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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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

## **Values:** 

- **Client & Stakeholder Focus:** Understanding their requirements and striving to meet or exceed their expectations 

- **Adaptability to Change:** Being adaptable to changes in the environment; ready and able to modify practices and behaviours 

- **Quality:** Maintaining or exceeding service quality and reliability 

- **Accountability:** Taking responsibility and seeing matters through to conclusion; seeing the bigger picture, understanding and demonstrating the part you play in the success of the whole organisation 

- **Initiating Action:** Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive 

## **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<br>(prior to risk assessment)|730|792|1,072|
|•<br>_Total IDVA clients (high_<br>_risk)_|_174_|_153_|_138_|
|•<br>_Total Outreach clients_<br>_(medium/standard risk)_|_215_|_259_|_302_|
|•<br>_Signposting (see note_<br>_below)_|_341_|_380_|_632_|
|Total number of children referred into children’s<br>therapeutic support|_83_|_79_|_120_|
|Total number of new referrals to refuge services<br>(prior to risk assessment|_150_|_157_|_115_|
|Total number of intakes|_39_|_34_|_33_|
|Occupancy rate|_85%_|_89%_|_77%_|



- Over the last year there has been a 35% increase in the number of new referrals into the Dash Charity Advocacy & Outreach Community service which has included a 10% reduction in IDVA cases (high risk), 17% increase in Outreach cases (medium/standard risk) and a 66% increase in ‘signposting’.  Signposting means that we may receive referrals that would benefit support from other partner agencies instead of Dash. For this, we would signpost individuals or refer them to an agency that could support them. For instance, this could be solicitors, counselling (e.g. BRAVE).  We have never declined clients experiencing DA but will look at risk level 

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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. 

- The number of children being referred into the children’s support programmes has increased significantly by 52% which may be attributed to lockdown and agencies looking for extra support for children affected by domestic abuse. 

- Virtual children’s support and adult support has worked very well over lockdown; adults and children have engaged well and we continue to offer virtual sessions and face to face meetings where possible (clients decide what works well for them). Engagement rates have remained high with virtual sessions. We will continue to offer the choice of face to face or virtual post pandemic. 

- We offer three Freedom group support programmes - one face to face, one virtual in the evening and one virtual in the daytime and this continued throughout the pandemic virtually. 

## **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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**The Dash Charity** 

## **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: 

- Provide a specialist response to victims across varying levels of risk 

- Aim to reduce the risk of further violence for each individual 

- Intervene at the earliest stage possible 

- Prevent domestic abuse through education, training and awareness 

- Offer recovery support 

- Hold perpetrators to account through the criminal justice system 

## **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** 

## **For the year ended 31 March 2021** 

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: 

- 1072 new referrals were received and the Advocacy and Outreach Community Services supported 440 clients.  A further 176 calls were received to Manager/Lead IDVA from ex clients or professionals concerned regarding domestic abuse during Covid and the increase in risk, enquiring how they can support individuals or refer to Dash. 

- Children’s Services supported 120 children and young people through one to one direct work and 172 young people through healthy relationships workshops. A further 6 children were supported with Healthy relationships (did not meet criteria for therapeutic support as living with alleged perpetrator). 

- Refuge Services have supported 33 women and 32 children. 

- We have supported 33 women through our in-house Freedom Programmes this year – both online and face-to-face. 

- Our Helpline has received 1137 calls; 632 clients were provided with a short-term safety and support and signposting options to other agencies. 

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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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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: 

- Recruitment of a full time Refuge IDVA and a return to work from maternity leave part time children’s worker. 

- Development and delivery by our Children & Families IDVA of a new bespoke 1-1 Parenting programme incorporating elements of the ‘Triple P’ and ‘You, Me and Mum’ programmes. 94% of mothers attending reported an improvement in their relationship with their child as a result. 

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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

- Gym and Sing, a weekly in-house Mum and baby/ toddler sensory and singing group. 

- • Refurbishment of our Mother and baby refuge room, with the added support of a visiting Nursery Nurse and in-house midwifery support from the Crystal Team as required. 

