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2021-06-30-accounts

Company number: 05203237 Charity number: 1106864 Scottish charity ref: SCO48291

SafeLives

Report and financial statements For the year ended 30 June 2021

SafeLives

Contents

For the year ended 30 June 2021

Reference and administrative information ......................................................................................................... 1 Trustees’ annual report ...................................................................................................................................... 3 Independent auditor’s report ............................................................................................................................ 31 Statement of financial activities (incorporating an income and expenditure account) ..................................... 35 Balance sheet .................................................................................................................................................. 36 Statement of cash flows ................................................................................................................................... 37 Notes to the financial statements .................................................................................................................... 38

SafeLives

Reference and administrative information

For the year ended 30 June 2021

Company number 05203237 Countries of incorporation England and Wales Charity number 1106864 Scottish charity reference SCO48291 Countries of registration England, Wales and Scotland Registered office and operational address Suite 2a Whitefriars Lewins Mead Bristol, BS1 2NT Patron HRH The Duchess of Cornwall Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Isabel Boyer (Chair) Alexandra Butler (Vice Chair) Eva Bari Appointed 1[st] October 2021 Shana Begum Appointed 1[st] October 2021 Zoe Billingham Appointed 1[st] October 2021 Margaret Blyth Resigned 1[st] October 2021 Liz Hughes Ursula Lindenberg Andrew May Uzair Patel Kelly Rust Rebecca Spencer Takki Sulaiman Tim Symington Appointed 1[st] October 2021 Cassandra Wiener Resigned 8[th] June 2021 Key management Suzanne Jacob Chief Executive personnel Jo Silver Director of Quality and Innovation Liz Thompson Director of External Relations Jo Gordon Chief Operating Officer Bankers NatWest Bank PO Box 2702, 3 Temple Back East Bristol, BS1 9BW

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SafeLives

Reference and administrative information

For the year ended 30 June 2021

Solicitors Ramsay Paterson Lynwood Newland Garden Sherborne, Dorset DT9 3AF Anthony Collins Solicitors LLP 134 Edmond Street Birmingham B3 2ES Auditor Sayer Vincent LLP Chartered Accountants and Statutory Auditor Invicta House 108-114 Golden Lane London EC1Y 0TL

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S afeLives

Trustees’ annual report

For the year ended 30 June 2021

The Trustees present their report and the audited financial statements for the year ended 30 June 2021. This has been another very important year for SafeLives, as we have continued to develop and deliver existing and new work in line with our Strategy “The Whole Picture”. It has also been a full year of responding to the many new and unprecedented challenges and opportunities presented by the ongoing Covid-19 situation, which has now become part of the way we work. Our thanks go to, pioneers, staff, funders, partner agencies and all other stakeholders for their part in delivering another successful year and supporting SafeLives throughout this year.

The reference and administrative information set out on pages 1 and 2 forms part of this report. The financial statements comply with current statutory requirements, the articles of association, the requirements of a directors’ report as required under company law, and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

1. Objectives and activities

The objects for which the charity is established are to advance for the public benefit in the United Kingdom, or elsewhere, such purposes as are recognised as exclusively charitable under the law of England and Wales, and under Scottish law, and in particular to promote best practice and understanding among the public, voluntary and statutory agencies in all matters relating to domestic abuse and family violence, its causes, remedies and prevention.

The Trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The Trustees report the progress of the activities that underpin each strategic priority and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the Trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

The Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set.

In 2018 we published our strategy: The Whole Picture, which set out our five strategic priorities:

We believe that domestic abuse can be stopped. Stopped before it starts. Stopped before it ruins lives. Each year over two million people in the UK experience domestic abuse. Not one of them should have to wait until they’re in crisis before we pay attention. Domestic abuse is never all of someone’s experience or situation. We must see the whole picture – for the whole person, the whole family, the whole community and the whole of society.

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We work with organisations across the UK to transform the response to domestic abuse. We want what you would want for your best friend. We listen to survivors, putting their voices at the heart of our thinking. We look at the whole picture for each individual and family to get the right help at the right time to make families everywhere safe and well. And we challenge perpetrators to change, asking ‘why doesn’t he stop?’ rather than ‘why doesn’t she leave?’ This principle applies whatever the sex of the victim or perpetrator and whatever the nature of their behaviour.

2. Achievements & Performance

Our work in 2020/21 has also been hugely impacted by our and the sector’s response to Covid-19 and has seen unprecedented levels of work to shape and influence current and future policy in our sector.

Responding to Covid-19

Responding to Covid-19 remained a huge challenge for us and the wider domestic abuse sector throughout 2020/21.

We promoted Reach In, the campaign we launched at the start of the pandemic, which encourages people to reach in and start a conversation if they think someone may be affected by domestic abuse. Thanks to our patron, HRH The Duchess of Cornwall, who highlighted this important message in an opinion piece in the Guardian, as Guest Editor of Emma Barnett’s Radio 5 Live programme and online.

As the pandemic continued and lockdowns became a way of life, our Pioneers conceived the Ask for Ani (Assistance Needed Immediately) scheme, to help victims ask for support safely and discreetly by using the codeword in pharmacies, one of the few places that remained opened throughout this challenging period. We worked with the Home Office to develop a toolkit which was swiftly rolled out to pharmacies across the UK. The scheme has proven to be highly effective and will continue after the pandemic, to provide victims of domestic abuse with a local, reliable opportunity to seek help.

In November 2020, the coalition we brought together was awarded £1m from the National Lottery Community Fund to assess the effect of the pandemic in England on domestic abuse services, and the impact on everyone experiencing or using abusive behaviours. The Shadow Pandemic Domestic Abuse Learning Partnership saw AAFDA, Chayn, Galop, Imkaan, Respect, Rights of Women, SafeLives, Social Finance, Standing Together, Surviving Economic Abuse and Women’s Aid Federation England, sharing learning and expertise in real time, and collating and reviewing evidence to drive future policy change.

Together, the Partnership has collected a wealth of evidence via surveys, workshops, and around 90 pieces of research relating to domestic abuse and the pandemic. This material is currently being analysed and will inform recommendations for UK Government policy, statutory services, and the domestic abuse sector.

We recognised that staff working in the domestic abuse sector during the pandemic were experiencing more stress and pressure due to an increase in the volume and complexity of caseloads, whilst working from home and often caring for children. With funding from the Home Office, we developed a raft of support for hundreds of frontline staff across the sector, including clinical supervision, a support and wellbeing group, and a resilience tool. 95% of those who gave feedback agreed it would have a positive impact on their morale.

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Our rolling survey of victims and survivors of domestic abuse undertaken during the pandemic clearly demonstrated that challenges increased during lockdown, with around half saying they didn’t feel it was appropriate to contact the police, leaving them further isolated and at increased risk. In response, we established our Staying Safe at Home programme to support survivors and the frontline professionals with tools, resources and guidance, plus regular calls with frontline CEOs to keep tabs on the issues for them and feed into policy making and the case for emergency funding. We also set up Safe at Home in Scotland, bringing together more than 60 domestic abuse professionals from the statutory and voluntary sector, informed by our authentic voice panel of survivors, to share best practice and solve problems to make the right support available during the pandemic.

Influencing UK policy

Shaping policy and influencing legislation is a vital aspect of our work towards ending domestic abuse, for everyone, for good.

The Domestic Abuse Act (2021)

Over the past four years we have worked with our Pioneers, survivors, frontline practitioners, partner organisations and politicians in Westminster to influence the development of the Domestic Abuse Act, which gained Royal Assent in April 2021. This legislation signals a significant change in how domestic abuse is addressed by statutory agencies and is an important step forward in our mission to end domestic abuse for everyone, for good.

We are pleased to have successfully supported Barnardo’s to secure a vital amendment to recognise children as victims of domestic abuse in their own right. We joined Surviving Economic Abuse’s campaign to extend the definition of controlling behaviour to post separation and to perpetrators who do not live with the victim, which is a vital step forward in supporting survivors to move on with their lives. And we also warmly welcomed legislation on the so-called ‘rough sex’ defence, which criminalises non-fatal strangulation, campaigned for by activist Rachel Williams and many fellow survivors.

We have been a proud founding member of the Drive partnership – set up with Respect and Social Finance to address and challenge domestic abuse perpetrator behaviour – since 2016. In 2020/21, 125 organisations and experts signed Drive’s Call to Action, and this secured a UK Government commitment to include a perpetrator strategy within their forthcoming Domestic Abuse Strategy. Major change to strategic policy, of this kind, will help change the focus from ‘why doesn’t she just leave ?’ to ‘ why doesn’t he stop ?’ (this principle applies whatever the gender of the individuals concerned).

We would have liked to have seen the importance of community-based services - which provide support to more than 70% of victims who seek help from specialist organisations - recognised within the new legislation. However, we were glad to at least secure a commitment from the UK Government to look at statutory means within their upcoming Victim’s Bill to secure an obligation on public bodies to provide such services.

There is also more work to do to ensure migrant victims have access to life-saving services, and for victims with protected characteristics to be free from discrimination when accessing services. Their needs were not met by the new legislation and we will continue to work alongside partners to secure vital changes.

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We believe that the Domestic Abuse Act needs to be accompanied by a long-term sustainable funding settlement for frontline domestic abuse services in the community which covers the whole family – adult, teen and child victims as well as perpetrators of abuse - and we will continue to make this case with Barnardo’s and others, building on our #Invest2EndAbuse coalition.

Without dedicated funding for all adult and child victims who require support, including from specialist community-based services, many survivors will continue to be left without the help they need to get safe and recover. We are working to ensure this year’s Comprehensive Spending Review recognises this, acknowledging the significant increase in demand on frontline services as a result of the pandemic.

Funding domestic abuse services

Following the launch of A Safe Fund – our report costing frontline domestic abuse provision for the whole family - we were invited to present to HM Treasury alongside colleagues at Women’s Aid Federation England.

We also submitted proposals to the Department for Education, the Home Office and the Ministry for Justice, helping to make the case for increased funding both in response to the pandemic and for future sustainability of services. The Chancellor announced an increased fund for accommodation-based services (from £90m to £125m) while the Ministry of Justice was awarded £40m extra funding for victims of domestic abuse, topped up with another £11m. These are modest amounts compared with the total which ought to be spent, but still represent welcome increases.

