staff as well as direct work with
service users, assessing their needs and discussing the range of support
options available.

4

9 x Support Hub SDAPs Responsible for providing information, advice and support via our help line.
Also responsible for the screening of new service users affected by domestic
abuse.
Adult Intervention Service Responsibilities
1 x Adult Intervention Manager Responsible for the overall management and supervision of the Adult
Intervention Team including SDAPs and service delivery.
3 x Senior Specialist Domestic Abuse
Practitioners		 Responsible for providing supervision to staff as well as direct work with
service users, assessing their needs and discussing the range of support
options available.
11 x Specialist Domestic Abuse
Practitioners (SDAP)		 Responsible for delivering support to vulnerable people affected by domestic
abuse. Support will vary dependent upon risk identified.
CYP Service Responsibilities
1 x CYP Manager Responsible for the overall management and supervision of CYP Practitioners
and service delivery.
5 x Child & Young Person Practitioner
(CYP)		 Responsible for supporting children, young people, families accessing
outreach support at EDAN Lincs.
IDVA Service Responsibilities
1 x IDVA Manager Responsible for the overall management and supervision of IDVA workers and
service delivery.
8 x Community IDVAs (1 with Senior
duties)
1 x Rural/Elder IDVA		 Responsible for representing EDAN Lincs in a multi-agency arena, in relation
to high-risk cases of domestic abuse.
2 x Court IDVA’s (1 with Senior duties) Responsible for providing additional support to high-risk clients in the court
setting.
1 x Child & Young Person IDVA Responsible for providing support to children and young people impacted by
living with domestic abuse.
Outreach Engagement Team Responsibilities
1 x Outreach Engagement Manager Responsible for the overall management and supervision of the Outreach
Engagement Team and service delivery.
1 x Outreach Engagement Project
Coordinator (with Executive Assistant
duties)
1 x Community Outreach Specialist		 Responsible for providing proactive early interventions, targeting communities
and individuals who may face barriers to accessing domestic abuse support
services. Plays a key role in increasing community awareness of domestic
abuse including working with existing community groups to build their
capacity to identify and support domestic abuse victims.
Refuge Service Responsibilities
Lincoln & West Lindsey Refuge
1 x Refuge Manager Responsible for assisting the EDAN Lincs CEO with the overall management
and supervision of Refuge Specialist Domestic Abuse Workers and Refuge
service delivery.
1 x Senior Refuge Worker Responsible for providing additional support to the Refuge Manager, support to
families in our dispersed properties and supervision of staff.
3 x Specialist Domestic Abuse
Practitioners		 Responsible for delivering refuge support to vulnerable people affected by
domestic abuse and aid their recovery and transition into the community.

5

1 x Senior Family & Child Support Lead role, responsible for supporting families, children and young people in Worker EDAN Lincs refuges and supervision of family & child support workers. ~~ee~~ 2 x Family & Child Support Workers Responsible for supporting families, children and young people in EDAN Lincs refuges. ~~ee~~ East Lindsey Refuge 1 x Refuge Manager Responsible for assisting the EDAN Lincs CEO with the overall management and supervision of Refuge Specialist Domestic Abuse Workers and Refuge service delivery. ~~a ee~~ 1 x Senior Refuge Worker Lead role, responsible for providing additional support to the Refuge Manager and supporting to families in refuge. ~~ee~~ 3 x Support Workers Responsible for delivering refuge support to vulnerable people affected by domestic abuse and aid their recovery and transition into the community. ~~ee~~ 1 x Family Engagement Worker Responsible for supporting families, children and young people in EDAN refuges. ~~ee~~ Fundraising Responsibilities ~~ee Ea~~ 2 x Fundraising & Communication Responsible for sourcing additional funds for charity work. Coordinators & Refuge Fundraiser ~~ee~~

6

Definition of Domestic Abuse 2021

The Home Office 2021 definition of domestic violence and abuse now states:

“Behaviour of a person (A) towards another person (B) is domestic abuse if ‘A’ and ‘B’ are each aged 16 or over and are personally connected to each other, and the behaviour is abusive.”

‘Personally connected’ means they are, or have been:

Behaviour is abusive if it consists of, but is not limited to, the following types of abuse of another person:

Controlling behaviour is : a range of acts designed to make a person subordinate and/or dependent by isolating them from sources of support, exploiting their resources and capacities for personal gain, depriving them of the means needed for independence, resistance and escape and regulating their everyday behaviour.

Coercive behaviour is : an act or a pattern of acts of assault, threats, humiliation and intimidation or other abuse that is used to harm, punish, or frighten their victim

It does not matter whether the behaviour consists of a single incident or a course of conduct.

7

==> picture [417 x 740] intentionally omitted <==

----- Start of picture text -----
Vision, Mission & Values
~ [a] [e]
SE
Values
Passionate and Protecting and
Innovative Safeguarding
Honest and Professional and
Respectful Responsive
Compassionate
and Non-
Judgmental
“
8
----- End of picture text -----

Aims & Objectives

The Charity’s objects, as set out in the Governing Document, are to relieve the distress and suffering of women, men and children who have suffered, or are exposed to, domestic abuse; in particular, but not exclusively, by the provision of refuge services, information and support.

EDAN Lincs aim is to achieve the highest standards of service provision.

EDAN Lincs recognises that assessing and fulfilling the needs of women, men and children is one of the primary objectives of the organisation. To this end, the views of the service users accessing the services, either via Refuge, IDVA or Outreach, will be heard, recorded and acted upon in a number of ways to facilitate the provision of an effective service.

EDAN Lincs 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 out future activities. In particular, the Trustees consider how planned activities will contribute to the objectives they have set.

EDAN Lincs strategically review its aims and objectives each year. The review looks at what has been achieved and the outcomes of the work over the past 12 months. The review looks at the success of each key activity and the benefits brought to those groups the service was set up to help. The review also helps ensure any aims, objectives and activities remain focused on the stated purposes for the coming year.

9

CEO’s Update

Over the past financial period, EDAN Lincs has continued to receive core funding from Lincolnshire County Council (LCC) to deliver two countywide contracts across Lincolnshire: the Lincolnshire Domestic Abuse Specialist Service (LDASS) and the Domestic Abuse Refuge Service .

Lincolnshire Domestic Abuse Specialist Service (LDASS)

In partnership with Lincolnshire County Council, the Office of the Police and Crime Commissioner (OPCC), and NHS Lincolnshire Integrated Care Board (ICB), LDASS provides a vital support service for all Lincolnshire residents who are at risk of, experiencing, or affected by domestic abuse.

