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2021-03-31-accounts

Company number: 06758907 Charity number: 1127126

The Dash Charity

Report and financial statements For the year ended 31 March 2021

The Dash Charity

Contents

For the year ended 31 March 2021

Reference and administrative details ................................................................................... 3 Report of the Directors ......................................................................................................... 5 Independent auditor’s report .............................................................................................. 25 Statement of financial activities (incorporating an income and expenditure account) ......... 30 Balance sheet .................................................................................................................... 31 Statement of cash flows ...................................................................................................... 32 Notes to the financial statements ....................................................................................... 33

The Dash Charity

Reference and administrative details

For the year ended 31 March 2021

Company number 06758907
Country of incorporation United Kingdom
Charity number 1127126
Country of registration England & Wales
Registered office and 551 Fairlie Road
Operational address Slough
Berkshire
SL1 4PY

Directors Directors who are also trustees under charity law, who served during the period and up to the date of this report were as follows:

Interim Chair
Secretary
Left on 29/04/2021
Interim Treasurer
Joined 01/03/2021
Joined 01/03/2021
Key Management Personnel Alison Bourne Chief Executive
Kiran Pathak Head of Finance & Governance
Claire Batchelor Advocacy & Outreach Manager
Tracey Noble Refuge Manager

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The Dash Charity

Reference and administrative details

For the year ended 31 March 2021

Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ Solicitors Kidd Rapinet Solicitors 392 Edinburgh Avenue Slough Trading Estate Slough Berkshire SL1 4UF Auditor Sayer Vincent LLP Chartered Accountants and Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

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The Dash Charity

Report of the Directors

For the year ended 31 March 2021

The Directors and Senior Management Team present their report and the audited financial statements for the year ended 31 March 2021.

Chair & CEO Report & Acknowledgement

Chair Report

What an incredible year 2020/2021 has been for The Dash Charity. Like so many other organisations we started the year thrown into COVID-19 turmoil, none of us knew what to expect and with Government guidance changing on what felt like a weekly basis Dash’s ability to cope with change shone through. Our services did not stop or falter enabling us to deliver Refuge, IDVA and Outreach support to more clients that in any other year.

Dash has the most incredible staff team; all departments were asked to continue operations with significant additional complexity. The Trustees and I would like to thank them all for the 200% they gave to whatever was asked of them.

We were especially overwhelmed by the community of Dash supporters and volunteers this year, we would not be here without you, thank you.

Looking forward to the next few years Dash’s ambition to safeguard women, men and children from domestic abuse will continue to drive everything we do, we will continue to ensure we deliver best value and quality to all stakeholders. We will also refine, enhance, and benchmark our processes to ensure our service remains as the industry gold standard.

CEO Report

The last financial year was a year like no other for so many of us. The Dash team adapted brilliantly to the changed circumstances. The Refuge team acquired PPE and created updated risk assessments and client Covid agreements. The Advocacy and Outreach Community team, Fundraising team and Finance team all re-located to work from their homes, conducting assessments of ergonomic set-up and equipment required. We acquired a donation of 15 laptops from Fujitsu and were able to purchase new smart phones through successful funding applications.

The lease was given up on the office space in October as it was not being used efficiently due to lockdown/Covid restrictions, releasing funding for necessary additional frontline work. We created a ‘wish list’ online and received over £2000 of Christmas presents for refuge and community clients and their children.

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The Dash Charity

Report of the Directors

For the year ended 31 March 2021

We continued with monthly one-to-one supervision calls online as well as the clinical supervision support for the frontline workers. This was particularly important as referrals of adult and children affected by domestic abuse increased exponentially during the pandemic. As designated frontline workers, the services teams were eligible for early vaccinations. The Royal Borough of Windsor & Maidenhead (RBWM) requested us to extend our services for another year on top of the existing contract.

We held an online event to celebrate International Women’s Day with over 60 attendees and our new website was also launched to very positive feedback.

We were disappointed to lose the Hospital IDVA tender bid to a London-based Housing Association, after 10 years of providing the service with outstanding feedback from the Hospital frontline staff.

In March we were joined by two new Trustees – a Marketeer and a Family Lawyer. This extends the skill-set of our Board even further and we are very fortunate to have their support.

Our Chair of Trustees, tarted her maternity leave in March; previous Chair ook over as Interim Chair and took over as Interim Treasurer. We are extremely grateful for their support and commitment.

Personally, I am truly inspired and proud of the team at Dash who work tirelessly to ensure that victims of domestic abuse are empowered and have the tools they need to keep themselves and their children safe. Over the years I have seen the charity continue to thrive and aspire to provide the best services possible for the adults and children that need us most.

Looking ahead, we will continue to challenge perceptions of domestic abuse and work with our extensive network of professionals to build trust in our community to seek help and support, and break the cycle of domestic abuse.

Strategic Report

Vision: End Domestic Abuse

Mission: To safeguard women, men and children in our community affected by Domestic Abuse, by offering a range of specialist services that will keep them safe and break the cycle of abuse.

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Values:

Why Dash is needed

The statistics below are a clear indication of the need for our services:

Measures: 2018-19 2019-20 2020-21
Total number of new referrals to Community services
(prior to risk assessment)		 730 792 1,072
•
Total IDVA clients (high
risk)		 174 153 138
•
Total Outreach clients
(medium/standard risk)		 215 259 302
•
Signposting (see note
below)		 341 380 632
Total number of children referred into children’s
therapeutic support		 83 79 120
Total number of new referrals to refuge services
(prior to risk assessment		 150 157 115
Total number of intakes 39 34 33
Occupancy rate 85% 89% 77%

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The Dash Charity

Report of the Directors

For the year ended 31 March 2021

and support required. Our Commissioners are keen that we refer clients to VFESS (Victims First Emotional Support) if they are assessed as standard risk or need longer term emotional support. Also, if the client does not reside in RBWM or South Bucks, we will signpost to their local authority for support.

Our Strategic Priorities 2020-2021

We have four Strategic Priorities and our business plan outlines our high-level objectives. Detail is disseminated through senior management objectives and cascaded down into service managers’ and team members’ objectives, and will be reviewed as part of the charity’s performance management process.

  1. Meeting Needs

  2. Campaigning/Awareness

  3. Fundraising/Finances

  4. People

Work was started on a ‘Strategy Refresh’ project in September 2020 with support from the Lloyds Foundation Enhance Programme, starting with data-gathering collected from trustees, staff, managers and service users. This is being finalised currently with consultation with the whole Dash team and enabling individual and team objectives to remain current and relevant.

Aims

Our overall aim is to enable positive change for those affected by domestic abuse, by keeping victims safe, breaking the cycle of abuse and allowing families and individuals to thrive. We want to ensure all victims of domestic abuse, both adults and children, receive quality support services tailored around their individual needs, so that they can live their lives free from future relationship abuse.

Our work in the community aims to challenge attitudes, preconceptions and beliefs surrounding domestic abuse. We want to prevent domestic abuse through early intervention, education and awareness. We want our work to support safer, more equal communities, so adults and children can live free from violence and abuse.