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** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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**<br>**trainees:**|**Subject:**|
|---|---|---|
|Accredited Divorce Coaches|27|Domestic Abuse Awareness|
|Reckitt Benckiser Mental<br>Health First Aiders|16|Domestic Abuse Awareness|
|Slough CVS Volunteers|12|‘Spotting the Signs of Domestic<br>Abuse’|
|Shiseido employees|15|‘Spottingthe Signs’|
|Shiseido Mental Health First<br>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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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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: 

- Slough Domestic Abuse Forum 

- RBWM Domestic Abuse Forum 

- Thames Valley Domestic Abuse Strategic Group 

- RBWM DA Executive Group 

- Thames Valley DA Services Chief Execs Networking Forum 

- Slough and RBWM COVID Response Forums 

- Thames Valley DA Steering Group 

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: 

- Developing our training offering further to include corporates, local authorities and legal partners, and extending our reach outside of our locality 

- Exploring Major Donor Giving and Corporate Partnerships 

- Increasing our supporter base, developing our Supporter Journey and encouraging regular giving and supporter-led fundraising through the implementation of a Customer Relationship Management system (Hubspot) 

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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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



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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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: 

- An increase in the use of virtual platforms to connect with our clients 

- An increase in the use of virtual platforms to connect with our clients 

- Virtual multi agency meetings and court support 

- The continued initiative with the Police to provide remote support to victims wherever there was an emergency call out locally due to DA. 

## **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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**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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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**The Dash Charity** 

**Report of the Directors** 

## **For the year ended 31 March 2021** 

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**<br>**Resources**|**Charitable Trusts &**<br>**Grants**|**% Rate**|**Client Rent &**<br>**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 &**<br>**Donations**|**% Rate**|
|||||||
|||97,392|16%|127,177|21%|
|||132,392|14%|268,949|29%|
|||||||



19 



**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

|**Year**|**Total**<br>**Expenditure**|**Spent on**<br>**Charitable**<br>**Activities**|**% Rate**|**Spent on**<br>**Fundraising**<br>**Team**|**% Rate**|
|---|---|---|---|---|---|
|||||||
|2019/20|781,977|645,125|82%|136,852|18%|
|2020/21|769,850|641,916|83%|127,934|17%|
|||||||
|**Spent on**<br>**Refuge**<br>**Team**|**% Rate**|**Spent on Advocacy**<br>**Team**|**% Rate**|**Spent on**<br>**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**<br>**Going Concern**|**Total reserves**|**Number of**<br>**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**<br>**Months Reserves**|
||||||
|||31,572|282,861|4.34|
|||60,791|422,964|6.59|
||||||



20 



**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

## **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: 

- Continued strong financial governance 

- Tight and thorough management control 

- Clearly demonstrable public benefit 

- Continued development of key relationships including local authority and funders 

- Cautious approach to future income levels 

- Proactive and agile approach to change 

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 

21 



**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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 

22 



**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

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: 

- Select suitable accounting policies and then apply them consistently; 

- Observe the methods and principles in the Charities SORP 2015; 

- Make judgements and estimates that are reasonable and prudent; 

- State whether applicable UK Accounting Standards 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 operation. 

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: 

- There is no relevant audit information of which the charitable company’s auditor is unaware; and 

23 



**The Dash Charity** 

## **Report of the Directors** 

## **For the year ended 31 March 2021** 

- The Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. 

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: 


- Chair of the Directors 

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: 

- Give a true and fair view of the state of the charitable company’s affairs as at 31 March 2021 and of its incoming resources and application of resources, including its income and expenditure for the year then ended 

- Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice 

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

## **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: 

- The information given in the trustees’ annual report, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- The trustees’ annual report has been prepared in accordance with applicable legal requirements. 

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

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

- 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 

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: 

- We enquired of management and trustees which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: 

   - Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance; 

27 



**Independent auditor’s report** 

## **To the members of** 

## **The Dash Charity** 

   - Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud; 

   - The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations. 

- We inspected the minutes of meetings of those charged with governance. 

- We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience. 

- We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of non-compliance throughout the audit. 

- We reviewed any reports made to regulators. 

- We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. 

- We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. 

- In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. 