EDAN Lincs continues to successfully deliver the LDASS Countywide Outreach Service. This includes a Universal Offer of Support through a dedicated digital platform www.ldass.org.uk, providing access to information, resources, and services for individuals seeking help.

Specialist support is delivered by Independent Domestic Violence Advocates (IDVAs), Specialist Domestic Abuse Practitioners, and Specialist Children and Young People (CYP) Practitioners. The service adopts a holistic and non-confrontational approach, supporting consenting adults and their children to live free from violence and abuse. This work positively impacts their safety, emotional wellbeing, health, education, and overall quality of life.

In the second year of the LDASS contract, significant developments have been made in key service areas:

Domestic Abuse Refuge Services

EDAN Lincs delivers the Domestic Abuse Refuge Service under a five-year contract (3 years +1 +1), currently in its fifth year. The service can accommodate up to 25 families in emergency housing across Lincolnshire at any given time.

Refuge provision has seen notable improvements this year:

Lincolnshire County Council continues to fund dedicated support for children and young people in refuge. EDAN Lincs’ specialist CYP practitioners ensure that younger residents receive the same high level of support as adults.

Additionally, LCC has maintained funding for refuge provision within the HAVEN refuge through a subcontracting arrangement. Quarterly reporting on contract management and performance continues to be shared with EDAN Lincs.

10

Toward the end of the year, EDAN Lincs submitted a tender for the new Domestic Abuse Safe Accommodation (DASA) contract, with a strong focus on aligning our proposed service delivery with the requirements outlined by LCC.

Reflections and Appreciation

Throughout this year significant developments have been made across key service areas.

At a strategic level, the Executive Team has undertaken substantial work to strengthen the organisation through improved quality assurance measures and enhanced HR processes

This year has brought its share of challenges, but the dedication and resilience of our team have been extraordinary. Staff across the organisation have gone above and beyond to ensure continuity and quality of service delivery.

Our management team and frontline practitioners are without doubt our greatest asset—resourceful, solution-focused, and at the heart of EDAN Lincs' continued success.

Celia Madden

Chief Executive Officer

11

Support Hub

Over the past year, the Support Hub received a total of 2354 adult referrals, marking a significant 44% increase compared to the previous year. Of these, 912 were self-referrals, representing 38% of all referrals referred into the service – this is a 36% rise on number of selfreferrals received the prior year.

The breakdown for self-referrals showed that 52% of self-referrals were taken by the Support Hub, with the remaining 48% submitted via the Digital Platform pathway.

Meanwhile, 1442 referrals came from professionals, showing a substantial 49% increase to the previous year.

In addition, the Support Hub received a total of 7,805 general enquiries, averaging approximately 650 enquiries per month. Of these, 5,264 were received from members of the public/service users, while 2,588 were queries from professionals seeking advice or guidance. This total figure does not include the number of AOR’s completed, contact attempts or the onward referrals the Support Hub also complete on a daily basis.

This growth underscores the rising awareness among members of the community across the county. While the Digital Platform plays a crucial role in accessibility, the data also highlights the ongoing importance of direct, personal contact, as many individuals continue to prefer speaking with a support professional.

The Support Hub continued their collaboration with GP surgeries throughout Lincolnshire, receiving a total of 18 notifications. The aim of this initiative is to ensure a simple and effective notification pathway into the service for those patients identified requiring swift support whilst at the surgery. During this year the initiative has been opened to all GP surgeries in the county. We are optimistic that this initiative will gain momentum this year.

We also continued with the EMAS (East Midlands Ambulance Service) Notification pathway, receiving 232 throughout the year.

In the coming year, we are focused on identifying opportunities to develop and enhance the Support Hub’s services. One of our key plans is to introduce a Community Support Hub Specialist Domestic Abuse Practitioner role with the support of the OET. This addition aims to provide a much-needed element of increased access to support within the community and to help boost the number of referrals into the service. We believe this role will strengthen our outreach efforts and ensure more individuals receive timely and effective support.

The Support Hub team provides an essential element to the service and consistently carries out thorough Assessments of Risk (AOR) with confidence and care, always delivering support that is empathetic, compassionate, and non-judgmental. Ensuring that victims feel heard and believed is central to the team's approach—an element that is fundamental to building trust and should never be underestimated. At EDAN Lincs, we remain deeply committed to delivering a high-quality, survivor-focused service. A total of 1454 AOR’s were completed throughout the year.

In addition to conducting thorough risk assessments, the Support Hub team responds swiftly and effectively to any immediate safeguarding concerns, ensuring timely and appropriate onward referrals are completed where necessary.

For individuals who may be unsure, fearful, or unaware of the risks they are facing, the team provides compassionate encouragement to engage with the service and essential safety planning. When someone isn’t ready to take that first step, they are gently informed about their options, including the possibility of returning at a later stage, and are signposted to alternative

12

support agencies where appropriate. The team also offers safety planning, advice and reassurance to family members and friends concerned about the well-being of a loved one.

The role within the Support Hub continues to be fast-paced, emotionally demanding, and complex—requiring a high level of resilience, empathy, and determination. Despite the challenges, the work brings deep personal and professional reward, empowering both service users and staff, and giving the team a profound sense of purpose and fulfilment.

This past year, the Support Hub team has demonstrated exceptional adaptability during a challenging time. Despite reductions in resources due to extenuating circumstances and the introduction of additional processes, they have maintained a positive, can-do attitude, consistently approaching their work with professionalism and a solution-focused mindset. Not once has this team shied away from the demands placed upon them; instead, they have risen to the challenge with unwavering commitment and a shared drive to deliver the best possible service. The Support Hub operates in a dynamic environment where no two days are alike, with the team consistently demonstrating resilience and resolve, effectively managing the diverse and often unpredictable challenges they encounter.

We host quarterly team well-being meetings, which play a vital role in bringing everyone together, fostering a strong sense of unity and shared purpose within the team. The Support Hub team has actively engaged in a series of well-being activities designed to promote team cohesion and morale. These have included the team favourite - interactive quiz sessions, a group visit to a local food court, and an upcoming board game championship.

As always, we extend our sincere thanks and appreciation to the entire Support Hub team. Their dedication, teamwork, and remarkable endurance, fortitude and tenacity have been instrumental in navigating the past 12 months. Their continued peer support, compassion, and hard work receive due recognition—and we are incredibly proud of everything they’ve achieved.

