Company registration number: 05834929 Charity registration number: 1116444 

## Blackburn and Darwen District Without Abuse Limited 

(A company limited by guarantee) 

Annual Report and Financial Statements 

for the Year Ended 31 March 2023 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Contents (continued)** 

|Reference and Administrative Details|1|
|---|---|
|Trustees' Report|2 to 21|
|Statement of Trustees' Responsibilities|22|
|Independent Auditors' Report|23 to 25|
|Statement of Financial Activities|26|
|Balance Sheet|27|
|Statement of Cash Flows|28|
|Notes to the Financial Statements|29 to 38|





## **Blackburn and Darwen District Without Abuse Limited** 

|**Reference and Administrative Details**|**Reference and Administrative Details**|
|---|---|
|**Trustees**|Pauline Geraghty, MBE, Chair|
||Rabiya Gangreker, Treasurer|
||Margaret Cairns|
||Angela McDonagh-Kelly|
||Sophia Isa|
||Joan Whittaker|
||Kristin Hodgkinson (resigned 08 September 22)|
||Jonathan Atkinson|
||Sarah Lynas (appointed 08 September 22)|
||Gillian Clarke (appointed 01 February 23)|
|**Secretary**|Margaret Cairns|
|**Patrons**|Pauline Quinn, OBE|
||Graham Liver|
|**Senior Management / Leadership**|Shigufta Khan, Chief Executive Officer|
|**Team**|Debbie Springham, Operational Manager|
|**Charity Registration Number**|1116444|
|**Company Registration Number**|05834929|
|**Registered Office**|Unit 21|
||Business Development Centre Eanam Wharf|
||Eanam Old Road|
||Blackburn|
||Lancashire|
||BB1 5BL|
|**External Auditor**|Beever and Struthers|
||Chartered Accountants and Statutory Auditors|
||One Express|
||1 George Leigh Street|
||Ancoats|
||Manchester|
||M4 5DL|
|**Solicitors:**|Watson Ramsbottom Solicitors|
||25 - 29 Victoria Street|
||Blackburn|
||Lancashire|
||BB1 6DN|
|**Bankers**|National Westminister|
||King William Street|
||Blackburn|
||Lancashire|
||BB1 7DJ|



Page 1 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report** 

The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements and auditors' report of the charitable company for the year ended 31 March 2023. 

Our 2022-2023 annual report will highlight the tremendous work that has taken place over the year and some of the exciting developments we are able to share with you as we look ahead. The report is a way of giving you a snap shot of the services we deliver, the people we support, our public benefit and the amazing outcomes we have achieved. Alongside this we demonstrate the way the organisation is governed and how it is meeting its charitable purpose, fulfilling its mission, staying true to its values and pursuing its vision. For the purpose of this report we will refer to our working name, The Wish Centre. Our beneficiaries will be known as service users. 

2022 saw the majority of legal restrictions related to Covid - 19 ending and the UK coming to terms with a post-Covid world. The impact on services like ours was immense and the challenges to continue our services through the pandemic were great. We nevertheless rose to the challenges and began the 2022 financial year in good shape, knowing we had supported our service users throughout the pandemic years. Of course this was down to our staff team adapting to new ways of working and demonstrating commitment and passion for their work by getting the job done. 

We learnt how flexible and innovative we could be, we learnt more about the resilience of our service users and trustees and senior managers learnt more about the resilience of our staff. We also knew that we could deliver services in a different way that fit the needs of people who required support. Working patterns changed forever, not simply because it was how we had been doing it through the restrictions but because adults and children were telling us that it worked for them. Over the many years we have provided services we have always championed the need to listen to service users and alter services or develop new ones that meet their needs. 

As Shigufta Khan, our CEO has commented “We continue to work in challenging times, so I am especially proud of what we have achieved in the last 12 months, through our: direct delivery of vital services for children, young people, victims and perpetrators Pan Lancashire. We have remained focussed on ensuring our core services are delivered to the highest standard as well as focussing on creativity, innovation and partnership working. We remain focussed on ensuring that we deliver services that meet the needs of our communities and Listen to our service users and stakeholders, we want to ensure we achieve the best outcomes for the people who come to us for Support by providing high quality services and we want to Empower people who access our services by giving them the tools they need to design and create their own futures.” 

As the year started we began to see an increase in referrals for support, the gates were opening and people who were confined by restrictions, in sometimes horrendous situations, were able to make that necessary contact. We received 11% more referrals than our previous year total but our community and accommodation services were ready to respond. In our refuges, which of course remained open all through the pandemic, the excellent work continued and the many women and children who were resident with us received excellent, personalised care and support. Providing service users with a high quality, high impact service is one of our strategic objectives and that has never ceased. 

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## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

Some staff are able to work in a blended way and spend part of the week working from home and part in our office base, others are wholly home based, whilst of course our accommodation staff have to be based in our refuges. Last year we moved to a new office base as we were able to downsize given the new ways of working. This has proved a positive change and enabled us to direct funding to frontline services. Experienced, professional staff and volunteers are crucial to our success and a vital resource and their welfare has to be considered at all times. During the financial year we agreed a 5% pay award for staff, increased employer contributions to staff pensions and improved leave allocation. We also continued to offer a health and wellbeing provision for all staff. 

We recognise the importance of having a presence in the community and ensuring people know about our services and can access them according to their needs. To this end we ensure we have links with a range of other voluntary and statutory services and attend forums and groups to maintain our visibility. We go to where people need us to be. Where appropriate we will work in partnership with other services and organisations to ensure service users get the best outcomes possible. 

We have weathered the storm of the pandemic, we know we are resilient and our staff and volunteer team is exceptional. This has been both a year of consolidation ensuring we maintain our much needed services and a year developing some new work streams and ideas. 

Personalised care is at the forefront of our work and all our staff and volunteers understand the importance of trauma informed practice. Practice that is grounded in and directed by a complete understanding of how trauma exposure affects service users’ neurological, biological, psychological and social development. As a domestic abuse service we work on the premise that everyone needs to have physical, psychological and emotional safety in their lives so they are able to rebuild a sense of control and empowerment. We also understand the significance of using a whole family approach when supporting individuals within families so they are able to use their collective strengths to build resilience. A whole family approach is not a model that can be used with all service users as the risks posed to individuals have to be considered and assessed and this is skilfully undertaken by staff members. 

In the 35 years we have been providing support to victims and survivors of domestic abuse we have learnt so much and developed our approaches as we have grown, for example working with perpetrators, working in the health arena and providing in-house counselling. We are proud of what we have achieved and proud that we have been able to support thousands of people in our community, both in Blackburn with Darwen and across Lancashire. 

We believe, throughout this year and in past years we have been true to our philosophy we listen - we support - we empower. 

We want to enable people to live their lives free from abuse and to achieve this aim we will continue to provide targeted interventions for victims of domestic abuse, adults, children and young people and those who perpetrate abuse. We will help to educate and train colleagues and the general public about abuse and will campaign with likeminded organisations to end violence against women and girls. This recognises the gendered nature of domestic abuse but we also acknowledge the need to ensure services for men are available. 

The Wish Centre started its journey in 1988 (then as Blackburn & Darwen District Women’s Aid, to be changed to Blackburn & Darwen District Without Abuse in 2013) offering refuge provision to women and children. Our service was limited back in the 1990s but we saw the need to grow and we have done this over the years. We now have two separate refuges catering for 14 families and thriving community services. We have a pro-active approach to developing services and respond to the needs of the community which is why our offer has grown. 

Page 3 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

As always our annual report is dedicated to the courageous adults and children who seek our support and are survivors of domestic abuse. It is wonderful to have the opportunity to say thank you to our dedicated staff team and to our volunteers who give their time freely. Say thank you also to our CEO, Shigufta Khan for her leadership throughout the year and the management team who support her. Without the commitment of staff and volunteers we would not be able to provide our valuable services and consequently people would not be able to find the local support to live their lives free from abuse. 

## **Objectives and activities** 

## Purpose & aims 

Our charity’s purpose is set out in the objects contained in the company’s memorandum and articles of association. The trustees believe we continue to act within our defined objects as stated below. 

## **1. Direct Services.** 

1.To further develop support services and ensure that service users/residents contribute to planning those services. 

2.To ensure that the support needs of Black, Asian and minority ethnic women and children are met. 

3.To ensure that women and children are provided with appropriate support throughout the re-settlement process and after leaving the refuge. 

## **2. Services to Children.** 

1.To ensure that children/young people who are resident in the Refuge have access to/are supported by relevant services which meet their social, emotional, developmental and educational needs. 

