Company number: 06758907 Charity number: 1127126
## The Dash Charity
Report and financial statements For the year ended 31 March 2023
**The Dash Charity**
## **Contents**
## **For the year ended 31 March 2023**
Reference and administrative details ................................................................................... 3 Report of the Directors ......................................................................................................... 5 Independent examiner’s report ........................................................................................... 24 Statement of financial activities (incorporating an income and expenditure account) ......... 26 Balance sheet .................................................................................................................... 27 Statement of cash flows ...................................................................................................... 28 Notes to the financial statements ....................................................................................... 29
**The Dash Charity**
## **Reference and administrative details**
## **For the year ended 31 March 2023**
**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:
Chair Secretary Safeguarding Trustee Vice Chair Joined 29/09/2022 Treasurer joined 23/11/22 Joined 27/01/2023 Joined 26/02/2023 Resigned 09/09/2022
## **Key Management Personnel**
Nicola Miller Chief Executive joined 8[th] Aug 22 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 2023**
**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 **Independent examiner** Joanna Pittman FCA 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 2023**
The Directors and Senior Management Team present their report and the financial statements for the year ended 31 March 2023.
## **Chair & CEO Report & Acknowledgement**
## **Chair Report**
It’s been another challenging year for The Dash Charity. We have continued to go above and beyond for adults and children affected by domestic abuse accessing our services.
The cost of living crisis has heightened the challenges faced by both our clients and colleagues. Referrals to our advocacy and refuge services have remained high. We have worked hard to safely manage these additional challenges and continue to work hard reduce the risks of domestic abuse to our clients.
I am incredibly proud of our dedicated team of staff and volunteers. Thank you from all the trustees for the difference you make every single day.
Our Board welcomed several new trustees this year, bringing with them new perspectives and skills. We are grateful for the support of all of our wonderful trustees.
I also wanted to thank our incredible donors and funders, who continue to provide the financial stability we rely on to deliver life changing support in our local communities. We are extremely thankful for what you have enabled us to deliver this year. Without you none of this would be possible.
Our mission for the future is clear - to break the cycle of abuse and end domestic abuse once and for all. I look forward to seeing how Dash continues to grow over the next year, developing a refreshed strategy for the coming years and continuing to deliver high quality and life changing support to adults, children and families experiencing domestic abuse.
## Chair of Trustees
## **CEO Report**
I joined Dash as CEO in August and feel incredibly proud and privileged to be at the helm of this well-known and well-loved organisation that has a lasting impact upon so many people’s lives across East Berkshire and South Buckinghamshire.
The work being done by our team remains life-changing for those who have experienced domestic abuse, as staff and volunteers go the extra mile to help create stronger people, spaces and communities.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
As we emerged from the pandemic, our focus on going above and beyond for survivors of domestic abuse has remained, giving people access to the time and space they need for as long as it takes to feel safer. However, with the challenges of the global pandemic moving slowly into the past, we have been forced to face a new reality, where the cost of living crisis has impacted victims of domestic abuse in unique and worrying ways.
A Women’s Aid survey found the picture nationally was worrying. 73% said their financial links to their abuser coupled with the cost of living crisis made it harder for them to leave, while 66% said abusers were using the cost of living as another tool to abuse.
We launched our ‘Cost of Leaving Crisis’ campaign to raise awareness and funds to fight these issues that remain close to home for our clients. The Dash Charity has seen previous clients calling back in for referrals to foodbanks, victims staying longer in refuge because they can’t afford to move out, and not being able to flee abusive homes in the first place due to worries about money. All this has been whilst Dash balances an increase in demand with the escalating cost of running refuge services.
At the same time, we have responded to the needs of our communities and introduced new services to ensure the right support is in place for the people who need it. Referrals from people aged 55+ have soared in response to the appointment and work of our older people’s IDVA; we retained our hybrid delivery model of online and in-person group support programme to improve accessibility for survivors; and we have introduced popular new dropin spaces across our local footprint.
Our refuges have adapted to demands and supported complex cases by investing the time and practice innovation to ensure a safe sanctuary flee women fleeing abuse.
Our support for children is more in demand than ever and we are pleased that we are able to collaborate with other agencies and schools to ensure young people who have lived through domestic abuse get the trauma-informed response they need to move forward.
Demand for our prevention and education programmes remains high, from training for skilled professionals to workshops in schools that tackle the normalisation of unhealthy behaviours in relationships.
We finished the year with the successful re-commissioning of Dash by Royal Borough of Windsor & Maidenhead (RBWM) for domestic abuse community services for another two years, with the option to extend for further year. We are honoured to be continuing to build upon our work and impact across the communities where we have been making a big difference.
We retained a strong presence across Slough, the location of our three refuges, and continue to work closely with Slough Borough Council on ensuring the diverse needs of its
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
communities are supported through our specialist IDVAs. The ‘Levelling Up’ money that comes from Slough Borough Council under the Domestic Abuse Act brings vital income for our refuges and staff who run them.
As we move forward into the coming year, with a forthcoming strategy refresh, our mission to break the cycle of domestic abuse remains more vital and relevant than ever. Thank you to all the people – the staff, volunteers, friends, funders and supporters - who make this possible. Together we will make “Domestic abuse stops here” a reality.