13

Referral Data for 2024/25

Support Hub

2354 Outreach referrals (44% increase on 2023-24)

0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25		 0
100
200
300
400
500
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Support Hub Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25
Year Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Total
2018-19 * * * * 152 59 124 91 89 141 101 124 881
2019-20 103 121 99 125 135 110 127 139 78 155 132 121 1445
2020-21 114 74 162 188 108 156 142 149 178 215 190 247 1923
2021-22 172 185 214 221 190 213 213 404 422 383 370 482 3469
2022-23 400 444 417 390 479 419 457 427 434 442 388 265 4962
2023-24 114 141 178 183 157 196 163 197 150 193 142 171 1636
2024-25 179 188 178 222 198 198 168 206 180 220 180 237 2354

*data unavailable

Children and Young People

491 CYP referrals (69% increase on 2023-24)

==> picture [383 x 251] intentionally omitted <==

----- Start of picture text -----
CYP Referral Data
50
45
40
35
30
25
20
15
10
5
0
1 2 3 4 5 6 7 8 9 10 11 12
Month
2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
Number of Referrals
----- End of picture text -----

14

Year Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Total
2018-19 * * * * 12 12 10 14 17 10 11 13 99
2019-20 16 18 12 10 10 9 13 20 8 13 0 0 129
2020-21 6 17 33 22 5 10 44 46 34 13 29 30 289
2021-22 18 14 32 32 24 25 25 31 18 24 25 24 292
2022-23 24 28 17 41 15 15 15 17 41 11 31 28 283
2023-24 15 13 24 39 26 20 17 43 18 30 22 23 290
2024-25 21 45 34 34 40 46 70 63 47 42 26 23 491

*data unavailable

Refuge

171 Refuge referrals (31% decrease on 2023-24)

2023-24
2024-25
Refuge
171 Refuge		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 15
13
24
39
26
20
17
43
18
30
22
23
21
45
34
34
40
46
70
63
47
42
26
23
referrals (31% decrease on 2023-24)		 290
491
*data unavail
0
5
10
15
20
25
30
35
40
45
50
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Number of Referrals
Month
Refuge Referral Data
2018-19
2019-20
2020-21
2021-22
2022-23
2023-24
2024-25
Year Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Total
2018-19 9 15 7 12 8 4 5 10 4 1 7 11 93
2019-20 12 7 9 20 20 18 24 26 15 14 23 21 209
2020-21 4 4 16 7 8 16 8 22 12 12 23 17 149
2021-22 23 14 23 48 16 23 39 33 27 21 18 26 311
2022-23 19 20 46 15 24 48 17 19 13 26 14 18 279
2023-24 8 21 32 13 16 18 13 29 12 25 22 38 247
2024-25 14 14 21 23 14 15 15 14 14 4 8 15 171

15

IDVA

IDVA IDVA
0
20
40
60
80
100
120
Number of Refferals		 0
20
40
60
80
100
120
Number of Refferals		 IDVA Referral Data Jan
Feb
Mar
Apr
May
June
July
Aug
Sept
Oct
Nov
Dec

Month
2021-22
2022-23
2023-24
2024-25
Year Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Total
2021-22 96 86 80 89 83 59 58 68 84 70 65 83 903
2022-23 55 57 77 87 103 89 95 82 86 54 71 70 926
2023-24 * * * * * * 65 67 74 68 82 80 436
2024-25 83 90 79 101 87 85 88 79 96 73 76 103 1040

*data unavailable

16

Adult Intervention

This year marked a significant milestone for EDAN Lincs as we celebrated our 25th Anniversary, an opportunity to reflect on our journey, our growth, and our impact across Lincolnshire. The celebration brought together our dedicated staff, trustees, and supporters, reaffirming our shared commitment to delivering life-changing support to those affected by domestic abuse. Alongside this, we proudly launched our newly rebranded EDAN Lincs logo and unveiled the LDASS/EDAN websites, improving access, visibility, and clarity for both professionals and service users across the county.

Throughout 2024–2025, the Adult Intervention team have demonstrated unwavering resilience and adaptability in the face of rising demand. High referral and allocation rates have placed considerable pressure on the team, but staff have continued to rise to the challenge with professionalism and compassion, successfully managing workloads and ensuring service users receive consistent, high-quality support. Our focus on team well-being has been essential, with well-being mornings embedded throughout the year to promote balance and sustain morale.

The Adult Intervention team continue to deliver holistic, trauma-informed support across Lincolnshire, providing tailored safety planning, advocacy, and recovery-focused interventions. We have seen sustained levels of referrals from partner agencies across the county, with ongoing signposting throughout support to specialist survivor groups, community drop-ins, our internal Time to Thrive recovery workshops, and the CYP team where appropriate. These options help address the broader needs of survivors and their families, encourage confidencebuilding, and support long-term recovery.

This year has also seen an increase in our face-to-face delivery, offering greater flexibility to meet service user’s individual needs and improving engagement, particularly for those facing digital exclusion or emotional barriers to virtual contact. Enhanced local delivery ensures improved outcomes and strengthens our community presence.

To support continuous improvement, the team have actively participated in external training to strengthen their professional development. Adult Intervention staff attended the DA Champions training and Suicide Prevention courses as part of ongoing CPD, ensuring practice remains current, safe, and responsive to evolving needs.

Internally, we introduced a new quarterly newsletter featuring updates, reflective pieces, and practitioner spotlights, helping to foster a sense of connection and shared learning across teams in a hybrid-working environment. Team meetings continue to prioritise reflective practice and complex case discussions, ensuring learning is embedded and service user needs remain at the centre of everything we do.

Our supervisor closure sign-off process has been further developed this year to enhance quality assurance and safeguarding oversight. A self-auditing tool has been introduced to support consistency and accountability in case closure, incorporating reflective discussions and a ‘Signs of Safety’ approach to ensure that the rationale for ending support is robust, trauma-informed, and recovery-focused. Monthly review meetings provide space for lessons learned and ensure that no opportunity to support recovery is missed.

As we look forward, we remain committed to delivering a responsive and person-centred service, working collaboratively across sectors to promote safety, recovery, and long-term wellbeing for those affected by domestic abuse.

17

Children & Young People (CYP)

This year has been one of both challenge and resilience for the Children and Young People (CYP) team. Despite facing significant hurdles, the team has continued to deliver impactful support to children, young people and their families, demonstrating adaptability, commitment, and compassion.

Key Challenges

Team Response & Adaptation

-Intense and comprehensive training sessions for new staff were delivered.

-One to one mentoring was facilitated for new staff who took on cases earlier than usual.

-A new Young People’s Workshop was developed by the CYP team manager, CYP team completed consultation with the young people they supported to ensure relevance and impact, and to find out the best way to deliver these sessions. (one to one or group setting). Feedback was overwhelmingly positive, and the workshop is now a core part of our support offer.