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Report of the Directors

For the year ended 31 March 2021

We ensure our services are high quality and tailored around the changing needs of our surrounding communities. With this in mind, our services will:

Activities

Since 1976, The Dash Charity (formerly Berkshire East and South Bucks Women’s Aid) has provided emergency temporary accommodation with emotional and practical support for women and their children fleeing domestic abuse. Since 2009, the scope of our work has broadened significantly, now supporting male victims, children and young people affected by domestic abuse in our local communities, and having an extensive community-based offering to families residing within the geographical remit of the organisation.

Our services have been developed over 45 years in consultation with our beneficiaries whose voice is vital in ensuring the services we provide really do work. Each individual situation will always be assessed on its own dynamics and a bespoke plan of support developed which build on strengths, resilience and wishes of each family. We work within a strong network of partner agencies to ensure that a holistic approach is taken to support.

We have 3 refuges that can accommodate up to 14 families at any one time and provide safe accommodation and support for those victims at the highest risk, having to flee their homes to stay safe, often having just a small window of opportunity in which to escape. Women and their children will be supported to recover from their experiences and rediscover their confidence and independence.

We run an Outreach and Advocacy Community Service within our local community, supporting local victims of domestic abuse assessed as medium and high risk of further violence, helping them stay safe and providing practical and intensive support, working alongside them to negotiate their own journey to safety.

We provide one to one support to children who have witnessed domestic abuse and have behavioural or emotional difficulties as a result. We run a crisis helpline for victims and practitioners and deliver training and healthy relationships workshops in schools and youth settings.

Beneficiaries of our services

The beneficiaries of our services are adults and children who have been affected, or are at risk of violence or abuse, at the hands of a partner, ex-partner or family member.

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The Dash Charity

Report of the Directors

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The geographical remit of The Dash Charity community team is the Royal Borough of Windsor and Maidenhead and some areas of South Buckinghamshire. Our refuge accommodation is based in Slough and will accept referrals from all over the UK.

Achievements and performance in the delivery of public benefit

Yearly Overview

Our Output – highlights:

We entered the new financial year just at the start of the first Covid-19 ‘lockdown’, with the knowledge and understanding that income generation and achieving high fundraising targets would be a key focus of the year, alongside a clear commitment to maintain our existing front-line provision, ensuring we could meet demand and continue delivering high quality services to our clients. Cases of Domestic Abuse were predicted to rise during the pandemic and this certainly was the case. The refuge services continued face-to-face with additional Covid risk assessments and additional agreements in place with clients. The Advocacy and Outreach Community, Finance and Fundraising teams all transferred to working from their homes, with new equipment being supplied as necessary.

Having reviewed and refreshed our fundraising strategy at the beginning of the year, based on a detailed analysis of our successes in the previous year, we used our learning to formalise our focus for the year ahead, agree financial targets per income stream and understand the level of activity and resource which would need to be dedicated to each area of income generation.

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We made some changes to our management team, with our previous CEO Jayne Donnelly choosing not to return to Dash from her sabbatical, and the subsequent formalising of Alison Bourne as permanent CEO from August 2020.

Our Board has grown from 6 to 8 members, each with varied professional backgrounds and we have skilled and committed front line practitioners who carry out the most incredible and life changing work every day.

Despite a high-pressure year in terms of number of cases referred to us, we are proud to show that we have directly supported so many individuals this year. Additional Covid funding opportunities for Domestic Abuse services were identified and applied for and we were 100% successful in those bids.

Service Provision by team

Refuge Services

87% of women supported saw an overall increase in feelings of safety, confidence, optimism for the future and increase in social networks throughout their stay

We supported 33 women and 32 children through refuge in 2020/21.

Our Refuge houses and in-house staffing team continued to be consistently busy throughout the year. We are particularly proud that we were able to prevent any outbreak of Covid-19 in any of our three refuges, despite being shared accommodation. New risk assessment and service-user agreements were put in place to enable this.

We remained a key partner of the national ‘Routes to Support’ Network enabling us to source immediate refuge for those we could not support due to lack of space or close proximity of the perpetrator to Dash refuges.

The demographics of the families we accommodate continue to change year-on-year and in 2020/21 we again saw nearly 70% of women accessing refuge having children under5 years of age, with a number of mothers with small babies, including two new-borns. Of the 32 children, 23 were aged 0-5 years.

This year, key highlights included:

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Report of the Directors

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Alongside the core support provided by our refuge practitioners, the team are always looking for opportunities to enhance the service offered and we are so grateful for the support of our volunteers this year who have provided us with bedside lamps, rugs and nightlights to make our refuge bedrooms feel homelier. As well as other local voluntary organisations who provide much needed clothing, food, toys and toiletries on a regular basis for our clients. We were especially grateful to be included in the ‘Meals from Marlow’ initiative which provided all refuge clients with freshly prepared meals throughout the first lockdown and for several months after. Baby Bank continued to be an invaluable resource for providing equipment and clothing for Mums and children staying in refuge. Due to Covid restrictions we limited the number of visitors to refuge this year which meant we were unable to offer appointments with our Hairdresser volunteers.

Advocacy and Outreach Services

98% of clients referred to our service engaged with their IDVA/Outreach Worker 97% of clients reported improved safety post support 97% of clients reported an improved quality of life post support 43% clients reported a complete cessation of abuse at case closure

Focus this year was on sustaining provision and meeting the increased need due to the pandemic. Unique locally in delivering this specialist service, we had to manage capacity carefully to ensure we were able to consistently and safely deliver our services.

The Advocacy and Outreach Community team have continued to be the most utilised of all our services and we have continued to see year on year growth for both self and agency referrals. The feedback from our local authority, RBWM, is positive against our local authority contract and we were awarded a ‘plus one’ on our contract this year, as we successfully completed year three of our contract, successfully achieving all agreed KPIs.

We continued with our innovative Police Project this year as part of our commitment to identity and address gaps in provision, both locally and on a wider basis:

Police Project – We ran a successful pilot over the previous winter period with our local police to provide out of hours support to police attending emergency call-outs due to DA, together with providing targeted literature for both victim and perpetrator. The outcomes were hugely encouraging with 85% officers using the Dash service, a 97% victim satisfaction rate and 88% victims reporting an improvement in their safety and circumstances at a follow

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The Dash Charity

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up visit. We also now have a greatly improved working relationship with the Police Safeguarding team.

Children’s Services

100% children/young people completing their programme of support reported improved wellbeing and coping strategies and an improved understanding of domestic abuse and healthy relationships.

We continued to provide our bespoke one-to-one support to children and young people affected by domestic abuse. The programmes of support have been continually tailored across the year in response to young people’s feedback and is very much focussed on the needs of the individual rather than the rigidity of a set programme.

Healthy relationships workshops

This year, we reached out to 172 children and young people across Windsor & Maidenhead. Face-to-face workshops were not possible to run for the vast majority of the school term times due to the Covid lockdown, although increasing numbers of requests for workshops were received in the last quarter of the year. Some individual sessions were run with children particularly affected by domestic abuse during the pandemic.