2.To ensure children/young people accessing other support receive the appropriate responses from the Wish Centre and other organisations/services. 

## **3. Inter-Agency Working.** 

1.To raise the profile of the Wish Centre and awareness of the range of services we provide throughout Blackburn & Darwen district and Lancashire. 

2.To contribute to inter-agency working in Blackburn with Darwen and Lancashire, relating to domestic abuse. 

## **4. Financial and Resource Management.** 

1.To ensure the Wish Centre has sufficient funds to maintain core services in the short and long term. 2.To ensure the refuge buildings, resources and working practices meet recognised standards for quality, security and health and safety. 

## **5. Development of Organisation and Staff.** 

- 1.To maintain an effective management and staffing structure. 

- 2.To ensure that staff and volunteers have the knowledge and skills to deliver services to required standards. 

- 3.Trustees ensure effective governance, set clear strategy and monitor organisational effectiveness. 

4.To remain affiliated to Women’s Aid England and utilise the help and support available to develop the organisation. 

Page 4 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **The Wish Centre offer** 

We opened our first refuge in 1991 and at that time offering safe accommodation was the main focus of our work. Listening to service users and other stakeholders we learnt we needed to offer more targeted services and we have been developing and honing these over the years. This is what we currently offer: 

**Safe accommodation -** safe accommodation provided in Blackburn with Darwen consists of five individual houses with a staffed support block as well as 9 flats with a staffed flat. Emotional and practical support is provided to enable women to live a life free from abuse. Victim programmes and programmes for children are provided on site as well as counselling services. Resettlement support is provided to support residents to move on into their own accommodation and settle into their new communities. 

**IDVA / Advice service -** support is offered to anyone who is impacted by domestic abuse and we welcome self-referrals, agency referrals and referrals from the police. Risk assessments and safety planning are undertaken with victims who may have been impacted by physical, sexual, psychological, emotional, economic abuse including forced marriages, so called honour-based abuse or female genital mutilation. To best serve the communities we work in and ensure that we can meet the needs of our service users we employ specialist ethnic minorities IDVAs, a specialist stalking ISAC case worker and an IDVA focusing on older people’s needs. We also work closely with the police delivering Operation Provide, a direct service to victims where police colleagues are responding to domestic abuse call outs. IDVAs and police officers will work hand in hand to support victims. 

**Sanctuary Scheme -** as well as supporting victims to access alternative accommodation we also provide support to ensure that victims living in their own homes are safe. A range of safety measures are available, for example, personal alarms, window & door alarms, lock changes and CCTV that can be provided to individuals to make their homes safer. 

**Programmes for adults -** we offer a range of interventions for victims including AIM - a therapeutic programme that educates victims on domestic abuse and the impact that it can have on them and the way they parent. In addition, we offer The Recovery Toolkit which is a programme that supports women to move on from an abusive relationship. The programme helps women to develop their own strengths, resources and healthy coping strategies. 

**Programmes for perpetrators -** The Wish Centre has been delivering interventions for perpetrators since 2011 in Blackburn with Darwen and this has been extended to cover Lancashire, including Blackpool. Group programmes and 1:1 interventions are being delivered across the geographical area. The Make the Change© programme has been developed over many years and the evidence shows the effectiveness in changing men’s abusive behaviour. Gateway to Change© has been developed to precede our main programme and this raises awareness of domestic abuse. This helps some people who believe they do not require an intervention see how Make the Change© could be beneficial. 

**Project CARA (cautioning and relationship abuse) -** This is a new strand of work that will be delivered by specialist staff. It is an early intervention programme aimed at perpetrators of domestic abuse and sits within the criminal justice system. People referred to the programme will have met specific criteria to be issued with a Conditional Caution. Under the new two-tier policing framework CARA will be used for offenders receiving a Diversionary Caution. The programme consists of two workshops held 4 weeks apart focusing on supporting perpetrators to make better behaviour choices in their relationships. It is hoped through this work people will be directed to access our Make the Change© programme. Like our perpetrator programmes there will be a focus on ensuring the safety of victims and specialist CARA staff will link with victim services to ensure safeguarding and support for victims is at the forefront of the project. 

Page 5 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

**Programmes for children & young people -** a range of therapeutic programmes for children and young people are being delivered in our refuges and in the community. These include: 

Young People’s Recovery Toolkit which is a therapeutic programme for young people and is informed by Trauma Focused Cognitive Behaviour Therapy. 

Expect Respect which is a programme aimed at empowering young women to expect respect in their relationships. Through a range of engaging activities and discussions, this programme aims to enable participants to learn about domestic abuse and identify healthy and unhealthy relationships. 

Helping Hands addresses the challenging issues of personal space, awareness of acceptable and unacceptable behaviours, and safety planning. Three themes, called the Protective Behaviours, are reinforced throughout the programme. 

Parachute Programme is aimed at young people who have been identified as needing help in managing conflict in their relationships. Parachute is aimed at young people who may already have a history of resorting to violence to try and solve conflict. They may have a history of frequent conflict at home, in their relationships, or at school. 

RYPP (Respect Young People’s Programme) is a programme for families where children or young people aged between 10 and 16 are abusive or violent towards the people close to them, particularly their parents or carers. This abuse may be physical, verbal, financial, coercive or emotional and may include behaviour like hitting, making threats or causing damage in the home. The parent or carer and the young person both complete the programme. 

**IRISi -** this programme which is new to Lancashire is in collaboration with Lancashire Victim Services, Fylde Coast Women’s Aid and clinical leads from the NHS Lancashire and Cumbria Integrated Care Board. The programme embeds identification of domestic abuse and referral pathways in primary care ensuring victims are identified at an earlier stage and offered the right interventions and support. 

**Counselling -** we have developed a counselling service that proactively responds to individual needs, especially where people have long waits for other counselling provision. Counselling is provided by both paid staff and trainee counsellors and is available for all adult service users. We now have therapists who can offer Cognitive Behavioural Therapy (CBT). We also offer counselling for children and young people where appropriate. 

**Trauma informed practice -** As previously stated all our staff team and volunteers are trained in trauma informed practice. 

**Student placement -** we provide placements for students undertaking social work degrees and counselling degrees. We also provide short term placements for police officers during their training year, medical students and mental health practitioners. 

**Support to colleagues from local agencies -** alongside our direct support to people in the community we also act as a point of contact for professionals who require support whilst working with those affected by domestic abuse. Our well-respected staff team offer timely, well-researched advice and guidance to colleagues from the voluntary and statutory sectors. Many of our staff team also contribute to professional training locally, regionally and nationally. Many of our volunteers offer advice and guidance from the perspective of having lived experience. 

Page 6 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

**Supporting strategic development -** managers and staff members contribute to the strategic development of services, policy, guidance and legislation relating to violence against women and girls. Our Chief Executive sits on local and national forums ensuring positive responses to victims of domestic abuse, identifying ways to prevent abuse and developing partnerships across local agencies. She sits on the advisory panel for Children in Need. She also contributes to regional and national developments, for example, representing the VCF sector on the Safeguarding Adults Board and in the Primary Care Network meetings (PCNs) as well as representing the organisation at the Home Office. 

**Volunteers -** as an organisation we are committed to enhancing the services we provide to the community by recruiting volunteers. We provide training and support for our volunteers and endeavour to offer them opportunities that will be fulfilling and enjoyable. Our volunteers get involved in many different aspects of our work. 

Page 7 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Strategic report** 

In 2022 we produced a new strategic plan that set out our future objectives for the following three years. We developed those objectives based on the philosophy of listening, supporting and empowering. Sitting under the strategic plan is our operational plan which has been reviewed quarterly through the year. Our strategic aims and objectives meet our charitable objects. We believe we have met those strategic aims and are proud of the work that has taken place to achieve this. We identified how we wanted to achieve our objectives as illustrated below and this report will demonstrate some of the ways we have done that. 