Key Outcomes Achieved:

Looking Ahead

This year has tested the resilience of the CYP team, but it has also highlighted their unwavering dedication to supporting children, young people and their families. With new strategies in place and a renewed focus on collaboration and innovation, the team is well-positioned for the year ahead.

18

Independent Domestic Violence Advisor (IDVA) Service

The IDVA manager has worked closely with EDAN’s Director of Operations to develop improved reporting systems against specific KPI’s and MI’s. This has improved management oversight of individual staff performance, achievements and highlighted areas for development. All staff have had appraisals using the newly implemented system, providing all staff a clear understanding of the organisation and their contribution, to ensure contractual obligations are met. All IDVA workers also receive clinical supervision and the team are preparing for ‘Leading Lights’ reaccreditation with the aim of achieving this by December 2025.

Court IDVAs:

The criminal justice system is a critical part of the national response to domestic abuse, and we often hear from victims and survivors about the poor response they receive from the police, the Crown Prosecution Service, and the courts.

The role of a court IDVA has evolved due to the commitment and drive in the team for ensuring victims voices are central to the work undertaken. The court IDVA role has established positive and trusted working relationships across the courts and CPS with EDAN Lincs and the LDASS service. The team is integral to the specialist domestic abuse court as advocates for victims, influencing an improved response from the courts. This has led to a presence within local and regional meetings, such as a Court IDVA attending regional CPS meetings. A referring pathway has been implemented for the court IDVA role, which has created interest across the partnership and nationally.

Community IDVAs:

The IDVA team now includes two qualified stalking advocates to influence and enhance practice across the IDVA team and through shared resources on the LDASS website.

The IDVA manager and a Senior IDVA have been key in supporting Lincolnshire Police in response to a super-complaint made by the Suzy Lamplugh Trust on behalf of the National Stalking Consortium. (Further information can be found here: Stalking super-complaint responses published | College of Policing)

The IDVA manager visited Cheshire police stalking unit with a Lincolnshire Police DCI to share learning. This resulted in a new, local police led stalking review panel to better respond to victims of stalking.

CYP IDVA:

Having an internal CYP IDVA has helped to integrate IDVA’s and MARAC professionals to better understand children as victims. Additionally, this role allows more flexibility when supporting victims under the age of 18.

Training:

Future areas for development:

“With your support and dedication, Lincolnshire is leading nationally by embedding a fantastic collaborative approach to expedite the court process for the most vulnerable victims of RASSO”- Detective Superintendent Kam Mistry, MSc

19

Multi-Agency Risk Assessment Conference (MARAC) & Domestic Homicide Reviews (DHR’s)

EDAN Lincs are a representing body on MARAC panels, two days every week, covering the counties communities. The role of the MARAC is to provide a platform where a minimum number of agencies represent a legal quorum and must be inclusive of Health, IDVA’s, Police, Children’s Services and DA services. Other services are now invited, if relevant, to improve that information sharing, including: Military Services; Fire & Rescue and the RSPCA. This conference facilitates a risk led approach to domestic abuse and evaluates effective information sharing to enable appropriate actions to increase public safety. The referrals into MARAC have been risk assessed by an agency, using the risk assessment tool with a criteria of, but not limited to, professional judgement, risk assessment figures, escalation, and transfer to Lincolnshire, along with cases meeting a repeat criteria. Each agency provides a Designated MARAC Representative (DMR). The DMR role is to be a participating advocate to cases referred to MARAC, not only those by their agency, but for all cases being referred by any agency. To ensure that the information provided is concise, using the principles of Signs of Safety, there is a clear presentation of risks. Complicating factors and barriers to reducing risk are considered, along with the impact of intersectionality of protected characteristics, to not further oppress or disadvantage. This results in actions to successfully implement which reduce or remove risk, with the goal to prevent a homicide or deliberate harm to an individual. The homicide/suicide timeline is applied to those cases that are heard.

EDAN Lincs demonstrates good multi-agency collaboration with all partner agencies and endeavours to work around the difficulties that the contract of ‘one agency one worker’ has presented in previous years. EDAN Lincs submitted 100% fully completed referrals, and no inappropriate referrals.

Total MARAC
Referrals*		 Total MARAC Referrals made by
EDAN Lincs/LDASS		 % of referrals made by
EDAN Lincs/LDASS
Apr 23 – Mar 24 1201 66 5.5%
Apr 24 – Mar 25 1436 78 5.4%

Linking in with MARAC is the newly named DARDR (Domestic Abuse Related Death Reviews, formally known as DHR), the reviews cover a range of deaths including intimate partner homicides, family homicides, and suspected suicides following domestic abuse. A report from the National Domestic Homicide Project, records 262 deaths between 1[st] April 2023 and 31[st] March 2024, of which 98 were suspected suicides, following domestic abuse [1]. It is worth noting this is the second year that suspected suicides following domestic abuse overtook the number of intimate partner suicides.

One of the aims of MARAC is to reduce the risk of serious harm or homicide to domestic abuse victims. Sadly, lives continue to be lost due to domestic abuse and it knows no borders. It is important to note that behind each review; a family remain significantly left affected by those losses, a community impacted by concern. The reviews are not simply there to examine the conduct of professionals and agencies involved with those deceased; the reviews should memorialise their story and illuminate the past to make the future safer for our communities and those whose lives are affected by domestic abuse. Looking at these through a different lens gives hope and some clarity.

[1] College of Policing, National Police Chiefs Council, Vulnerability, Knowledge and Practice Programme, Executive Summary: Domestic Homicides and Suspected Victim Suicides 2020-2024 Year 4 Report (2025).

20

Outreach Engagement Team

The Outreach and Engagement Team plays a vital role in Lincolnshire’s Domestic Abuse Strategy by fostering early intervention and equitable access to domestic abuse support. Through partnerships with communities and agencies, OET empowers groups to co-create solutions, aligns with national VAWG expectations, and promotes systemic change through advocacy and education.

Key Achievements

1. Awareness & Training

2. Reaching Underrepresented Groups

3. Survivor Networks

4. Building Community Capacity

5. Strategic Partnerships

21

Looking to the future, the OET plans to prioritise sustaining and growing survivor-friendly meetings, nurture partnership working (particularly with the DWP and LPFT, to address intersections of unemployment, mental health, and abuse) and target 16–19-year-olds and highneed areas.

The OET continues to ensure that domestic abuse support in Lincolnshire is accessible, survivorled, and community-driven.