We are grateful to the highly respected advisory firm, who are supporting us pro bono to analyse the cost to the state that could be avoided if domestic abuse was dealt with effectively. We aim to present this analysis to the Treasury as part of the Comprehensive Spending Review in autumn 2021.

Progress against and achievements in our 5 key strategic priorities in 2020/21 have been as follows:

Strategic Priority 1: Act before someone harms or is harmed

Our newest work focuses on acting before harm happens. In the earliest stages of turning this priority into an operational reality, we have focused on work with young people.

Safe Young Lives

Our research has clearly shown that young people are worried about themselves, their friends, and, sometimes, their own behaviour. They don’t always know where to draw the line between healthy and unhealthy behaviour, and they don’t engage with domestic abuse services that are aimed at adults. So, we have developed an ambitious programme of work, with young people, for young people, to provide support and advice about healthy relationships, develop understanding of how harming behaviour starts, and give confidence to begin conversations.

To ensure young people are at the heart and start of our work, and their authentic voice is heard and steers direction, we created a steering group of young people – the Sound of Silence which is funded by the Dulverton Trust and an anonymous funder. So far, nine youth change makers have been recruited, and 11 young people have signed up to be members of the wider engagement network.

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My Story Matters

Throughout 2020 we worked with colleagues On Our Radar, funded by Comic Relief’s Tech vs Abuse programme, to better understand how young people considered, discussed and responded to harmful behaviour within their relationships. These findings were published in My Story Matters : Understanding young people’s perceptions of abuse in their romantic relationships in May 2021 and have been critical in informing our Safe Young Lives work.

The Talk About Toxic survey we undertook in early February 2020 clearly highlighted that young people don’t always know where to draw the line in their romantic relationships, and that they would prefer to speak with their peers, or go online for advice. In response, we continued our partnership with On Our Radar and worked with young people in 18 steering group sessions to create Draw The Line , a mobile platform designed by young people, for young people, to help them identify and call out toxic and harmful behaviour in their relationships. Unfortunately, we haven’t been able to secure long term funding to further develop this pilot resource which has been accessed more than 13,000 times and provided valuable learning as we develop the Your Best Friend project (see below), and start work to better understand how harming behaviour begins.

Your Best Friend

My Story Matters told us that young people are most likely to seek advice from their friends. In 2020 we launched Your Best Friend , a Tampon Tax funded project that aims to empower girls, young women and non-binary young people in England and Wales with the knowledge and confidence to notice abuse in relationships and support their friends. Central to the work is that information and materials must be easily accessible where young people are , not where we would like them to be, either online or offline – and working with young people to co-create is the best way to do this. Young people led the development of a brand and a website in Spring 2021. Nearly one hundred girls, young women and non-binary young people took part in focus groups to help us find out about how they develop and experience relationships and what would help them stay safe. This also informed the development of the #WhatWillWork campaign and survey in July 2021, which collected evidence about friendships, relationships, and help-seeking.

A small group of young people with support from our research team are currently analysing the results, which will inform the development of interventions and resources tailored to young people that will give them the knowledge they need to support their friends and have healthy relationships, funded by onward grants. Further waves of activity are planned for next year.

Men and Boys Voices

We won’t end domestic abuse without involving men and boys, and it’s essential they are brought into the conversation rather than left on the side-lines.

Over the past year, we’ve been working with young men and boys, and more than 40 organisations that support them, to develop and pilot an approach to having conversations about their attitudes, expectations and behaviours in relationships.

In April 2021 we worked with H.O.P.E. Training and Consultancy, Drive, Respect, Dr Olumide Adisa at University of Suffolk and the Domestic Abuse Research Network to create and host a ‘Men Speak Out

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Against VAWG’ (Violence Against Women and Girls) online event. This was attended by over 400 people, and eight men spoke about their own perspective and role in more actively addressing violence against women and girls. The 400 participants came up with numerous suggestions about what could happen next. What’s missing now, though, is the ongoing coalition of individuals and organisations who are active in spaces populated by men and boys, who are dedicated to developing and taking this work forward. We continue to work towards that coalition.

To stop abusive behaviour before it starts, we need richer evidence about why people begin to use abuse in the first place. With funding from the Queen Anne’s Gate Foundation and the Rayne Foundation this year we launched the Verge of Harm project, steered by a group of 19 young people, and are currently conducting a survey #IsItOK to discover more about how harming behaviour begins. Insight from this research will inform our future practice that focuses on prevention – so that together we can stop domestic abuse before it starts, or at the very earliest stage, before it becomes a lifelong pattern of behaviour .

Strategic Priority 2: Identify and stop harmful behaviour

We are changing both narrative and practice with regards to domestic abuse – putting a focus on those who cause harm, supporting and challenging them to change, in partnership with a huge range of statutory and voluntary partners.

The Drive Partnership, a collaboration of Respect, SafeLives, and Social Finance, has made significant progress in the past year in working with high-risk perpetrators of abuse to prevent further abusive behaviour and protect victims. The Partnership is currently working across ten sites in England and Wales, five of which were new in 2020/21.

Following the Drive intervention, 82% fewer perpetrators used abuse; 75% fewer perpetrators used harassment and stalking; 73% fewer perpetrators used jealous and controlling behaviour.

In June 2021 the Drive Partnership launched a film featuring Helen, a survivor of domestic abuse, whose life was changed following a perpetrator focused intervention. This powerful film urges government and police and crime commissioners to respond directly to people causing harm, rather than requiring victim-survivors to be solely responsible for keeping themselves safe.

As well as the model for Drive intervention at the frontline, the Drive Partnership is also delivering increasingly at a strategic, facilitative level. This includes innovating in frontline practice with regards to housing and children’s social care; bringing together strategic and operational leads to develop groundbreaking policy, commissioning and country-wide coordination; and making sure those who respond to perpetrators of abuse in future are better equipped with the training and tools they need and are more representative of the UK population. Each strand is being taken forward in partnership, with leadership from those working from a specialist perspective including those from groups who are under-represented in the workforce for perpetrator response.

The Drive Partnership facilitates the Call To Action group, bringing together more than 125 organisations and experts to secure a commitment to include a perpetrator strategy in the UK Government’s upcoming Domestic Abuse Strategy. The Drive team have also been working with the Domestic Abuse Commissioner

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to establish a multi-agency working group focusing on perpetrators of domestic abuse – the first strategic governance of its kind with senior leads from policing, housing, health, children’s social care, all giving consideration to the policy, practice and funding change needed across the UK to make a practical reality of the principle ‘ Why doesn't he stop ?’.

Throughout 2020/21 we worked with My Cheshire Without Abuse (“MyCWA”) to implement Engage, a behaviour management model for couples or families who wish to remain in a relationship or safely coparent. This has been piloted in Norfolk and West Sussex as part of the wider Beacon sites programme, and we were invited with MyCWA and the Police and Crime Commissioner to implement the model across Cheshire. An initial review demonstrated that the programme has had a positive impact, with 82% of victimsurvivors saying they felt safer following participation in the programme, and 75% said their wellbeing had improved. Children reported improvements to their safety and wellbeing after support with mental health, safety and relationships. Caseworkers agreed that 62% of perpetrators of domestic abuse had better awareness of the impact of their actions, and 53% said they understood their behaviour was unacceptable as a result of Engage. We hope to pilot the model in further areas of England and Wales in the coming year, and work is underway with Emily Alison, who developed the model, to create an accredited training course which will support frontline practitioners to feel more confident and motivated to work with individuals in this situation, including the person causing harm.

We have continued to drive culture change within the police with our delivery of the Domestic Abuse Matters programme, licensed by the College of Policing.

Despite the challenges caused by the pandemic, in the past year we delivered this essential training face to face with police forces in Cleveland, Dorset, North Yorkshire, South Yorkshire and Thames Valley, reaching more than 4,000 first responders. At the end of 2020/21 we started to deliver the training to the Metropolitan Police, and this has now concluded. All forces have reported that the training has delivered measurable improvements across the key areas of domestic abuse risk assessments, quality of referrals to partner agencies, evidence gathering and statements, and this has been supported by independent evaluation.

We have built a strong relationship with Baroness Jenny Jones who has been championing the programme in the House of Lords and urging the government to provide funding for the remaining police forces that have not yet participated. We would like to see other organisations - either those with a key enforcement role or those with a role which brings them into direct contact with those use abuse (such as the newly re-forming National Probation Service) – adopt similar workforce development to improve their interventions with perpetrators of abuse.

Strategic Priority 3: Increase safety for those at risk

We focus on the whole person and the whole family, aiming to keep everyone involved in an abusive situation safe, sooner.

This year we acted swiftly on the increased risks for child and adult victims and survivors of domestic abuse during the pandemic and the growth in demand for and pressures on frontline services. Together with local authorities, police, health bodies, Maracs*, and multi-agency statutory and voluntary sector partners, we took

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immediate action to mitigate the risk, severity and complexity of situations arising by the pandemic; as well as developing and implementing strategic, systematic lessons for long term change.

In 2020/21 75,000 adults, who between them were parents and carers for 95,000 children, were referred to Maracs in England, Scotland, Wales and Northern Ireland.

Confidence and capabilities locally, at the frontline

We continue to provide national practice advice and guidance, as well as data collection and evidence gathering, responding to hundreds of queries each year and engaging almost 2,700 members of our online SafeLives Community.

We are also working with 28 local authorities on an effective multi-agency approach to domestic abuse that focuses on the whole family. This in-depth work involves mapping and reviewing current practice and process, identifying gaps, and co-creating solutions to improve partnership working and service provision so that victims of domestic abuse and their families are supported swiftly and appropriately.

This work is having a real impact on the ground. For example, in Herefordshire where new guidance has been developed for teams working with adults with social care needs. Our aim is to ensure accurate risk assessments are undertaken and potential domestic abuse is not missed.