## **Provision of High Quality Services** 

1.Maintain our core services ensuring they remain of a high standard and we constantly strive to be the best we can 

2.Recruit, train and support our staff and volunteers so they are able to deliver a premium service 3.Maintain and develop new funding streams and local and corporate support to fund the work we want to deliver and increase our sustainability 

4.Increase our reach on social media platforms, in face to face dialogue, campaigning, information and education to increase understanding of what we do and the impacts of domestic abuse 

## **Governance & Risk** 

1.Ensure we have processes in place to fulfil the Wish Centre’s governance and legal responsibilities 

2.Continually assess and review any risks the Wish Centre faces so we are able to respond swiftly to mitigate those risks 

3.Review and where necessary develop our corporate policies and procedures to ensure we are a continuously improving organisation 

## **Respond to External Drivers** 

1.Keep up to date with changing legislation, guidance etc so we can be leaders in our field, sharing expertise and knowledge 

2.Collaborate with partners to develop the best services for those affected by domestic abuse 

3.Champion the needs of our service users identifying the impact of poverty, mental health, environmental changes and other social and political influences 

## **Equality, Diversity & Inclusion** 

1.Ensure our services are inclusive, provided in an equitable way and free from bias and judgement 

2.Promote the development and advancement of underrepresented groups in the Wish Centre: service users; staff and volunteers 

3.Foster a culture in the Wish Centre that demonstrates a commitment to equality and diversity 

## **Environmental Impact, Climate Change, Sustainability** 

1.Assess and continuously review the way we work so we can understand the impact we have on the environment and find solutions to promote a “greener” agenda and promote sustainability 

Page 8 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Investing in services** 

We are pleased to report we have been able to maintain our core services with the support of funders and commissioners and where necessary by utilising our reserves. This has meant that we have not needed to compromise our services, except in Blackpool where we have had to reduce our young people’s provision as local authority funding has not been continued. We hope that with negotiations this position may change. We have always strived for high quality services and have in place a robust management structure that ensures this continues. The management team oversees all our direct work, regularly reviews processes and procedures, supports practitioners practice and welfare and maintains a focus on providing safe, trauma informed and personalised services for all those seeking support. We offer a range of specialist services developed over many years and our experienced senior leadership team continually review what we offer and shape new services identified to meet local need. 

We have fair and stringent recruitment processes in place for both our employed staff and volunteers. Our recruitment and selection policy has been reviewed and updated during the year. We are supported by a firm of HR consultants and have a trustee who is a specialist HR professional. All staff and volunteers receive a thorough induction, regular supervision and appraisal. Each staff and volunteer has a line manager who supports them. Team meetings take place as agreed by individual teams and everyone is brought together in a whole team meeting twice each year. Staff consultations take place which the Trustee Board are appraised of. Yearly salary and pensions reviews take place to determine pay awards. The cost of living crisis has hit our staff team and we have been mindful of this when assessing our financial position and our ability to award pay increases. In 2022-23 we were able to give a pay award and also agreed a lump sum that would help to alleviate some of the concerns staff members had about their own financial positions. We have also continued to offer a comprehensive health insurance package to support staff welfare. 

In the year funding was identified to progress some new, exciting areas of work. Our IRISi work has commenced and we will be launching our CARA project with Lancashire Constabulary and Hampton Trust in September 2023. It is always rewarding when we can add new work to our portfolio. Our staff who have concentrated on local fundraising have built good partnerships and we are very grateful to our supporters who have helped financially and in kind. 

To help to secure future financial sustainability it was agreed that we would seek to employ both a fundraising and a bid writing specialist. Two highly respected consultants will be joining the Wish Centre team to enhance our abilities in seeking new funding. This will help us to find ways to increase our fundraising activities and network with more local and corporate supporters to build unrestricted funds whilst having someone to focus on bid writing will help us to identify new streams of diverse funding to maintain services and hopefully add to them. 

We have been working on a very exciting project to set up our first charity shop which we hope to open in September 2023. This has been something we have been pondering for several years and we finally made the decision to go ahead. We have taken advice from an array of colleagues and we are grateful for their involvement. This is a complete change of direction for us but we think it will have many advantages. It will help with sustaining funding and raising our profile, we hope it will be a source of support to the community where the shop is opening and it will be of help for women and children who come to refuge without any clothing, toys and toiletries. We will employ two members of staff and recruit volunteers who will support the shop and hopefully gain new skills and build friendships. The trustees have taken a very active role in managing this project and thanks go to them. 

The Wish Centre has always been committed to ensuring local communities have relevant information about domestic abuse so individuals can seek help when required but also people in communities can support those who are suffering or at risk of suffering abuse. This takes many forms, for example, work we do in schools, work we undertake in families, training in agencies/organisations, using social media, producing leaflets and blogs, attending events and campaigning with our allies. We have been able to do all these things this year and this has not only helped in raising awareness it as also raised our profile. 

Page 9 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

Our profile on social media has increased across all our platforms providing us with an opportunity to share information, advocate on behalf of service users and collaborate with partner organisations. On Facebook we reached 48484 accounts as well as increasing the number of followers. We have increased our followers on Instagram and Twitter and launched our TikTok page. On LinkedIn our search appearance has increased by 155% and engagement on our posts is good. Our website which provides resources and information was accessed by 8,100 people, 7,800 are new users and our resources have been downloaded 3000 times and over 2000 people have accessed videos and files we have uploaded. 

We believe having a more significant presence on social media has helped to increase our referral rates and the support we have received from the community, for example, with donations of clothes and goods when people have been moving on from refuge accommodation. Training opportunities we facilitate have also helped to improve referral rates as colleagues understand more about domestic abuse and the support we can offer. 

We have a constant process in place so we are able to hear the views of service users when reviewing our services: yearly consultations; feedback at the end of service; focus groups; co-production in developing new streams of work, new paperwork, leaflets etc. Under development at present is a Young People’s Board that will be linked to the Trustee Board. This is an exciting opportunity to really embed young people within the heart of the Wish Centre. Once this has been established we want to replicate this with an adult Board. There has been some excellent work undertaken with young people and we have again been granted the Investing in Children Award to acknowledge the involvement of children and young people in our services. We value greatly the involvement of service users in the growth of the organisation and will continue to champion those relationships. 

Page 10 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

We want the Wish Centre to be an organisation that ensures our services are accessible to all who require support and to this end we have a comprehensive set of policies and procedures that lay out the expectations of who we work with and how we deliver our work. We strive to make sure people are afforded support and if we are unbale to offer that directly we will ensure they are signposted to the appropriate services. We have a wide community of service users of differing ethnicities and we endeavour to match that with the composition of staff we employ and volunteers we recruit. We want the Wish Centre and all who are involved to embrace a philosophy of equality, diversity and inclusion. We aim to create an environment where everyone is treated fairly, justly, with respect and with recognition of an individual’s unique characteristics and needs. These factors are important when we recruit staff and volunteers, when we collaborate with partners and when we work in the community. The diversity of our staff and trustee team and the service users we support, the partners we work with and the communities we embrace speaks for itself in illustrating how we foster a positive culture and safe environment for all. Our Equality and Diversity Policy and Procedures are reviewed regularly to ensure they remain valid and fit-for-purpose. 

## **Investing in governance** 

As in every year the trustees and senior managers have ensured our governance and legal processes are fit for purpose. Policies and procedures across the organisation have been reviewed and updated where necessary. The CEO and Chair of Trustees lead on this and the Board ratify new policies and any changes required. Safeguarding and the management of risk is carefully considered by both operational and strategic managers and the CEO reports regularly to the Board on these factors. We have processes in place to mitigate risk but also review risk on an ongoing basis. We do not stand still as an organisation and when we see a need to improve we do it. 

The Trustee Board has been strengthened again over the year and we now have the added expertise of both HR and business development specialists. These were two gaps we identified when we did the last Board skills audit. 

To develop quality within our operational and governance processes we are currently looking at creating a post that will focus on, in part, quality, audit, risk and compliance. As the Wish Centre has grown we think such a post will enhance and add more rigour to the organisation. 

We are mindful of the Charity Governance Code and have adopted it in our work. In the coming year we will be using the code as our guide in reviewing our governance structure in relation to the seven principles. 

The trustees and senior managers have been working with a financial advisor to develop opportunities to secure our money through investment. We are working on a new financial strategy which we hope will maximise the money we hold so we are able to direct it to sustaining our work, funding new developments and ultimately supporting our service users. 

Cyber security has been a focus this year and working with our IT team and Database provider we have been able to strengthen our security processes. We have updated our staff/volunteer/trustee development plan so everyone has to undertake mandatory IT/cyber security training. Our insurance cover has been increased to take into account the risks from cyber security breaches. This will be kept under review given the fast pace of change related to this area. 

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## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Investing in communities** 

We have continued to be leaders in the field by ensuring all staff and volunteers are equipped with the most up to date knowledge so they are able to fulfil their roles, support colleagues in other agencies/organisations and enable the best outcomes for service users. On going training for staff and volunteers is crucial to offering the best provision we can. Staff are able to access training that enhances their roles and develops them as competent practitioners. The Wish Centre is well respected locally and nationally and this gives confidence to partners, funders and the community that we are able to deliver high quality services. This has been proven as we have secured a role in the IRISi project and the CARA commission. 