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<br>Note<br>£<br>Income from:<br>Donations and gifts<br>6,093<br>Other Trading Activities<br>-<br>Investment income<br>-<br>Refuge<br>3a<br>57,698<br>Independent Domestic Violence Advocacy<br>3b<br>251,647<br>Children's services<br>3c<br>72,425<br>Total income<br>387,863<br>Expenditure on:<br>Raising funds:<br>Costs of generating income<br>4,272<br>Charitable activities<br>Refuge<br>60,596<br>Independent Domestic Violence Advocacy<br>242,367<br>Children's services<br>51,409<br>Total resources expended<br>4<br>358,644<br>5<br>29,219<br>Transfers between funds<br>-<br>Net movement in funds<br>29,219<br>Reconciliation of funds<br>31,572<br>Total funds carried forward<br>60,791<br>Total funds brought forward<br>Charitable activities<br>Net (expenditure) / income for the year and<br>net movement in funds<br>2a<br>2b||Unrestricted<br>£<br>233,682<br>35,267<br>145<br>149,823<br>132,392<br>-|2021<br>Total<br>£<br>239,775<br>35,267<br>145<br>207,521<br>384,039<br>72,425|Restricted<br>£<br>-<br>-<br>-<br>59,395<br>110,878<br>62,556|Unrestricted<br>£<br>98,266<br>28,911<br>740<br>156,110<br>97,392<br>-|2020<br>Total<br>£<br>98,266<br>28,911<br>740<br>215,505<br>208,270<br>62,556|
||387,863|551,309|939,172|232,829|381,419|614,248|
||4,272<br>60,596<br>242,367<br>51,409|123,662<br>105,499<br>100,761<br>81,284|127,934<br>166,095<br>343,128<br>132,693|4,554<br>32,310<br>118,666<br>90,618|132,298<br>148,289<br>232,897<br>22,345|136,852<br>180,599<br>351,563<br>112,963|
|||411,206|769,850|246,148|535,829|781,977|
|||140,103<br>-|169,322<br>-|(13,319)<br>-|(154,410)<br>-|(167,729)<br>-|
||29,219<br>31,572|140,103<br>282,861|169,322<br>314,433|(13,319)<br>44,891|(154,410)<br>437,271|(167,729)<br>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<br>Fixed assets<br>Tangible fixed assets<br>9<br>Current assets<br>Debtors<br>10<br>Cash at bank and in hand<br>Liabilities<br>Creditors: amounts due within one year<br>11<br>Net current assets<br>Total assets less Current liabilities<br>Creditors: amounts due after one year<br>11a<br>Net assets<br>12<br>The funds of the charity<br>13<br>Restricted funds<br>Unrestricted funds<br>General funds<br>Total charity funds|2021<br>£<br>15,576<br>15,576<br>68,386<br>489,484<br>557,870<br>39,691<br>518,179<br>533,755<br>50,000<br>483,755<br>60,791<br>422,964<br>483,755|2020<br>£<br>3,989|
|---|---|---|
|||3,989|
|||29,359<br>325,533|
|||354,892<br>44,448<br>310,444|
|||314,433|
|||-<br>314,433|
|||31,572<br>282,861|
|||314,433|



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

- Chair of the Directors 

31 



The Dash Charity 

## Statement of cash flows 

## For the year ended 31 March 2021 

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

- d) Going concern 

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. 

- f) Donations of gifts, services and facilities 

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

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

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

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

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 

- Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: 

- Costs of raising funds relate to the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose 

- Expenditure on charitable activities includes the costs of delivering services, running refuges, providing child services, advocacy work and other activities undertaken to further the purposes of the charity and their associated support costs 

- Other expenditure represents those items not falling into any other heading 

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. 

- q) Pensions 

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. 