Our Practitioners survey for 2020/21 clearly indicated a significant shortfall in the number of Idvas in England and Wales, and the caseloads of Maracs continue to increase – up 9% compared with 2019/20, and a 29% increase compared with 2017.

The proportion of cases where the victim is identified as being Black, Asian or racially minoritised has increased from 15.6% to 16.6% in the past year, and there has also been an increase in the proportion of cases where the victim has been recorded as having a disability, up from 6.9% to 7.9%. However, this remains lower that the national population of 19%.

Following the 2018/19 Scottish Government consultation on multi-agency interventions, this year we have been instrumental in setting up the Marac Advisory Group in Scotland to galvanise a long-awaited national approach that creates consistency across local authority areas. We also set up a new Scotland Marac Chairs Network, continued to host the Scottish Marac Co-ordinators Forum, and operated the Marac helpdesk which received 80 queries this year alone. We extended our training offer and supported Maracs with their pivot to online operations, introducing virtual observations to maintain continuity during the pandemic. We worked in partnership with Scottish Government to deliver seven well-attended deep dive events to share knowledge and best practice to shape next steps for Marac in Scotland.

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Our Domestic Abuse Awareness Raising Tool (DAART) for professionals from all sectors launched August 2020 in Scotland. The Tool has had almost 12,000 unique visits already, and we have been supporting statutory partners to integrate DAART to their learning systems to optimise and systematise usage.

Beacon sites

Over the past five years we have been working in partnership on an ambitious programme to trial a new approach to tackling domestic abuse in Norfolk and West Sussex (our Beacon sites) that focuses on improving outcomes for the whole family by creating systemic change, reducing inconsistencies, connecting services, and co-designing new interventions with survivors.

In 2020/21 Beacon sites in Norfolk and West Sussex continued to pilot five co-ordinated specific interventions for:

The Beacon programme has been independently reviewed by the University of Central Lancashire. Their report, due to be published in Autumn 2021, shows very promising results in supporting the whole family who have experienced domestic abuse, with overwhelmingly positive feedback from adult and child survivors.

Since the pilot started in November 2018 more than 1,000 people have received direct support. Of these people:

76% - physical abuse has stopped

83% - sexual abuse has stopped

Whole Lives Scotland

In Scotland in 2020 we launched findings from a national survivor survey, funded by the National Lottery Community Fund, to explore the pathways and barriers to expert support for adults experiencing domestic abuse.

The findings of this survey were as follows:

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Survivors said more awareness of domestic abuse in all its forms is the factor that would make the most difference in accessing services.

We reviewed support for survivors with learning disabilities in Stirling and, working with a range of new local and national partners, made a series of recommendations to improve access and outcomes for victims of domestic abuse who have learning disabilities.

We have also been working with Aberdeen City Council to review services for 16-25 year olds, and found their issues very much accorded with the findings of our wider Safe Young Lives work. Recommendations will be made soon.

Whole Health London

Only one in five people experiencing domestic abuse ever calls the police, but adult victims and survivors access hospitals, GP surgeries and mental health settings every day, and child victims are seen routinely by school nurses. Whole Health London is a three-year project funded by the City Bridge Trust which aims to map the domestic abuse response within health settings in the capital and make recommendations about the best way to secure a whole health response that truly meets the needs of victims and survivors.

The first Whole Health London report was published in March 2021 and analysed evidence from victims and survivors, domestic abuse services, and health care staff. The report recognised that whilst London is a leader in health-based domestic abuse innovation, gaps in provision remain caused by lack of health care workers’ understanding about domestic abuse; lack of long-term sustainable funding for services; and a lack of integration of health and domestic abuse commissioning. The report makes a series of recommendations to improve provision in London which could equally be applied to deliver better, joined-up domestic abuse support in health care settings across the UK.

Specialist response services for adult and child victims: capacity and capability

We are delighted to have helped secure a multi-year settlement from the Ministry of Justice to increase the number of Idvas (Independent domestic violence advisors) and Isvas (Independent sexual violence advisor) in England and Wales. This £27m settlement will create 700 new specialist posts which have the potential to support up to 70,000 victims and survivors a year.

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The pandemic presented a major challenge to our training team – prior to Covid-19 all our learning was delivered in face-to-face settings. The training team has worked magic over the past 18 months, with additional investment from the Home Office, to adapt all our training courses to deliver remotely.

We have continued to deliver flagship Idva and Idaa training and have introduced a new anti-racism module. In March 2021 we concluded our first online Idaa accredited training course in Scotland, in partnership with ASSIST and Scottish Women’s Aid, and were pleased that it was received a Net Promotor Score of 100!

We have recognised that the cost of accrediting training can be a barrier for small specialist organisations within the domestic abuse sector, and in line with our EEDI (Equity, equality, diversity and inclusion) commitments, have introduced additional bursaries offering seven places per course at reduced rates specifically for ‘by and for’ services.

In Scotland, we saw a change in the audiences requesting our training, with online participation enabling an increase in the pace and reach of our delivery. In March 2021 we trained 280 staff from across Inverclyde Council on the dynamics of domestic abuse and safe responses. Our open courses also attracted audiences from across the UK, from private, third and statutory sectors.

Strategic Priority 4: Support people to live the life they want after harm occurs

We have made progress this year in supporting people to live the life they want after harm occurs, through the links we have made with major employers and financial institutions whose staff and customers are benefitting from their development of policies, practice and funding streams. We know there’s more to do to support recovery, including on mental health, and family court processes, and are proud of the active role of our Pioneers and survivors in helping drive change.

‘Reach In’ - a rapid review

Following our Reach In campaign, developed with Pioneers, to help friends and neighbours know how to check in on someone they might be worried about, we worked in partnership with University College London to secure funding from UK Research and Innovation (UKRI) to undertake a rapid review of informal support interventions for victims and survivors of domestic abuse. In autumn 2021, we will translate the research findings into further practical guidance to support friends, families, communities and practitioners to increase safety for those at risk of domestic abuse. The pandemic has shown the extent to which we need to grow the pool of people who think of themselves as ‘first responders’ when it comes to domestic abuse.

Commercial partners supporting survivors

This year we were proud to work with NatWest to launch the first grants in our Circle Fund, which will distribute their £1m donation over three years to 150 services around the UK to support survivors in their recovery from domestic abuse. We are working with a wide range of partners and have so far distributed more than £260,000 to nearly 90 services, delivering vital support at an individual and local community level across England, Scotland and Wales. We have deliberately made sure that we are distributing these funds to smaller, more specialist organisations, which might be excluded from traditional grant-making, and we have benefited from survivor involvement in the development and running of the programme.

We distributed more than 500 mobile phones and tablets as a result of the Great British Tech Appeal run by Vodafone to survivors, providing connectivity that was essential during the pandemic and school closures.

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We received more enquiries about workplace training and policy development from commercial organisations in 2020/21 than ever before, indicating that we are making progress in raising awareness of the prevalence and impact of domestic abuse throughout our society. We supported 20 commercial organisations through domestic abuse training provision or policy development, including Aviva, Linklaters, NatWest, Pinsent Masons, and Travers Smith. More than 1,300 commercial sector staff attended formal training, and many more engaged in webinars and events. Satisfaction with training was a pleasing 95.6 out of a possible 100.

Mental health – and the voice of those who don’t survive

We contributed to vital, growing work being done by the National Police Chiefs Council, Kent County Council, Aafda (Advocacy After Domestic Abuse) and others with regards to suicides preceded by domestic abuse. The links between acute mental health needs – for adult and child victim/survivors and for perpetrators of abuse – are plain. But the work which needs to respond to those links is still under-funded, and we hope to see more done about this in the coming year.

Authentic voice - Pioneers and survivors

We make sure the voices of survivors are sought, heard, and at the forefront of service development.

We are proud that we are now working with 20 Pioneers and 10 members of the Authentic Voice Panel in Scotland and this year expanded the group to increase representation of diverse communities and experiences within the UK. We are delighted that our current and former Pioneers have been shortlisted for the Third Sector Awards Volunteer Team of the Year.

Pioneers have been actively involved in all SafeLives projects and work during the year, spearheading the ‘Ask for Ani’ initiative, and leading #ReachIn, as well as:

Pioneers’ voices are critical in shaping the public discourse about domestic violence. This year Naomi Donald featured in the BBC documentary Home Truths presented by ex-footballer Ian Wright, who spoke about his childhood experience of domestic abuse. The programme dealt sensitively with the complex issues surrounding domestic abuse, including how it impacts on parenting, and the programme makers also took great care in giving a platform to both survivors and professionals of Black African or Caribbean heritage – voices and stories which are too rarely heard.

We now have young Pioneers, as well as the Sound of Silence (SOS) young people’s panel. Young people have driven all our Safe Young Lives development work, testing survey questions, designing the Your Best

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Friend brand and website, creating the Draw the Line app and setting the priorities for future work. Young people have reported that involvement in our work of itself has given them new skills and confidence for the future.

We established our Authentic Voice Panel in Scotland, so far involving women from across the country with diverse experience of domestic abuse and accessing services. Most recently the panel has been invited to scrutinise the Scottish Government’s decisions in relation to the Delivering Equally Safe Fund. The Panel also worked with the newly formed Social Security Scotland, the governmental body responsible for the administering of benefits, to ensure that processes and communications were reflective and responsive to the needs of survivors.

We are bringing more survivor voices than ever into our work, developing our approach to community capacity building, to bring in an even wider array of voices.

Family justice and family court

The family courts are a key priority for our Pioneers, and of victims of domestic abuse more widely, who are often re-traumatised by their experience in the family courts. Alongside many other organisations in the sector, we continue to consider the family court system to be unsafe for many abuse survivors – both adults and children.

In 2020/21, we secured funding from the Legal Education Foundation to develop and pilot ground-breaking training for family solicitors building on our expertise delivering cultural change training to statutory agencies including the police. We began the discovery process with a serious of interviews with key stakeholders we identified in our mapping exercise. During more than 30 hours of conversations with legal practitioners, academics, representatives of law associations, survivors, third-sector organisations and others involved in the family and civil justice systems, we established strong connections with some of the most important voices in the current conversations around family justice reform.

