2025-06-30-accounts

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

SafeLives

Report and financial statements For the year ended 30 June 2025

SafeLives

For the year ended 30 June 2025

Reference and administrative information ........................................................................................................ 1 Trustees’ annual report ................................................................................................................................................. 3 Independent auditor’s report ........................................................................................................................... 22 Statement of financial activities (incorporating an income and expenditure account)..................................... 26 Balance sheet ................................................................................................................................................. 27 Statement of cash flows ................................................................................................................................. 28 Notes to the financial statements .................................................................................................................... 29

SafeLives

Reference and administrative information

For the year ended 30 June 2025

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 HM The Queen

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 – resigned 24/06/2025) Dame Maria Miller (Chair – appointed 29/04/2025) Alexandra Butler (Vice Chair – resigned 24/06/2025) Zoe Billingham (Vice Chair) Shana Begum Liz Hughes Ursula Lindenberg Resigned 29/04/2025) Tim Symington Eva Bari (Resigned 17/09/2024) Patrick Mitchell (Appointed 17/09/2024) Emily Hawkins-Longley (Appointed 17/09/2024) Rebecca Handley (Appointed 17/09/2024)

Key management personnel

Ellen Miller Chief Executive Jo Silver Director of Quality and Innovation Liz Thompson Director of External Relations Jo Gordon Chief Operating Officer Dawn Codrington Director of People and Culture Emma Robinson Director of Quality and Innovation

SafeLives

Reference and administrative information

For the year ended 30 June 2025

Bankers NatWest Bank PLC 45-49 Broadmead Bristol BS1 3EU Solicitors Ramsay Paterson 5[th] Floor 25 King Street Bristol BS1 4PB Foot Anstey LLP Salt Quay House 4 North East Quay Sutton Harbour Plymouth PL4 0BN Auditor Sayer Vincent LLP Chartered Accountants and Statutory Auditor 110 Golden Lane London EC1Y 0TG

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

The Trustees present their report and the audited financial statements for the year ended 30 June 2025. This report also incorporates the strategic report disclosure requirements. This year SafeLives turned 21, we celebrated the people - staff, trustees, associates, partners - who have built this charity through 21 years of determination, innovation and compassion. We launched our new strategy for 2025–2028, forged with the insight of hundreds of survivors and professionals. It sharpens our focus on six priorities: the Whole Picture Framework; Authentic Voice; Evolving the Risk Pathway; Workforce Development; Safe Young Lives; and Perpetrator Accountability. Our thanks go to all our staff, Trustees, Pioneers, Authentic Voice Panel, associates, funders, supporters and partners for another successful year of strong impact.

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. The Trustees’ Annual Report includes a directors’ report as required by company law.

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 on the progress of the activities 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 remain 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.

SafeLives is the UK-wide charity dedicated to ending domestic abuse, for everyone, for good. We believe that domestic abuse is preventable, not inevitable, and that everyone has the right to live in safety, free from fear.

We combine data, voice and practice to transform systems. We:

Listen deeply to survivors, professionals and data.
Analyse systems, services and behaviours to understand what works.
Innovate and embed real, lasting change with local areas, government and organisations.

Our Whole Picture approach brings prevention, risk reduction and recovery together around each individual and family. That is how we make people safer, sooner.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Our approach

A Whole Picture response to domestic abuse.

Domestic abuse is preventable. The conditions that enable it can be changed. Our approach is practical and evidence based. We convene police, health, children’s services, housing, education, specialist services and community organisations around shared outcomes. We cocreate tools and standards with those who use them. We train and support a confident, trauma-informed workforce. And we combine national insight with local action so change lasts.

Prevent harm

Change norms and behaviours; intervene earlier; and challenge those causing harm to stop - with inclusive, quality-assured perpetrator responses and parallel support for survivors.

Reduce risk

Ensure consistent, evidence-based responses across agencies; use data to spot and manage dynamic risk; recognise children’s experiences and rights.

Support recovery

Remove barriers to safety and stability; embed trauma-informed practice; uphold survivors’ dignity, choices and leadership.

2. Achievements & Performance

This year SafeLives turned 21 and marked Ellen Miller’s first full year as Chief Executive. A milestone birthday gave us time to look back with gratitude.

Her Majesty The Queen accepted the Starfish Award for championing the voices of survivors. We are delighted that Her Majesty The Queen has chosen to continue her role as Patron of SafeLives. Her Majesty has attended and hosted a range of events dedicated to bringing together individuals and organisations who are working to end domestic abuse and celebrating survivors and frontline services across the country. She has been an amazing advocate for change, recognising the power of the authentic voice of survivors and frontline practitioners. We are so grateful for her support and commitment to ending domestic abuse, for everyone and for good.

We welcomed the Rt Hon Dame Maria Miller DBE as our new Chair. We celebrated the people - staff, trustees, associates, partners - who have built this charity through 21 years of determination, innovation and compassion. And we launched our new strategy for 2025–2028, forged with the insight of hundreds of survivors and professionals. It sharpens our focus on six priorities: the Whole Picture Framework; Authentic Voice; Evolving the Risk Pathway; Workforce Development; Safe Young Lives; and Perpetrator Accountability. The strapline says what we’re here to do: Find what works. Help it happen.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

This has been a significant year for policy. The Victims and Prisoners Act became law, offering renewed opportunities to recognise the specialist roles of IDVAs (Independent Domestic Violence Advisors) and ISVAs (Independent Sexual Violence Advisors) and to strengthen the Victims’ Code. We welcomed a new Government and reiterated our invitation: work with us to embed a Whole Picture approach so families are safer sooner. We spoke clearly on the changes that matter: investment in community-based services, trauma-informed and culturally competent practice, and quality-assured perpetrator responses with parallel support for survivors.

Amidst this shifting landscape, internally and externally, SafeLives has continued to play a pivotal role in shaping policy and advocating for legislative reform.

Preventing harm

Challenging those who cause harm - and intervening earlier

Drive Partnership

Alongside our partners, Respect and Social Finance, we welcomed renewed investment to expand the Drive Project - an intensive, multiagency response for people using high harm, high risk behaviours. Independent evaluations show significant reductions in physical and sexual abuse, harassment and stalking, and jealous and controlling behaviours in cases closed. Drive’s systems change work continued too, codesigning culturally specific perpetrator interventions with experts by experience and ‘by and for’ organisations so responses work for everyone.

Restart: earlier intervention

We delivered short, targeted one-to-one work that tackles denial, minimisation and partner blame, providing non-collusive challenge and practical problem solving. Survivors and practitioners co-evaluated the model, strengthening the offer and the pathways around it. Professionals reported increased confidence to identify risk and engage safely at an earlier point.

Raneem’s Law and DAPOs

We supported stronger protection and accountability measures and contributed practical learning from DAPO pilots. Our emphasis remains on orders that are usable and enforceable in real life, backed by parallel support and clear lines of accountability between agencies.

Legislative change on coercive control

We welcomed progress to strengthen the coercive and controlling behaviour offence and keep pace with evolving evidence. Law reform must be matched by training and resourcing - especially for nonspecialist roles - to ensure change in day today practice.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Safe Young Lives - Verge of Harming (Phase 2)

We published new research, produced with partners across five frontline services, on what effective support looks like for young people who use harmful behaviours in their intimate or family relationships. Young people told us they engage when practitioners are honest, consistent and nonjudgemental; when sessions are flexible and creative; and when support recognises trauma, mental health, neurodivergence and identity Empowering Engagement, our companion practice resource, turns those insights into clear, practical tools - including a preparation phase, and detailed guidance for beginnings, middles and endings of interventions. Families told us that parallel support for parents helps shift blame, build understanding and sustain change.