Training and Development

Our external training this year continued to be a focus for income generation as we incorporated our specialist knowledge and training skills into our fundraising strategy. We have responded to opportunities to provide paid-for and greater depth training to organisations looking to train their staff to the next level. This year we have delivered training to:

Audience: Number of
trainees:		 Subject:
Accredited Divorce Coaches 27 Domestic Abuse Awareness
Reckitt Benckiser Mental
Health First Aiders		 16 Domestic Abuse Awareness
Slough CVS Volunteers 12 ‘Spotting the Signs of Domestic
Abuse’
Shiseido employees 15 ‘Spottingthe Signs’
Shiseido Mental Health First
Aiders		 8 ‘Spotting the Signs’

Internal training and development remains integral at The Dash Charity and we deliver regular staff training days, primarily virtually. All staff receive monthly one to one supervision

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with their line manager and further to this we offer monthly clinical supervision with an external supervisor. All staff are subject to yearly appraisals and objective plans. Training plans are in place for all staff and meet accreditations and standards upheld by the charity. PR and Marketing.

This year we continued to focus on building our digital presence, through both our new website and social media platforms. We continued to execute our formal communications plan to ensure a consistent and creative approach was taken to raising awareness of our services, demonstrating our impact and engaging new and existing supporters. We saw another significant increase in followers to our Facebook, Twitter and Instagram accounts across the year and subsequently saw an increase in supporters, volunteers and client referrals. Recognising the influence of social media in helping us achieve our organisational goals, we continued to employ a dedicated PR/Comms Practitioner.

As a result of the pandemic, awareness and campaigns have largely been via social media platforms rather than face-to-face meetings as we continue to adjust to the changing face of operating the business.

Quality Assurance

The charity was one of the first to achieve Safe Lives (formerly CAADA) Leading Lights accreditation. The Leading Lights accreditation programme offers specialist services a set of quality standards for supporting victims of domestic abuse. The programme was launched in 2009. We completed our re-accreditation in December 2018 and were proud to be awarded Leading Lights status once again which is valid for three years.

The charity is currently registered under Ofsted’s Childcare standards and is subject to inspection.

In 2014 National Women’s Aid launched their quality standards, developed in response to the needs of member organisations. The Charity was very proud to be amongst the first members to receive accreditation in 2015, further evidence of the quality services that are provided for supporting victims of domestic abuse. We were also delighted to receive reaccreditation in March 2019 which was valid for three years but this has been extended to four, given the pandemic.

Internally, our service standards are reviewed by the Senior Management team on an annual basis.

Networks and Partnership Working

Our network is extensive and we have built and maintained strong working relationships with key partners including Thames Valley Police, Local Authority Housing and Adult and

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Children Social Care Teams, Health, including Mental Health (CMHT) and Education. We use a number of methods to network, communicate, raise awareness and promote best practice in supporting victims of domestic abuse.

We sit on a range of local and regional Boards as well as participating in multi-agency meetings to support individual clients such as Child Protection conferences and MARAC and MATAC meetings. The Dash Charity is represented at the following multi-agency forums:

We are also now members of both the Athena Business networking group in Taplow (monthly meetings), the Bucks Business Network (weekly meetings) and the BNI Jubilee Business Networking Group in Maidenhead (weekly meetings). We also attended a Domestic Homicide Review (DHR) this year as the local Domestic Abuse specialist provider, and are awaiting publication from the Home Office so that the report can be shared. The Dash Charity were part of a ‘Rapid Review’ as the case was known to us and it is currently in draft copy awaiting review and findings.

Fundraising

This financial year, we had an excellent year in fundraising, building upon the foundations laid by the new fundraising team in previous years. With additional Covid-19 funds being made available by various Government departments, we were able to apply successfully for these to meet the increased demand for our services and support the long-term sustainability of the charity.

Further fundraising and marketing expertise brought into the charity; with Ginette Gower being recruited to the Board of Trustees in February 2021 and a new Head of Fundraising being recruited in November 2020. Both had a wealth of experience in fundraising and marketing disciplines including corporate fundraising and major donor giving.

The refreshed Fundraising strategy sought to additionally focus our fundraising efforts on:

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Whilst a large focus on Trusts and Foundations continued, we also continued to work hard to improve the charity’s community presence with a number of supporter-led events and activities taking place online.

Our board continued to meet on a bi-monthly basis, with the finance/fundraising sub group also meeting bi-monthly on intermittent months. This allowed us to maintain a tight oversight of the financial picture, respond to changing need and focus and agree remedial actions as appropriate.

We reviewed our rolling success rate across the year and calculated a minimum value grants writing target per quarter based upon on our assumed success rate; this approach was balanced with the recognition that there was a need to build long term relationships with new and existing funders and explore longer term solutions to the charity’s sustainably.

Fundraising Practices

We do not have any third-party fundraisers and have not breached any fundraising codes. We are signed up to the Fundraising Regulator and are compliant with their Code of Practice, being committed to high fundraising standards. We have not received any fundraising complaints to date.

Risk review

We have a charity risk assessment that is reviewed monthly by the Senior Management Team and also at every Board meeting, to ensure that all aspects of the charity are risk assessed and managed. This regular review has been particularly crucial during the pandemic. These incorporate: operational, funding, people and skills, finance, strategy, environment, competition, management technology, regulation, regulations, politics and governance. Each risk has been allocated a nominated staff member who has responsibility for control activity against that risk.

The most significant risks to the sustainability of the charity are as follows:

•Loss of commissioning – loss of
RBWM contract.		 Build strong relationships; meet/exceed
contract targets; utilise national governing
bodies;hold ‘tender readymeetings
•Threats from Covid-19 Ensure we are following Government
guidance; ensure risk assessments are in
place for all services
•Not conducting Safeguarding Board
training		 All Board members to receive Safeguarding
training; designated Safeguarding leads
receive Level 2 training

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Risks to clients are managed through monthly case reviews. If risks to clients escalate, a review meeting is conducted, and safety plans are amended and implemented. Risk assessments and partnership working enable us to ensure all risk management is considered.

The Senior Management team monitor our financial income and expenditure monthly, reviewing any potential financial risks. This includes assessing our management accounts as well as our cash flow position to ensure that we have a minimum of three months operating costs in reserve. We have rolling budgets to foresee the charity’s financial stability and these are also reviewed monthly, and are prepared for a minimum of eighteen months to give us a long-term picture of our financial viability. Throughout regular Board meetings, risk, finance, expenditure and funding is explored and evaluated at a governance level Risk is shared on an on-going basis through regular communication meetings with all staff, bimonthly reports to the Board and clear communication with key stakeholders.

Impact of COVID 19

Services:

As the 2020/21 Financial year came to a close, the potential impact of the COVID-19 pandemic was becoming clear. We swiftly moved all non-refuge service staff to working from home and risk assessed their environments and acquired new equipment to facilitate this (e.g. desks, laptops, phones).

Collaboratively with key partners, our service teams worked quickly to adapt service provision in order to continue to identify and safely support clients at risk and increase our capacity as we realised COVID-19 would have a dramatic and dangerous impact on those we support. We applied to numerous funders to help us do this and remedies we employed included:

Remuneration

At the end of the financial year 2020/21, the key management personnel team consisted of five staff including, the Chief Executive, Head of Finance, Head of Fundraising, Advocacy and Outreach Manager and Refuge Services Manager. The combined annual salaries’ including pensions and benefits of these key personnel is £233.5k. Salaries are benchmarked against other similar sized charities, and the salary scales are reviewed every

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three years, salaries were reviewed in 2020 as part of that process. Individuals’ salaries are reviewed after each appraisal annually, although the charity cannot guarantee an annual review. However, we will ensure that all staff salaries are reviewed and increased at least every two years based on a satisfactory annual appraisal result.