Interviewees responded extremely positively to the project and many have joined an Advisory Group which aims to facilitate information-sharing around the stages of the project and gives us an opportunity to seek advice on specific aspects of the training. The close relationships we have built with the membership of the Advisory Group will also aid our wider working on the family justice system, alongside the active support for our influencing work from the Charles Russell Speechlys Foundation.

A senior lawyer told us they were glad that we were doing this work as it takes it off their ‘to-do list’ following a recent judgement in the Court of Appeal which found systematic issues with how the family courts handle allegations and findings of domestic abuse.

We presented initial findings from the stakeholder interviews to the Ministry of Justice, and they are very positive about the project.

Furthermore, we continue to work with partner organisations at Women’s Aid England, Surviving Economic Abuse, and the DA Commissioner’s Office for England and Wales, on improving survivors’ experience of the family justice system. This includes a piece of work we are undertaking with solicitors at Charles Russell

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Speechlys with the aim of improving a form which victims of domestic abuse complete early in the process through the court and Pioneers have highlighted is, at best, insensitive to the experiences of survivors and the dynamics of abuse and, at worst, re-traumatising.

Strategic Priority 5: SafeLives continues to be an effective and sustainable organisation

Our goal is to end domestic abuse for everyone and for good. We work with a fantastic team of staff, associates, Trustees and Pioneers to secure our Whole Picture strategy, delivering what you would want for your best friend .

Equity, equality, diversity and inclusion

SafeLives published its first equity, equality, diversity and inclusion (EEDI) action plan on 1 July 2020. The, the organisation got a wakeup call from team members and other colleagues to develop that plan, and had been too complacent up to that point about our commitments and actions with respect to EEDI.

The plan covered the span of EEDI issues which we wanted to address, and was further developed in the context of the killing of George Floyd and the Black Lives Matter surge which followed. We wanted to place an explicit focus on anti-racism. Members of the SafeLives community – staff, Trustees, Pioneers, partner organisations and individuals – pushed us to think more deeply and act with more structure, leadership and urgency about this.

It has taken time, mistakes, and perseverance by amazing people to make progress on this plan. A heartfelt thank you is due to team members and colleagues alongside the organisation who put in a lot of effort to pull the EEDI plan together and start to implement the actions in it. Following this initial plan, we have since published a renewed EEDI plan for 2021/22, and are fully committed to its implementation.

Our staffing picture

Our staff team are talented, passionate and committed. Each new starter receives domestic abuse awareness training, and we are also running leadership training for all managers, as well as delivering learning and development on communications, project management, equality and diversity, mental health first aid and economic abuse.

The last year has seen us place even greater focus on supporting our staff through the coronavirus crisis. We have quickly mobilised to home working, making greater use of digital platforms to stay connected with each other. We are continuing to monitor the situation and are working closely with the team to ensure everyone feels supported and safe.

The team has had to be particularly resilient this year, adapting to all the many demands of Covid, and continuing to deliver our ambitious strategy. We are delighted the team has grown over the past year, and we have now grown further to 93 staff since year end.

We are also proud to work with a fantastic team of associates who help extend our work and impact. A huge thanks to everyone for their hard work this year.

We continue to work across most of the UK. Our team in Scotland are going from strength to strength, building new relationships and exploring exciting new areas of work. We have a formal Practice Lead for Wales and

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hope to soon be working in partnership with key colleagues there more closely. At the moment we don’t have capacity to work in Northern Ireland, but we continue to provide advice and assistance where we can and doing more work there remains an aspiration.

Our Trustees continue to have overall responsibility for the management of the charity and guide us with their wide experience from a range of fields. As well as our formal Trustees, we have grown our Scottish Advisory Group, and are extremely appreciative of their time and input.

Partnerships

We continue to develop our partnerships and grow our strategic intent to be an ally to other organisations, including the smallest and most specialist. We are proud to have secured grants for smaller sector members during the Covid-19 crisis, and we continue to be a voice for those who need it. We still have work to do in this area and are particularly keen to grow our relationships with mental health organisations and serious violence leads in particular, in the coming year.

Our supporters

We would like to send a special thanks to each and every person who has supported us over 2020/21, with individual donations, challenge events, fundraising events, volunteering and through lending their experience in lots of different ways.

Historically most of our fundraising has been from trusts and statutory sources and private donors. We have continued to broaden our income streams to include events, community and corporate fundraising.

A huge thank you to everyone who has supported SafeLives’ work this year. We cannot end domestic abuse alone. Through the support of trusts and foundations, corporates, Governments and individual givers we have been able to help thousands of families affected by domestic abuse, saving lives and helping people to live the lives they want in safety.

Aurum Trust

Buchanan Programme and Edward Blain

Bleu Blanc Rouge Foundation

Charles Russell Speechlys Foundation City Bridge Trust, the funding arm of The City of London Corporation’s charity, Bridge House Estates

Comic Relief

De Spicer Family Fund

Tampon Tax Fund Dulverton Trust Esmée Fairbairn Foundation

Fabrix

Garfield Weston Foundation Home Office

John Ellerman Foundation

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Legal Education Foundation Mills & Reeve Charitable Trust National Lottery Community Fund National Lottery Community Fund Scotland NatWest Oak Foundation Peter Cundill Foundation PlayTech Private family foundation managed by Greenwood Place Queen Anne's Gate Foundation

The Julia and Hans Rausing Trust The Rayne Foundation Scottish Government Segelman Trust Vodafone Kate Wilkinson and Harry Gaskell

Mr. W. Randall Work and Mrs. Jeanne M. Work

If you would like to support our work please get in touch – we’d love to hear your fundraising ideas! You can contact us on fundraising@safelives.org.uk

3. Plans for future periods

In October 2018, we launched our strategy which seeks to provide a Whole Picture response to domestic abuse.

Our strategy sets out that during 2018-21 we will:

In everything we do, the expert voice of frontline practitioners and the authentic voice of survivors will be a prominent and vital part. We will keep expanding the opportunities for those with lived experience to speak for themselves, in their own voices, and be heard by those who can make change.

In September 2021 we have refreshed and updated the strategic plan, to take account of the changed environment since it was first written in 2018. The plan’s priorities for the future are now as follows:

Strategic Priority One: Act before someone harms or is harmed

We want to understand the cultural and societal influences which lead young people into harming others. What needs to happen within our families, communities and society as a whole to stop abuse from ever starting in the first place?

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From 2021 – 2024 we aim to:

Strategic Priority Two: Identify and stop harmful behaviours

We look at long-term solutions to tackle domestic abuse. To reduce the number of victims, we must challenge perpetrators to stop. From 2021 – 2024 we aim to:

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Strategic Priority Three: Increase safety for those at risk

80% of victims never call the police about their abuse. When they do reach out for support, in whatever form that takes, we will work to ensure they get the help they need. From 2021 -2024 we aim to:

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victim/survivors from being able to speak out, whether because of discriminatory practice, concerns about language or immigration status, fears about disclosing sexuality, the risk of isolation or confidentiality concerns for older or more geographically isolated individuals, lack of access to online technologies, or any other reason.

Strategic Priority Four: Support people to live the life they want after harm occurs

We firmly believe there is no ‘them and us’. Only us. We are passionate about supporting survivors to live the life they want. From 2021 – 24 we aim to:

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those survivors who might be deemed ‘able to cope’ by reason of their financial or professional position.

Strategic Priority Five: SafeLives is an effective and sustainable organisation

Operating model and organisational development – we will:

EEDI – we will:

Staff engagement, support, learning and development - we will:

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flourish in their role and continue to develop and extend our pool of associates. Continue to support staff wellbeing including through clinical supervision.

Infrastructure - we will:

4. Structure, governance & management

SafeLives is a charitable company limited by guarantee, incorporated on 11 August 2004, and registered as a charity on 18 November 2004. The organisation was established under a Memorandum of Association, which established the objects and powers of the organisation, and is now governed by its Articles of Association (as updated in 2018).

Apart from 1 Trustee who is remunerated for her services as a Trustee and as a Pioneer, all Trustees give their time voluntarily, and receive no benefits from the charity. The charity’s governing document permits the payment of Trustees, and this was also cleared with the Charity Commission. Details of this remuneration, and of expenses reclaimed from the charity are set out in note 7 to the financial statements.

Governance

Trustees are appointed for a 3-year term that may be renewed for another 3 years. Trustees are selected on the basis of their skills and experience, and to ensure an appropriate mix of skills and diversity in the Board. There is a full induction programme for new Trustees and the chance to observe different activities of SafeLives.

The Trustees are responsible for the governance of the charity according to the terms of the Articles of Association. They have delegated authority for the day-to-day running of the charity to the CEO. They have created a Finance Committee that is responsible for overseeing the finances of the charity and for making recommendations to the full Board. The CEO, the Head of Finance, and other senior managers attend the Finance Committee meetings.

The Trustees have also established a Remuneration Committee of three Trustees that is responsible for approving the overall remuneration policy of the charity and, in particular, the remuneration of the CEO and the Directors. The Remuneration Committee meets when necessary but at least once a year. The Remuneration Committee reviews the remuneration of the Executive team and key management personnel by reference to market rates and external benchmarks.

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The Nominations Committee oversees and makes recommendations to the Board with respect to Trustee appointments, and reviews the size, mix and composition of skills and experience of the Board. This Committee also advises the Board on the recruitment of the Chief Executive, and on succession planning with respect to Trustees and key management personnel.

Full Trustee and Finance Committee Meetings are held on a quarterly basis.

Organisational Structure and Management

The charity is led by the CEO and the Senior Leadership Team of Executive Directors. We have a strong operational management team consisting of the heads of each team who are responsible for the creation and delivery of our operating plan, the tight oversight of our finances and development and support of our staff.

The average number of employees, on a full-time equivalent basis, for the year has increased from 73 to 75.

Risk Management

Risk management remains one of the most important responsibilities of the Board of Trustees. The charity maintains a Risk Register, which tracks a range of risks to the organisation, including those posed by changes in the sector, demand for services, levels of funding and staffing. The Register is reviewed at every quarterly Trustee meeting and any changes in risk levels are noted and a mitigation plan is in place for each.