We work with numerous partners and are part of many local and national forums and groups where we can share our expertise. We pride ourselves on being collaborative and all our staff, but particularly our CEO, work well with an array of partners. Our CEO is well regarded by colleagues both internally and externally and she, along with other staff and trustees are able to champion the needs of service users. Alongside offering crucial services to those who seek our support staff advocate for people so other services are held to account in providing the best outcomes. This year has been a struggle for many people and the impact of societal and financial factors have been great. We have seen individuals suffer and we have done our best to alleviate that suffering. In refuge, staff have supported residents emotionally and financially where necessary, providing food and goods and ensuring they access all they are entitled to. In our community services staff have also had to support people who have not been able to cope with adverse personal circumstances. A hardship fund has been established that service users can make use of. Local supporters have been wonderful in responding to requests to help people both in our refuges and the community. We are all part of the community we deliver our services in and recognise our responsibilities to others. The community never lets us down when, in turn, we need support for our service users. 

We are very proud to have been chosen by the Soroptimist International Blackburn as their charity of the year and look forward to working in partnership with them. 

## **Investing in the environment** 

Over the year we have continued to assess our environmental impact and make changes were we are able. Here are a few of the things we have done. Changing working patterns to enable some staff to work from home has significantly cut down staff travel and fuel use. Undertaking online meetings both for staff and trustees also contributes to less travel and fuel use. 

Having a smaller community office base has made us more energy efficient. 

Using a new cloud based IT system means that the use of paper based files etc has ceased. We have chosen a recycling company who takes any confidential waste on the basis that they send all the shredded paper to companies that reuse it. 

When using contractors and suppliers we will always attempt to use local organisations reducing our carbon footprint. 

We know we have more to do on this journey but we will continue to review our progress. 

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## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Looking back** 

This has been a highly successful year where we have met our objectives and ensured thousands of people have received valuable services. Our staff and volunteers have supported some of the most vulnerable people in our communities and have done so with professionalism and tenacity. Working for the voluntary sector has its challenges, for example, lack of investment, short term funding which impacts on sustainability, reduced ability to meet demand, getting our voice heard. We have risen to the challenges and continued to support victims and perpetrators of domestic abuse, manage our finances well and plan new and exciting developments. Our senior leadership team, including trustees have worked tirelessly in steering the organisation so we are able to end the year in a successful position. 

We have continued to work in partnership with local and national voluntary and statutory organisations reaping the benefit of collaborative relationships. We have received outstanding support from our funders and donors, many who are local to the Wish Centre. Without this we would certainly not be able to continue our high quality, specialist work. We have worked hard to build up a positive reputation in the community and this means people are more willing to support us when we make calls for help. It is amazing just how generous people in the community are and we want to offer our thanks to everyone who has supported us over the past year and to all stakeholders we have worked with. 

We will continue to campaign to ensure that supporting victims of domestic abuse remains high on local and national agendas so one day we can achieve our vision of a world without abuse. 

## **Delivering public benefit** 

The Wish Centre exists solely to support its service users and has wholly charitable objects. The trustees believe our work provides public benefit in meeting our charitable purposes. We pride ourselves on achieving positive outcomes for the women, men and children/young people who reach out for support. 

Feedback from our stakeholders is crucial in ensuring we are meeting the needs of people in our community. Having mechanisms in place so those who receive direct services, those who refer people to us or have involvement in other ways e.g. through training can comment on the benefits of our services. Hearing how services have been from refuge residents, those accessing programmes and those working with an IDVA/ISAC is the bedrock of learning for us. It helps us to continue the work that counts and review and develop new work that would impact on people’s lives. The consultation processes we have in place ensures we actively seek people’s views so we can be sure we are delivering services that make a difference. We learn too from any complaints, comments and compliments we receive and where necessary adapt and change services to be the best they can. 

The services we provide are tailored to protecting those in our community at risk of harm from domestic abuse - those directly harmed and those indirectly affected by the abuse. Our victims’ services are well respected and over the year we have had many examples of positive feedback. Here are some of those relating to our refuge provision, young people’s work, victims programmes and the IDVA/ISAC and advice service. 

Our refuge provision is crucial for women and children who need to move from their home to a safe place. The upheaval for women and their families is immense and the care they get from staff when they arrive at refuge is crucial to their recovery. Women stay in the refuge for differing periods of time but all get personalised support to help them in refuge and also at the point of moving on to their new homes. Here are some of the benefits in their own words. 

Page 13 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

Arriving at refuge “Not knowing what to expect from him. I was frightened of every shadow and more worried what he would do if he found me. And now “I live my life to the full. I am no longer scared and we do things as a family to make amazing memories.” 

One woman who successfully moved on from refuge sent a message back “I’m just sending a message as I’m sat here in my big bed, in my beautiful home and the boys are tucked up in their beds…It still all feels very surreal but I can’t thank you guys enough for everything you did for us because without you guys none of this would have been possible. The boys have both settled into their new schools and thriving and I am now working as a housekeeper and I’m enjoying it.” 

A final comment from a resident “your support has been overwhelming” 

During 2022/23 we had 53 women stay in refuge and 72 children/young people. The referrals were much higher 229 women and 239 associated children/young people. This isa 50% increase in referrals for safe space. Unfortunately we are aware of the lack of refuge places across the country and have joined in campaigns to highlight this. 

The work our IDVAs and ISAC undertake and the advice given by the team is key in ensuring victims are able to remain safe in their communities. They are also able to access monies to protect themselves in their homes e.g. with alarms, locks, doors etc. 

“Thank you for making me feel safe in my own home. After the assault I didn’t think that I would ever feel safe again.” 

There was a 10% increase during the year in referrals to this service, meaning we received 2114 requests for support. There was also an 18% increase in referrals for high risk victims. Safety planning is key to the work undertaken by the team and all those referred for a service would have an individualised safety plan in place. This may result in legal remedies to protect victims which staff would support people to access. Court appearances may be necessary and IDVAs will accompany people to the hearings. 

“I didn’t want to go to court. I was feeling sick inside, thank you for helping me, taking me to court everyday and sitting with me.” 

A woman who did not want to go into a refuge was supported by a staff member to move to a dispersed property with her five children. She was then helped to find a permanent property and also to apply for a DDV (destitution domestic violence) Concession. She is now applying for leave to remain in the country so she can settle with her children. Her mental health has improved and she and her children are safe. She told us that she is happy in her new property and looking forward to have her application to remain accepted. Certainly a successful outcome for this family. 

Many years of experience and learning has focused on the need to work with perpetrators of abuse, to change their behaviour and thus protect victims. Developing our Make the Change Programme© and Gateway to Change© has been a real step in challenging abusive behaviour. 

One participant who attended the Make the Change Programme© said the programme had helped and the worker had guided him to look at ongoing support: 

“I have started seeking support for my mental health and I am attending talking therapy. I hope it helps me to manage my emotions better. I want to give all my children a safe and healthy environment and to be a better parent” 

Page 14 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

On completion of the programme two men were asked for their comments and this is what they said: 

“I’ve enjoyed it. I got everything I needed from it. I came here with questions and I’ve had those questions answered. I’ve got solutions to my problems and my behaviour. I’ve been given the tools I needed. I’ve got everything from the course. My relationship is better than when I started, my partner and I talk lots more. It’s a much happier household.” 

“I’m a lot different to when I first started. I didn’t think how much of an effect it would have on me - in a positive way. I took something away from pretty much every session. It’s helped me in my new relationship and day to day life. I found it a massive help.” 

In the year we have had 220 referrals to our perpetrator programmes. Referrals have fallen by 13% this year and we feel this is due to colleagues in other organisations not recognising the benefits of the programme for their clients. We are able to work with men Pan-Lancashire and offer groupwork and 1:1 sessions, which have proved valuable so individual timings can be agreed that fit in with, for example, work life. Not all referrals can be accepted dependant on the circumstances, attitude of the potential participant and a comprehensive assessment. This referral process is carefully managed by the programme staff. 

We have developed a regular newsletter that goes out to organisations and agencies to make people aware of the programme and also signpost to useful articles and resources. This has proved very useful and our mailing list has grown. We hope too that this will increase awareness of the value of the programmes and will in turn increase referrals. 

The other programmes we provide are very well attended and very successful in terms of their outcomes. The children and young people’s programmes and education work is well established across Lancashire and sought after. There has been a 25% increase in referrals to RYPP (Respect Young People’s Programme) and Parachute - 532 in total. In some instances we have to manage a waiting list. 