Staffing

The Dash Charity staff team is made up of 18 full time and 9 part time members of staff. We currently have in excess of 30 volunteers that work across all services and departments.

Preparation, selection, vetting and vigilant maintenance are all central to our safer recruitment policy. All of our staff, students and volunteers are screened before commencing employment or volunteering with us. This means taking up references from former employers, which specifically ask questions about safeguarding, conduct and suitability to work with vulnerable clients. Identity is additionally sought from candidates prior to interview along with relevant training/education/ qualification certificates. Our recruitment policy and volunteer policy are updated annually to ensure all recent legislation and guidance is included.

Pre-planned interview questions with an interview panel of two staff members are used as well as a desk top computer exercise so we are further able to access the knowledge, insight and suitability of a candidate.

All volunteers, students and staff have to complete an Enhanced Disclosure and Barring Service (DBS) check before they can commence their duties and they have to undertake safeguarding training along with our introduction to domestic abuse training when they commence their employment.

Financial Review

Total incoming resources for the year were £939,172. Of this £387,863 (41%) was generated from charitable trusts and grants, £149,823 (16%) was generated from client rent and housing benefit, £132,392 (14%) from local authorities and the remaining £269,949 (29%) from activities in the community and donations.

Expenditure

Total expenditure for the year was £796,845, of which £641,913 (83%) was spent on charitable activities; £127,932 (17%) was spent on the sustainability and development team.

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We spent £166,094 (22%) on refuge, £343,126 (45%) on the Advocacy & Outreach team, £132,693 (16%) on Children’s Services team.

Reserves

As at 31 March 2021 the charity cash balance was £489,484 equivalent to 7.6 months operating expenditure. Total reserves as at 31 March 2021 was £483,755, equivalent to 7.5 months operating expenditure, which was made up of £60,791 restricted reserves and £422,964 unrestricted reserves that equates to 6.6 months running costs.

We have maintained our reserves level this year at 6.6 months. The Charity’s aim is to have 3-6 months reserves level sustained across our future forecasts and to sustain reserve levels to ensure that there could be a smooth exit if this was ever required. Our strong financial management, accurate forecasts and robust risk management will ensure that we work to maintain our reserves level in the coming year.

Financial Review 2020/21

Year Total Incoming
Resources		 Charitable Trusts &
Grants		 % Rate Client Rent &
Housing Benefit		 % Rate
2019/20 614,248 232,829 38% 156,110 25%
2020/21 939,172 387,863 41% 149,823 16%
Local Authorities % Rate Community &
Donations		 % Rate
97,392 16% 127,177 21%
132,392 14% 268,949 29%

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Year Total
Expenditure		 Spent on
Charitable
Activities		 % Rate Spent on
Fundraising
Team		 % Rate
2019/20 781,977 645,125 82% 136,852 18%
2020/21 769,850 641,916 83% 127,934 17%
Spent on
Refuge
Team		 % Rate Spent on Advocacy
Team		 % Rate Spent on
Children's Team		 % Rate
180,599 23% 351,563 45% 112,963 14%
166,095 22% 343,128 45% 132,693 16%
Year Cash Balance Number of Months
Going Concern		 Total reserves Number of
Months Reserves
2019/20 325,533 5.00 314,433 4.83
2020/21 489,484 7.63 483,755 7.54
Restricted Unrestricted Number of
Months Reserves
31,572 282,861 4.34
60,791 422,964 6.59

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Going concern

The directors review the financial projections of both operating finance and cashflow on a monthly basis. Following these reviews, the Directors have a reasonable expectation that the Charity has adequate resources to continue its activities for the near future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements and accounts. The basis for this conclusion is:

Our new fundraising strategy has evolved to build income generation and create a longer term more sustainable position. We have a strong and successful relationship with our commissioners at RBWM; this contract still forms the basis of core funding for community service delivery. Whilst the lack of multi-year grants is concerning, the fundraising team are working hard to seek to source and secure such funding on an ongoing basis.

Structure, governance and management

The organisation is a charitable company limited by guarantee, incorporated on 26 November 2008 and registered as a charity on 10 December 2008.

The company was established under a memorandum of association, which established the objects and powers of the charitable company and is governed under its articles of association.

On 1 April 2009, East Berkshire Women's Aid, a registered charity in England and Wales (charity number 272579), transferred all its assets, liabilities and activities to Berkshire East and South Bucks Women's Aid (BESBWA). As of 15 April 2014, the charity changed its name to The Dash Charity, standing for Domestic Abuse Stops Here.

The Chief Executive, Senior Management Team and Board of Directors followed the procedures advised by the Charity Commission before making appointments for positions. All directors give their time voluntarily and receive no benefits from the Charity. Any expenses reclaimed from the charity are set out in note 5 of the financial statements.

The Directors have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims and objectives and in planning

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its future activities. In particular, the Directors consider how planned activities will contribute to the aims and objectives that have been set.

The Chief Executive is responsible for the leadership and day-to-day management decisions and fulfilling the long and short-term objectives as per the business plan. The Chief Executive is supported by the Head of Finance who ensures the ongoing financial viability of the Charity, the Head of Fundraising who oversees income generation and the two Heads of services- Refuge and Advocacy & Outreach Community. All legal documents i.e. leases, contracts are signed by the Board, usually the Chair, after full consultation with the Chief Executive.

Recruitment and appointment of Directors

The Dash Charity recognises that the role of Directors involves important responsibilities, and requires not only great commitment, but also certain skills and experience. Sound governance is vital to enable The Dash Charity to achieve its aims and objectives, and therefore the recruitment of Directors should be carried out with as much care as the recruitment of paid staff, in line with Equal Opportunities policy and procedures.

Our Board has a mixed range of skills and experiences and we currently have eight Trustees. Our Board of Directors continue to show full commitment to support the senior management team and govern the Charity effectively.

Specific organisations and individuals with the skills, knowledge or experience identified as above will be targeted for recruitment and more generally, we will advertise through social media and within our networks. If individuals approach The Dash Charity and offer to become a Director they will be required to complete an application form so we can identify what skills they can bring to the organisation, if this fits the current need they will meet with the Chair and the Chief Executive to review their skill set and suitability.

Induction and Training for Directors

All Directors receive a programme of induction, co-ordinated by the Chief Executive upon appointment. A Directors induction pack is kept up to date and forms the basis of this induction.

All Directors receive our ‘introduction to domestic abuse’ one day training session and ‘effects of domestic abuse on children’ one day training session with our Training Lead. All Directors will also complete safeguarding training; we also have a named safeguarding lead Trustee ho leads on the review of any significant safeguarding concerns raised across the organisation. This role has been passed temporarily to went on Maternity Leave in May 2021. In addition, assumed the

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role of interim Chair at the same time, and became interim Treasurer to take over from who resigned from the Board due to personal reasons.

Our Directors are invited to our bi-monthly Communications meetings and have direct links to key members of staff for whom they can mentor and offer key skills. Some members book days to work from the office too so they can be part of the work and build team relationships.