The Risk Register considers the risks facing the charity grouped into 6 categories: organisational resilience – people; organisational resilience – systems; partnerships; environment; funding and delivery.

The 3 highest risks currently on the Risk Register are as follows:

Organisational Resilience – People: The Covid-19 Pandemic put the staff team under a lot of new and unexpected pressures and meant that we had to quickly adapt and work in new and different ways. We continue to look at how we support the full range of needs across the whole staff team, to manage risks such as burn out and mental health issues. Remote recruitment, induction and integration of the many new staff who have joined in the last year has also thrown up new challenges.

Environment . Whilst our funding for 2021/22 is secure, and we have a credible and prudent budget for 2021/22, the longer-term funding outlook is particularly uncertain. We will need to work closer than ever before with both the national government in Westminster and the devolved governments in order to secure longer term multi-period funding beyond 2022 for both our sector and ourselves.

Partnerships and delivery . There have been many changes to the SafeLives staff team in 2020/21 and since year end, not least a high number of new starters. This has inevitably had an impact on the delivery of some programmes and projects, which was to be expected. We are, on the positive side, excited about the fresh energy and ideas all the new staff members are starting to bring to our work. Our key partnerships with other organisations in the sector have broadened and deepened over the last year with a lot of collaborative work on issues such as perpetrator work, the response to the DA Bill and the sector response to the pandemic. We

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don’t want to lose any of the benefits from this closer working, and we would also like to build on it, for example with more collaborative work around Men and Boys Voices work.

SafeGuarding, Serious and Critical Incidents

We continue to take our responsibility to the safety of those who are experiencing / have experienced domestic abuse and our staff, associate team, Pioneers and Trustees seriously. We know that many of us are in both groups. Jo Gordon (Chief Operating Officer) is the designated safeguarding lead. Susie Hay (Head of Research, Evaluation and Analysis) is the deputy designated safeguarding officer. Both are experienced in working with safeguarding issues and have regular update training. We have a team of safeguarding champions who are trained to be the first point of contact for any member of staff with any safeguarding concerns. All staff have regular training and know what they need to do when they have any concern about someone’s welfare. This system works effectively, and we report to the Board any issues that have been raised on a quarterly basis.

We also report on any critical incidents and explain what action has been taken to review and learn. There were no such reports made in 2020/21. (2020:5)

There have been no serious incidents to be referred to the Charity Commission reported by SafeLives either in its own right, or in connection with any of our projects being carried out with project partners, during the last 12 months.

5. Financial Review

Total income in the year to June 2021 was £8,262k, representing an increase of £1,271k or 18.2% on the prior year. The main year on year income changes are as follows:

Income £000’s 2020/21 2019/20 **Change **
Capacitybuilding Training 1,386 1,218 168
Practice 626 653 (27)
Scotland 323 275 48
Innovation Drive 1,776 954 822
Beacons 1,147 1,352 (205)
Other 699 164 535
Research 215 218 (3)
Influencing 121 80 41
Unrestrictedgrants & Donations 517 518 (1)
Investment income 5 13 (8)
Sub-total 6,815 5,445 1,370
NatWest Circle Fund - 1,000 (1,000)
Covid-19grants and donations 1,447 546 901
Total income 8,262 6,991 1,271

Income from our “traditional” sources increased by £1,370k from £5,445k in 2019/20 to £6,815k in 2020/21.

The biggest increase in income this year was in respect of the Drive project. The additional funding has enabled us to increase the central Drive team in order to support more perpetrator work in more areas.

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Other Innovation income has increased by £535k this year, due to new funds of £398k from the Tampon Tax to fund the Your Best Friend project. This income funds both SafeLives’ work on the project, plus the work of the project partners in England and Wales. A further £97k of new income was secured to fund various Safe Young Lives projects.

Training income in 2020/21 is £168k higher than previous year, as the 4[th] quarter’s training income in 2019/20 was severely impacted by the pandemic and training courses being cancelled or deferred. By October 2020, we had started to offer all courses via a menu of on-line delivery options, with the infrastructure to develop the platform to do that being funded by a Home Office Covid-19 grant.

Following receipt of £546k of Covid-19 funds in 2019/20, a further £1,447k of Covid 19 funds has been received in 2020/21. The largest item of Covid-19 funding received in 2020/21 was a joint £1.0m grant from the National Lottery Community Fund (NLCF) and the Department for Culture, Media and Sport (DCMS), to fund SafeLives and our 10 coalition partners in leading the sector’s response to the pandemic. £724k of this grant had been distributed to the partners by 30th June 2021.

Costs have increased by £1,267k from £6,067k in 2019/20 to £7,334k in 2020/21. The movement in costs is as follows:

Costs £000’s 2020/21 2019/20 **Change **
CapacityBuilding Training 1,128 1,208 (80)
Practice 516 731 (215)
Scotland 260 249 11
Innovation in Practice Drive 1,320 1,180 140
Beacons 1,144 1,325 (181)
Other 635 207 428
Research 178 294 (116)
Influencing 337 315 22
Support 378 343 35
Governance 29 32 (3)
Cost of raisingfunds 170 183 (13)
NatWest Circle Fund 291 - 291
Covid-19 costs 948 - 948
Total Costs 7,334 6,067 1,267

The largest cost increases this year have been for Innovation, the NatWest Circle Fund and Covid-19 costs.

£379k of the £428k increase in Innovation costs relates to the first year’s cost on the Your Best Friend project.

Following receipt of the £1m NatWest Circle fund in late 2019/20, £291k of the fund has been spent this year, split between £264k of grants to services (who in turn to make direct grants to survivors) and £27k of costs to administer the funds.

£727k of the Covid-19 costs relates to grants made to partners. (£724k re the NLCF/DCMS grant; £3k to other partners).

Payments made through to project partners have increased considerably in 2020/21, due to the increased collaborative work undertaken on the Covid-19 Coalition, and the Your Best Friend project. Project partner payments have been as follows:

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Partner costs £000’s 2020/21 2019/20 **Change **
Drive 693 631 62
Beacons 967 1,050 (83)
Your Best Friend 274 - 274
Covid-19 727 - 727
Total 2,661 1,681 980

Excluding these payments to our partners, and income and costs on the NatWest Circle survivor fund, the income attributable directly to SafeLives own work was £5,310k (2020: £4,310k) and the related expenditure was £4,382k (2020: £4,386).

Reserves

SafeLives holds a mix of restricted and unrestricted reserves.

Restricted reserves represent the unspent balance of restricted income received by the charity, where the funding is allocated to specific charitable activities and projects. Restricted reserves will be applied to the future funding of those specific activities and projects for which the funds were intended.

Unrestricted reserves are held to fund and support the overall operation of the charity and can be applied by the charity to fund any aspect of the charity’s operations. Unrestricted reserves are also held as a buffer to enable the charity to (a) withstand any short term cashflow and working capital shortfalls; (b) mitigate against the financial impact of risks identified in the Risk Register, and (c) to cover any unforeseen expenditure. Additional funds granted/donated this year and last year to help fund SafeLives through the Covid-19 pandemic have been allocated to a designated fund, which will be used to fund the additional costs of our response to Covid-19 and to replace income which has been lost due to Covid-19.

A new designated fund has been created this year to ring-fence funds to enable planned work against strategic priorities, in support of the updated and refreshed strategic plan.

Total reserves have increased by 37% from last year end’s £2,518k to stand at £3,446k this year. The main movements on reserves are as follows:

Reserves balances £000’s 30th June 2021 30th June 2020 **Change **
Unrestricted funds 1,197 874 323
Designated funds: Covid-19 525 430 95
Designated funds: strategic initiatives 294 0 294
Total unrestricted and designated funds 2,016 1,304 712
Restricted funds: NatWest Circle Fund 709 1,000 (291)
Restricted funds: Drive 471 58 413
Restricted funds: Other 250 156 94
Total restricted funds 1,430 1,214 216
Total funds 3,446 2,518 928

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Unrestricted reserves have increased from £874k as at June 2020 to £1,197k at June 2021. During the year, the Trustees have reviewed the Charity’s reserves policy as part of their annual review of going concern, and also taking account of the Risk Register and the operational and financial challenges brought about by the pandemic. As a result of this review, the Trustees have set a new unrestricted reserves target range. Unrestricted reserves should be maintained at a level of 3 – 6 months core operating costs. Core operating costs are defined as total costs excluding (a) grants made from the NatWest Circle fund (b) payments to project partners from restricted funds and (c) variable costs of paying associates. As at June 2021, unrestricted reserves represented 3.8 months of core operating costs (2020: 2.7 months).

Reserves continued to be invested in cash, with cash balances being placed on deposits of varying terms. Cash balances have increased this year by £882k from £3,593k to £4,475k, principally due to the (a) receipt of further Covid-19 emergency grants (b) the receipt of Drive funds in advance of expenditure and (c) an increase in deferred income receipts. The remaining NatWest funds are scheduled to be spent over the next 2 financial years, and the Covid-19 funds should be fully utilised by June 2022, with cash balances in June 2022 anticipated to be at a considerably lower level.

Best Practice in Fundraising

We strive to be open and transparent in our fundraising approach, and in how we obtain, store, and use donor information, with the consent of the donor.

We have a fundraising complaints procedure which can be found on our website: http://www.safelives.org.uk/about-us/contact-us/complaints

We also have an easy way to make a complaint directly on the fundraising area of the website. No complaints were received in 2020/21.

We strive for best practice in fundraising. We are registered with the Fundraising Regulator, complying with its Fundraising Promise: - https://www.fundraisingregulator.org.uk/code/fundraising promise We voluntarily signed up to join the Regulator in 2017.

Responsible use of personal data is at the heart of our fundraising practice.

We conducted a full review and audit of how we use and store personal data, not just for fundraising, but across the whole organisation in readiness for the EU General Data Protection Regulations (GDPR), which came into effect in May 2018, and since then have continued to keep our data protection policies and procedures up to date.

Going Concern

The Trustees have reviewed the charity’s plans and forecasts and the risk register and have concluded that there are no material risks or uncertainties which would bring into doubt the charity’s ability to continue to operate as a going concern into the foreseeable future.