Primary prevention and early help

We worked with local partners to bring a public health mindset to Early Help, parenting support and youth services - reducing stigma, making help accessible, and creating environments where disclosures are heard and acted on. We continued to champion routine enquiry in health, especially in maternity and mental health, and to connect domestic abuse, mental health and suicide prevention so opportunities to save lives aren’t missed by siloed systems.

Reducing risk

Consistent, confident responses that reflect real risk - for adults and children

Managing risk of serious harm in London (MOPAC review)

Commissioned by the Mayor’s Office for Policing and Crime, we conducted an in-depth review of how London can better manage and prevent the risk of serious harm , homicide and suicide due to domestic abuse. We engaged 308 unique professionals across sectors, complemented by a literature review and focus groups codesigned and delivered with SafeLives Pioneers. Professionals rated Marac highly as a mechanism to discuss and manage risk when it is implemented well. But we found significant inconsistencies across boroughs: thresholds, frequency, agency representation, data sharing and survivor involvement vary widely. Too often there is no shared definition of risk, outcomes are process-led rather than survivor-defined, and high demand pushes complex work into nonspecialist roles without adequate training or supervision. The message was clear: domestic abuse is everyone’s business - but only a coordinated, whole system response will be effective. Our recommendations focus on consistent standards, survivor leadership, data that drives action, and workforce support.

Marac: strengthening the national safeguarding response

Marac remains the UK’s largest safeguarding response to high risk domestic abuse. In the year to March 2025, almost 130,000 cases were heard across the network, with over 150,000 children linked to those cases. We progressed phase two of the national Marac data platform to improve data quality, access and usability so local partnerships can benchmark, spot trends and target improvement. In Scotland, we launched a Marac to Marac transfer toolkit to support safe transfers when families move between local authorities, and published best practice guidance on counter allegations , developed with Marac professionals to reduce service-generated risk and ensure the right person is supported. We also introduced new data webinars for London professionals, showcasing how to use Marac data to inform decisions and improve safeguarding.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Championing IDVAs/IDAAs

IDVAs and IDAA practitioners are fundamental to risk identification and reduction. This year we advocated for guidance that reflects the specialist nature of these roles, including clear training and qualification standards, robust supervision, and recognition of child and young person practitioners. We continued to strengthen practice through training, communities of practice and the Leading Lights quality standard.

The Whole Picture: what professionals and survivors say

We published headline findings from our Whole Picture approach datasets. Over 2,000 professionals across 21 areas told us the top needs for victims and families are support for mental health, children’s wellbeing and housing. For those who harm, professionals highlighted mental health, drugs/alcohol and children’s wellbeing - underlining the need for joined-up responses that address root drivers of harm. 380 survivors across 20 areas told us what they want most from services: someone to talk to in person, emotional support, mental health support, clear information and advice, legal help and financial guidance. Survivors also told us services need to ask routinely about domestic abuse - and that professionals need the training and confidence to ask.

Data that leads to action

We used ONS crime data and National Audit Office (NAO) findings on VAWG to make the case for early intervention, better data, and sustainable funding for community-based services. We began work towards a national DA data dashboard to bring a Whole Picture view into one place for commissioners and partnerships.

Supporting recovery

Centring survivor leadership, rights and dignity

Authentic Voice

Survivor leadership is the engine of change. Our AV Panel hosted Scotland’s first survivor-led conference , bringing together services and decisionmakers to commit to practical steps that embed survivor expertise. In England, we launched a new Hampshire AV Panel to influence local policy and practice, including safe ways to hear from children and young people. Across Bolton, Sheffield and Leicestershire, our Echo programme helped partnerships move from consultation to coproduction - building structures that make survivor voice part of everyday governance, not an add-on.

Routes to Safety

Funded by the Nuffield Foundation, our Routes to Safety research explores how identity shapes a survivor’s journey - and where referrals and pathways fall short for people facing intersecting barriers such as racism, disability, immigration status or LGBTQ+ identity. The project centres lived experience alongside professional insight to identify where people get stuck, what helps movement, and where commissioning and practice need to change so no one is left behind. This new insight will inform practical guidance and policy recommendations in the year ahead.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Family courts and recovery

We continued constructive work with CAFCASS to improve practice in the family justice system. Survivors - adults and children - need processes that are trauma-informed, safe and timely. Our focus remained on survivor-centred policies, better data, and approaches to contact that prioritise safety and wellbeing. We spoke publicly about the need to address re-traumatisation and delays and shared practical evidence on what helps.

Partnerships that shift systems

Policing - We secured a renewed two-year licence from the College of Policing to deliver Domestic Abuse Matters - our cultural change programme for police. Since inception, more than 70,000 officers and staff have been trained across forces in England and Wales and beyond, with evaluations showing improved understanding of coercive control and the questions that support safe disclosure. The Champions model sustains change by creating trusted points of contact across every force.

Specialist training - Through the Institute for Addressing Strangulation , we extended specialist training on non-fatal strangulation so professionals understand the risks and respond safely. We also developed bite-size, role-specific learning so non-specialists can recognise and respond to domestic abuse confidently.

Armed forces - With funding from the Army Benevolent Fund , the Army's national charity, we launched a three-year national programme to improve the response to domestic abuse across serving and veteran communities. Year one is focused on insight and training: we will be producing an Army Spotlight Report , Multi-Agency Toolkit and a specialist training offer for welfare workers from the Army Welfare Service and the Defence Medical Welfare Service, as well as for IDVAs/IDAAs. Following the project’s pilot phase, training will roll out nationally alongside a coordinated awareness campaign - strengthening collaboration between Army and civilian partners, so Army families receive the same high standard of care wherever they turn.

Influencing for impact

What we said this year - and why it matters

Victims and Prisoners Act : We welcomed the Act and called for implementation that recognises IDVAs/ISVAs in statutory guidance, invests in community-based services, and ensures mandatory training on the strengthened Victims’ Code. We pressed for an information-sharing firewall so survivors with insecure immigration status can report abuse safely.

IDVA/ISVA guidance : We contributed to the development of the guidance and responded constructively to proposals, advocating for clarity on role definition, supervision, training and qualification standards, and dedicated pathways for child and adult survivors.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

King’s Speech and new Government : We welcomed the commitment to halving VAWG and we set out what a Whole Picture approach requires - sustainable funding, consistency across systems, investment in the workforce and better data.

Autumn Budget : We called for investment that matches the scale of the national crisis - prioritising early help, community-based support, and quality assured perpetrator interventions with parallel support for survivors.

ONS crime data : We highlighted persistent prevalence and urged long-term funding and standards. Prevention pays - in human terms and public value.

NAO findings on tackling VAWG : We echoed the call for clearer accountability and measurable outcomes across government; offered practical models from our programmes to make systems join up.

National centre for VAWG and public protection : We supported the launch of a coordinated police national centre and called for a strong role for specialist services and survivor leadership.