One young person fed back “I learnt to try to keep calm and tell an adult and don’t build stuff up.” 

S, aged 16 said they learnt about “Talking about domestic abuse and being safe. Learning about feelings and looking after myself.” 

H, aged 13 told us that they “learnt what to do in a toxic relationship.” and J aged 15 was asked what he achieved as a participant on the young people’s programme “I feel better and calmer at home and school”. 

Our other children/young people’s programmes are crucial in enabling participants to make sense of their experiences, learn about healthy relationships and feel valued. L, aged 12 said “I learnt to accept myself.” 123 referrals were made to these programmes. 

Work in schools has taken place for many years across Blackburn with Darwen and has made a real impact to the children and young people who experience it. From assemblies to groupwork and 1:1 sessions our schools worker is really experienced in engaging with pupils. The practitioner who leads on this work also supports staff members, equipping them with information and skills to develop their understanding of how to work with pupils in relation to domestic abuse and understanding healthy relationships. 

The work we undertake with children/young people and the co-production that takes place with them to develop new work, assemblies and groups has been acknowledged by the Investing in Children Award. This is an excellent accolade to receive. 

Page 15 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

We have been providing adult victim programmes for many years and have developed a bespoke and successful offer. Our referral rates for these programmes increased by 42% meaning we received 411 referrals. 

A participant in the AIM programme said, “It was the first time ever I’ve been able to process stuff that happened to me.” 

“I cannot thank you enough for everything. From the Aim programme to the Recovery Toolkit programme I have come a VERY long way. Thanks to you I have been able to open up completely about my past which is helping me on the road to recovery from abuse. You’ve seen things in me that I could never see.” 

“I just wanted to say how amazing the Aim programme and the Wish Centre is. You helped me understand the terrible abuse I went through and how to work on me to come back to the strong independent businesswoman that I am again now! You helped me with my self-esteem lack of confidence and regain my self-worth! I then moved on to the recovery programme and you helped me with my triggers, my mind set and again self-worth and confidence! I want to thank you both for being my saviour! And showing me the right path in my mind and all the tools I need to continue my recovery and become the woman I once was.” 

Our in house counselling service has been very successful and has meant that people can receive a responsive service in a timely way. Having experienced long waiting times for external counsellors people have suffered from lack of provision which encouraged us to develop our service. We have some paid counsellors for more complex cases and we have a bank of counsellors who are completing their training under intensive supervision. We are very pleased we can offer this in the community and support people when they need it. 

I think the above quotes speak for themselves and show the worth of the services we offer and the outcomes we achieve. We see survivors and we see people who change their behaviour so they stop being victims and perpetrators stop abusing. People are empowered to live their lives free from abuse. Above is some of the evidence of how we deliver a benefit to the public. 

Alongside our direct work we also support other professionals in the community so they are better equipped to deal with people who come to them for a service, for example, police, children’s and adult’s social care, education staff, residential staff and health workers. We do this by offering training sessions, advising people, creating resources and co-working. This results in better responses to victims of domestic abuse and safer communities. 

Through our social media work and campaigning we also strive to inform the wider community about issues relating to domestic abuse. We have managed some very successful campaigns this year that have improved knowledge, raised our profile and helped people to access support when required. A wider public benefit that will hopefully impact and enable people to recognise abuse, challenge it and ultimately reduce it. 

Page 16 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Achievements and performance** 

## **Financial review** 

This has been a financially secure year enabling valuable services to be maintained. With the support of funders, we have continued to deliver services across Lancashire. We want to stay true to our core mission of supporting people suffering or at risk of suffering domestic abuse however where we see opportunities to deliver better services we look at ways to do this. This innovation often relies on securing the finances to carry it through. We are grateful therefore for all the individuals, organisations, grant bodies and commissions that help us maintain services and build on them. 

Our financial strategy is regularly reviewed and the Finance and Audit Committee oversees our budget, financial development, contracting and risk. We have successfully secured diverse funding streams that spread the risk to the organisation. Local fundraising and corporate support have helped us to create this diversity. It is very pleasing to report that we end the year in a positive financial position. 

As we implement our three year strategy we want to ensure we maintain our services and continue to be a sustainable organisation. 

The financial statement for the year ended 31 March 2023 shows a net surplus in funds of £ 508,114, (31 March 2022 £658,351). As outlined above the organisation is in a stable position and able to sustain the valuable work we deliver. 

## _**Policy on reserves**_ 

The Trustees have reviewed the reserves of the Charity. This review encompassed the nature of the income and expenditure streams, the need to match variable income with fixed commitments and the nature of the reserves. 

Reserves at 31st March 2023 amount to: Designated reserves £ 1, 510,846 Unrestricted reserves £ 50,000 Restricted reserves £677,234 Total Funds £ 2, 238, 080 

The Trustees are pleased to report that the Board has approved an increase in the contingency fund as the likelihood of a significant drop in funding is possible in the current financial climate. The Board has agreed to use the designated reserves to maintain 6 months running/winding down costs and believes the organisation must remain committed to innovation and further advancement. Therefore, the Trustees have designated funds to allow staff to continue developing much-needed services. 

## **Going concern** 

The Trustees have a reasonable expectation that the organisation has adequate resources to continue operating for the foreseeable future. Given this, they continue to adopt the going concern basis in preparing the financial statements. 

Page 17 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## _**Principal funding sources**_ 

We are very grateful to the following funders and donors who enable us to deliver our vital services. 

Blackburn with Darwen Borough Council, Lancashire County Council, Blackpool Council, The Office of the Police & Crime Commissioner for Lancashire, Ministry of Justice, Children in Need, Department for Levelling Up, Housing and Communities, Henry Smith, Garfield Weston, Charles Hayward Foundation. 

We are also grateful to local groups, companies and individuals who have donated money, goods and services throughout the year. 

## _**Investment policy and objectives**_ 

The Trustees agree to keep a specific designated amount in reserves each year. The rest of the funds are utilised to provide services for our service users. The Articles of Association contains powers to invest funds and the trustees and senior managers have been working with an investment advisor to identify the most appropriate means of securing a good return on investments and securing our money. 

## **Looking ahead** 

We have successfully achieved our first year objectives for our three year strategic plan and the operational plan linked to it. We are pleased with the progress and recognise that we have things we want to achieve in year two. 

- We want to maintain our high quality, high impact services 

- Build our fundraising base and invest in bid writing to sustain and where possible add to our income streams 

- Open our charity shop 

- Review our governance processes and develop the idea of a new post to concentrate on strategic and 

- operational excellence. 

- Continue our partnership working so that service users get the best outcomes possible 

- Ensure that the ethos of equality, diversity and inclusion runs through all we do 

- Care for our environment 

Shigufta Khan, CEO will develop our second year operational plan, working with the leadership team to ensure our strategic aims are met. 

We want to stay true to our charitable objects and make certain our core business continues and that we achieve the very best for people who come to the Wish Centre for support. We want people to have confidence in our services and our responses. We want staff and volunteers to feel supported so they can provide outstanding service. 

However we do not want to stand still, we want to be innovative and respond to new opportunities. We want to listen to service users and develop our co-production plans so people feel valued and connected to the Wish Centre and they can take an active role in helping to review and develop services. 

Partnership working has always formed a base for our work and we will continue to embrace this through the coming year. We believe in working with local communities so we are able to develop the services needed, the ones that will achieve the most. Collaboration with others is also a vital part of our campaigning role so we are able to impact the violence against women and girls agenda and bring about change. 

Page 18 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Structure, governance and management** 

## _**Nature of governing document**_ 

The Wish Centre is registered as a charitable company limited by guarantee and is constituted under a Memorandum and Articles of Association dated 26.09.2006. It is also a registered charity, number 1116444. 

The principal object of the company is to assist in the relief of women, men and children who have suffered or are at risk of suffering domestic abuse, through the provision of support, advice and accommodation. The organisation’s principal beneficiaries are women and children. 

Our Memorandum and Articles of Association provide a framework for the Wish Centre to conduct organisational business. It structures the way the Trustee Board functions and sets out the rules we abide by. The trustees made the decision to consider updating the articles and have been working with a legal advisor to consider what changes may be pertinent. This will conclude in the coming year. 

The trustees delegate day to day running of the Wish Centre to the CEO, Shigufta Khan who with the leadership team determine the operational processes to have in place so that service users get the best provision possible. A goal of the Board is to ensure we offer a non-judgemental, non-discriminatory and inclusive service to individuals. Our senior leadership team also ensure that staff and volunteers are supported to undertake their roles and this is done with their welfare in mind. 