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In making this going concern assessment, the Trustees have considered the impact of Covid-19 on this year’s actual and next year’s predicted outturn. The biggest negative impact of Covid-19 was the sudden reduction in training activity and income in the final quarter of 2019/20, which continued into the first quarter of 2020/21. This training activity and income has not however been irrevocably “lost” – it has been deferred into 2020/21, and the delivery of training remotely started at scale in October 2020.

The charity has been very successful at securing new sources of Covid-19 emergency grant income, with £546k being recognised in 2019/,20, and a further £1.4m of funds being received in 2020/21. A final instalment of Covid-19 grant income of £150k has also been received in 2021/22.

In addition to the Covid-19 funds, SafeLives has secured new restricted income in 2020/21 from a variety of sources to fund various projects thought 2021/22 and into 2022/23. Further grant awards since year end have also helped to improve the funding outlook for 2021/22 and beyond.

The going concern assessment also takes into account the charity’s flexible cost model. SafeLives was able to respond quickly to the reduced level of training income in quarter 4 by reducing the cost of associate trainers, reducing venue costs, minimising travel and subsistence costs, and placing a significant number of staff on furlough. Further cost savings have also been achieved through reducing office space requirements and renegotiating office costs. In the event of Covid-19 causing material income reductions in the future, then similar cost reduction measures would be implemented again, in order to minimise the net adverse effect on cashflows and reserves.

The Trustees have also reviewed, simplified, and increased the level of the charity’s unrestricted reserves, in the light of the risks the charity now faces, and taking into account the learnings from how the pandemic impacted our operating and financial model.

Statement of responsibilities of the trustees

The Trustees (who are also directors of SafeLives for the purposes of company law) are responsible for preparing the Trustees’ annual report 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 these financial statements, the Trustees are required to:

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

In so far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 30 June 2021 was 10 (2020: 11. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Small Company Exemption

The Trustees’ annual report has been prepared in accordance with the special provisions applicable to companies subject to the small companies’ regime.

Auditors

Sayer Vincent LLP were re-appointed as the charitable company's auditors during the year and have expressed their willingness to continue in that capacity.

The Trustees’ annual report has been approved by the Trustees on 7[th] December 2021 and signed on their behalf by

Isabel Boyer Chair

7[th] December 2021

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Opinion

We have audited the financial statements of SafeLives (the ‘charitable company’) for the year ended 30 June 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities 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 SafeLives’ 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.

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Other Information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our 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.

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 trustees’ annual report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of company law) are

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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

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

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

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

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

33

Independent auditors’ report

To the members of

SafeLives

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of noncompliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

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 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. 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 members as a body, for our audit work, for this report, or for the opinions we have formed.

Fleur Holden (Senior statutory auditor) 15 December 2021

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

34

SafeLives

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 30 June 2021

Note
Income from:
2
3.1
3.2
3.3
3.4
4
5
5
5
5
5
NatWest Circle Fund
5
Covid-19 related activity
5
(being net income/(expenditure) for the year)
Transfers between funds
16
Net movement in funds after transfers
Reconciliation of funds:
16
16
Donations
Charitable activities
Capacity Building
Raising funds
Total expenditure
Charitable activities
Innovation in Practice
Research
Innovation in Practice
Capacity Building
Research
Investments
Total income
Expenditure on:
Influencing
Influencing
Net movement in funds
Total funds carried forward
Total funds brought forward		 Unrestricted

£
516,516
1,429,484
-
68,026
-
5,075		 Designated
£
1,447,078
-
-
-
-
-		 Restricted
£
-
905,485
3,621,895
147,179
121,167
-		 2021
Total
£
1,963,594
2,334,969
3,621,895
215,205
121,167
5,075		 Unrestricted
£
517,957
1,340,602
-
52,076
-
13,442		 Designated
£
545,599
-
-
-
-
-		 Restricted
£
1,000,000
805,102
2,470,515
165,681
80,000
-		 2020
Total
£
2,063,556
2,145,704
2,470,515
217,757
80,000
13,442
2,019,101 1,447,078 4,795,726 8,261,905 1,924,077 545,599 4,521,298 6,990,974
176,879
1,298,352
55,540
40,468
234,543
-
-		 -
-
-
-
-
-
948,077		 -
837,694
3,165,781
164,925
121,167
290,801
-		 176,879
2,136,046
3,221,321
205,393
355,710
290,801
948,077		 190,436
1,481,628
54,965
86,193
229,271
-
-		 -
20,000
-
-
-
-
-		 -
914,342
2,762,715
235,943
91,559
-
-		 190,436
2,415,970
2,817,680
322,136
320,830
-
-
1,805,782 948,077 4,580,368 7,334,227 2,042,493 20,000 4,004,559 6,067,052
213,319
109,896		 499,001
(109,896)		 215,358
-		 927,678
-		 (118,416)
95,643		 525,599
(95,643)		 516,739
-		 923,922
-
323,215 389,105 215,358 927,678 (22,773) 429,956 516,739 923,922
873,592 429,956 1,214,268 2,517,816 896,365 - 697,529 1,593,894
1,196,807 819,061 1,429,626 3,445,494 873,592 429,956 1,214,268 2,517,816

There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 16 to the financial statements.

35

SafeLives

Company no. 05203237

Balance sheet

As at 30 June 2021

Note
£
Fixed assets:
11
Current assets:
12
836,395
17
3,008,854
17
1,465,949
5,311,198
Liabilities:
13
1,865,704
16
16
16
Cash at bank and in hand
Tangible assets
Short term cash deposits
Creditors: amounts falling due within one year
Net current assets
Total net assets
Total charity funds
Debtors
Restricted income funds
Unrestricted income fund
The funds of the charity:
Designated income fund		 Note
£
Fixed assets:
11
Current assets:
12
836,395
17
3,008,854
17
1,465,949
5,311,198
Liabilities:
13
1,865,704
16
16
16
Cash at bank and in hand
Tangible assets
Short term cash deposits
Creditors: amounts falling due within one year
Net current assets
Total net assets
Total charity funds
Debtors
Restricted income funds
Unrestricted income fund
The funds of the charity:
Designated income fund		 2021
£
-
3,445,494		 £
445,511
1,862,996
1,730,214		 2020
£
-
2,517,816
5,311,198
1,865,704		 4,038,721
1,520,905
3,445,494 2,517,816
1,429,626
1,196,807
819,061		 1,214,268
873,592
429,956
3,445,494 2,517,816

Approved by the trustees on 7th December 2021 and signed on their behalf by

Isabel Boyer Chair

36

SafeLives

Statement of cash flows

For the year ended 30 June 2021

Reconciliation of net income to net cash flow from operating activities

Note
Interest from investments
(Increase)/decrease in debtors
Increase in creditors
17
17
Net cash provided by operating activities
Cash flows from investing activities:
Interest from investments
Net cash provided by investing activities
Cash and cash equivalents at the beginning of the
year
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Net income for the reporting period
(as per the statement of financial activities)
Net cash provided by operating activities		 2021
£
927,678
(5,075)
(390,884)
344,799		 2020
£
923,922
(13,442)
675,727
64,850
876,518 1,651,057
876,518
5,075		 1,651,057
13,442
5,075 13,442
881,593
3,593,210		 1,664,499
1,928,711
4,474,803 3,593,210

37

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the Trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

The Trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

As more fully considered in the Trustees report the Trustees have reviewed the ongoing impact of the Covid-19 pandemic on the charity's operations and ability to continue as a going concern into the foreseeable future, and have concluded there are no material uncertainties in this regard.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Grants payable are made to third parties in furtherance of the charity's objects. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

Support costs include central functions and are allocated to activity cost categories on a basis consistent with the use of resources.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

38

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

m) Operating leases

Rental charges are charged on a straight line basis over the term of the lease. Rental incentives (such as rent free periods) are spread over the term of the lease.

n) Tangible fixed assets

 Leasehold improvements

Over the minimum lease period

o) Debtors

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

p) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Short term deposits are cash deposits with more than 3 months' maturity.

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.

r) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

s) Pensions

The charitable company makes defined contributions to personal pension plans for employees. The annual contributions payable are charged to the Statement of Financial Activities as they fall due. The company complies with the current requirements in respect of pensions auto-enrolment.

2 Donations & grants

Unrestricted
£
-
100,000
50,000
105,241
-
261,275
-
-
-
-
-
-		 Designated
£
-
-
-
-
-
-
999,951
96,800
150,000
-
-
200,327		 Restricted
£
-
-
-
-
-
-
-
-
-
-
-
-		 2021
Total
£
-
100,000
50,000
105,241
-
261,275
999,951
96,800
150,000
-
-
200,327		 Unrestricted
£
106,667
100,000
100,000
-
-
211,290
-
-
-
-
-
-		 Designated
£
-
-
-
-
-
-
-
-
-
150,000
160,000
235,599		 Restricted
£
-
-
-
-
1,000,000
-
-
-
-
-
-
-		 2020
Total
£
106,667
100,000
100,000
-
1,000,000
211,290
-
-
-
150,000
160,000
235,599

All Covid-19 grants and donations received in the year have been classified as designated funds.

There were no restricted funds received in the current year, other than those allocated to specific charitable activities, as per note 3.