Raneem’s Law to ensure better DA awareness in 999 control centres and the rollout of the new Domestic Abuse Protection Orders : We supported stronger protection and accountability, and helped advise on implementation, informed by learning from pilots and survivor evidence.

Standing against hate : In the wake of national events and rising racist rhetoric, we reiterated our values of inclusion and antiracism, rejecting the weaponisation of women’s safety to justify division.

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.

Our supporters

SafeLives is extremely fortunate to have the support of many generous individuals and organisations to do our work, many of whom have funded us through multi-year and repeated grants. Our philanthropic funders often invest in our newest work, trusting us to be innovative in seeking out what works for families, and giving us valuable time and flexibility to build strong and trusting relationships with survivors, small and specialist organisations and other colleagues across the sector. They are generous in many other ways, from giving expert pro bono advice, or introducing us to other valuable contacts – and many make the time to join round tables and discussions, adding their own insight.

A huge thank you to everyone who has supported SafeLives’ work this year. We cannot end domestic abuse alone. Through your support 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.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Our principal funders and supporters this year include the following, as well as other organisations and individuals who chose to remain anonymous:

Army Benevolent Fund Aurum Trust Bleu Blanc Rouge Foundation City Bridge Foundation, the funding arm of The City of London Corporation’s charity, Bridge House Estates (1035628) Epic Foundation Esmée Fairbairn Foundation Charles Russell Speechlys Foundation Garfield Weston Foundation Greater Manchester Combined Authority Kate Wilkinson & Harry Gaskell Legal Education Foundation Mayor’s Office for Policing and Crime Nuffield Foundation Peter Cundill Foundation Private family foundation managed by Greenwood Place Queen Anne's Gate Foundation Rayne Foundation The Department for Culture, Media and Sport The Department for Levelling Up, Housing and Communities The Home Office The Ministry of Justice The National Lottery Community Fund (England & Wales) The Scottish Government The Welsh Government Vision Foundation

As we look to the future, we invite you to continue supporting our work. Whether through donations, partnerships, or advocacy, your involvement is crucial in helping us create a safer, brighter future for everyone affected by domestic abuse. Together, we can end domestic abuse, for everyone, for good. You can contact us at fundraising@safelives.org.uk

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

3. Looking Ahead: Our Strategy for 2025 and beyond

In July 2025, SafeLives launched its new strategy for 2025–2028, forged with the insight of hundreds of survivors and professionals. It sharpens our focus on six priorities: the Whole Picture Framework; Authentic Voice; evolving the risk pathway; workforce development; Safe Young Lives; and perpetrator accountability. The strapline says what we’re here to do: Find what works. Help it happen.

Our strategy is focused and practical.

Embed the Whole Picture Framework nationally so every area can deliver a connected response that prevents harm, reduces risk and supports recovery.
Expand survivor leadership - from design to delivery to governance - so services reflect real lives and needs and are accountable to them.
Evolve the risk pathway to reflect coercive control, intersectional experiences and children’s rights, equipping practitioners with tools, supervision and confidence.
Strengthen the workforce with high-quality training, supervision and communities of practice across sectors, including nonspecialist roles.
Invest in Safe Young Lives so children and young people are seen, heard and supported earlier, and harmful behaviours are challenged sooner.
Scale perpetrator accountability - building inclusive, quality assured interventions with parallel, independent support for survivors.

What success looks like

More families are safer sooner: earlier help reaches people who need it, particularly those facing intersecting barriers.
Risk is consistently identified and managed: shared standards, robust supervision and better data drive practice.
Recovery is real: survivors access mental health, housing and financial support without re-telling their story at every doorway.
Perpetrators are challenged to stop: quality assured interventions are available across the country, with clear accountability.
Survivor leadership is routine: AV structures are embedded in commissioning, delivery and governance.
The workforce is confident and connected: training and communities of practice support colleagues to do their best work and stay well.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

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 2 Trustees, who are remunerated for their services as Trustees and as Pioneers, 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 seven of the financial statements.

Governance

Trustees are appointed for a 3-year term that may be renewed for another 3 years, and to a subsequent third term in exceptional circumstances. Trustees are selected based on their skills and experience, and to ensure an appropriate mix of skills and diversity on 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 Chief Executive Officer. 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 Chief Operating Officer, 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.

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 Board 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 99 to 102.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Being a well-managed, values-led organisation

People and culture : We developed a new People and Culture strategy, strengthening leadership and line management, investing in wellbeing and learning, and embedding reflective practice. Inclusion is explicit in our values and our anti-racism work continues inside our culture and across our partnerships.
Governance : We thanked Isabel for her stewardship as Chair and welcomed Dame Maria Miller to lead our Board through the next strategic phase.
Financial stewardship : We maintained prudent, sustainable finances while investing in the infrastructure needed to scale impact. We diversified income and developed new services for new markets.
Digital and data : We improved information management, cyber security and insights tools. We progressed the Marac data platform and began development work towards a national DA data dashboard.
Brand and communications : We are in the process of refreshing our brand to reflect who we are today and where we’re going - accessible, evidence-led and survivor-centered. Our statements and commentary connect research, voice and practice to the issues of the day.

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 nine categories:

i) people; ii) systems; iii) partnerships; iv) public policy; v) finance; vi) strategy: vii) governance; viii) emergency and ix) reputation.

The highest risks currently on the Risk Register are staffing and people, public policy, finance and funding, strategy and reputation related. Our staffing and people risks are being addressed by the establishment of Pillars for a new People and Culture Strategy which has involved consultation with staff across all teams. This all-inclusive approach aims to reduce our risk in this area.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

We are closely monitoring our future funding and we plan to continue drawing down our unrestricted reserves in 2025/26 down to the lower end of the target range.

This year has seen an increase in our reputational risk and our communications team are working hard to ensure that SafeLives responds sensitively to major announcements and events.

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. The Safeguarding Committee is made up of a Designated Safeguarding Lead (“DSL”), Ellen Miller CEO, Deputy Designated Safeguarding Lead (“DDSL”) Susie Hay Head of Research and a dedicated team of Safeguarding Champions who have the relevant knowledge, experience, training, and confidence to provide support, advice and guidance to any other staff on an on-going basis and on any specified safeguarding issue as required. Designated Safeguarding Leads and Champions renew their training every two years. All other staff, trustees and pioneers renew their training every three years. The system works effectively, and we report to the Board any issues that have been raised on a quarterly basis.

We have a serious incident policy which sets out the SafeLives emergency response arrangements. This ensures we are prepared for, respond to, and recover from, a serious incident.

We also report on any serious or critical incidents to the Board quarterly and explain what action has been taken to review and learn. There have been three serious incidents referred to the Charity Commission during the last 12 months. The Charity Commission was satisfied with our response to the incidents, and no additional action was required.

5. Financial Review

Overview

This year has seen a movement from the 2023/24 surplus of £1,134k to a deficit of £(673)k. A detailed breakdown and explanation of the financial position is given below.