2. a) Donations and gifts 

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



35 



The Dash Charity 

## Notes to the financial statements 

## For the year ended 31 March 2021 

2. b) Income from other trading activities 

|b) Income from other trading activities||||||
|---|---|---|---|---|---|
|Andrew's £5k run<br>Beat the Boat<br>British 10k, Windsor 10k<br>Burnham Beer Festival<br>Burnham Donkey Derby<br>Carols on the Hill<br>Charity Football<br>Claire cake sale<br>Collection Tins<br>Colour Obstacle Rush<br>Cotsworld Challenge<br>Dash Dive<br>DHL Match Funding<br>DV Training<br>Fab Friends Walking<br>Gift Aid<br>Halloween<br>International Women's Day<br>Isle of Wight Challenge<br>Larchfield Toy Sale<br>Linked In Local Storm Media<br>Live at the Church<br>Maidenhead Festival<br>Maidenhead Panto<br>Maidenhead Pubwatch Pub Crawl<br>Marathons (Full & half)<br>Nationwide cake sale<br>Pamper Party<br>Rita Ora Tickets<br>Rock the Moor Cookham<br>Shoe sale<br>Swallowfield Panto<br>Tesco Bucket shake<br>Three Peaks Challenge<br>Training<br>Wendy House<br>White Ribbon Day<br>Windsor Concert / Races<br>Total charity income<br>Easter Egg Basket - Virtual<br>Xmas Tree Virtual<br>Sheppard Family walk<br>Distinctly Dsyfunctional<br>Grace & Lydia 500km for Dash<br>Kirstin's run a mile a day<br>Love Lockdown<br>Mental Health First Aiders Virtual Raffle<br>Midwives Call for Help<br>Izzy V-S Personal Challenge<br>Paul L Personal Challenge<br>Virtual Racing<br>Christmas Shopping Event & Conversation cards<br>Guards Polo Club<br>Yoga<br>Making a Difference Cards<br>Challenge 2.6 & Power of 45<br>Rebel Kid Fashion Shoot<br>Run the Ribbon<br>The Boxset Challenge<br>The Power of Colour|Restricted<br>£<br>£<br>-<br>-<br>-<br>-<br>-<br>200<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>201<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>203<br>-<br>-<br>-<br>-<br>-<br>24<br>-<br>-<br>-<br>317<br>-<br>9,528<br>-<br>164<br>-<br>-<br>-<br>1,042<br>-<br>233<br>-<br>10,100<br>-<br>197<br>-<br>-<br>-<br>1,021<br>-<br>-<br>-<br>539<br>-<br>156<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>126<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>246<br>-<br>-<br>-<br>351<br>-<br>877<br>-<br>-<br>-<br>-<br>-<br>278<br>-<br>185<br>-<br>-<br>-<br>-<br>-<br>6,037<br>-<br>-<br>-<br>540<br>-<br>-<br>-<br>-<br>-<br>731<br>-<br>200<br>-<br>-<br>-<br>-<br>-<br>668<br>-<br>1,105<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>35,267<br>Unrestricted|2021<br>Total<br>£<br>-<br>-<br>200<br>-<br>-<br>-<br>201<br>-<br>-<br>-<br>203<br>-<br>-<br>24<br>-<br>317<br>9,528<br>164<br>-<br>1,042<br>233<br>10,100<br>197<br>-<br>1,021<br>-<br>539<br>156<br>-<br>-<br>-<br>126<br>-<br>-<br>-<br>246<br>-<br>351<br>877<br>-<br>-<br>278<br>185<br>-<br>-<br>6,037<br>-<br>540<br>-<br>-<br>731<br>200<br>-<br>-<br>668<br>1,105<br>-<br>-<br>-|Restricted<br>£<br>£<br>-<br>271<br>-<br>1,533<br>-<br>259<br>-<br>213<br>-<br>203<br>-<br>414<br>-<br>-<br>-<br>232<br>-<br>914<br>-<br>980<br>-<br>894<br>-<br>77<br>-<br>490<br>-<br>10<br>-<br>750<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>2,059<br>-<br>2,022<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>276<br>-<br>1,121<br>-<br>860<br>-<br>-<br>-<br>-<br>-<br>65<br>-<br>240<br>-<br>72<br>-<br>-<br>-<br>190<br>-<br>336<br>-<br>350<br>-<br>-<br>-<br>1,401<br>-<br>-<br>-<br>-<br>-<br>287<br>-<br>155<br>-<br>-<br>-<br>-<br>-<br>1,525<br>-<br>47<br>-<br>-<br>-<br>140<br>-<br>-<br>-<br>3,151<br>-<br>774<br>-<br>-<br>-<br>-<br>-<br>741<br>-<br>4,574<br>-<br>-<br>-<br>-<br>-<br>618<br>-<br>78<br>-<br>586<br>-<br>28,911<br>Unrestricted||2020<br>Total<br>£<br>271<br>1,533<br>259<br>213<br>203<br>414<br>-<br>232<br>914<br>980<br>894<br>77<br>490<br>10<br>750<br>-<br>-<br>-<br>2,059<br>2,022<br>-<br>-<br>-<br>276<br>1,121<br>860<br>-<br>-<br>65<br>240<br>72<br>-<br>190<br>336<br>350<br>-<br>1,401<br>-<br>-<br>287<br>155<br>-<br>-<br>1,525<br>47<br>-<br>140<br>-<br>3,151<br>774<br>-<br>-<br>741<br>4,574<br>-<br>-<br>618<br>78<br>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.<br>Incoming resources from charitable activities||||||
|---|---|---|---|---|---|
|a)<br>Refuge<br>Rent<br>Service charges<br>Blackwood Engineering Trust<br>Building Better Opportunities<br>Curla Charitable Trust<br>Greenhall<br>Hedley<br>Hodge Foundation<br>Peter Harrison<br>Schroder<br>Screwfix<br>Sklipton<br>Sobell<br>Total<br>MHCLG<br>B&Q|Restricted<br>£<br>£<br>-<br>139,632<br>-<br>10,191<br>5,000<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>40,698<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>12,000<br>-<br>57,698<br>149,823<br>Unrestricted|2021<br>Total<br>£<br>139,632<br>10,191<br>5,000<br>-<br>-<br>-<br>-<br>-<br>-<br>40,698<br>-<br>-<br>-<br>-<br>12,000|Restricted<br>£<br>-<br>-<br>-<br>1,000<br>5,895<br>500<br>2,000<br>1,000<br>7,500<br>-<br>20,000<br>3,000<br>5,000<br>1,500<br>12,000<br>59,395|2020<br>Total<br>£<br>£<br>145,045<br>145,045<br>11,065<br>11,065<br>-<br>-<br>-<br>1,000<br>-<br>5,895<br>-<br>500<br>-<br>2,000<br>-<br>1,000<br>-<br>7,500<br>-<br>-<br>-<br>20,000<br>-<br>3,000<br>-<br>5,000<br>-<br>1,500<br>-<br>12,000<br>Unrestricted||
|||207,521||156,110|215,505|