As part of the Skills Audit, the training needs of new Directors are identified and a programme of training planned to meet these needs.

Statement of responsibilities of the Directors

The Directors (who are also trustees of The Dash Charity for the purposes of charity law) are responsible for preparing the directors' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

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

In so far as the Directors are aware:

23

The Dash Charity

Report of the Directors

For the year ended 31 March 2021

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

Members of the Charity guarantee to contribute an amount not exceeding £10 to the assets of the Charity in the event of winding up. The Directors are members of the Charity but this entitles them only to voting rights. The Directors have no beneficial interest in the Charity.

Auditor

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

Approved by the Directors on 12 October 2021 and signed on their behalf by:

24

Independent auditor’s report

To the members of

The Dash Charity

Independent auditor’s report to the members of The Dash Charity

Opinion

We have audited the financial statements of The Dash Charity (the ‘charitable company’) for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

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

25

Independent auditor’s report

To the members of

The Dash Charity

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

Other Information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

26

Independent auditor’s report

To the members of

The Dash Charity

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

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

Auditor’s responsibilities for the audit of the financial statements

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

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

Capability of the audit in detecting irregularities

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

27

Independent auditor’s report

To the members of

The Dash Charity

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

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

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the

28

Independent auditor’s report

To the members of

The Dash Charity

charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Joanna Pittman (Senior statutory auditor)

2 November 2021

for and on behalf of Sayer Vincent LLP, Statutory Auditor

Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

29

The Dash Charity

Statement of Financial Activities (incorporating an Income and Expenditure Account)

For the year ended 31 March 2021

For the year ended 31 March 2021 For the year ended 31 March 2021
Restricted
Note
£
Income from:
Donations and gifts
6,093
Other Trading Activities
-
Investment income
-
Refuge
3a
57,698
Independent Domestic Violence Advocacy
3b
251,647
Children's services
3c
72,425
Total income
387,863
Expenditure on:
Raising funds:
Costs of generating income
4,272
Charitable activities
Refuge
60,596
Independent Domestic Violence Advocacy
242,367
Children's services
51,409
Total resources expended
4
358,644
5
29,219
Transfers between funds
-
Net movement in funds
29,219
Reconciliation of funds
31,572
Total funds carried forward
60,791
Total funds brought forward
Charitable activities
Net (expenditure) / income for the year and
net movement in funds
2a
2b		 Unrestricted
£
233,682
35,267
145
149,823
132,392
-		 2021
Total
£
239,775
35,267
145
207,521
384,039
72,425		 Restricted
£
-
-
-
59,395
110,878
62,556		 Unrestricted
£
98,266
28,911
740
156,110
97,392
-		 2020
Total
£
98,266
28,911
740
215,505
208,270
62,556
387,863 551,309 939,172 232,829 381,419 614,248
4,272
60,596
242,367
51,409		 123,662
105,499
100,761
81,284		 127,934
166,095
343,128
132,693		 4,554
32,310
118,666
90,618		 132,298
148,289
232,897
22,345		 136,852
180,599
351,563
112,963
411,206 769,850 246,148 535,829 781,977
140,103
-		 169,322
-		 (13,319)
-		 (154,410)
-		 (167,729)
-
29,219
31,572		 140,103
282,861		 169,322
314,433		 (13,319)
44,891		 (154,410)
437,271		 (167,729)
482,162
60,791 422,964 483,755 31,572 282,861 314,433

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 13a to the financial statements.

30

The Dash Charity

Company no. 06758907

Balance sheet

As at 31 March 2021

Note
Fixed assets
Tangible fixed assets
9
Current assets
Debtors
10
Cash at bank and in hand
Liabilities
Creditors: amounts due within one year
11
Net current assets
Total assets less Current liabilities
Creditors: amounts due after one year
11a
Net assets
12
The funds of the charity
13
Restricted funds
Unrestricted funds
General funds
Total charity funds		 2021
£
15,576
15,576
68,386
489,484
557,870
39,691
518,179
533,755
50,000
483,755
60,791
422,964
483,755		 2020
£
3,989
3,989
29,359
325,533
354,892
44,448
310,444
314,433
-
314,433
31,572
282,861
314,433

Approved by the Directors on 12 October 2021 and signed on their behalf by:

31

The Dash Charity

Statement of cash flows

For the year ended 31 March 2021

Note
Increase in creditors - excluding bank loan
Decrease/ (increase) in debtors
Net income / expenditure for the reporting period
(as per the statement of financial activities)
Depreciation charges
Interest
Cash flows from operating activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Net cash (used in) / provided by operating activities
Cash flows from investing activities:
Interest and rents from investments
Purchase of fixed assets
Net cash (used in)/ provided by investing activities
Cash flows from financing activities:
HSBC Bank loan
Net cash (used in) / provided by financing activities		 £
£
169,322
4,173
(145)
(39,027)
(4,757)
129,566
145
(15,760)
(15,615)
50,000
50,000
163,952
325,533
489,484
2021		 £
£
169,322
4,173
(145)
(39,027)
(4,757)
129,566
145
(15,760)
(15,615)
50,000
50,000
163,952
325,533
489,484
2021		 £
£
(167,729)
2,418
(740)
18,039
6,247
(141,764)
740
(1,200)
(460)
-
-
(142,224)
467,757
325,533
2020		 £
£
(167,729)
2,418
(740)
18,039
6,247
(141,764)
740
(1,200)
(460)
-
-
(142,224)
467,757
325,533
2020
145
(15,760)		 740
(1,200)
50,000 -
163,952
325,533		 (142,224)
467,757
489,484 325,533

32

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

  1. Accounting policies

a) Statutory information

The Dash Charity is a charitable company limited by guarantee and is incorporated in the United Kingdom. The registered office address is 551 Fairlie Road, Slough, Berkshire, SL1 4PY

b) Basis of preparation

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

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

c) Public benefit entity

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

The trustees have prepared the accounts on the going concern basis and considered if there are any material uncertainties about the charitable company's ability to continue as a going concern.

The charity receives a variety of types of income, including grants and donations, and not all income expected for the following financial period is confirmed at the date of signing of the financial statements. Therefore the trustees have considered the likely scenarios for unconfirmed income, taking into account the success rates of previous grant funding applications. The trustees have then considered the worst case scenario, given the current available information, and this does not indicate material uncertainties in the charity's ability to continue as a going concern.

The trustees have considered the impact of the Coronavirus pandemic specifically and do not consider it to be a source of significant uncertainty which would affect their assessment of the going concern status of the charity. Further discussion of the impact of COVID-19 can be found in the trustees' annual report.

e) Income

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

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

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

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

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

g) Interest receivable

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

h) Fund accounting

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

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

33

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

1. Accounting policies (continued)

i) Expenditure and irrecoverable VAT

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

j) Allocation of support and governance costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

▪ Cost of generating income 20%
▪ Refuge 25%
▪ Independent Domestic Violence Advocacy 35%
▪ Children's Services 20%

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Where such information about the aims, objectives and projects of the charity is also provided to potential donors, activity costs are apportioned between fundraising and charitable activities on the basis of area of literature occupied by each activity.