39

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

Scotland
Fee income
Scottish Government grants
National Lottery Community Fund Scotland
Other Training grants
Sub-total for Training
3.1 Capacity Building
Training
Fee income
Practice
Sub-total for Practice
Fee income
Standing Together - Health Pathfinder project grant
Home Office - Core Functions grant
Other Practice & consultancy grants
Capacity Building Total
Sub-total for Scotland		 Unrestricted
£
1,252,117
-		 Restricted
£
-
133,865		 2021
Total
£
1,252,117
133,865		 Unrestricted
£
1,160,555
-		 Restricted
£
-
56,721		 2020
Total
£
1,160,555
56,721
1,252,117
101,701
-
-
-		 133,865
-
406,121
-
117,999		 1,385,982
101,701
406,121
-
117,999		 1,160,555
87,893
-
-
-		 56,721
3,450
406,138
52,876
102,917		 1,217,276
91,343
406,138
52,876
102,917
101,701
75,666
-
-		 524,120
-
111,500
136,000		 625,821
75,666
111,500
136,000		 87,893
92,154
-
-		 565,381
-
50,000
133,000		 653,274
92,154
50,000
133,000
75,666 247,500 323,166 92,154 183,000 275,154
1,429,484 905,485 2,334,969 1,340,602 805,102 2,145,704
3.2 Innovation in Practice 2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Drive
MOPAC (Police Transformation Fund) - 148,099 148,099 - 548,401 548,401
National Lottery Community Fund - 907,588 907,588 - 205,438 205,438
The Home Office - 402,928 402,928 - - -
Funding from Police & Crime Commissioners - 137,544 137,544 - 67,500 67,500
Funding from grant making trusts - 74,998 74,998 - 131,010 131,010
Miscellaneous - 104,358 104,358 - 2,148 2,148
Sub-total for Drive - 1,775,515 1,775,515 - 954,497 954,497
Beacons
National Lottery Community Fund (Women's Aid) - 677,714 677,714 - 659,434 659,434
Funding from grant making trusts - 92,000 92,000 - 195,114 195,114
Funding from local partners - 377,080 377,080 - 489,485 489,485
Miscellaneous - 98 98 - 7,997 7,997
Sub-total for Beacons - 1,146,892 1,146,892 - 1,352,030 1,352,030
Incubator team - Aurum Trust grant - 99,998 99,998 - 100,002 100,002
Tampon Tax Funding re Your Best Friend Project - 397,981 397,981 - - -
Innovation team funding from grant making trusts - 104,896 104,896 - 63,986 63,986
Safe Young Lives projects - 96,613 96,613 - - -
Innovation in Practice Total - 3,621,895 3,621,895 - 2,470,515 2,470,515
3.3 Research 2021 2020
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Fee income 68,026 - 68,026 52,076 3,500 55,576
Home Office - Core Functions grant - 105,879 105,879 - 105,863 105,863
Other grants for Research team - 41,300 41,300 - 56,318 56,318
Research Total 68,026 147,179 215,205 52,076 165,681 217,757

3.4 Influencing Grants re public affairs work Donation re public affairs work Influencing Total

Bank interest

Unrestricted
£
-
-		 Restricted
£
96,167
25,000		 2021
Total
£
96,167
25,000		 Unrestricted
£
-
-		 Restricted
£
55,000
25,000		 2020
Total
£
55,000
25,000
- 121,167 121,167 - 80,000 80,000
Unrestricted
£
5,075		 Restricted
£
-		 2021
Total
£
5,075		 Unrestricted
£
13,442		 Restricted
£
-		 2020
Total
£
13,442
5,075 - 5,075 13,442 - 13,442

40

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

5
2021
Capacity Building
Training
Practice
Scotland
Innovation in Practice
Drive
Beacons
Your Best Friend
Other innovation projects
Safe Young Lives
Research
Influencing
NatWest Circle Fund
Covid-19 related activity
Total expenditure 2021
2020
Capacity Building
Training
Practice & consultancy
Scotland
Innovation in Practice
Drive
Beacons
Other
Research
Influencing
Total expenditure 2020
Support and governance costs
Direct Staff Costs
Delivery Costs
IT Costs
Office Costs
Other Costs
Analysis of expenditure
Charitable Activities
Costs of raising funds
Charitable Activities
Costs of raising funds		 Expenditure Expenditure charged to
Activities
Grant funding
Other funding of
Support
undertaken
of activities
activities
& governance
Total
directly
via partners
via partners
Costs
Costs
£
£
£
£
£
169,955
-
-
6,924
176,879		 Unrestricted
Designated
Restricted
Total
Income
Income
Income
Income
£
£
£
£
176,879
-
-
176,879
1,128,065
-
-
127,086
1,255,151
516,176
-
-
69,665
585,841
259,679
-
-
35,375
295,054		 1,141,353
-
113,798
1,255,151
88,222
-
497,619
585,841
68,777
-
226,277
295,054
1,903,920
-
-
232,126
2,136,046		 1,298,352
-
837,694
2,136,046
627,559
649,904
42,615
42,593
1,362,671
176,268
-
967,913
26,379
1,170,560
105,809
273,564
-
18,608
397,981
182,026
-
-
26,744
208,770
73,188
-
-
8,151
81,339		 -
-
1,362,671
1,362,671
-
-
1,170,560
1,170,560
-
-
397,981
397,981
55,540
-
153,230
208,770
-
-
81,339
81,339
1,164,850
923,468
1,010,528
122,475
3,221,321
178,171
-
-
27,222
205,393
337,289
-
-
18,421
355,710
26,533
263,750
-
518
290,801
221,253
724,390
2,434
-
948,077		 55,540
-
3,165,781
3,221,321
40,468
-
164,925
205,393
234,543
-
121,167
355,710
-
-
290,801
290,801
-
948,077
-
948,077
4,001,971
1,911,608
1,012,962
407,686
7,334,227		 1,805,782
948,077
4,580,368
7,334,227
Expenditure charged to
Activities
Grant funding
Other funding of
Support
undertaken
of activities
activities
& governance
Total
directly
via partners
via partners
Costs
Costs
£
£
£
£
£
182,857
-
-
7,579
190,436		 Unrestricted
Designated
Restricted
Total
Income
Income
Income
Income
£
£
£
£
190,436
-
-
190,436
1,208,042
-
-
92,647
1,300,689
731,352
-
-
68,957
800,309
249,285
-
-
65,687
314,972		 1,110,851
-
189,838
1,300,689
247,882
20,000
532,427
800,309
122,895
-
192,077
314,972
2,188,679
-
-
227,291
2,415,970		 1,481,628
20,000
914,342
2,415,970
549,334
591,272
39,728
51,401
1,231,735
275,171
-
1,050,000
30,307
1,355,478
207,274
-
-
23,193
230,467		 -
-
1,231,735
1,231,735
-
-
1,355,478
1,355,478
54,965
-
175,502
230,467
1,031,779
591,272
1,089,728
104,901
2,817,680
293,839
-
-
28,297
322,136
314,412
-
-
6,418
320,830		 54,965
-
2,762,715
2,817,680
86,193
-
235,943
322,136
229,271
91,559
320,830
4,011,566
591,272
1,089,728
374,486
6,067,052		 2,042,493
20,000
4,004,559
6,067,052
2021
2021
2021
Support
Governance
Support
& governance
£
£
£
265,293
11,369
276,662
3,516
500
4,016
88,078
-
88,078
14,324
-
14,324
7,056
17,550
24,606
378,267
29,419
407,686		 2020
2020
2020
Support
Governance
Support
& governance
£
£
£
242,043
13,065
255,108
15,871
1,250
17,121
64,816
-
64,816
18,271
-
18,271
2,130
17,040
19,170
343,131
31,355
374,486

41

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

6 Net income / (expenditure) for the year

This is stated after charging:

This is stated after charging:
2021 2020
£ £
Depreciation (note 11) - -
Operating lease rentals:
Property - lease 41,216 43,204
Other 2,610 3,480
Auditors' remuneration (excluding VAT):
Audit - current year 13,250 13,000

7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel Staff costs were as follows:

Staff costs were as follows:
Salaries and wages
Social security costs
Redundancy and termination costs
Costs related to self employed associates
Employer’s contribution to defined contribution pension schemes		 2021
£
2,601,898
4,865
260,946
150,394		 2020
£
2,515,213
17,992
251,280
153,477
3,018,103
673,381		 2,937,962
509,304
3,691,484 3,447,266

The following number of employees received employee benefits (excluding employer pension and national insurance costs) during the year between:

2021 2020
No. No.
£70,000 - £79,999 3 3
£80,000 - £89,999 1 1

The total employee benefits including employer pension contributions and employer's national insurance of the key management personnel were £336,264 in respect of 4 employees (2020: £327,374 in respect of 4 employees).

One Trustee received remuneration during the year (a) for services provided as a Trustee and (b) for services provided as a Pioneer. The payment for services provided as a Trustee is permitted under the charity's governing document. The payment for services as a Pioneer were agreed on exactly the same terms as other non-Trustee Pioneers.

Trustees' expenses represent the payment or reimbursement of travel and subsistence costs totalling £nil (2020: £460) incurred by no (2020: 4) members relating to attendance at meetings of the trustees.

Pensions

Pensions
2021 2020
£ £
Pension amounts outstanding at 30 June 17,205 16,368

42

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

8 Staff numbers

The average number of employees (based on headcount) during the year was 82 (2020: 80).

The average number of employees (based on full-time equivalent of staff employed) during the year was as follows:

Fundraising
Capacity building
Innovation in practice
Research
Influencing
Support		 2021
No.
3
30
21
5
5
11		 2020
No.
3
30
16
10
6
8
75 73

9 Related party transactions

As noted in note 7 above, Ursula Lindenberg received remuneration during to year (a) for services provided as a Trustee and (b) for services provided as a Pioneer. The payment for services provided as a Trustee is permitted under the charity's governing document. The payment for services provided as a Pioneer were agreed on exactly the same terms as other non-Trustee Pioneers.

Kelly Rust, Trustee, is a Director at The London Community Foundation. Kelly Rust took no part in the decision made by the London Community Foundation to award the Drive project a £31,000 grant in 2019/20 (included as part of the £131,010 Drive funding in 2019/20 see note 3.2 above).

There were no amounts owing to or from any related party as at 30 June 2021 (2020: none).

During the year, SafeLives received no donations from connected parties (2020: none).

10 Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

11 Tangible fixed assets

At the end of the year
At the start of the year
At the start of the year
Additions in year
At the end of the year
Depreciation
Net book value
At the start of the year
Charge for the year
At the end of the year
Cost		 Leasehold
improvements
£
36,237
-		 Total
£
36,237
-
36,237 36,237
36,237
-		 36,237
-
36,237 36,237
- -
- -

All of the above assets are used for charitable purposes.