## b) Independent Domestic Violence Advocacy 

|Independent Domestic Violence Advocacy||||||
|---|---|---|---|---|---|
|Allen & Overy<br>Berkshire Community Foundation<br>Buttle UK<br>Cala Homes<br>Heart of Bucks<br>L&Q<br>Nationwide<br>RBWM DA<br>RS Brownlies<br>Souter<br>TVP<br>Wexham A&E<br>Total<br>Children's services<br>Children in Need<br>Nisa<br>UCB King Baudouin Grant<br>Sara Charlton Foundation<br>Total<br>Gledswood Charitable Trust<br>Didymus<br>Michael Shanly<br>Ministry of Justice<br>Police Crime Commissioners<br>Sunninghill Trust<br>Lions Club - Windsor<br>Ascot Fire Brigade Trust<br>Big Lottery<br>Card factory<br>Comic Relief|Restricted<br>£<br>£<br>-<br>-<br>3,000<br>-<br>10,000<br>-<br>99,787<br>-<br>-<br>-<br>-<br>-<br>1,200<br>-<br>24,798<br>-<br>5,000<br>-<br>-<br>-<br>5,000<br>-<br>200<br>-<br>-<br>-<br>4,000<br>-<br>8,902<br>-<br>48,950<br>-<br>-<br>132,392<br>-<br>-<br>-<br>-<br>3,000<br>-<br>1,291<br>-<br>36,519<br>-<br>251,647<br>132,392<br>Restricted<br>£<br>£<br>40,933<br>-<br>1,000<br>-<br>-<br>-<br>30,492<br>-<br>-<br>-<br>72,425<br>-<br>Unrestricted<br>Unrestricted|2021<br>Total<br>£<br>-<br>3,000<br>10,000<br>99,787<br>-<br>-<br>1,200<br>24,798<br>5,000<br>-<br>5,000<br>200<br>-<br>4,000<br>8,902<br>48,950<br>132,392<br>-<br>-<br>3,000<br>1,291<br>36,519|Restricted<br>£<br>£<br>5,000<br>-<br>-<br>-<br>10,000<br>-<br>-<br>-<br>280<br>-<br>500<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>1,500<br>-<br>5,000<br>-<br>-<br>-<br>40,879<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>5,000<br>97,392<br>200<br>-<br>2,000<br>-<br>-<br>-<br>4,000<br>-<br>36,519<br>-<br>110,878<br>97,392<br>Restricted<br>£<br>£<br>37,556<br>-<br>-<br>-<br>15,000<br>-<br>-<br>-<br>10,000<br>-<br>62,556<br>-<br>Unrestricted<br>Unrestricted||2020<br>Total<br>£<br>5,000<br>-<br>10,000<br>-<br>280<br>500<br>-<br>-<br>-<br>1,500<br>5,000<br>-<br>40,879<br>-<br>-<br>-<br>102,392<br>200<br>2,000<br>-<br>4,000<br>36,519|
|||384,039||97,392|208,270|
|||2021<br>Total<br>£<br>40,933<br>1,000<br>-<br>30,492<br>-|||2020<br>Total<br>£<br>37,556<br>-<br>15,000<br>-<br>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)<br>Staff training and conferences<br>Other staff costs<br>Volunteers' costs<br>Fundraising costs<br>Refuge running costs<br>Children activities<br>Repairs and renewals<br>Office costs<br>Motor expenses<br>Travel and subsistence<br>Communications<br>Client Support<br>Depreciation<br>Audit and accountancy<br>Legal and professional<br>Support Costs<br>Governance cost<br>Total resources expended<br>Total expenditure 2020|Cost