Income

Total income in the year to June 2025 was £10,629k, representing an increase of £727k or 7.3% on the prior year.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

The main year-on-year income changes are as follows:

Income £000’s		2024/25	2023/24	Change

Capacitybuilding	Training	2,063	2,428	(365)
	Practice	1,695	1,541	154
	Scotland	474	568	(94)
Innovation	Drive	4,903	2,679	2,224
	Other	205	234	(29)
Research		295	155	140
Influencing		136	90	46
Unrestrictedgrants & donations		749	1,095	(346)
Restrictedgrants & donations		-	1,000	(1,000)
Investment income		109	112	(3)
Total income		10,629	9,902	727
Comprising:
SafeLives income		6,812	8,001	(1,189)
Partner income		3,817	1,901	1,916
Total income		10,629	9,902	727

The fall in SafeLives income, excluding partner income, of £1,189k is predominantly due to the receipt of the NatWest Circle Fund income of £1m in 2023/24.

As well as being the lead partner responsible for the overall delivery of projects, SafeLives acts as the banker for its project partners and receives grant money on behalf of the entire project. This income is then distributed to our partners as the project progresses. Partner income recognised above equals the partner payments detailed in the cost section below. Excluding the payments to our partners, and income and costs on the NatWest Circle survivor fund, the income attributable directly to SafeLives’ own work was £6,812k (2024: £8,001k) and the related expenditure was £7,237k (2024: £6,707k).

Capacity Building

Over the last four financial years the Training Team’s total income has continued to exceed £2m but has gradually fallen from the 2020/21 high of £2.5m. The fall in training income was expected as delivery of the initial, full training courses have been completed across the country. We have now entered a phase of less intensive refresher training courses with the Training Teams 2025/26 income forecast at £1.7m.

The increase in income towards our Practice team’s work of £154k is attributable to the increased funding from the National Lottery Community Fund for the ECHO project. Through this project, we have been working locally and nationally to make sure those with lived experience are shaping the services designed to support them and that survivor voices are at the forefront.

The Scottish Government remain our major funder in Scotland, however, funding from the Scottish Government fell by £81k during 2024/25.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Innovation

The funding of our non-Drive, Innovation work reduced due to the end of the Incubator project which finished at the end of June 2024.

The Drive income increase of £2,224k is predominantly due to the increased income for the DAPO (Domestic Abuse Protection Order) project of £1,681k. This project started in April 2024; 2024/25 reflects a full year of operation. 2024/25 also saw the start of the new Drive Roll Out project in April 2025. Income from this project totaled £352k.

Research

Income towards our Research teams’ work increased both in terms of fee and grant income by £140k. This includes a £76k increase in our Core grant income from the Home Office to cover new strands of work.

Influencing

The £46k increase in Influencing income is predominantly attributable to a new funded project which started in January 2025 to improve the domestic abuse support and protection available to migrant women across London’s health care settings.

Unrestricted grants and donations from philanthropic sources have decreased to £749k.

A fall in interest rates accounted for the decrease in investment income.

Costs

Costs have increased by £2,533k from £8,769k in 2023/24 to £11,302k in 2024/25, as per the table below:

Costs £000’s		2024/25	2023/24	Change
CapacityBuilding	Training	2,052	2,183	(131)
	Practice	1,594	1,346	248
	Scotland	612	540	72
Innovation in Practice	Drive	4,677	2,623	2,054
	Other	467	372	95
Research		211	292	(81)
Influencing		407	338	69
Support		660	593	67
Governance		45	39	6
Cost of raisingfunds		291	243	48
NatWest Circle Fund		286	200	86
Total Costs		11,302	8,769	2,533
Comprising:
SafeLives costs		7,237	6,707	530
Partnerpayments		3,817	1,901	1,916
Survivorgrants		248	161	87
Total costs		11,302	8,769	2,533

The decrease in the cost of the Training team reflects the fall in training income in the financial year and a reduction in the associated variable costs.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

The Practice team’s costs have increased by 18% compared to the 10% increase in income. Our reliance on associates increased during this financial year and accounted for the additional costs.

The increase in the Drive costs of £2m is predominantly due to the increased activity in the DAPO (Domestic Abuse Protection Order) project; this accounted for £1,768k of the increase. This project started in April 2024; 2024/25 reflects a full year of operation. 2024/25 also saw the start of the new Drive Roll Out project in April 2025; costs for this project totaled £352k. Partner costs accounted for £3,376k of the £4,677k Drive total costs for 2024/25.

Associate costs for the year remained at a consistent level to 2023/24. Staff costs have increased by £456k – 10%. The increase includes a 3% universal pay award, an increased number of full-time equivalent staff from 99 to 102 and the increase in National Insurance from 1st April 2025. SafeLives continues to closely monitor staffing levels to ensure that it employs the right number of staff, at the correct level, to fulfill the Charity’s strategic priorities and project commitments.

Following receipt of the £1m NatWest Circle fund in November 2023, £292k of the fund has been spent this year, split between £248k of grants to services (who in turn make direct grants to survivors) and £44k of costs to administer the funds. The remaining funds will be used on project activity in 2025/26.

Project partner payments, excluding NatWest Circle Fund survivor grants of £248k, were as follows:

Partner costs £000’s	2024/25	2023/24	Change
Drive	3,376	1,528	1,848
CADA & ECHO	360	279	81
Other	81	94	(13)
Total	3,817	1,901	1,916

All Natwest Circle Fund survivor grants are to institutions which form a network of frontline services passing on grants to domestic abuse victims. None of the grants made to individual sites during the year exceeded £2k.

Deficit for the year

The deficit for the year of £(673)k, was allocated £(213)k to restricted funds and £(460)k to unrestricted funds. Unrestricted funds, which had been built up in the previous financial years, are now being deliberately drawn down to continue otherwise unfunded work, and to reduce the in-year deficit. The deficit charged to restricted funds is down to the timing of the work being undertaken.

Deficit/surplus £000’s	2024/25	2023/24
Unrestricted (incl. designated)	(460)	420
Restricted	(213)	714
Total	(673)	1,134

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

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.

Total reserves have decreased from last year’s £3,584k to stand at £2,911k this year. The main reserve movements are as follows:

Reserves balances £000’s	30th June 2025	30th June 2024	Change
Unrestricted funds	2,023	2,482	(459)
Restricted funds: NatWest Circle Fund	512	804	(292)
Restricted funds: Drive	270	143	127
Restricted funds: Other	106	155	(49)
Total restricted funds	888	1,102	(214)
Total funds	2,911	3,584	(673)

Unrestricted reserves have decreased from £2,482k at June 2024 to £2,023k at June 2025; this was part of a planned reduction in the level of reserves held agreed by the Board of Trustees. At 30th June 2025, unrestricted reserves represented 3.93 months of core operating costs (2024: 5.27 months). The Trustees have set a target level of unrestricted reserves to be maintained at a level to cover 3 to 6 months of 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.

The Trustees decided to deliberately draw down unrestricted reserves during 2022/23 and 2023/24 to maintain SafeLives at its size and capacity, and to deliver on the operating plan. The 2023/24 closing unrestricted reserves were higher than anticipated and were carried forward to offset the forecast deficit in 2024/25. The actual deficit in 2024/25 was better than expected.

Reserves continued to be invested in cash, with cash balances being placed on deposits of varying terms. Cash balances have decreased this year to £3,307k (2024: £3,816k). Part of this decrease can be attributed to the decreased balance on the NatWest Circle Fund at 30th June 2025 of £512k (2024: £804K).

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

Financial Outlook for 2025/26

The Trustees have carefully considered the financial outlook for 2025/26 and beyond. Projections for 2025/26 show an in-year deficit of £539k. This deficit is based on a prudent estimate of both fee income achievable and grant income. Only confirmed grant income has been taken into account.