22

Refuge Support

Octavia House: Over the past year Octavia House has averaged 95.58% Occupancy, successfully exceeding our Target Key Performance Indicators for void management of plus 86% occupancy every month.

During this period Octavia staff secured & administered £36,500.00 to support seventeen families in furnishing their forever homes as they moved on from refuge from various funding sources.

As part of the LCC contract variations EDAN Lincs had to secure another two ‘move on’ properties. Both properties were secured on the same day, this gave us four weeks to decorate, furnish and prepare both the properties for letting. This has now increased the service provision in the East Lindsey area and the feedback from those accessing the accommodation makes all the hard work worthwhile.

In addition, our children’s unit received a revamp creating a safe, stimulating environment to explore emotions.

Over the summer period the families accessed days out to Skegness Aquarium, Fantasy Island, Tattershall Farm and over the Christmas Period mission Christmas was a huge success with local support ensuring the refuge elves sprinkled more than a little magic for those residing in refuge.

Time to Thrive workshops were warmly received thanks to the Outreach Engagement Team, these workshops will continue to be delivered by staff over the coming years.

We continue to face challenges and barriers increasing the need for staff to advocate passionately for those we support, striving to achieve positive outcomes, overcome those barriers to ensure the families have every opportunity to process the impacts of domestic abuse whilst resident in refuge, receive a warm and welcoming physiologically induced environment in which to recover and have access to personalised support, knowledge, information, access to partner agencies and a pivotal platform to make informed decisions for themselves moving forward. Ultimately ensuring our motto remains at the heart of the working day “Refuge - more than just a place to unpack”.

Eve House: This year has been a time of positive transformation and growth at Eve House. Our dedicated team has continued to provide compassionate support to women and children in refuge, while also enhancing our physical spaces, programming and community connections. We are proud to reflect on the meaningful experiences and outcomes achieved between April 2024 and March 2025.

A major focus this year was completing the refurbishment of Eve House. The newly revitalised living area, adjacent to the communal kitchen, has become a warm and inviting space for both families and single women. We have thoughtfully invested in sustainable wooden educational toys that encourage learning through play, while also reflecting our commitment to environmental care.

Our Refuge Children & Young People (CYP) team has been instrumental in strengthening our service-wide approach to child support. They developed versatile new resources not only for use in refuge but also for outreach services. Additionally, we launched a new Child Support Plan, which outlines a clear, personalised package of support for each child, ensuring their needs are consistently met throughout their time with us.

Residents across both our Lincoln and Gainsborough services enjoyed a range of special activities throughout the year. Seasonal outings to Rand Farm Park were a highlight, from pumpkin-picking and carving at Halloween to a festive return visit at Christmas. These

23

experiences offered families cherished time together and created joyful, lasting memories. We were also grateful to partner with a local farm-to-table restaurant that generously provided a Christmas dinner for all our residents, adding a special sense of celebration and community.

Beyond seasonal events, we organised numerous day trips during the summer holidays and hosted parties in refuge to mark birthdays and other special milestones. These celebrations helped foster a sense of normalcy and belonging, particularly for children. Supporting residents' emotional wellbeing remained a priority. Our team arranged free counselling sessions and made childcare support available so women could attend. We also facilitated cinema visits, swimming, and gym sessions to promote relaxation, self-care, and physical wellness.

We proudly continued to deliver the SAFE (Safety Awareness, Freedom & Empowerment) course in-house. Feedback has been overwhelmingly positive, with residents reporting increased confidence and understanding of healthy relationships. For many residents, the first few weeks in refuge can be financially challenging, as benefits are often not yet in place. Our team ensures that no one goes without, offering food donations, vouchers, and clothing support where needed. These practical efforts reflect our ongoing commitment to providing not just shelter, but a safe, dignified, and supportive environment in which residents can begin to heal.

As we move into the next year, our focus remains on empowering women and children to rebuild their lives free from abuse. We will continue to improve our facilities, deepen our traumainformed practice, and work collaboratively with community partners to ensure that every resident receives the highest standard of care and support. We extend heartfelt thanks to our incredible team and partners whose compassion, creativity, and resilience make our work possible. Most of all, we thank the women and children who allow us to walk alongside them on their journeys toward safety and independence.

24

Fundraising

In 2024-25 the total fundraising and donation income into EDAN Lincs was ~£80,000. This represented a year-on-year reduction due to the departure of our dedicated fundraising and communication co-ordinator. As recruiting a replacement was difficult, we initially worked with an external fundraising partner, and with their partnership secured one large grant which will be paid outside of the financial period. However, we felt that we were missing the connection to the local community and have brought fundraising back in house, with more local efforts linked to our Refuge sites and our Engagement team.

We have a strategy in 2025-26 to bring in some additional resources into our head office function, and this will include a remit for more specific grant funding, which we are targeting an increase on towards the second half of 2025-26.

The fundraising we did receive came from multiple sources, with 21 donations over £1,000, representing around 66% of the total donation income. These predominantly included donations from corporate organisations, such as Ping, B&Q and NatWest Circle Funding.

The smaller amounts include multiple donations from JustGiving (total £6.2k, average donation £120) for individuals who have nominated EDAN as their chosen charity for fundraising activity, and £2.5k from regular donations through our website.

We expect fundraising to be a challenge in 2025 but believe that we have strategies in place to start to develop this income stream in the latter part of the year.

25

Partner Agencies

So much of what the charity does involves working very closely and in conjunction with many other partner agencies. EDAN Lincs recognises the importance of this and works not only strategically but also on an operational level, to ensure close working relationships bring many benefits; not limited to but including being able to make good use of the expertise that other agencies are able to provide.

Treasurer & Company Secretary’s Report

The finance team is Natasha Vick – Financial Director, supported by the Audit, Finance and Risk committee.

The main source of income to the Charity this year was Lincolnshire County Council, for whom we deliver two contracts, one for Outreach and IDVA which has just completed its second year, and one for Refuge provision which will cease on June 30 2025. We were successful in winning the Refuge contract which will enable a continuation of services from July 2025 onwards.

Income from contracts represented 85% of our total income, with 12% coming from housing benefit and rents, and the remainder coming from fundraising and investment income.

Our financial performance in 2024-25 was positive, resulting in a £115k surplus. This is an excellent performance in a difficult market where we have seen a reduction in fundraising income and have had significant pressures, particularly due to inflation and ensuring we continue to pay our staff a fair and reasonable wage.

Staff costs are a significant part of our cost base, representing around 66% of our income, meaning fluctuations in inflation, as well as tax changes, can have a very material impact of our performance.