of<br>generating<br>income<br>£<br>87,952<br>782<br>130<br>-<br>5,398<br>-<br>-<br>-<br>2,963<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>97,225<br>19,159<br>11,550<br>127,934<br>136,852|Refuge<br>£<br>86,907<br>1,273<br>232<br>-<br>-<br>1,668<br>52<br>7,261<br>27,367<br>19<br>-<br>29<br>90<br>2,812<br>-<br>-<br>127,710<br>23,948<br>14,437<br>166,095<br>180,599|Independent<br>Domestic<br>Violence<br>Advocacy<br>£<br>244,950<br>2,234<br>213<br>-<br>-<br>-<br>195<br>-<br>30,963<br>77<br>2,308<br>3,469<br>2,282<br>27<br>-<br>2,671<br>289,389<br>33,527<br>20,212<br>343,128<br>351,563|Children's<br>services<br>£<br>96,474<br>76<br>200<br>-<br>-<br>239<br>1,589<br>82<br>354<br>1,814<br>-<br>672<br>44<br>-<br>-<br>440<br>101,984<br>19,159<br>11,550<br>132,693<br>112,963|Governance<br>Costs<br>£<br>57,283<br>96<br>-<br>-<br>-<br>-<br>-<br>-<br>361<br>-<br>9<br>-<br>-<br>-<br>-<br>-<br>57,749<br>-<br>-<br>57,749<br>-|Support<br>Costs<br>£<br>57,741<br>105<br>25<br>421<br>-<br>-<br>-<br>36<br>15,306<br>-<br>-<br>3,289<br>-<br>1,334<br>10,826<br>6,710<br>95,793<br>(95,793)<br>-<br>-<br>-|2021 Total<br>£<br>631,307<br>4,566<br>800<br>421<br>5,398<br>1,907<br>1,836<br>7,379<br>77,314<br>1,910<br>2,317<br>7,459<br>2,416<br>4,173<br>10,826<br>9,821<br>769,850<br>-<br>57,749<br>827,599<br>-|2020<br>£<br>619,548<br>13,122<br>976<br>528<br>5,785<br>1,654<br>1,400<br>5,424<br>88,383<br>3,107<br>11,580<br>8,990<br>4,841<br>2,418<br>10,085<br>4,136|
|---|---|---|---|---|---|---|---|---|
|||||||||781,977<br>-<br>-|
|||||||||-|
|||||||||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)<br>Staff training and conferences<br>Other staff costs<br>Volunteers' costs<br>Fundraising costs<br>Refuge running costs<br>Children activities<br>Repairs and renewals<br>Office costs<br>Motor expenses<br>Travel and subsistence<br>Communications<br>Client Support<br>Depreciation<br>Audit and accountancy<br>Legal and professional<br>Support Costs<br>Governance cost<br>Total resources expended|Cost of<br>generating<br>income<br>£<br>108,923<br>6,925<br>230<br>-<br>5,785<br>-<br>-<br>-<br>2,553<br>-<br>2,010<br>513<br>-<br>-<br>-<br>-<br>126,939<br>6,762<br>3,151<br>136,852|Refuge<br>£<br>98,728<br>695<br>171<br>-<br>-<br>1,582<br>37<br>4,992<br>29,323<br>1,701<br>271<br>447<br>(405)<br>2,393<br>-<br>1,014<br>140,949<br>27,046<br>12,606<br>180,601|Independent<br>Domestic<br>Violence<br>Advocacy<br>£<br>202,134<br>2,757<br>428<br>-<br>-<br>-<br>-<br>-<br>4,683<br>11<br>7,410<br>1,294<br>4,793<br>-<br>-<br>(817)<br>222,693<br>87,900<br>40,968<br>351,561|Children's<br>services<br>£<br>87,132<br>98<br>-<br>-<br>-<br>72<br>1,364<br>40<br>384<br>1,395<br>783<br>697<br>453<br>-<br>-<br>720<br>93,138<br>13,523<br>6,303<br>112,964|Governance<br>Costs<br>£<br>60,424<br>1,323<br>71<br>-<br>-<br>-<br>-<br>-<br>225<br>-<br>856<br>129<br>-<br>-<br>-<br>-<br>63,028<br>-<br>(63,028)<br>-|Support<br>Costs<br>£<br>62,207<br>1,324<br>76<br>528<br>-<br>-<br>-<br>392<br>51,214<br>-<br>251<br>5,910<br>-<br>25<br>10,085<br>3,219<br>135,231<br>(135,231)<br>-<br>-|2020 Total<br>£<br>619,548<br>13,122<br>976<br>528<br>5,785<br>1,654<br>1,400<br>5,424<br>88,383<br>3,107<br>11,580<br>8,990<br>4,841<br>2,418<br>10,085<br>4,136|
|---|---|---|---|---|---|---|---|
||||||||781,977<br>-<br>-|
||||||||781,977|