In 2025/26 we will need to draw on unrestricted reserves to fund operations, as predicted last year. Continued deficits are not sustainable and so a full management review is underway to ensure that we can deliver a breakeven budget in future years.

SafeLives operates a system of careful budget control and reforecasting throughout the financial year. Previous experience confirms that budget expectations are normally exceeded as the year progresses and this is reflected in the quarterly budget reforecasts. 2024/25 was no exception with the predicted deficit for the year being halved but on this occasion the deficit was not turned into a surplus requiring the charity to use reserves to cover the shortfall.

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.

In making this going concern assessment, the Trustees have considered how the Charity’s financial and operating model continues to change, as well as looking at the current inflationary and funding pressures faced by the Charity.

The going concern assessment also takes into account the charity’s diverse income streams, flexible cost model and lack of any long- term borrowings or similar liabilities.

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. Most of our fundraising is done directly with donors and grantors, but a small proportion comes to us via other sources such as JustGiving.

We have a fundraising complaints procedure which can be found on our website: https://safelives.org.uk/about-us/contact-us/feedback-and-complaints/ No complaints were received in 2024/25.

We strive for best practice in fundraising. None of our fundraising is aimed at potentially vulnerable people. Most of our funds come to us directly from large philanthropic and statutory funders, with a very small proportion coming to us as unsolicited funds, either from individuals directly or via sources such as Just Giving. 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.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

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.

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, including the strategic 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:

Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charities SORP
Make judgements and estimates that are reasonable and prudent.
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements.
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

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, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

As far as the Trustees are aware:

There is no relevant audit information of which the charitable company’s auditors are unaware.
The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

SafeLives

Annual Report and Financial Statements

For the year ended 30 June 2025

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 its winding up. The total number of such guarantees at 30 June 2025 was 8 (2024: 10). The trustees are members of the charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

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 which includes the strategic report has been approved by the Trustees on xxxx December 2025 and signed on their behalf by

Rt Hon Dame Maria Miller DBE Chair

9 December 2025

Independent auditor’s report

to the members of

SafeLives

Opinion

We have audited the financial statements of SafeLives (the ‘charitable company’) for the year ended 30 June 2025 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:

Give a true and fair view of the state of the charitable company’s affairs as at 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended
Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice
Have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended)

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.

Independent auditor’s report

to the members of

SafeLives

Other Information

The other information comprises the information included in the trustees’ annual report, including the strategic 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:

The information given in the trustees’ annual report, including the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
● The trustees’ annual report, including the strategic report, has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the 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:

Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
The financial statements are not in agreement with the accounting records and returns; or
Certain disclosures of trustees’ remuneration specified by law are not made; or
We have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities 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 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

Independent auditor’s report

to the members of

SafeLives

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:

We enquired of management and the finance committee, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
We inspected the minutes of meetings of those charged with governance.
We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience.
We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit.
We reviewed any reports made to regulators.
We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Independent auditor’s 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 non- compliance. 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) 16 December 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

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

SafeLives

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

For the year ended 30 June 2025

Forthe yearended 30 June2025
				2025			2024
		Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	Note	£	£	£	£	£	£
Income from:
Donations	2	748,844	-	748,844	1,095,061	1,000,000	2,095,061
Charitable activities
Capacity Building	3.1	2,008,183	2,223,976	4,232,159	2,322,620	2,214,213	4,536,833
Innovation in Practice	3.2	113,243	4,994,827	5,108,070	50,761	2,862,522	2,913,283
Research	3.3	95,615	199,149	294,764	69,628	85,692	155,320
Influencing	3.4	21,794	113,742	135,536	150	89,584	89,734
Investments	4	109,317	-	109,317	112,322	-	112,322
Total income		3,096,996	7,531,694	10,628,690	3,650,542	6,252,011	9,902,553
Expenditure on:
Raising funds	5	308,990	-	308,990	254,916	-	254,916
Charitable activities
Capacity Building	5	2,441,981	2,267,553	4,709,534	2,349,015	2,191,787	4,540,802
Innovation in Practice	5	445,213	4,872,992	5,318,205	158,222	2,947,006	3,105,228
Research	5	25,832	199,149	224,981	206,497	106,930	313,427
Influencing	5	334,601	113,742	448,343	262,424	89,584	352,008
NatWest Circle Fund	5	-	291,630	291,630	-	202,251	202,251
Total expenditure		3,556,617	7,745,066	11,301,683	3,231,074	5,537,558	8,768,632
Net movement in funds		(459,621)	(213,372)	(672,993)	419,468	714,453	1,133,921
(being net income/(expenditure)for the year)
Transfers between funds		-	-	-	-	-	-
Net movement in funds after transfers		(459,621)	(213,372)	(672,993)	419,468	714,453	1,133,921
Reconciliation of funds:
Total funds brought forward	16	2,482,125	1,101,761	3,583,886	2,062,657	387,308	2,449,965
Total funds carried forward	16	2,022,504	888,389	2,910,893	2,482,125	1,101,761	3,583,886

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.

SafeLives

Company no. 05203237

Balance sheet

As at 30 June 2025

As at 30 June 2025 Balance sheet			Company	no. 05203237
Note Fixed assets: 11 Current assets: 12 Liabilities: 13 16 16 The funds of the charity: Restricted funds Unrestricted fund Debtors Creditors: amounts falling due within one year Net current assets Total net assets Total charity funds Cash at bank and in hand Tangible assets Short term cash deposits	£ 2,459,167 2,079,109 1,227,899	2025 £ - 2,910,893	£ 1,564,845 1,894,109 1,921,932	2024 £ - 3,583,886
	5,766,175 2,855,282		5,380,886 1,797,000

		2,910,893		3,583,886
		888,389 2,022,504		1,101,761 2,482,125
		2,910,893		3,583,886

Approved by the trustees on 9 December 2025 and signed on their behalf by

Dame Maria Frances Lewis Miller Chair of Trustees

SafeLives

Statement of cash flows

For the year ended 30 June 2025

Reconciliation of net income to net cash flow from operating activities

At 1 July 2024 1,921,932 1,894,109	Cash flows (694,033) 185,000	2025 £ (672,993) (109,317) (894,322) 1,058,282	2024 £ 1,133,921 (112,322) (328,464) (48,748)
		(618,350)	644,387
		109,317	112,322
		109,317	112,322
		(509,033) 3,816,041	756,709 3,059,332
		3,307,008	3,816,041
		Other changes - -	At 30 June 2025 1,227,899 2,079,109
3,816,041	(509,033)	-	3,307,008

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

1 Accounting policies
a) Statutory information

SafeLives is a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address is Suite 2a, Whitefriars, Lewins Mead, Bristol BS1 2NT.

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

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.

c) Public benefit entity

The charitable company meets the definition of a public benefit entity under FRS 102.

d) Going concern

The Trustees have reviewed the operating and funding environment of the Charity, and have considered the risks faced by the Charity, and have concluded that there are no material uncertainties about the charitable company's ability to continue as a going concern.

e) Income
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

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

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

f) Donations of gifts, services and facilities Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised.

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.

g) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.
h) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. 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.

i) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:
Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose.
Expenditure on charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. Income and expenditure is allocated to the following main charitable activities: Capacity Building; Innovation in Practice; Research; Influencing; and NatWest Circle Fund.