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

k) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

l) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

▪ Office Equipment 4 years
▪ Furniture & fittings 4 years
▪ Motor Vehicles 4 years

m) Debtors

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

n) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.

o) Creditors and provisions

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

34

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

  1. Accounting policies (continued)

p) Financial instruments

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

The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charitable company in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the charitable company to the fund. The charitable company has no liability under the scheme other than for the payment of those contribution. All staff are enrolled as per the HMRC legislation on to the auto enrolment pension scheme.

  1. a) Donations and gifts
a) Donations and gifts
Grants for Fundraising & Core Cost
Donations from fundraisers
Total		 Restricted
£
£
6,093
141,696
-
91,986
6,093
233,682
Unrestricted		 2021
Total
£
147,789
91,986		 Restricted
£
£
-
61,287
-
36,979
-
98,266
Unrestricted		 2020
Total
£
61,287
36,979
239,775 98,266 98,266

35

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

  1. b) Income from other trading activities
b) Income from other trading activities
Andrew's £5k run
Beat the Boat
British 10k, Windsor 10k
Burnham Beer Festival
Burnham Donkey Derby
Carols on the Hill
Charity Football
Claire cake sale
Collection Tins
Colour Obstacle Rush
Cotsworld Challenge
Dash Dive
DHL Match Funding
DV Training
Fab Friends Walking
Gift Aid
Halloween
International Women's Day
Isle of Wight Challenge
Larchfield Toy Sale
Linked In Local Storm Media
Live at the Church
Maidenhead Festival
Maidenhead Panto
Maidenhead Pubwatch Pub Crawl
Marathons (Full & half)
Nationwide cake sale
Pamper Party
Rita Ora Tickets
Rock the Moor Cookham
Shoe sale
Swallowfield Panto
Tesco Bucket shake
Three Peaks Challenge
Training
Wendy House
White Ribbon Day
Windsor Concert / Races
Total charity income
Easter Egg Basket - Virtual
Xmas Tree Virtual
Sheppard Family walk
Distinctly Dsyfunctional
Grace & Lydia 500km for Dash
Kirstin's run a mile a day
Love Lockdown
Mental Health First Aiders Virtual Raffle
Midwives Call for Help
Izzy V-S Personal Challenge
Paul L Personal Challenge
Virtual Racing
Christmas Shopping Event & Conversation cards
Guards Polo Club
Yoga
Making a Difference Cards
Challenge 2.6 & Power of 45
Rebel Kid Fashion Shoot
Run the Ribbon
The Boxset Challenge
The Power of Colour		 Restricted
£
£
-
-
-
-
-
200
-
-
-
-
-
-
-
201
-
-
-
-
-
-
-
203
-
-
-
-
-
24
-
-
-
317
-
9,528
-
164
-
-
-
1,042
-
233
-
10,100
-
197
-
-
-
1,021
-
-
-
539
-
156
-
-
-
-
-
-
-
126
-
-
-
-
-
-
-
246
-
-
-
351
-
877
-
-
-
-
-
278
-
185
-
-
-
-
-
6,037
-
-
-
540
-
-
-
-
-
731
-
200
-
-
-
-
-
668
-
1,105
-
-
-
-
-
-
-
35,267
Unrestricted		 2021
Total
£
-
-
200
-
-
-
201
-
-
-
203
-
-
24
-
317
9,528
164
-
1,042
233
10,100
197
-
1,021
-
539
156
-
-
-
126
-
-
-
246
-
351
877
-
-
278
185
-
-
6,037
-
540
-
-
731
200
-
-
668
1,105
-
-
-		 Restricted
£
£
-
271
-
1,533
-
259
-
213
-
203
-
414
-
-
-
232
-
914
-
980
-
894
-
77
-
490
-
10
-
750
-
-
-
-
-
-
-
2,059
-
2,022
-
-
-
-
-
-
-
276
-
1,121
-
860
-
-
-
-
-
65
-
240
-
72
-
-
-
190
-
336
-
350
-
-
-
1,401
-
-
-
-
-
287
-
155
-
-
-
-
-
1,525
-
47
-
-
-
140
-
-
-
3,151
-
774
-
-
-
-
-
741
-
4,574
-
-
-
-
-
618
-
78
-
586
-
28,911
Unrestricted		 2020
Total
£
271
1,533
259
213
203
414
-
232
914
980
894
77
490
10
750
-
-
-
2,059
2,022
-
-
-
276
1,121
860
-
-
65
240
72
-
190
336
350
-
1,401
-
-
287
155
-
-
1,525
47
-
140
-
3,151
774
-
-
741
4,574
-
-
618
78
586
35,267 28,911 28,911

36

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

3. Incoming resources from charitable activities

3.
Incoming resources from charitable activities
a)
Refuge
Rent
Service charges
Blackwood Engineering Trust
Building Better Opportunities
Curla Charitable Trust
Greenhall
Hedley
Hodge Foundation
Peter Harrison
Schroder
Screwfix
Sklipton
Sobell
Total
MHCLG
B&Q		 Restricted
£
£
-
139,632
-
10,191
5,000
-
-
-
-
-
-
-
-
-
-
-
-
-
40,698
-
-
-
-
-
-
-
-
-
12,000
-
57,698
149,823
Unrestricted		 2021
Total
£
139,632
10,191
5,000
-
-
-
-
-
-
40,698
-
-
-
-
12,000		 Restricted
£
-
-
-
1,000
5,895
500
2,000
1,000
7,500
-
20,000
3,000
5,000
1,500
12,000
59,395		 2020
Total
£
£
145,045
145,045
11,065
11,065
-
-
-
1,000
-
5,895
-
500
-
2,000
-
1,000
-
7,500
-
-
-
20,000
-
3,000
-
5,000
-
1,500
-
12,000
Unrestricted
207,521 156,110 215,505

b) Independent Domestic Violence Advocacy

Independent Domestic Violence Advocacy
Allen & Overy
Berkshire Community Foundation
Buttle UK
Cala Homes
Heart of Bucks
L&Q
Nationwide
RBWM DA
RS Brownlies
Souter
TVP
Wexham A&E
Total
Children's services
Children in Need
Nisa
UCB King Baudouin Grant
Sara Charlton Foundation
Total
Gledswood Charitable Trust
Didymus
Michael Shanly
Ministry of Justice
Police Crime Commissioners
Sunninghill Trust
Lions Club - Windsor
Ascot Fire Brigade Trust
Big Lottery
Card factory
Comic Relief		 Restricted
£
£
-
-
3,000
-
10,000
-
99,787
-
-
-
-
-
1,200
-
24,798
-
5,000
-
-
-
5,000
-
200
-
-
-
4,000
-
8,902
-
48,950
-
-
132,392
-
-
-
-
3,000
-
1,291
-
36,519
-
251,647
132,392
Restricted
£
£
40,933
-
1,000
-
-
-
30,492
-
-
-
72,425
-
Unrestricted
Unrestricted		 2021
Total
£
-
3,000
10,000
99,787
-
-
1,200
24,798
5,000
-
5,000
200
-
4,000
8,902
48,950
132,392
-
-
3,000
1,291
36,519		 Restricted
£
£
5,000
-
-
-
10,000
-
-
-
280
-
500
-
-
-
-
-
-
-
1,500
-
5,000
-
-
-
40,879
-
-
-
-
-
-
-
5,000
97,392
200
-
2,000
-
-
-
4,000
-
36,519
-
110,878
97,392
Restricted
£
£
37,556
-
-
-
15,000
-
-
-
10,000
-
62,556
-
Unrestricted
Unrestricted		 2020
Total
£
5,000
-
10,000
-
280
500
-
-
-
1,500
5,000
-
40,879
-
-
-
102,392
200
2,000
-
4,000
36,519
384,039 97,392 208,270
2021
Total
£
40,933
1,000
-
30,492
-		 2020
Total
£
37,556
-
15,000
-
10,000
72,425 - 62,556

c) Children's services

37

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

4a. Total resources expended (current year)