Moving into 2025-26 our focus will be on reducing this risk. We know this will be challenging with National Insurance and wage increases but there is potential for upside with our new approach to fundraising, the new DASA contract and a loyal and experienced staff base. Within finance our focus will be on streamlining our operational cost base, ensuring we are achieving economies of scale, and widening our fundraising approach. We are expected to see interest rate drops which will impact our investment income, however we will be reviewing our Reserves and Investment policy to ensure these are appropriate for the current environment.

Our total funds at the end of the financial year are just under £700k, which is well within our reserves target and gives us a solid foundation for growth in 2025-26.

Financial Position

During the period the charity received £2,961,050 (2024: £2,403,392) of income. The charity received £79,576 (2024: £99,738) in donations, £2,526,411 (2024: £2,003,005) in grants and £355,063 (2024: £300,649) in other charitable activities.

The expenditure made during the period totalled £2,845,797 (2024: £2,578,549). The most significant expenditure was for staff costs totalling £1,963,527 (2024: £1,849,140).

26

Reserves Policy

At the year end the charity had total funds of £696,623 (2024: £581,370), this is made up of unrestricted funds. The charity intends to hold unrestricted free reserves equivalent to 3 months of expenditure, this allows for a continuous service provision. The board have reviewed the level of reserves held and confirms that these reserves are slightly below target. Our target reserve based on our monthly expenditure is around £711,000. The board will continue to review this position on an ongoing basis but will maintain the current target for the year 2025-26.

Future Plans

The new contract for the refuge provision will start in July 2025 and the focus for the executive team will be on fully mobilising that contract whilst ensuring value for money across services. We will be carrying out a significant supplier review in 2025-26 to ensure we are minimising spend where possible and we will be increasing our fundraising application activity.

As a finance team, we will also be completing a full review of our financial controls position and making any recommendations to the board in developing this area. We need to ensure we are mitigating key person and key supplier risks and this will also be a focus for the coming year.

Wider Network

In so far as it is complementary to the charity's objects, the charity is guided by both local and national policy and works as part of Lincolnshire’s Integrated Care System. The charity also works in conjunction with various other bodies including:

27

Risk Management

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. The identified major risks facing the Charity at any one time are:

  1. Loss of rental cost support for the refuges

  2. Loss of funding

Ongoing Government funding is subject to a very strict annual assessment process and all staff work very hard to meet the required standards of service. In order to ensure that the required service standards are met the Charity monitors:

  1. Refuge occupancy

  2. Number of clients during the month

  3. Referrals

  4. Number of cases on the waiting list

Acknowledgements

EDAN Lincs would like to acknowledge the joint working and support received from partner agencies, both statutory and non-statutory. Multi-agency working is key for providing a holistic package of support to the service users and excellent working relationships have been built with partners. EDAN Lincs extends special thanks to funders and supporters without whom the charity would not be able to offer the vital services to those in need.

The pictures used throughout this report depict areas of nature from the county of Lincolnshire. They can each be found in locations across the seven districts in which EDAN Lincs provides vital support to the community.

28

Reference & Administrative Details

Registered Company No: 04243436 (England and Wales)
Registered Charity No: 1092913
Registered Office: The BG Futures Business & Enterprise Centre, Bishop Grosseteste
University, Longdales Road, Lincoln, LN1 3DY
Trustees P Holdsworth (Chair, resigned 26.09.24)
L Patsalides (Chair, elected 26.09.24)
T Buzec (appointed 22.11.22)
R Brown (appointed 25.05.23)
C Grant (resigned 25.09.24)
M Bower-Brown (resigned 23.02.2025)
R Blanchard (appointed 28.03.2024)
K White (appointed 25.07.2024)
M Tremble (appointed 27.03.25)
Executive Team CEO
Director of Operations
Finance Director
2 x Senior Managers
Management Team IDVA Manager
MARAC Manager
Refuge Manager
Refuge Manager
Outreach Engagement Manager
Adult Intervention Manager
Support Hub Manager
CYP Intervention Manager
Auditors Paul Colcomb FCCA (Senior Statutory Auditor),
Wright Vigar Limited, Statutory Auditors,
Chartered Accountants & Business Advisers
15 Newland, Lincoln, LN1 1XG
Bankers CAF Bank Ltd, 25 Kings Hill Avenue, Kings Hill,
West Malling, Kent, ME19 4JQ
Solicitors Sills & Betteridge LLP, Aquis House,
18 - 28 Clasketgate, Lincoln, LN2 1JN

29

Contact Information & Opening Times

Tel: 01522 510041. Option 1 for Refuge, option 2 for Outreach Website: www.edanlincs.org.uk Email: info@edanlincs.org.uk

Website: www.ldass.org.uk Email: info@ldass.org.uk

Opening Times:

Key management remuneration

The trustees consider the role and responsibilities of key management personnel and review the remuneration package in line with similar entities. Annual appraisals and pay reviews on key management personnel are undertaken based on the individual's performance of their duties and fulfilment of the objectives of the charity in the period.

Statement of Trustees Responsibilities

The Trustees of EDAN Lincs, who are also the directors of EDAN Lincs for the purposes of company law, are responsible for preparing the ‘Report of the Trustees’ and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware:

Approved by order of the board of trustees on 29 September 2025 and signed on its behalf by:

Lydia Patsalides

Lydia Patsalides (Sep 29, 2025 11:37:21 GMT+1)

……………………………………………..

Ms L Patsalides – Trustee

30

Report of the Independent Auditors to the Members of EDAN Lincs (Registered number: 04243436)

Opinion

We have audited the financial statements of EDAN Lincs (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

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 Report of the Trustees.

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:

Page 31

Report of the Independent Auditors to the Members of EDAN Lincs (Registered number: 04243436)

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our work is performed to include an assessment of the susceptibility of the entity's financial statements to material misstatement, including the risk of fraud. Owing to the inherent limitations of an audit, there is an unavoidable risk that material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK).