There are nine trustees at present. One trustee, Kristin left us during the year to pursue another role. We were however joined by Gillian, a HR specialist who complements the team well. One of our trustees Sarah was recognised in the last annual report but formally joined us at the 2022 AGM. All trustees are also Directors of the Wish Centre given we are a charitable company. Trustees have all committed to achieving the vision and mission of the Wish Centre and are well versed in the responsibilities of being a trustee. Our board is diverse but we will continue to review our skills by undertaking a yearly audit. Alongside the Board we have two patrons Pauline Quinn OBE, ex-Head of Midwifery for East Lancs Hospital Trust and Graham Liver, a radio and television presenter who is well known locally and regionally. We also have a number of co-opted members we can call upon for their specific skills. 

The Board continue to meet bi-monthly, alternate meetings taking place face to face at our community offices. We also hold meetings using Teams. This has proved successful in enabling trustees who live a distance from our offices to take part. It also helps trustees who are working. It is another way too that we can fulfil our commitment to reducing our carbon footprints by limiting travel. We have a Finance and Audit Committee which amongst other things undertakes a yearly pay and pension review. Recommendations are passed to the Board for approval. There is a HR group too that considers all personnel issues. 

Trustees work closely with the CEO and where appropriate the wider management team. A yearly staff survey is led by the Chair of Trustees and reported to the Board. This year’s survey raised issues about our pay levels in comparison to other similar charities/organisations and the trustees are currently reviewing this. The CEO has weekly 1:1 catch up sessions with the Chair and formally supervision on a regular basis. Staff members are welcome to attend Board meetings and contact trustees if required. There is a very open culture regarding communication. Service users can also attend meetings if they wish. Trustees will attend whole team meetings and events that take place at our refuges so they can meet people face to face. Consultations are undertaken by trustees and the CEO with service users and findings reported to the Board. The CEO sends out a weekly communication to staff and trustees with relevant news and information. This continues to be valued by all and is very useful as we have more staff who are home based. 

Page 19 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## _**Recruitment and appointment of trustees**_ 

The recruitment process for new trustees is well embedded in the organisation. An interview is undertaken, references requested, a disclosure and barring check carried out and any further checks required that determines suitability to hold office. An induction pack is given to new trustees that include roles and responsibilities of a trustee, information from the Charity Commission, the Charity Governance Code and information about the organisation. They spend time with the CEO, Chair and staff to familiarise themselves with the Wish Centre activities. They can also undertake a volunteer training programme. Recruits are asked to attend three Board meetings, excluding any confidential sections, before being confirmed by existing members. At each AGM a third of Board members are required to retire. Those longest in office since election retire first and all are eligible for re-election. The three officer positions are re-elected each year. This is not determined in our Articles but we believe it ensures accountability and gives opportunities to others on the Board. 

All trustees commit to declaring any personal interests and this is updated each year. 

Trustees undertake a set of e-learning safeguarding training and Information Security and GDPR training to equip them for their role. Each member of the Board is encouraged to undertake additional training so they can contribute fully to the Board. There is a training budget to facilitate this. 

## _**Organisational structure**_ 

Trustees are mindful of their strategic role within the organisation and that of the CEO who manages day to day operations. The CEO reports to the Board at each meeting and this includes a review of our financial position. Individual staff members feed into the CEO report and managers will attend some of the meetings to update directly. We had a small, historical membership of six people who have all made the decision to resign as members and become allies. The trustees are all members of the Wish Centre by virtue of heir role. 

We hold our AGM each year in September and all those involved with the Wish Centre internally are invited along with other stakeholders. This is an opportunity to showcase our work alongside the formal business of presenting our audited accounts and electing officers and trustees. 

Where decisions have to be made in an emergency, outside of normal Board meetings Trustees have the authority to do so. Where possible there are always at least three Trustees who consult on the matter to be decided and this is then taken to the next Board meeting for ratification. If needed the Chair will make an executive decision and update the other trustees as soon as possible. These processes are regularly reviewed. 

## **Risk management** 

The Trustee Board is responsible for establishing and monitoring internal control systems within the Wish Centre. The Board and CEO regularly reviews the risks that could impact the organisation. Some of the significant risks include future pandemics, loss of sustainable funding; cost of living crisis and effects on staff welfare; competitive fundraising environment; shortage of qualified staff and risk to reputation. 

The Trustees are satisfied that the process for reviewing risk is rigorous and timely. At the present time the risks identified have been ameliorated and as a consequence the trustees are confident the organisation offers a safe environment for service users and we are able to sustain our services for the foreseeable future. We believe our processes for ensuring health and safety and safeguarding are robust and there are no risks that have currently been identified. There are well developed reporting processes in place that means the CEO reports any concerns, exceptions, risks etc. 

Page 20 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Trustees' Report (continued)** 

## **Members’ liability** 

The members of the charitable company guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. 

## **Responsibilities of the Trustee Board** 

Company law requires the Trustee Board to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing those financial statements, the Trustees should follow best practice and: 

•select suitable accounting policies and then apply them consistently; 

•make judgements and estimates that are reasonable and prudent; and 

•prepare the financial statements on the going concern basis unless it is not appropriate to assume that the company will continue on that basis. 

The Board of Trustees is responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 1985. The Board of Trustees is 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. 

Per company law, as the company’s directors, we certify that, so far as we are aware, there is no relevant information of which the company’s auditors are unaware and as the directors of the company we have taken all steps in order to make ourselves aware of any relevant information and to establish that the charity’s auditors are aware of that information. 

## **A final word** 

This year has been a vibrant one where we have risen to the challenge of increased numbers of people seeking support. The feedback we have received about our services has been positive and we know we have changed people’s lives, helping them to live free from abuse. Our work with perpetrators has successfully changed abusive behaviours and has therefore had significant impact on victims of abuse. We believe supporting children and young people affected by domestic abuse is a key part of our service and we are eager to sustain and develop this work. 

Our skilful team of staff and volunteers is key to the positive outcomes we have achieved and their resilience, integrity and tenacity is to be celebrated. Our senior leadership team and Board of Trustees have worked tirelessly to ensure our services are maintained and the Wish Centre is well respected in our community. 

The year ahead is exciting as we welcome new staff and invest in new ventures. We know there will be challenges ahead as there always is for the charitable sector but we are ready to rise to those challenges. We end by thanking all those who support the Wish Centre in whatever way they can: allies; grant givers; commissioners; partners; supporters; donators and the local community. This support is vital to us so we are able to continue to provide our services. 

A final thank you goes to the survivors of domestic abuse who share their lived experiences, demonstrate their courage and make us understand how vital our work is. 

We will stay true to our values of listening, supporting and empowering. Our vision remains a world without domestic abuse. 

Page 21 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Statement of Trustees' Responsibilities** 

The trustees (who are also the directors of Blackburn and Darwen District Without Abuse Limited for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland". The report and accounts have been prepared in accordance with the provisions in the Companies Act 2006 relating to small companies. 

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they 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 its 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 apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable accounting standards, comprising FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. 

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

Approved by the trustees of the charity on 22 December 2023 and signed on its behalf by: 


Pauline Geraghty, MBE Chair 


Rabiya Gangreker Treasurer 

Page 22 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Independent Auditor's Report to the Members of Blackburn and Darwen District Without Abuse Limited** 

## **Opinion** 

We have audited the financial statements of Blackburn and Darwen District Without Abuse Limited (the 'charity') for the year ended 31 March 2023, which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows, and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is United Kingdom Accounting Standards, comprising Charities SORP - FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and applicable law (United Kingdom Generally Accepted Accounting Practice). 

In our opinion the financial statements: 

- give a true and fair view of the state of the charity's affairs as at 31 March 2023 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; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **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 responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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 the provisions available for small entities, in the circumstances set out in note to the financial statements, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

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

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

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

## **Other information** 

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

Page 23 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Independent Auditor's Report to the Members of Blackburn and Darwen District Without Abuse Limited (continued)** 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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. 

## **Opinion on other matter 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' Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the Trustees' Report has been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In the light of our knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report. 

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit. 

- the directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report. 

## **Responsibilities of trustees** 

As explained more fully in the Statement of Trustees' Responsibilities (set out on page 22), the trustees 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 charity'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 charity or to cease operations, or have no realistic alternative but to do so. 

## **Auditor responsibilities for the audit of the financial statements** 

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

Page 24 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Independent Auditor's Report to the Members of Blackburn and Darwen District Without Abuse Limited (continued)** 

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

We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. 