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

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

1 Accounting policies (continued)
j) Grants payable
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.
k) Allocation of support costs
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.
l) 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.
m) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £5,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Leasehold improvements

Over the minimum lease period

n) 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.

SafeLives uses all reasonable endeavours to collect debts in respect of fees charged for services. Where items are over 12 months overdue and payment is looking to be extremely remote, the debt is written off in full (but will continue to be pursued). Debts which are over 90 days overdue, but under 1 year are reviewed on a regular basis, and a bad debt provision of 50% of the outstanding debt is made where appropriate.

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

The charitable company makes defined contributions to personal pension plans of 2 employees. The charitable company operates a defined contribution pension scheme for its employees The annual contributions payable are charged to the Statement of Financial Activities as they fall due. The charitable company complies with the current requirements in respect of pensions auto-enrolment.

2 Donations & grants

Donations & grants
Esmee Fairbairn Foundation NatWest Bank plc Epic Foundation Lloyds Bank plc Peter Cundill Foundation Garfield Weston Foundation Grants receivable: Other donations & income	Unrestricted £ 150,000 149,990 223,648 100,000 - - 125,206	Restricted £ - - - - - - - -	2025 Total £ 150,000 149,990 223,648 100,000 - - 125,206	Unrestricted £ - 118,326 459,466 100,000 250,000 - 167,269	Restricted £ - - - - - 1,000,000 -	2024 Total £ - 118,326 459,466 100,000 250,000 1,000,000 167,269
	748,844	-	748,844	1,095,061	1,000,000	2,095,061

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

3 Income from charitable activities

the year ended 30 June 2025 Income from charitable activities
Scotland Fee income Scottish Government grants National Lottery Community Fund Scotland Dundee Women's Aid grant 3.2 Innovation in Practice Safe Young Lives - Other grants & fees Sub-total for Scotland Drive Restart (Foundations funded) The Home Office - DAPO project Practice Sub-total for Practice Drive Fee income Home Office - Core Functions grant Other Training grants Incubator team - Aurum Trust grant 3.1 Capacity Building Training Fee income National Lottery Community Fund MOPAC Fees charged to local areas The Home Office - Drive National Rollout Other grants and donations/fees re Innovation work Drive Restart (HO/MOPAC funded) Sub-total for Training Home Office - CADA grant Capacity Building Total Funding from Police & Crime Commissioners Funding from grant making trusts Grant for work with Greater Manchester Combined Authority National Lottery Community fund - ECHO grant Sub-total for Drive Innovation in Practice Total	Unrestricted £ 1,447,734 -	Restricted £ - 615,379	2025 Total £ 1,447,734 615,379	Unrestricted £ 1,704,803 -	Restricted £ - 723,233	2024 Total £ 1,704,803 723,233
	1,447,734 429,252 - - -	615,379 - 302,940 498,883 463,877	2,063,113 429,252 302,940 498,883 463,877	1,704,803 489,151 - - -	723,233 - 303,167 574,297 174,627	2,428,036 489,151 303,167 574,297 174,627
	429,252 131,197 - - -	1,265,700 - 328,624 14,273 -	1,694,952 131,197 328,624 14,273 -	489,151 128,666 - - -	1,052,091 - 409,499 21,390 8,000	1,541,242 128,666 409,499 21,390 8,000
	131,197	342,897	474,094	128,666	438,889	567,555
	2,008,183	2,223,976	4,232,159	2,322,620	2,214,213	4,536,833
	Unrestricted £ - - - - - - - - -	Restricted £ 275,004 878,578 342,563 125,000 140,508 753,911 189,543 352,072 1,845,923	2025 Total £ 275,004 878,578 342,563 125,000 140,508 753,911 189,543 352,072 1,845,923	Unrestricted £ - - - - - - - - -	Restricted £ 324,245 605,998 490,818 80,000 91,326 892,111 29,760 - 164,751	2024 Total £ 324,245 605,998 490,818 80,000 91,326 892,111 29,760 - 164,751
	- - - 113,243 -	4,903,102 - - 3,531 88,194	4,903,102 - - 116,774 88,194	- - - 49,777 984	2,679,009 50,000 23,230 - 110,283	2,679,009 50,000 23,230 49,777 111,267
	113,243	4,994,827	5,108,070	50,761	2,862,522	2,913,283

SafeLives

Notes to the financial statements

Notes to the financial statements
For the year ended 30 June 2025
4 Bank interest Home Office - Evolution of Risk Home Office - Digital Dashboard Home Office - Platform Phase II Queen Anne's Gate Nuffield Foundation Other grants for Research team Income from investments Influencing Total Fee income Grants and fees re public affairs & comms work Donation re public affairs work 3.3 Research Research Total 3.4 Influencing Home Office - Core Functions grant	Unrestricted £ 95,615 - - - - - - -	Restricted £ - 76,015 45,954 14,438 15,566 18,075 29,101 -	2025 Total £ 95,615 76,015 45,954 14,438 15,566 18,075 29,101 -	Unrestricted £ 69,628 - - - - - - -	Restricted £ - 75,792 - - - - - 9,900	2024 Total £ 69,628 75,792 - - - - - 9,900 155,320 2024 Total £ 58,484 31,250 89,734 2024 Total £ 112,322 112,322
	95,615	199,149	294,764	69,628	85,692
	Unrestricted £ 21,794 -	Restricted £ 98,117 15,625	2025 Total £ 119,911 15,625	Unrestricted £ 150 -	Restricted £ 58,334 31,250
	21,794	113,742	135,536	150	89,584
	Unrestricted £ 109,317	Restricted £ -	2025 Total £ 109,317	Unrestricted £ 112,322	Restricted £ -
	109,317	-	109,317	112,322	-

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

5 Analysis of expenditure

e year ended 30 June 2025 Analysis of expenditure
2025 Costs of raising funds Charitable Activities Capacity Building Training Practice Scotland Innovation in Practice Drive Innovation Safe Young Lives Research Influencing NatWest Circle Fund Total expenditure 2025	Activities Grant funding Other funding Support undertaken of activities of activities & governance Total directly via partners via partners Costs Costs £ £ £ £ £ 290,851 - - 18,139 308,990 2,032,820 19,434 - 291,480 2,343,734 1,234,283 359,920 - 90,751 1,684,954 579,577 32,102 - 69,167 680,846 3,846,680 411,456 - 451,398 4,709,534 1,300,869 3,375,908 - 99,191 4,775,968 356,304 - - 61,921 418,225 110,311 - - 13,701 124,012 1,767,484 3,375,908 - 174,813 5,318,205 211,408 - - 13,573 224,981 377,499 29,370 - 41,474 448,343 38,496 248,000 - 5,134 291,630 6,532,418 4,064,734 - 704,531 11,301,683 Expenditure	Charged to
		Unrestricted Restricted Total Income Income Income £ £ £ 308,990 - 308,990
		1,750,917 592,817 2,343,734 372,314 1,312,640 1,684,954 318,750 362,096 680,846
		2,441,981 2,267,553 4,709,534
		- 4,775,968 4,775,968 414,694 3,531 418,225 30,519 93,493 124,012
		445,213 4,872,992 5,318,205 25,832 199,149 224,981 334,601 113,742 448,343 - 291,630 291,630
		3,556,617 7,745,066 11,301,683