In identifying and assessing risk of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

We assessed the susceptibility of the Charity's financial statements to material misstatement, including how fraud might occur. Audit procedures performed by the engagement team included:

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, 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 auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Paul Colcomb

Paul Colcomb (Sep 29, 2025 15:24:12 GMT+1)

Paul Colcomb FCCA (Senior Statutory Auditor) for and on behalf of Wright Vigar Limited Statutory Auditors Chartered Accountants & Business Advisers 15 Newland Lincoln Lincolnshire LN1 1XG

Date: 30 September 2025

Page 32

EDAN Lincs

Statement of Financial Activities (Incorporating an Income and Expenditure Account) for the Year Ended 31 March 2025

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
5
Refuge
Floating Support
Investment income
4
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7
Refuge
Floating Support
Total
NET INCOME/(EXPENDITURE)
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
£
79,576
1,057,895
1,809,168
14,411
2,961,050
15
1,227,701
1,618,081
2,845,797
115,253
581,370
696,623		 Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-
-		 2025
Total
funds
£
79,576
1,057,895
1,809,168
14,411
2,961,050
15
1,227,701
1,618,081
2,845,797
115,253
581,370
696,623		 2024
Total
funds
£
99,738
929,971
1,365,080
8,603
2,403,392
452
977,022
1,601,075
2,578,549
(175,157)
756,527
581,370

The notes form part of these financial statements

Page 33

EDAN Lincs (Registered number: 04243436)

Balance Sheet
31 March 2025
Notes
FIXED ASSETS
Tangible assets
13
CURRENT ASSETS
Debtors
14
Cash at bank and in hand
15
CREDITORS
Amounts falling due within one year
16
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT LIABILITIES
NET ASSETS
FUNDS
19
Unrestricted funds
TOTAL FUNDS		 2025
£
37,815
182,696
564,233
746,929
(88,121)
658,808
696,623
696,623
696,623
696,623		 2024
£
69,254
180,032
598,397
778,429
(266,313)
512,116
581,370
581,370
581,370
581,370

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 29 September 2025 and were signed on its behalf by:

Lydia Patsalides Lydia Patsalides (Sep 29, 2025 11:37:21 GMT+1)

............................................. Ms L Patsalides - Trustee

The notes form part of these financial statements

Page 34

EDAN Lincs

Cash Flow Statement

for the Year Ended 31 March 2025
2025
Notes
£
Cash flows from operating activities
Cash generated from operations
1
(48,575)
Net cash used in operating activities
(48,575)
Cash flows from investing activities
Purchase of tangible fixed assets
-
Interest received
14,411
Net cash provided by/(used in) investing activities
14,411
Cash flows from financing activities
Capital repayments in year
-
Net cash provided by/(used in) financing activities
-
Change in cash and cash equivalents in
the reporting period
(34,164)
Cash and cash equivalents at the
beginning of the reporting period
598,397
Cash and cash equivalents at the end of
the reporting period
564,233		 2024
£
(232,622)
(232,622)
(47,079)
8,603
(38,476)
(422)
(422)
(271,520)
869,917
598,397

The notes form part of these financial statements

Page 35

EDAN Lincs

Notes to the Cash Flow Statement for the Year Ended 31 March 2025

1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

ACTIVITIES
Net income/(expenditure) for the reporting period (as per the
Statement of Financial Activities)
Adjustments for:
Depreciation charges
Interest received
Increase in debtors
(Decrease)/increase in creditors
Net cash used in operations		 2025
£
115,253
31,439
(14,411)
(2,664)
(178,192)
(48,575)		 2024
£
(175,157)
20,903
(8,603)
(140,135)
70,370
(232,622)

2.

ANALYSIS OF CHANGES IN NET FUNDS

At 1.4.24 Cash flow At 31.3.25
£ £ £
Net cash
Cash at bank and in hand 598,397 (34,164) 564,233
598,397 (34,164) 564,233
Total 598,397 (34,164) 564,233

The notes form part of these financial statements

Page 36

EDAN Lincs

Notes to the Financial Statements for the Year Ended 31 March 2025

1. STATUTORY INFORMATION

EDAN (Lincs) is a Charitable company, registered in England and Wales. The charitable company's registered number and registered office address can be found on the Report of the Trustees.

2. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Contract income and Government grants are recognised on a performance basis for the period in which the service is carried out.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Allocation of support costs

Support costs are allocated initially on a staff time basis. Regular reviews of support costs are undertaken in accordance with the grants and funding received and adjustments are made as required to align expenditure with the activities of the charity.

Governance and finance costs are directly allocated to the activity they relate to.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings - 15% on reducing balance Computer equipment - 60% on reducing balance

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid after taking account of any trade discounts due.

Page 37

continued...

EDAN Lincs

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

2. ACCOUNTING POLICIES - continued

Cash

Cash, for the purposes of the cash flow statement, comprises cash in hand, less overdrafts payable on demand.

Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Financial instruments

The Charity only enters into basic financial instrument transactions that result in the recognition of financial assets and liabilities like trade and other debtors and creditors, loans from banks and other third parties, loans to related parties and investments in ordinary shares.

Financial assets that are measured at cost and amortised cost are assessed at the end of each reporting period for objective evidence of impairment. If objective evidence of impairment is found, an impairment loss is recognised in the Statement of Financial Activities.

For financial assets measured at cost less impairment, the impairment loss is measured as the difference between an asset's carrying amount and best estimate of the recoverable amount, which is an approximation of the amount that the Charity would receive for the asset if it were to be sold at the balance sheet date.

3. DONATIONS AND LEGACIES

Donations
4.
INVESTMENT INCOME
Deposit account interest
5.
INCOME FROM CHARITABLE ACTIVITIES
Activity
Refuge rents received
Refuge
Housing benefit
Refuge
Grants
Refuge
Refuge rents received
Floating Support
Grants
Floating Support
Grants received, included in the above, are as follows:
Lincolnshire County Council		 2025
£
79,576
2025
£
14,411
2025
£
42,268
298,384
717,243
-
1,809,168
2,867,063
2025
£
2,526,411		 2024
£
99,738
2024
£
8,603
2024
£
41,119
250,677
638,175
250
1,364,830
2,295,051
2024
£
2,003,005

Included within Grants received are Government grants received from Lincolnshire County Council. These grants are received on the understanding that the Charity will provide certain local services which are in line with their charitable objectives.

Page 38

continued...

EDAN Lincs

Notes to the Financial Statements - continued

for the Year Ended 31 March 2025

6. RAISING FUNDS

Other trading activities

Purchases
7.
CHARITABLE ACTIVITIES COSTS
Refuge
Floating Support
8.
SUPPORT COSTS
Management
£
Refuge
55,041
Floating Support
23,888
78,929
9.
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
Depreciation - owned assets
10.
AUDITORS' REMUNERATION
Fees payable to the charity's auditors for the audit of the charity's
statements		 Direct
Costs
£
1,171,331
1,538,916
2,710,247
Finance
£
1,329
-
1,329
financial		 2025
£
15
Support
costs (see
note 8)
£
56,370
79,165
135,535
Governance
costs
£
-
55,277
55,277
2025
£
31,439
2025
£
11,100		 2024
£
452
Totals
£
1,227,701
1,618,081
2,845,782
Totals
£
56,370
79,165
135,535
2024
£
20,903
2024
£
10,650		 2024
£
452
Totals
£
1,227,701
1,618,081
2,845,782
Totals
£
56,370
79,165
135,535
2024
£
20,903
2024
£
10,650

11. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024.