- We obtained an understanding of laws and regulations that could reasonably be expected to have a material effect on the financial statements through discussion with management and those charged with governance, including financial reporting and taxation legislation. We considered that extent of compliance with those laws and regulations as part of our procedures on the related financial statement items. 

- We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations. We remained alert to any indications of non-compliance throughout the audit. 

- We addressed the risk of fraud through management override by reviewing the appropriateness of journal entries and other adjustments; assessing whether the judgements made in making key accounting estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business that we come across throughout the audit. 

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 trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's trustees 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 its trustees as a body, for our audit work, for this report, or for the opinions we have formed. 


...................................... Helen Knowles (Senior Statutory Auditor) For and on behalf of Beever and Struthers, Statutory Auditor 

One Express 1 George Leigh Street Ancoats Manchester M4 5DL 

22 December 2023 

Page 25 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Statement of Financial Activities for the Year Ended 31 March 2023 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)** 

|**Note**<br>**Income and Endowments from:**<br>Grants and donations<br>3<br>Charitable activities<br>4<br>Investment income<br>5<br>Total income<br>**Expenditure on:**<br>Charitable activities<br>6<br>Total expenditure<br>Net income<br>Net movement in funds<br>**Reconciliation of funds**<br>Total funds brought forward<br>Total funds carried forward<br>14|**Unrestricted**<br>**funds**<br>**£**<br>612,848<br>257,613<br>4,618<br>875,079<br>(560,584)<br>(560,584)<br>314,495<br>314,495<br>1,246,351<br>1,560,846|**Restricted**<br>**funds**<br>**£**<br>807,837<br>-<br>-<br>807,837<br>(614,218)<br>(614,218)<br>193,619<br>193,619<br>483,615<br>677,234|**Total**<br>**2023**<br>**£**<br>1,420,685<br>257,613<br>4,618<br>1,682,916<br>(1,174,802)<br>(1,174,802)<br>508,114<br>508,114<br>1,729,966<br>2,238,080|**Total**<br>**2022**<br>**£**<br>1,500,912<br>242,220<br>51|
|---|---|---|---|---|
|||||1,743,183|
|||||(1,084,830)|
|||||(1,084,830)|
|||||658,353|
|||||658,353<br>1,071,613|
|||||1,729,966|



The notes on pages 29 to 38 form an integral part of these financial statements. Page 26 



## **Blackburn and Darwen District Without Abuse Limited** 

## **(Registration number: 05834929) Balance Sheet as at 31 March 2023** 

|**Note**<br>**Fixed assets**<br>Tangible assets<br>10<br>**Current assets**<br>Debtors<br>11<br>Cash at bank and in hand<br>12<br>**Creditors: Amounts falling due within one year**<br>13<br>**Net current assets**<br>**Net assets**<br>**Funds of the charity:**<br>**Restricted income funds**<br>Restricted funds<br>**Unrestricted income funds**<br>Unrestricted funds<br>**Total funds**<br>14|**2023**<br>**£**<br>5,066<br>155,446<br>2,157,794<br>2,313,240<br>(80,226)<br>2,233,014<br>2,238,080<br>677,234<br>1,560,846<br>2,238,080|**2022**<br>**£**<br>5,955<br>104,493<br>1,675,864|
|---|---|---|
|||1,780,357<br>(56,346)|
|||1,724,011|
|||1,729,966|
|||483,615<br>1,246,351|
|||1,729,966|



For the financial year ending 31 March 2023 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006, although an audit has been carried out under section 144 of the Charities Act 2011. 

Directors' responsibilities: 

- The members have not required the charity to obtain an audit of its accounts for the year in question in accordance with section 476; and 

- The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. 

These financial statements have been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006. 

The financial statements on pages 26 to 38 were approved by the trustees, and authorised for issue on 22 December 2023 and signed on their behalf by: 


Pauline Geraghty, MBE 

Chair 

The notes on pages 29 to 38 form an integral part of these financial statements. Page 27 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Statement of Cash Flows for the Year Ended 31 March 2023** 

|**Note**<br>**Cash flows from operating activities**<br>Net cash income<br>Net cash flows from operating activities<br>**Cash flows from investing activities**<br>Interest received<br>Acquisitions of tangible assets<br>Net cash flows from investing activities<br>Net increase in cash and cash equivalents<br>Cash and cash equivalents at 1 April<br>Cash and cash equivalents at 31 March|**2023**<br>**£**<br>481,368<br>481,368<br>4,618<br>(4,056)<br>562<br>481,930<br>1,675,864<br>2,157,794|**2022**<br>**£**<br>596,642|
|---|---|---|
|||596,642|
|||51<br>(4,044)|
|||(3,993)|
|||592,649<br>1,083,215|
|||1,675,864|



All of the cash flows are derived from continuing operations during the above two periods. 

The notes on pages 29 to 38 form an integral part of these financial statements. Page 28 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023** 

## **1 Accounting policies** 

The charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation. 

The address of its registered office is: Unit 21 Business Development Centre Eanam Wharf Eanam Old Road Blackburn Lancashire BB1 5BL 

## **Summary of significant accounting policies and key accounting estimates** 

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. 

## **Statement of compliance** 

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)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. 

## **Basis of preparation** 

Blackburn and Darwen District Without Abuse Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes. 

## **Going concern** 

The financial statements have been prepared on a going concern basis. 

The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of approval of the financial statements. 

## **Income and endowments** 

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

Page 29 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **1 Accounting policies (continued)** 

## _**Donations and legacies**_ 

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period. 

## _**Grants receivable**_ 

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released. 

## **Expenditure** 

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs. 

## **Governance costs** 

These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses. 

## _**Charitable activities**_ 

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. 

## **Tangible fixed assets** 

Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses. 

## **Depreciation and amortisation** 

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows: 

## **Asset class** 

Fixtures and Fittings 

## **Depreciation method and rate** 

33% straight line 

## **Cash and cash equivalents** 

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value. 

Page 30 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **1 Accounting policies (continued)** 

## **Financial instruments** 

## _**Classification**_ 

The charity has elected to apply the provisions of Section 11 'Basic Financial Instruments' and Section 12 'Other Financial Instruments Issues' of FRS 102 to all of its financial instruments. 

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. 

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. 

## _**Basic financial assets**_ 

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. 

## _**Basic financial liabilities**_ 

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised. 

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. 

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. 

## _**Derecognition of financial liabilities**_ 

Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled 

## **Employee benefits** 

The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received. 

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits. 

## **Retirement benefits** 

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. 

Page 31 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **2 Critical accounting estimates and judgements** 

In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. 

There are no critical accounting estimates and judgements. 

## **3 Income from donations and legacies** 

|Donations and legacies;<br>Donations<br>Grants, including capital grants;<br>Grants|**Unrestricted**<br>**funds**<br>**General**<br>**£**<br>22,356<br>590,492<br>612,848|**Restricted**<br>**funds**<br>**£**<br>-<br>807,837<br>807,837|**Total**<br>**2023**<br>**£**<br>22,356<br>1,398,329<br>1,420,685|**Total**<br>**2022**<br>**£**<br>30,201<br>1,470,711|
|---|---|---|---|---|
|||||1,500,912|



## **4 Income from charitable activities** 

|Housing benefit - Refuge 1<br>Housing benefit - Refuge 2<br>Rent received from tenants - Refuge 1<br>Rent received from tenants - Refuge 2|**Unrestricted**<br>**funds**<br>**General**<br>**£**<br>119,565<br>112,322<br>14,813<br>10,913<br>257,613|**Total**<br>**2023**<br>**£**<br>119,565<br>112,322<br>14,813<br>10,913<br>257,613|**Total**<br>**2022**<br>**£**<br>107,852<br>107,567<br>16,408<br>10,393|
|---|---|---|---|
||||242,220|



## **5 Investment income** 

||**Unrestricted**||||
|---|---|---|---|---|
||**funds**|**Total**|**Total**||
||**General**|**2023**|**2022**||
||**£**|**£**|**£**||
|Investment income|4,618|4,618||51|



Page 32 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **6 Expenditure on charitable activities** 

|Staff costs<br>Depreciation<br>Management fee<br>Motor expenses<br>Legal & professional fees<br>Bank charges<br>Establishment costs<br>Repairs and maintenance<br>Office expenses<br>Printing, postage & stationery<br>Subscriptions & donations<br>Sundry expenses<br>Cleaning|**Activity**<br>**support costs**<br>**£**<br>904,798<br>4,945<br>17,655<br>16,740<br>19,275<br>584<br>138,229<br>17,856<br>36,275<br>9,161<br>2,334<br>5,006<br>1,944<br>1,174,802|**2023**<br>**£**<br>904,798<br>4,945<br>17,655<br>16,740<br>19,275<br>584<br>138,229<br>17,856<br>36,275<br>9,161<br>2,334<br>5,006<br>1,944<br>1,174,802|**2022**<br>**£**<br>795,776<br>5,988<br>29,185<br>16,156<br>23,064<br>713<br>132,520<br>22,045<br>39,650<br>9,941<br>2,212<br>2,202<br>5,378|
|---|---|---|---|
||||1,084,830|



£560,584 (2022 - £316,254) of the above expenditure was attributable to unrestricted funds and £614,218 (2022 - £768,576) to restricted funds. 