39 



The Dash Charity 

Notes to the financial statements 

## For the year ended 31 March 2021 

5. Net (expenditure)/income for the year 

This is stated after charging / crediting: 

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



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<br>Staff costs were as follows:|||
|---|---|---|
|Salaries and wages<br>Social security costs<br>Pension contributions<br>Redundancy<br>Recruitment<br>Other staff costs|2021<br>£<br>560,510<br>43,514<br>18,914<br>-<br>5,760<br>2,608|2020<br>£<br>514,277<br>41,148<br>19,016<br>4,193<br>7,540<br>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<br>IDVA<br>Children Services<br>Support and governance<br>Raising funds|2021<br>No.<br>4<br>5<br>7<br>4<br>3|2020<br>No.<br>3<br>5<br>8<br>3<br>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.<br>Tangible fixed assets|||||
|---|---|---|---|---|
|Cost<br>At the start of the year<br>Disposal in the year<br>Additions in the year<br>At the end of the year<br>Depreciation<br>At the start of the year<br>Eliminated on disposal<br>Charge for the year<br>At the end of the year<br>Net book value<br>At the end of the year<br>At the start of the year<br>10.<br>Debtors<br>Other debtors<br>Prepayments<br>Accrued income<br>11.<br>Creditors: amounts due within one year<br>Trade creditors<br>Taxation and social security<br>Other creditors<br>Accruals<br>Deferred income (note 12)<br>11a.<br>Creditors: Long term<br>HSBC Loan|Vehicles<br>-<br>-<br>9,598|£<br>9,961<br>(8,761)<br>6,162<br>Office<br>equipment|£<br>45,490<br>(25,490)<br>-<br> <br>Furniture and<br>fittings|Total<br>£<br>55,451<br>(34,251)<br>15,760<br>|
||9,598|7,362|20,000|36,960|
||-<br>-<br>1,600|7,471<br>(8,761)<br>1,560|43,991<br>(25,490)<br>1,013|51,462<br>(34,251)<br>4,173|
||1,600|270|19,514|21,384|
||7,998|7,092|486|15,576|
||-|2,490|1,499|3,989|
||||2021<br>£<br>50<br>10,911<br>57,425|2020<br>£<br>50<br>24,265<br>5,044|
||||68,386|29,359|
||||2021<br>£<br>8,204<br>15,202<br>3,904<br>11,528<br>853|2020<br>£<br>13,605<br>9,694<br>3,272<br>10,891<br>6,986|
||||39,691|44,448|
||||2021<br>£<br>50,000|2020<br>£<br>-|
||||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<br>Net current assets<br>Net assets at the end of the year<br>12b. Analysis of group net assets between funds (prior year)<br>Tangible fixed assets<br>Net current assets<br>Net assets at the end of the year|£<br>-<br>60,791<br>Restricted<br>funds|General funds<br>£<br>15,576<br>407,388<br>|Total funds<br>£<br>15,576<br>468,179|
|---|---|---|---|
||60,791|422,964|483,755|
||£<br>-<br>31,572<br>Restricted<br>funds|General funds<br>£<br>3,989<br>278,872<br>|Total funds<br>£<br>3,989<br>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:<br>Refuge<br>Independent Domestic Violence Advocacy<br>Children's services<br>Voluntary<br>Total restricted funds<br>General funds<br>Swimathon<br>Screwfix<br>Peter Harrison<br>Sobell<br>Schroder<br>Skipton<br>Apples & Pears<br>Buttle UK<br>Card Factory<br>Sunninghill Trust<br>PCC<br>KJ Solicitors<br>Berkshire Community PCCFoundation<br>B&Q<br>DHL<br>Masonic<br>Blackwood Engineering Trust<br>Children In Need<br>UCB King Budouin<br>TVPA<br>Nisa<br>Windsor Lions<br>Gledswood Trust<br>Ascot Fire Brigade Trust<br>Ministry of Justice<br>A&E Wexham / Frimley<br>Didymus<br>L&Q<br>Greenhall<br>Hedley Foundation<br>MHCLG<br>Comic Relief<br>Michael Shanly<br>Berkshire Community Foundation<br>Big Lottery<br>Total funds<br>Total unrestricted funds<br>Prince Phillip<br>Safe Lives<br>Aviva|£<br>451<br>1,000<br>-<br>273<br>2,000<br>1,000<br>1,482<br>-<br>10,629<br>2,785<br>4,712<br>1,284<br>-<br>1,386<br>At the start<br>of the year<br>as restated|£<br>-<br>-<br>5,000<br>-<br>-<br>-<br>-<br>40,698<br>-<br>-<br>-<br>-<br>12,000<br>-<br>Income and<br>gains<br> <br>|Expenditure<br>and losses<br>£<br>90<br>-<br>-<br>273<br>-<br>1,000<br>367<br>36,737<br>10,629<br>52<br>449<br>-<br>12,000<br>-<br>|<br>Transfers<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|At the end<br>of the year<br>£<br>361<br>1,000<br>5,000<br>-<br>2,000<br>-<br>1,115<br>3,961<br>-<br>2,733<br>4,263<br>1,284<br>-<br>1,386|