Staff costs (note 6)
Staff training and conferences
Other staff costs
Volunteers' costs
Fundraising costs
Refuge running costs
Children activities
Repairs and renewals
Office costs
Motor expenses
Travel and subsistence
Communications
Client Support
Depreciation
Audit and accountancy
Legal and professional
Support Costs
Governance cost
Total resources expended
Total expenditure 2020		 Cost of
generating
income
£
87,952
782
130
-
5,398
-
-
-
2,963
-
-
-
-
-
-
-
97,225
19,159
11,550
127,934
136,852		 Refuge
£
86,907
1,273
232
-
-
1,668
52
7,261
27,367
19
-
29
90
2,812
-
-
127,710
23,948
14,437
166,095
180,599		 Independent
Domestic
Violence
Advocacy
£
244,950
2,234
213
-
-
-
195
-
30,963
77
2,308
3,469
2,282
27
-
2,671
289,389
33,527
20,212
343,128
351,563		 Children's
services
£
96,474
76
200
-
-
239
1,589
82
354
1,814
-
672
44
-
-
440
101,984
19,159
11,550
132,693
112,963		 Governance
Costs
£
57,283
96
-
-
-
-
-
-
361
-
9
-
-
-
-
-
57,749
-
-
57,749
-		 Support
Costs
£
57,741
105
25
421
-
-
-
36
15,306
-
-
3,289
-
1,334
10,826
6,710
95,793
(95,793)
-
-
-		 2021 Total
£
631,307
4,566
800
421
5,398
1,907
1,836
7,379
77,314
1,910
2,317
7,459
2,416
4,173
10,826
9,821
769,850
-
57,749
827,599
-		 2020
£
619,548
13,122
976
528
5,785
1,654
1,400
5,424
88,383
3,107
11,580
8,990
4,841
2,418
10,085
4,136
781,977
-
-
-
781,977

38

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

4b. Total resources expended (prior year)

Staff costs (note 6)
Staff training and conferences
Other staff costs
Volunteers' costs
Fundraising costs
Refuge running costs
Children activities
Repairs and renewals
Office costs
Motor expenses
Travel and subsistence
Communications
Client Support
Depreciation
Audit and accountancy
Legal and professional
Support Costs
Governance cost
Total resources expended		 Cost of
generating
income
£
108,923
6,925
230
-
5,785
-
-
-
2,553
-
2,010
513
-
-
-
-
126,939
6,762
3,151
136,852		 Refuge
£
98,728
695
171
-
-
1,582
37
4,992
29,323
1,701
271
447
(405)
2,393
-
1,014
140,949
27,046
12,606
180,601		 Independent
Domestic
Violence
Advocacy
£
202,134
2,757
428
-
-
-
-
-
4,683
11
7,410
1,294
4,793
-
-
(817)
222,693
87,900
40,968
351,561		 Children's
services
£
87,132
98
-
-
-
72
1,364
40
384
1,395
783
697
453
-
-
720
93,138
13,523
6,303
112,964		 Governance
Costs
£
60,424
1,323
71
-
-
-
-
-
225
-
856
129
-
-
-
-
63,028
-
(63,028)
-		 Support
Costs
£
62,207
1,324
76
528
-
-
-
392
51,214
-
251
5,910
-
25
10,085
3,219
135,231
(135,231)
-
-		 2020 Total
£
619,548
13,122
976
528
5,785
1,654
1,400
5,424
88,383
3,107
11,580
8,990
4,841
2,418
10,085
4,136
781,977
-
-
781,977

39

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

  1. Net (expenditure)/income for the year

This is stated after charging / crediting:

Depreciation
Auditor's remuneration (excluding VAT):
▪Audit
Directors' remuneration
Directors' reimbursed expenses		 2021
£
4,173
7,300
-
-		 2020
£
2,418
7,000
-
-

No directors received reimbursed expenses for travel costs during the year (2020: £nil).

6. Staff costs and numbers

Staff costs were as follows:

Staff costs and numbers
Staff costs were as follows:
Salaries and wages
Social security costs
Pension contributions
Redundancy
Recruitment
Other staff costs		 2021
£
560,510
43,514
18,914
-
5,760
2,608		 2020
£
514,277
41,148
19,016
4,193
7,540
33,375
631,307 619,548

No employees earned over £60k in the financial year (2020: £nil).

The total employee benefits including pension contributions and employer's NI of the key management personnel were £233,513 (2020: £208,100). Due to the restructure of the leadership team, we have removed the middle management tier, to ensure services are represented at the senior management level. Last years figures are lower due to the changes having been made half way through last year.

The staff headcount for the year was 23 (2020: 22), allocated to activities as follows:

The staff headcount for the year was 23 (2020: 22), allocated to activities as follows:
Refuge
IDVA
Children Services
Support and governance
Raising funds		 2021
No.
4
5
7
4
3		 2020
No.
3
5
8
3
3
23 22

The full time equivalent was 2021: 19 (2020: 18).

7. Related party transactions

In the year trustees made unrestricted donations to the charity totalling £420 (2020: £80).

There are no other related party transactions to disclose for 2021 or for 2020.

8. Taxation

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

40

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

9. Tangible fixed assets

9.
Tangible fixed assets
Cost
At the start of the year
Disposal in the year
Additions in the year
At the end of the year
Depreciation
At the start of the year
Eliminated on disposal
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year
10.
Debtors
Other debtors
Prepayments
Accrued income
11.
Creditors: amounts due within one year
Trade creditors
Taxation and social security
Other creditors
Accruals
Deferred income (note 12)
11a.
Creditors: Long term
HSBC Loan		 Vehicles
-
-
9,598		 £
9,961
(8,761)
6,162
Office
equipment		 £
45,490
(25,490)
-

Furniture and
fittings		 Total
£
55,451
(34,251)
15,760
9,598 7,362 20,000 36,960
-
-
1,600		 7,471
(8,761)
1,560		 43,991
(25,490)
1,013		 51,462
(34,251)
4,173
1,600 270 19,514 21,384
7,998 7,092 486 15,576
- 2,490 1,499 3,989
2021
£
50
10,911
57,425		 2020
£
50
24,265
5,044
68,386 29,359
2021
£
8,204
15,202
3,904
11,528
853		 2020
£
13,605
9,694
3,272
10,891
6,986
39,691 44,448
2021
£
50,000		 2020
£
-
50,000 -

The bank loan with HSBC was provided as part of the Coronavirus Bounce Back Loan Scheme. Under the terms of the loan interest is payable at 2.5% per annum with final repayment due 72 months after initial drawdown. No security was required to be provided.