Page 39

continued...

EDAN Lincs

Notes to the Financial Statements - continued

for the Year Ended 31 March 2025

12. STAFF COSTS

Wages and salaries
Social security costs
Other pension costs
The average monthly number of employees during the year was as follows:
Chief Executive
Children's Support Worker
Support Workers
Managers
Administrators & support staff
IDVA
No employees received emoluments in excess of £60,000.		 2025
£
1,764,117
158,890
40,520
1,963,527
2025
1
4
43
9
4
10
71		 2024
£
1,661,902
148,128
39,110		 2024
£
1,661,902
148,128
39,110
1,849,140
2024
1
6
37
10
3
13
70

13. TANGIBLE FIXED ASSETS

13.
TANGIBLE FIXED ASSETS
COST
At 1 April 2024 and 31 March 2025
DEPRECIATION
At 1 April 2024
Charge for year
At 31 March 2025
NET BOOK VALUE
At 31 March 2025
At 31 March 2024
14.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade debtors
Other debtors		 Fixtures
and
Computer
fittings
equipment
£
£
44,124
119,957
21,650
73,177
3,371
28,068
25,021
101,245
19,103
18,712
22,474
46,780
2025
£
176,779
5,917
182,696		 Totals
£
164,081
94,827
31,439
126,266
37,815
69,254
2024
£
173,726
6,306
180,032

Page 40

continued...

EDAN Lincs

Notes to the Financial Statements - continued for the Year Ended 31 March 2025

15. CASH AT BANK AND IN HAND

Cash in hand
Akoni Hub Account
CAF Cash
CAF Gold
Paypal
Soldo
Total
Cash in hand
Akoni Hub Account
CAF Cash
CAF Gold
Paypal
Soldo
Total
16.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade creditors
Social security and other taxes
Other creditors
Accruals and deferred income		 General
fund
£
1,559
294,186
45,715
200,838
349
8,834
551,481
Natwest -
Louth
Social Fund
£
12,090
-
-
-
-
-
12,090		 Lincoln
Freedom
Louth
Fund
Social Fund
£
£
331
331
-
-
-
-
-
-
-
-
-
-
331
331
2025
2024
Total
Total
funds
funds
£
£
14,311
17,183
294,186
466,097
45,715
10,745
200,838
100,842
349
349
8,834
3,181
564,233
598,397
2025
2024
£
£
14,693
7,243
35,023
36,137
7,305
6,908
31,100
216,025
88,121
266,313

Deferred income

Included within Accruals and deferred income is £20,000 (2024: £205,375) of income deferred due to the performance related conditions set out on the contract to which it relates.

17. LEASING AGREEMENTS

Minimum lease payments under non-cancellable operating leases fall due as follows:

Within one year
Between one and five years		 2025
£
35,890
40,207
76,097		 2024
£
91,490
129,895
221,385

Page 41

continued...

EDAN Lincs

Notes to the Financial Statements - continued

for the Year Ended 31 March 2025

18. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted
funds
£
Fixed assets
37,815
Current assets
746,929
Current liabilities
(88,121)
696,623		 Restricted
funds
£
-
-
-
-		 2025
Total
funds
£
37,815
746,929
(88,121)
696,623		 2024
Total
funds
£
69,254
778,429
(266,313)
581,370

19. MOVEMENT IN FUNDS

Unrestricted funds
General fund
Lincoln Freedom Fund
Louth Social Fund
Natwest - Louth Social Fund
TOTAL FUNDS
Net movement in funds, included in the above are as follows:
Unrestricted funds
General fund
Lincoln Freedom Fund
Louth Social Fund
Natwest - Louth Social Fund
TOTAL FUNDS		 At 1.4.24
£
574,649
123
316
6,282
581,370
581,370
Incoming
resources
£
2,955,019
208
15
5,808
2,961,050
2,961,050		 Net
movement
in funds
£
109,222
208
15
5,808
115,253
115,253
Resources
expended
£
(2,845,797)
-
-
-
(2,845,797)
(2,845,797)		 At
31.3.25
£
683,871
331
331
12,090
696,623
696,623
Movement
in funds
£
109,222
208
15
5,808
115,253
115,253

Comparatives for movement in funds

Unrestricted funds
General fund
Lincoln Freedom Fund
Louth Social Fund
Natwest - Louth Social Fund
Restricted funds
MHCLG
St James
TOTAL FUNDS		 Net
movement
At 1.4.23
in funds
£
£
601,859
(27,210)
123
-
316
-
6,282
-
608,580
(27,210)
111,248
(111,248)
36,699
(36,699)
147,947
(147,947)
756,527
(175,157)		 At
31.3.24
£
574,649
123
316
6,282
581,370
-
-
-
581,370

Page 42

continued...

EDAN Lincs

Notes to the Financial Statements - continued

for the Year Ended 31 March 2025

19. MOVEMENT IN FUNDS - continued

Comparative net movement in funds, included in the above are as follows:

Unrestricted funds
General fund
Restricted funds
MHCLG
St James
TOTAL FUNDS		 Incoming
resources
£
2,403,392
-
-
-
2,403,392		 Resources
expended
£
(2,430,602)
(111,248)
(36,699)
(147,947)
(2,578,549)		 Movement
in funds
£
(27,210)
(111,248)
(36,699)
(147,947)
(175,157)

Descriptions of the purposes of the various funds are given below:

BBC Children in Need

Funding is to provide support to children who are all considered homeless due to having fled domestic abuse. The funding is for the provision of a Family Support Worker who will be responsible for providing children living in refuge with direct 1:1 support. The grant has been recognised in full in the current year but will be received over 3 years and used against future expenses.

MHCLG

A grant was provided by the Ministry of Housing, Communities and Local Government for the charity to provide a hospital based IDVA service.

Marie Curie

Funding for a two year research project with 18 months embedded within EDAN, followed by a six month University placement and culminating in a conference to share findings.

St James

Funds granted by St James's Place Charitable Foundation to support the children and young person service, supporting young people (age 5-16 years) and their families offering refuges and outreach support (family and 1:1 sessions).

20. RELATED PARTY DISCLOSURES

Key management remuneration

Key management includes the members of senior management. The remuneration paid or payable to key management for employee services is shown below:

Salaries and other short term benefits for the year totalled £363,702 (2024: £341,855) for 9 (2024: eleven) members of key management.

Page 43