||27,002|57,698|61,597|-|23,103|
||-<br>-<br>-<br>-<br>132<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|36,519<br>3,000<br>10,000<br>99,787<br>-<br>1,200<br>24,798<br>5,000<br>5,000<br>4,000<br>8,902<br>48,950<br>3,000<br>1,291<br>200|36,519<br>-<br>10,000<br>99,787<br>-<br>1,186<br>24,798<br>5,000<br>5,000<br>733<br>8,902<br>48,950<br>-<br>1,291<br>200|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|-<br>3,000<br>-<br>-<br>132<br>14<br>-<br>-<br>-<br>3,267<br>-<br>-<br>3,000<br>-<br>-|
||132|251,647|242,366|-|9,413|
||457<br>(527)<br>-<br>4,507<br>-|-<br>40,933<br>1,000<br>-<br>30,492|-<br>40,296<br>246<br>4,507<br>5,359|-<br>-<br>-<br>-<br>-|457<br>110<br>754<br>-<br>25,133|
||4,437|72,425|50,408|-|26,454|
||-<br>-<br>-<br>-<br>31,571|917<br>1,500<br>2,500<br>1,176<br>387,863|-<br>1,500<br>2,500<br>272<br>358,643|-<br>-<br>-<br>-<br>-|917<br>-<br>-<br>904<br>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:<br>Refuge<br>Independent Domestic Violence Advocacy<br>Children's services<br>Sustainability & Development<br>Awards for All<br>Total restricted funds<br>General funds<br>Buttle UK<br>Cala Homes<br>Didymus<br>Total unrestricted funds<br>Total funds<br>Heart of Bucks<br>Prince Phillip Charities Trust<br>Sara Charlton Foundation<br>Seven Stars Foundation<br>Children In Need<br>Comic Relief<br>Nisa<br>Apples & Pears<br>RS Brownlies<br>Souter<br>TVP<br>Prince of Wales Trust<br>RBWM<br>Berkshire Community PCCFoundation<br>Peter Harrison<br>Schroder<br>Blackwood Engineering Trust<br>Building Better Opportunities<br>Hedley Foundation<br>Hodge<br>Masonic<br>PCC<br>Screwfix<br>Skipton<br>Sobell<br>Swimathon<br>Allen & Overy<br>Berkshire Community Foundation<br>BCF  (Tampon Tax)<br>L&Q<br>Nationwide<br>A&E Wexham / Frimley<br>Curla<br>DHL<br>Greenhall|£<br>462<br>-<br>(5,297)<br>-<br>1,510<br>-<br>-<br>-<br>1,849<br>1<br>-<br>-<br>-<br>-<br>-<br>1,393<br>At the start<br>of the year|£<br>-<br>1,000<br>5,895<br>500<br>-<br>2,000<br>1,000<br>7,500<br>-<br>-<br>20,000<br>3,000<br>5,000<br>1,500<br>12,000<br>-<br>Income and<br>gains<br>|Expenditure<br>and losses<br>as restated<br>£<br>11<br>-<br>598<br>500<br>1,237<br>-<br>-<br>7,500<br>367<br>1<br>9,371<br>215<br>288<br>216<br>12,000<br>7<br>|<br> <br>Transfers<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|At the end of<br>the year as<br>restated<br>£<br>451<br>1,000<br>-<br>-<br>273<br>2,000<br>1,000<br>-<br>1,482<br>-<br>10,629<br>2,785<br>4,712<br>1,284<br>-<br>1,386|
||(82)|59,395|32,311|-|27,002|
||-<br>-<br>4,233<br>-<br>-<br>-<br>708<br>2,979<br>-<br>-<br>-<br>-<br>-<br>-|36,519<br>5,000<br>-<br>10,000<br>280<br>500<br>-<br>1,500<br>5,000<br>40,879<br>5,000<br>200<br>2,000<br>4,000|36,519<br>5,000<br>4,233<br>10,000<br>148<br>500<br>708<br>4,479<br>5,000<br>40,879<br>5,000<br>200<br>2,000<br>4,000|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|-<br>-<br>-<br>-<br>132<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|
||7,920|110,878|118,666|-|132|
||805<br>1,732<br>11,462<br>-<br>2,000<br>1,500<br>-<br>15,000|-<br>37,556<br>-<br>15,000<br>-<br>-<br>10,000<br>-|348<br>39,815<br>11,462<br>10,493<br>2,000<br>1,500<br>10,000<br>15,000|-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|457<br>(527)<br>-<br>4,507<br>-<br>-<br>-<br>-|
||32,499|62,556|90,618|-|4,437|
||4,554<br>44,891|-<br>232,829|4,554<br>246,148|-<br>-|-<br>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