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

5 Analysis of expenditure (continued)

e year ended 30 June 2025 Analysis of expenditure (continued)
2024 Costs of raising funds Charitable Activities Capacity Building Training Practice Scotland Innovation in Practice Drive Other innovation projects Safe Young Lives Research Influencing NatWest Circle Fund Total expenditure 2024 Support and governance costs Direct Staff Costs Delivery Costs IT Costs Office Costs Other Costs	Activities Grant funding Other funding Support undertaken of activities of activities & governance Total directly via partners via partners Costs Costs £ £ £ £ £ 242,974 - - 11,942 254,916 2,164,360 18,976 - 339,796 2,523,132 1,066,757 279,241 - 98,036 1,444,034 472,393 68,397 - 32,846 573,636 3,703,510 366,614 - 470,678 4,540,802 1,094,306 1,528,310 - 82,340 2,704,956 209,331 - - 17,902 227,233 156,584 6,000 - 10,455 173,039 1,460,221 1,534,310 - 110,697 3,105,228 291,966 - - 21,461 313,427 338,491 - - 13,517 352,008 38,442 161,324 - 2,485 202,251 6,075,604 2,062,248 - 630,780 8,768,632 2025 2025 2025 Support & governance £ £ £ 494,882 15,189 510,071 36,021 8,522 44,543 105,865 - 105,865 23,098 - 23,098 - 20,954 20,954 659,866 44,665 704,531 Governance Support	Charged to
		Unrestricted Restricted Total Income Income Income £ £ £ 254,916 - 254,916
		1,781,571 741,561 2,523,132 427,872 1,016,162 1,444,034 139,572 434,064 573,636
		2,349,015 2,191,787 4,540,802
		- 2,704,956 2,704,956 145,409 81,824 227,233 12,813 160,226 173,039
		158,222 2,947,006 3,105,228 206,497 106,930 313,427 262,424 89,584 352,008 - 202,251 202,251
		3,231,074 5,537,558 8,768,632
		2024 2024 2024 Support & governance £ £ £ 439,632 13,123 452,755 35,560 6,354 41,914 101,562 - 101,562 14,474 - 14,474 - 20,075 20,075 Support Governance
		591,228 39,552 630,780

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

6 Net income / (expenditure) for the year

This is stated after charging:

This is stated after charging:
	2025	2024
	£	£
Operating lease rentals:
Property - lease	40,958	40,958
Other	1,724	1,724
Auditors' remuneration (excluding VAT):
Audit - current year	17,600	16,800

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:
Employer’s contribution to defined contribution pension schemes Costs related to self employed associates Salaries and wages Redundancy and termination costs Social security costs	2025 £ 4,240,704 1,152 468,111 280,379	2024 £ 3,889,599 - 398,986 245,792
	4,990,346 1,010,950	4,534,377 1,009,120
	6,001,296	5,543,497

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

The following number of employees received employee benefits (excluding	employer pension and national insurance costs) during the year	between:
	2025	2024
	No.	No.
£60,000 - £69,999	4	1
£70,000 - £79,999	-	1
£80,000 - £89,999	1	1
£90,000 - £99,999	1	1
£100,000 - £109,999	1	-

The total employee benefits including employer pension contributions and employer's national insurance of the key management personnel were £436,016 in respect of 6 employees (2024: £429,582 in respect of 7 employees).

Two Trustees, Ursula Lindenberg and Shana Begum received remuneration during the year for services provided as a Trustees. Ursula Lindenburg received £773 remuneration for services provided as a Trustee (2024: £660), and Shana Begum received £1,594 remuneration for services provided as a Trustee (2024: £949). The same Trustees also received remuneration 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.

Ursula Lindenberg received £11,156 for fees and expenses as a Pioneer (2024: £894), and Shana Begum received £5,774 for fees and expenses as a Pioneer (2024: £6,789).

Trustees' expenses represent the payment or reimbursement of travel and subsistence costs totalling £3,604 (2024: £2,723) incurred by 8 (2024: 9) members relating to attendance at meetings of the trustees.

Pensions

Pensions
		2025	2024
		£	£
Pension amounts outstanding at	30th June	32,919	27,640

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

8 Staff numbers

The average number of employees (based on headcount) during the year was 114 (2024: 112).

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	2025 No. 5 40 22 11 6 18	2024 No. 4 45 22 8 5 15
	102	99

9 Related party transactions

As noted in note 7 above, Ursula Lindenberg and Shana Begum received remuneration during the year for services provided as a Trustee. Ursula Lindenberg and Shana Begum also received remuneration 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.

During the course of the year £50,000 was paid to the University of Bristol for evaluation services as a partner in the Drive Project. Isabel Boyer's husband Mr J Boyer is the Chair of the Board of Trustees of the University of Bristol. Isabel Boyer was the Chair of the Board of Trustees up until the 24th June 2025. Neither Isabel nor her husband have any involvement the financial decision making process of the project.

During the course of the year £48,580 was received from Hertfordshire County Council in respect of fee income and for the provision of independent facilitation of the domestic abuse co-production panel and ‘experts by experience’ network, for victims and survivors of domestic abuse in Hertfordshire. Tim Symington's wife, Mrs S Symington, became the Deputy Leader of Hertfordshire County Council on 1st May 2025. Neither Tim nor his wife have any involvement in the financial decision making process for the project.

There were no amounts owing to or from any related party as at 30 June 2025 (2024: none).

The total amount of donations received without conditions attached from related parties was £10,000 (2024: £10,000).

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

Tangible fixed assets
At the end of the 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 At the start of the year Cost Additions in year At the start of the year	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.

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

12 Debtors

12 Debtors
13 Accrued income Trade debtors Other debtors Prepayments Creditors: amounts falling due within one year Deferred income (note 14) Trade creditors Taxation and social security Other creditors Accruals Bad Debt Provision	2025 £ 512,155 17,639 120,425 1,808,948	2024 £ 483,355 16,018 191,684 873,788
	2,459,167	1,564,845
	2025 £ 487,728 149,369 38,779 1,338,433 838,973 2,000	2024 £ 455,918 131,297 37,936 369,065 802,784 -
	2,855,282	1,797,000

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:	2025 £ 802,784 (802,784) 838,973	2024 £ 839,404 (839,404) 802,784
	838,973	802,784
	2025 £ 463,430 375,543	2024 £ 326,246 476,538
	838,973	802,784

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

Analysis of net assets between funds (current year)
Net assets at 30 June 2025 Net current assets Tangible fixed assets	General unrestricted £ - 2,022,504	Restricted £ - 888,389	Total funds £ - 2,910,893
	2,022,504	888,389	2,910,893

15b Analysis of net assets between funds (prior year)

Analysis of net assets between funds (prior year)
Net current assets Tangible fixed assets Net assets at 30 June 2024	General unrestricted £ - 2,482,125	Restricted £ - 1,101,761	Total funds £ - 3,583,886
	2,482,125	1,101,761	3,583,886