In addition to the expenditure analysed above, there are also governance costs of £7,500 (2022 - £5,100) which relate directly to charitable activities. See note 7 for further details. 

## **7 Analysis of governance and support costs** 

## **Governance costs** 

|Audit fees<br>Audit of the financial statements|**Unrestricted**<br>**funds**<br>**General**<br>**£**<br>7,500<br>7,500|**Total**<br>**2023**<br>**£**<br>7,500<br>7,500|**Total**<br>**2022**<br>**£**<br>5,100|
|---|---|---|---|
||||5,100|



Page 33 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **8 Trustees remuneration and expenses** 

No trustees, nor any persons connected with them, have received any remuneration from the charity during the year. 

## **9 Staff costs** 

The aggregate payroll costs were as follows: 

|The aggregate payroll costs were as follows:|||
|---|---|---|
|**Staff costs during the year were:**<br>Wages and salaries<br>Social security costs<br>Pension costs|**2023**<br>**£**<br>810,068<br>75,210<br>19,520<br>904,798|**2022**<br>**£**<br>731,305<br>51,726<br>12,745|
|||795,776|



The monthly average number of persons (including senior management / leadership team) employed by the charity during the year expressed as full time equivalents was as follows: 

|Employees|**2023**<br>**No**<br>38|**2022**<br>**No**<br>36|
|---|---|---|



No employee received emoluments of more than £60,000 during the year. 

The trustees consider the key management personnel of the charity to be the CEO and the Operational manager. Total employee benefits including employers' pension contributions were £91,249 (2022 - £86,606). 

Page 34 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **10 Tangible fixed assets** 

|**10 Tangible fixed assets**|||||||
|---|---|---|---|---|---|---|
|**Oasis-Lagoon**<br>**F&F**<br>**£**<br>**Cost**<br>At 1 April 2022<br>40,091<br>Additions<br>-<br>At 31 March 2023<br>40,091<br>**Depreciation**<br>At 1 April 2022<br>40,091<br>Charge for the year<br>-<br>At 31 March 2023<br>40,091<br>**Net book value**<br>At 31 March 2023<br>-<br>At 31 March 2022<br>-<br>**11 Debtors**<br>Trade debtors<br>Prepayments<br>Other debtors<br>**12 Cash and cash equivalents**<br>Cash at bank<br>Other cash and cash equivalents|**Fixtures & Fittings**<br>**IT Equipment**<br>**£**<br>**Refuge**<br>**Equipment**<br>**£**<br>44,939<br>4,545<br>4,056<br>-<br>48,995<br>4,545<br>38,984<br>4,545<br>4,945<br>-<br>43,929<br>4,545<br>5,066<br>-<br>5,955<br>-|||**Furniture and**<br>**equipment**<br>**£**<br>56,550<br>-<br>56,550<br>56,550<br>-<br>56,550<br>-<br>-<br>**2023**<br>**£**<br>133,000<br>6,473<br>15,973<br>155,446<br>**2023**<br>**£**<br>2,154,013<br>3,781<br>2,157,794||**Total**<br>**£**<br>146,125<br>4,056<br>150,181<br>140,170<br>4,945<br>145,115<br>5,066<br>5,955<br>**2022**<br>**£**<br>77,670<br>6,090<br>20,733|
|||4,545||56,550|||
|||4,545<br>-||56,550<br>-|||
|||4,545||56,550|||
|||-||-|||
|||-||-|||
|||||**2023**<br>**£**<br>133,000<br>6,473<br>15,973<br>155,446<br>**2023**<br>**£**<br>2,154,013<br>3,781<br>2,157,794|||
|||||||104,493|
|||||||**2022**<br>**£**<br>1,671,600<br>4,264|
|||||||1,675,864|



Page 35 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **13 Creditors: amounts falling due within one year** 

|Trade creditors<br>Other taxation and social security<br>Other creditors<br>Accruals<br>**14 Funds**<br>**Unrestricted funds**<br>**_General_**<br>General<br>Designated<br>**Restricted funds**<br>Restricted<br>**Total funds**<br>**Unrestricted funds**<br>**_General_**<br>General<br>Designated<br>**Restricted**<br>Restricted<br>**Total funds**|**2023**<br>**£**<br>**2022**<br>**£**<br>24,538<br>5,117<br>5,282<br>2,693<br>35,897<br>34,237<br>14,509<br>14,299<br>80,226<br>56,346<br>**Balance at 1**<br>**April 2022**<br>**£**<br>**Incoming**<br>**resources**<br>**£**<br>**Resources**<br>**expended**<br>**£**<br>**Balance at 31**<br>**March 2023**<br>**£**<br>48,351<br>875,079<br>(560,584)<br>362,846<br>1,198,000<br>-<br>-<br>1,198,000<br>1,246,351<br>875,079<br>(560,584)<br>1,560,846<br>483,615<br>807,837<br>(614,218)<br>677,234<br>1,729,966<br>1,682,916<br>(1,174,802)<br>2,238,080<br>**Balance at 1**<br>**April 2021**<br>**£**<br>**Incoming**<br>**resources**<br>**£**<br>**Resources**<br>**expended**<br>**£**<br>**Transfers**<br>**£**<br>**Balance at**<br>**31 March**<br>**2022**<br>**£**<br>46,858<br>817,749<br>(316,256)<br>(500,000)<br>48,351<br>698,000<br>-<br>-<br>500,000<br>1,198,000<br>744,858<br>817,749<br>(316,256)<br>-<br>1,246,351<br>326,757<br>925,434<br>(768,576)<br>-<br>483,615<br>1,071,615<br>1,743,183<br>(1,084,832)<br>-<br>1,729,966|**2022**<br>**£**<br>5,117<br>2,693<br>34,237<br>14,299|**2022**<br>**£**<br>5,117<br>2,693<br>34,237<br>14,299|
|---|---|---|---|
|||56,346||
|||**Balance at 31**<br>**March 2023**<br>**£**<br>362,846<br>1,198,000||
||||1,560,846<br>677,234|
||||2,238,080|
||||**Balance at**<br>**31 March**<br>**2022**<br>**£**<br>48,351<br>1,198,000|
||||1,246,351<br>483,615|
||||1,729,966|



Page 36 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **14 Funds (continued)** 

Designated funds relate to a transfer of funds by the trustees to cover up to 6 months of the charity running costs. The Board has agreed to increase the monies in the contingency fund as the likelihood of a significant drop in funding is possible in the current financial climate. In light of the worsening cost of living crisis and rising rate of inflation, the Board has decided to create a hardship fund for service users and staff to support their wellbeing in these worrying times. 

Page 37 



## **Blackburn and Darwen District Without Abuse Limited** 

## **Notes to the Financial Statements for the Year Ended 31 March 2023 (continued)** 

## **15 Analysis of net assets between funds** 

|**15 Analysis of net assets between funds**||||
|---|---|---|---|
|Tangible fixed assets<br>Current assets<br>Current liabilities<br>Total net assets<br>Tangible fixed assets<br>Current assets<br>Total net assets|**Unrestricted**<br>**funds**<br>**General**<br>**£**<br>5,066<br>1,555,780<br>-<br>1,560,846<br>**Unrestricted**<br>**funds**<br>**General**<br>**£**<br>5,955<br>1,240,396<br>1,246,351|**Restricted**<br>**funds**<br>**£**<br>-<br>757,460<br>(80,226)<br>677,234<br>**Restricted**<br>**funds**<br>**£**<br>-<br>483,615<br>483,615|**Total funds at**<br>**31 March**<br>**2023**<br>**£**<br>5,066<br>2,313,240<br>(80,226)|
||||2,238,080|
||||**Total funds at**<br>**31 March**<br>**2022**<br>**£**<br>5,955<br>1,724,011|
||||1,729,966|



## **16 Related party transactions** 

There were no related party transactions in the year. 

Page 38