43

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

12 Debtors

Debtors
Accruals
Taxation and social security
Deferred income (note 14)
Other creditors
Trade creditors
Trade debtors
Prepayments
Other debtors
Accrued income
Creditors: amounts falling due within one year		 2021
£
265,272
17,235
85,888
468,000		 2020
£
112,783
42,277
123,483
166,968
836,395 445,511
2021
£
119,387
80,695
44,703
553,291
1,067,628		 2020
£
76,345
69,135
25,834
368,985
980,606
1,865,704 1,520,905

13 Creditors: amounts falling due within one year

14 Deferred income

The deferred income balance relates to income received in respect of programmes to be delivered in the next financial year.

Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year
Fee income (Training, Insights and Consultancy)
Other projects (grants)
Deferred income is in respect of the following:		 2021
£
980,606
(980,606)
1,067,628		 2020
£
711,849
(711,849)
980,606
1,067,628 980,606
2021
£
698,042
369,586		 2020
£
655,425
325,181
1,067,628 980,606

15a Analysis of net assets between funds (current year)

Analysis of net assets between funds (current year)
Tangible fixed assets
Net current assets
Net assets at 30 June 2021		 General
designated
£
-
819,061		 General
unrestricted
£
-
1,196,807		 Restricted
£
-
1,429,626		 Total funds
£
-
3,445,494
819,061 1,196,807 1,429,626 3,445,494

44

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

15b
16a
Restricted funds:
Other Practice grants
Scotland
Capacity Building Total
Innovation in Practice
Incubator team - Aurum Trust grant
Tampon Tax Funding re Your Best Friend Project
Other Innovation grants
Safe Young Lives grants
Innovation in Practice total
Research total
Influencing
Support for Victims/Survivors of Domestic Abuse
Total restricted funds
General/unrestricted funds
Designated funds:
Covid-19 fund
Strategic initiatives
Total designated funds
Training grants
Grants & donations
Analysis of net assets between funds (prior year)
Training
Tangible fixed assets
Movements in funds (current year)
Total funds
Net assets at 30 June 2020
Core Functions
Other grants
Core Functions grant
National Lottery Community Fund Scotland
Scottish government grants
Beacons
Drive
Net current assets
Capacity Building
Research
Practice
NatWest Bank plc fund to directly help survivors of
domestic abuse.		 At 1 July
2020
£
42,285
-
-
32,151
-		 General
designated
£
-
429,956		 General
unrestricted
£
-
873,592		 Restricted
£
-
1,214,268		 Total funds
£
-
2,517,816
429,956 873,592 1,214,268 2,517,816
Income
£
133,865
406,121
117,999
136,000
111,500		 Expenditure
£
113,798
388,375
109,244
114,777
111,500		 Transfers
£
-
(17,746)
-
-
-		 At 30 June
2021
£
62,352
-
8,755
53,374
-
74,436 905,485 837,694 (17,746) 124,481
58,012
70,023
11,797
-
-
-		 1,775,515
1,146,892
99,998
397,981
104,896
96,613		 1,362,671
1,170,560
82,977
397,981
70,253
81,339		 -
-
-
-
-
-		 470,856
46,355
28,818
-
34,643
15,274
139,832 3,621,895 3,165,781 - 595,946
-
-		 105,879
41,300		 123,625
41,300		 17,746
-		 -
-
- 147,179 164,925 17,746 -
-
1,000,000		 121,167
-		 121,167
290,801		 -
-		 -
709,199
1,214,268 4,795,726 4,580,368 - 1,429,626
873,592
429,956
-		 2,019,101
1,447,078
-		 1,805,782
948,077
-		 109,896
(403,396)
293,500		 1,196,807
525,561
293,500
429,956 1,447,078 948,077 (109,896) 819,061
2,517,816 8,261,905 7,334,227 - 3,445,494

45

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

16a Movements in funds (current year continued)

The Core Functions grant was allocated 80:20 between the Practice and the Research teams. Activity and expenditure funded by this grant turned out to be higher than anticipated in the Research team, and lower in the Practice team, and so a transfer of £17,746 (2020: £40,262) was made between the two teams.

The transfer between unrestricted funds and designated Covid-19 funds is in respect of the following:

Costs of cancelling training courses March 2020
Deficit on training activity (April - September 2020)
Loss of other fee income in quarter 4 2019/20
Costs of developing remote training capability
Costs of dealing with funders and partners re Covid funds
Communications and PR activity around Covid 19
Stay Safe at Home project and support to services
Total transfer between funds		 2021
£
-
23,699
-
91,165
88,441
119,032
81,059		 2020
£
28,727
55,499
11,417
-
-
-
-
403,396 95,643

The transfer between unrestricted funds and the new designated fund to support strategic initiatives is to ring-fence funds set aside in the 2021/22 budget to further various projects and initiatives in support of the refreshed and updated Strategic Plan. The main pieces of work planned to be funded from this fund are as follows:

lanned to be funded from this fund are as follows:
Review of the risk led model
Expansion of Research capability, and update of key statistics
(including feasibility of a national perpetrator data set)
Review of equality, diversity and inclusion across SafeLives
Development of staff expertise re perpetrator work
Other projects
Total designated fund re. strategic initiatives		 £
130,000
82,500
45,000
20,000
16,000
293,500

46

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

16b Movements in funds (prior year)

Scotland
Scottish Government grants
Capacity Building Total
Innovation in Practice
Innovation in Practice total
Research total
Influencing
Support for Victims/Survivors of Domestic Abuse
Total restricted funds
General/unrestricted funds
National Lottery Community Fund Scotland
Aurum Trust - Incubator team
Training bursaries & grants
Practice and Consultancy
Restricted funds
Grants & donations
Other grants
Capacity Building
Training
NatWest Bank plc fund to directly help survivors of
domestic abuse.
Core Functions
Drive
Beacons
One Front Door
Research
Core Functions
Other grants
Other grants
Designated fund:Covid -19 fund
Total funds		 At 1 July
2019
£
212,155
555
-
41,228
-		 Income
£
56,721
406,138
159,243
133,000
50,000		 Expenditure
£
226,591
366,431
159,243
142,077
50,000		 Transfers
£
-
(40,262)
-
-
-		 At 30 June
2020
£
42,285
-
-
32,151
-
253,938 805,102 944,342 (40,262) 74,436
335,250
73,471
10,156
11,655
1,500		 954,497
1,352,030
-
100,002
63,986		 1,231,735
1,355,478
10,156
99,860
65,486		 -
-
-
-
-		 58,012
70,023
-
11,797
-
432,032 2,470,515 2,762,715 - 139,832
-
-		 105,863
59,818		 146,125
59,818		 40,262
-		 -
-
- 165,681 205,943 40,262 -
11,559
-		 80,000
1,000,000		 91,559
-		 -
-		 -
1,000,000
697,529 4,521,298 4,004,559 - 1,214,268
896,365
-		 1,924,077
545,599		 2,042,493
20,000		 95,643
(95,643)		 873,592
429,956
1,593,894 6,990,974 6,067,052 - 2,517,816

47

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

Purposes of principal restricted funds

Capacity Building

Training bursaries & grants

We have received funding for bursaries to allow practitioners from smaller charities to access our training.

Grants have been received from the Home Office and the Welsh Government to fund new training, in particular training to help professionals to work better with older victims of domestic abuse, and training for social workers working in children's services.

Practice & Consulatncy

The Practice team provides support and resources to help Maracs and professionals working in the domestic violence sector to improve their effectiveness so that all high-risk victims of domestic abuse receive a consistent, quality response. A significant part of the Practice team's work (and some of the Research team's work) is funded via the "Core Functions" grant from the Home Office.

National Lottery Community Fund Scotland (also allocated to Research)

The funding from National Lottery Community Fund Scotland is enabling SafeLives to work closely with professionals and survivors across Scotland over 3 years, to review current service provision, analyse gaps and make improvement recommendations.

Scottish Government grants

The Scottish government has continued to fund our MARAC development and support work this year, and has also awarded us extra grants to support the work we have done in Scotland helping services to respond to the challnges of Covid-19.

Innovation in Practice

Drive

This project (run in partnership with Respect & Social Finance and several delivery partners) addresses and challenges the behaviour of perpetrators of domestic abuse - the project is developing and testing innovative and different approaches with perpetrators across several pilot areas.

Beacons

Funding has been secured from a number of grant making trusts and commissions to develop two "Beacon" sites in Norfolk and Sussex where we are developing and testing all elements of our blueprint for change. This project is now in its closing stages.

Incubator Team

This team was established towards the end of 2018/19 to come up with ideas with respect to professional practice, and to test those ideas internally initially, and then with selected partners, before seeking to go to wider audiences.

Your Best Friend Project

In 2020/21 The Tampon Tax fund awarded us just under £1.5m to work with partners across England and Wales over 2 years and develop knowledge and confidence within young people to recognise and respond to domestic abuse.

Safe Young Lives

Funding has been awarded from several grant making trusts to help us research the issues around young people and domestic abuse - and in response to those insights, to formulate ideas and policies to address the issues identified.

NatWest Bank PLC Survivor fund

At the end of 2019/20, NatWest Bank PLC granted us £1m to be used over the next 3 years in making sub-grants to frontline services, who in turn would use the funds to provide direct financial assistance to the victims of domestic abuse and their families.

17 Analysis of cash and cash equivalents

Analysis of cash and cash equivalents
Cash at bank and in hand
Short term deposits
Total cash and cash equivalents		 At 1 July 2020
£
1,730,214
1,862,996		 Cash flows
£
(264,265)
1,145,858		 Other changes
£
-
-		 £
1,465,949
3,008,854
At 30 June
2021
3,593,210 881,593 - 4,474,803

48

SafeLives

Notes to the financial statements

For the year ended 30 June 2021

18 Operating lease commitments

The charity's total future minimum lease payments under non-cancellable operating leases, rental element excluding services charges, is as follows for each of the following periods.

as follows for each of the following periods.
One to five years
Over five years
Less than one year		 2021
2020
£
£
42,504
38,962
173,558
170,016
-
46,046
216,062
255,024
Property		 2021
2020
£
£
1,703
2,610
7,585
-
-
-
9,288
2,610
Other
216,062 255,024 9,288 2,610

19 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

49