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

For the year ended 30 June 2025
16a Restricted funds: CADA grant ECHO grant Scotland Dundee Women's Aid grant Capacity Building Total Innovation in Practice Safe Young Lives - Other grants Innovation in Practice total Research total Influencing Support for Victims/Survivors of Domestic Abuse Total restricted funds General/unrestricted funds Home Office - Evolution of Risk Home Office - Digital Dashboard Home Office - Platform Phase II Queen Anne's Gate Nuffield Foundation Movements in funds (current year) Core Functions grant National Lottery Community Fund Scotland Grants & donations Home Office - Core Functions grant Total funds Training grants Capacity Building Research Other grants and donations re Innovation work Training Scottish government grants Drive NatWest Bank plc fund to directly help survivors of domestic abuse. Practice	At 1 July 2024 £ 26,874 - 46,939 - - 8,000 64,886	Income £ 615,379 302,940 498,883 463,877 14,273 - 328,624	Expenditure £ 592,817 302,940 545,822 463,877 14,273 1,000 346,824	Transfers £ - - - - - - -	At 30 June 2025 £ 49,436 - - - - 7,000 46,686
	146,699	2,223,976	2,267,553	-	103,122
	142,927 - 8,024	4,903,102 3,531 88,194	4,775,968 3,531 93,493	- - -	270,061 - 2,725
	150,951	4,994,827	4,872,992	-	272,786
	- - - - - -	76,015 45,954 14,438 15,566 18,075 29,101	76,015 45,954 14,438 15,566 18,075 29,101	- - - - - -	- - - - - -
	-	199,149	199,149	-	-
	- 804,111	113,742 -	113,742 291,630	- -	- 512,481
	1,101,761 2,482,125	7,531,694 3,096,996	7,745,066 3,556,617	- -	888,389 2,022,504
	3,583,886	10,628,690	11,301,683	-	2,910,893

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

16b Movements in funds (prior year)

16b Movements in funds (prior year)
Scotland Scottish Government grants Capacity Building Total Innovation in Practice Incubator team - Aurum Trust grant Greater Manchester Combineed Authority grant Safe Young Lives - Lloyds Bank Group grant Safe Young Lives - Other grants Innovation in Practice total Research total Influencing Support for Victims/Survivors of Domestic Abuse Total restricted funds General/unrestricted funds NatWest Bank plc fund to directly help survivors of domestic abuse. Grants & donations Core Functions Other grants ECHO grant Dundee Women's Aid grant Other grants and donations re Innovation work Total funds Practice and Consultancy Training grants Training Research CADA grant National Lottery Community Fund Scotland Drive Core Functions Capacity Building Restricted funds	At 1 July 2023 £ 45,202 - 11,010 - 1,040 - 67,021	Income £ 723,233 303,167 574,297 174,627 21,390 8,000 409,499	Expenditure £ 741,561 303,167 538,368 174,627 22,430 - 411,634	Transfers £ - - - - - - -	At 30 June 2024 £ 26,874 - 46,939 - - 8,000 64,886
	124,273	2,214,213	2,191,787	-	146,699
	168,874 - 6,240 2,354 29,775 28,192	2,679,009 50,000 23,230 - - 110,283	2,704,956 50,000 29,470 2,354 29,775 130,451	- - - - - -	142,927 - - - - 8,024
	235,435	2,862,522	2,947,006	-	150,951
	20,000 1,238	75,792 9,900	95,792 11,138	- -	- -
	21,238	85,692	106,930	-	-
	- 6,362	89,584 1,000,000	89,584 202,251	- -	- 804,111
	387,308 2,062,657	6,252,011 3,650,542	5,537,558 3,231,074	- -	1,101,761 2,482,125
	2,449,965	9,902,553	8,768,632	-	3,583,886

SafeLives

Notes to the financial statements

For the year ended 30 June 2025

16 Movements in funds (continued)

Purposes of principal restricted funds

Capacity Building

Training bursaries & grants

Grants have been received from the Welsh Government, the Army Benevolent Fund, the Insitute for Fatal Strangulation and the Ministry of Justice to develop and deliver various training courses.

Practice

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.

The Practice team this year has been awarded an extension to its grant from the Home Office to work in two areas looking into all of the issues faced by Children Affected by Dometic Abuse ("CADA").

The Practice team have been awarded a grant for our Echo programme. Through this programme, we have been working locally and nationally to make sure those with lived experience are shaping the services designed to support them and that survivor voices are at the forefront.

Scottish grants

The Scottish Government continues to provide grants to support most aspects of our work in Scotland. The National Lottery in Scotland is supporting us on authentic voice work in Scotland.

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. The Drive project includes the DAPO (Domestic Abuse Protection Order) project and the new Drive Roll Out project.

Safe Young Lives

Funding has been awarded from 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.

Research

A significant part of the Research team's general work is funded from the Home Office "Core Functions" grant. This grant is supplemented by other restricted fee income and grant income in respect of specific research projects, which are commissioned by partners from time to time.

Influencing

The Public Affairs team's work on influencing and shaping policy in our sector is funded by grants and a recurring donation.

NatWest Bank PLC Survivor fund

In November 2023, NatWest Bank PLC granted us a further £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 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.

each of the following periods.
Less than one year One to five years	2025 2024 £ £ 42,504 42,504 3,542 46,046 46,046 88,550 Property		2025 2024 £ £ 1,857 1,858 155 2,012 2,012 3,870 Other
	46,046	88,550	2,012	3,870

18 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.

SafeLives

Contents

For the year ended 30 June 2025

Reference and administrative information

Key management personnel

Reference and administrative information

For the year ended 30 June 2025

Annual Report and Financial Statements

For the year ended 30 June 2025

1. Objectives and activities

Annual Report and Financial Statements

For the year ended 30 June 2025

Our approach

Prevent harm

Reduce risk

Support recovery

2. Achievements & Performance

Annual Report and Financial Statements

For the year ended 30 June 2025

Preventing harm

Challenging those who cause harm - and intervening earlier

Drive Partnership

Restart: earlier intervention

Raneem’s Law and DAPOs

Legislative change on coercive control

Annual Report and Financial Statements

For the year ended 30 June 2025

Safe Young Lives - Verge of Harming (Phase 2)

Primary prevention and early help

Reducing risk

Consistent, confident responses that reflect real risk - for adults and children

Managing risk of serious harm in London (MOPAC review)

Marac: strengthening the national safeguarding response

Annual Report and Financial Statements

For the year ended 30 June 2025

Championing IDVAs/IDAAs

The Whole Picture: what professionals and survivors say

Data that leads to action

Supporting recovery

Centring survivor leadership, rights and dignity

Authentic Voice

Routes to Safety

Annual Report and Financial Statements

For the year ended 30 June 2025

Family courts and recovery

Partnerships that shift systems

Influencing for impact

What we said this year - and why it matters

Annual Report and Financial Statements

For the year ended 30 June 2025

Partnerships

Our supporters

Annual Report and Financial Statements

For the year ended 30 June 2025

Annual Report and Financial Statements

For the year ended 30 June 2025

3. Looking Ahead: Our Strategy for 2025 and beyond

What success looks like

Annual Report and Financial Statements

For the year ended 30 June 2025

4. Structure, governance & management

Governance

Organisational Structure and Management

Annual Report and Financial Statements

For the year ended 30 June 2025

Being a well-managed, values-led organisation

Risk Management

Annual Report and Financial Statements

For the year ended 30 June 2025

Safeguarding, Serious and Critical Incidents

5. Financial Review

Overview

Income

Annual Report and Financial Statements

For the year ended 30 June 2025

Capacity Building

Annual Report and Financial Statements

For the year ended 30 June 2025

Innovation