41

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

12a. Analysis of group net assets between funds (current year)

Tangible fixed assets
Net current assets
Net assets at the end of the year
12b. Analysis of group net assets between funds (prior year)
Tangible fixed assets
Net current assets
Net assets at the end of the year		 £
-
60,791
Restricted
funds		 General funds
£
15,576
407,388
 Total funds
£
15,576
468,179
60,791 422,964 483,755
£
-
31,572
Restricted
funds		 General funds
£
3,989
278,872
 Total funds
£
3,989
310,444
31,572 282,861 314,433

42

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

13a. Movements in funds (current year)

Movements in funds (current year)
Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Voluntary
Total restricted funds
General funds
Swimathon
Screwfix
Peter Harrison
Sobell
Schroder
Skipton
Apples & Pears
Buttle UK
Card Factory
Sunninghill Trust
PCC
KJ Solicitors
Berkshire Community PCCFoundation
B&Q
DHL
Masonic
Blackwood Engineering Trust
Children In Need
UCB King Budouin
TVPA
Nisa
Windsor Lions
Gledswood Trust
Ascot Fire Brigade Trust
Ministry of Justice
A&E Wexham / Frimley
Didymus
L&Q
Greenhall
Hedley Foundation
MHCLG
Comic Relief
Michael Shanly
Berkshire Community Foundation
Big Lottery
Total funds
Total unrestricted funds
Prince Phillip
Safe Lives
Aviva		 £
451
1,000
-
273
2,000
1,000
1,482
-
10,629
2,785
4,712
1,284
-
1,386
At the start
of the year
as restated		 £
-
-
5,000
-
-
-
-
40,698
-
-
-
-
12,000
-
Income and
gains

 Expenditure
and losses
£
90
-
-
273
-
1,000
367
36,737
10,629
52
449
-
12,000
-
Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 At the end
of the year
£
361
1,000
5,000
-
2,000
-
1,115
3,961
-
2,733
4,263
1,284
-
1,386
27,002 57,698 61,597 - 23,103
-
-
-
-
132
-
-
-
-
-
-
-
-
-
-		 36,519
3,000
10,000
99,787
-
1,200
24,798
5,000
5,000
4,000
8,902
48,950
3,000
1,291
200		 36,519
-
10,000
99,787
-
1,186
24,798
5,000
5,000
733
8,902
48,950
-
1,291
200		 -
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 -
3,000
-
-
132
14
-
-
-
3,267
-
-
3,000
-
-
132 251,647 242,366 - 9,413
457
(527)
-
4,507
-		 -
40,933
1,000
-
30,492		 -
40,296
246
4,507
5,359		 -
-
-
-
-		 457
110
754
-
25,133
4,437 72,425 50,408 - 26,454
-
-
-
-
31,571		 917
1,500
2,500
1,176
387,863		 -
1,500
2,500
272
358,643		 -
-
-
-
-		 917
-
-
904
60,791
282,861 551,309 411,206 - 422,964
282,861 551,309 411,206 - 422,964
314,432 939,172 769,849 - 483,755

43

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

13b. Movements in funds (prior year)

Movements in funds (prior year)
Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Sustainability & Development
Awards for All
Total restricted funds
General funds
Buttle UK
Cala Homes
Didymus
Total unrestricted funds
Total funds
Heart of Bucks
Prince Phillip Charities Trust
Sara Charlton Foundation
Seven Stars Foundation
Children In Need
Comic Relief
Nisa
Apples & Pears
RS Brownlies
Souter
TVP
Prince of Wales Trust
RBWM
Berkshire Community PCCFoundation
Peter Harrison
Schroder
Blackwood Engineering Trust
Building Better Opportunities
Hedley Foundation
Hodge
Masonic
PCC
Screwfix
Skipton
Sobell
Swimathon
Allen & Overy
Berkshire Community Foundation
BCF (Tampon Tax)
L&Q
Nationwide
A&E Wexham / Frimley
Curla
DHL
Greenhall		 £
462
-
(5,297)
-
1,510
-
-
-
1,849
1
-
-
-
-
-
1,393
At the start
of the year		 £
-
1,000
5,895
500
-
2,000
1,000
7,500
-
-
20,000
3,000
5,000
1,500
12,000
-
Income and
gains
 Expenditure
and losses
as restated
£
11
-
598
500
1,237
-
-
7,500
367
1
9,371
215
288
216
12,000
7

Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 At the end of
the year as
restated
£
451
1,000
-
-
273
2,000
1,000
-
1,482
-
10,629
2,785
4,712
1,284
-
1,386
(82) 59,395 32,311 - 27,002
-
-
4,233
-
-
-
708
2,979
-
-
-
-
-
-		 36,519
5,000
-
10,000
280
500
-
1,500
5,000
40,879
5,000
200
2,000
4,000		 36,519
5,000
4,233
10,000
148
500
708
4,479
5,000
40,879
5,000
200
2,000
4,000		 -
-
-
-
-
-
-
-
-
-
-
-
-
-		 -
-
-
-
132
-
-
-
-
-
-
-
-
-
7,920 110,878 118,666 - 132
805
1,732
11,462
-
2,000
1,500
-
15,000		 -
37,556
-
15,000
-
-
10,000
-		 348
39,815
11,462
10,493
2,000
1,500
10,000
15,000		 -
-
-
-
-
-
-
-		 457
(527)
-
4,507
-
-
-
-
32,499 62,556 90,618 - 4,437
4,554
44,891		 -
232,829		 4,554
246,148		 -
-		 -
31,572
437,271 381,419 535,829 - 282,861
437,271 381,419 535,829 - 282,861
482,162 614,248 781,977 - 314,433

44

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

Purposes of restricted funds

A&E Frimley Park Hospital IDVA

Ascot Fire Brigade trust A&O Team Apples & Pears Children's Activities / Days Out Aviva Hub Berkshire Community Grant to provide emergency funding to support clients & cost towards a BAME IDVA Berkshire Community A&O team Foundation

Big Lottery A&O Team

Blackwood Engineering Trust Children's Activities Refuge

B&Q Refuge Porch
Buttle UK Dance classes for a child
Card Factory Doorbells for Clients
Children in Need Children & Families IDVA Healthy Living Grant
Comic Relief A&O Team
DHL Log Cabin for one of the safe houses
Didymus A&O Team
Greenhall Refuge Kitchen & Patio
Gledswood Trust Children's resources
Hedley Foundation Half term activities (Refuge)
KJ Solicitors Dash T-shirts
L&Q Outreach Worker
Masonic Refuge Sofa
Michael Shanly Helpline
MHCLG Refuge Team
Ministry of Justice A&O Team
Nisa Children's worker
PCC A&O Team
Peter Harrison Refuge Team
Price Phillip Charities Trust Helpline
Safe Lives Laptops
Sobell Therapeutic Worker Refuge
Schroder Activities Refuge
Screwfix Refuge Kitchen & Patio

45

The Dash Charity

Notes to the financial statements

For the year ended 31 March 2021

Purposes of restricted funds (continued)

Skipton Christmas Refuge Sunninghill Trust Helpline UCB Children's Worker Windsor Lions Client Support Swimathon Swimming lessons for clients in refuge Thames Valley Police Police Trial

46