Nicola Miller, CEO
## **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.
## **Strategic Priorities:**
- Meeting Needs: Provide specialist tailored services to adult and child victims, intervening as early as possible to prevent domestic abuse from happening, continuing or re-occurring
- People: Attract, develop, reward and retain committed staff and volunteers
- Campaigns/awareness: Raise awareness and challenge attitudes, beliefs and behaviours and educate our communities to prevent domestic abuse and break the cycle
- Partnerships/Networking: Build sustainable relationships with key stakeholders and supporters to ensure our Vision and Mission are realised
- Fundraising/Finance: Implement a realistic, targeted fundraising strategy to provide diversified income helping ensure our long-term sustainability
## **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
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
- **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
## **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 abuse.
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 abuse 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 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 46 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.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
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 abuse, 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 abuse, at the hands of a partner, ex-partner or family member.
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**
_"DASH has been extremely supportive through all it services. The staff are amazing, knowledgeable and supportive. They always give you time and never make you feel you are wasting theirs." (Dash client)_
The table below shows the number of unique clients we supported across all areas of service and how our reach compares to previous years:
|**Outputs:**|**2020-21**|**2021-22**|**2022-23**|
|---|---|---|---|
|Total number of new referrals to Community
services (prior to risk assessment)|1,072|947|690|
|•
_Total IDVA clients (high_
_risk)_|_138_|_106_|_104_|
|•
_Total Outreach clients_
_(medium/standard risk)_|_302_|_310_|_241_|
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
|**Outputs:**|**2020-21**|**2021-22**|**2022-23**|
|---|---|---|---|
|•
_Signposting and brief_
_interventions_
_(see note below)_|_632_|_531_|_345_|
|Total number of children referred into children’s
therapeutic support|_120_|_124_|_103_|
|Total number of new referrals to refuge services
(prior to risk assessment)|_115_|_98_|_183_|
|Total number of intakes into refuge|_33_|_34_|_33_|
|Total Number of Freedom attendees|_29_|_106_|_93_|
## **Service Provision by team**
_Refuge Services_
- _**100% clients reported increased safety and stronger support networks post support**_
- _**100% clients reported Increased levels of confidence and optimism for the future post support, with a better understanding of domestic abuse and greater confidence in seeking help in the future**_
- _**96% clients were resettled in safe and appropriate accommodation with onward support in place**_
- _**90% clients fully completed all actions and goals on their personal support plan**_
- _**100% had increased confidence in parenting, post support**_
In refuge, we supported 46 women (1 of whom was pregnant) and 32 children across the year. Only 5 women were in our refuge accommodation more than the desired maximum stay of 6 months. This is an 80% reduction from the previous year, which saw 26 women staying on beyond 6 months. Work alongside our local authority has contributed to this pattern and success moving clients on to suitable accommodation much sooner.
Some of our highlights this year have included:
- A new donation scheme where all new occupants are donated bedding, towels and dressing gowns
- Continuing to source essential items for families from Babybank, local Social Media appeals and receiving regular donations of tins and dried foods for our shared store cupboards from local Food Banks.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
- Helping clients to navigate support services including housing, legal and social care, working together to give each client the confidence to be able to advocate for themselves once they leave refuge.
- Groundbreaking progress for a lawfully resident EU national left without support simply because of her immigration status through a legal partnership
_Advocacy and Outreach Services_
## _**99% of clients reported increased feelings of safety post support 97% completion of risk assessments and safety plans for all within agreed time scales 99% of clients reported confidence in accessing support at the point of case closure**_
_"Dash has been phenomenal during a very trying time. I am grateful to have access to these resources (Dash and Freedom). I am not sure how I would have made it through without them." (former Dash client)_
The feedback from our local authority, RBWM, remains very positive against our contract, successfully achieving all agreed KPIs. In March, following a competitive tender process, we were re-awarded the contract for a further two years, with a potential ‘plus one’ additional year. This means we will have maintained our role as the local authority’s commissioned DA provider for up to seven years.
Key highlights this year have included:
- we now have a dedicated specialist IDVA to support older victims experiencing all forms of domestic abuse who live in RBWM, Slough or South Buckinghamshire
- Obtained a Forced Marriage Protection Order, protecting the daughter and younger siblings of a client from being married against their will
- completed 8 ‘healthy relationships’ sessions with schools and youth organisations across Slough, as part of the legacy of the Knife Angel, which was present in Slough. for January 2023. During the Knife Angel, 855 children and young people accessed Dash workshops across 5 different settings in Slough.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
## _Children’s Services_
## _**100% children/young people completing their programme of support reported understanding that domestic abuse was not their fault, nor was it their responsibility to stop it. They all reported improved wellbeing and coping strategies too.**_
We continued to provide our bespoke one-to-one support to children and young people affected by domestic abuse.
The number of children referred into our children’s support programmes dropped slightly following a steady increase during the Covid pandemic, but strong demand for one-to-one work with children who have been affected by domestic abuse remains. During this year our waiting list for support reduced to pre-pandemic levels for the first time.
The programmes of support are continually adapted year-round in response to young people’s feedback and are focussed on the needs of the individual rather than the rigidity of a set programme.
## _Freedom Programme_
We have continued to offer a hybrid delivery of our Freedom programme, following positive feedback and attendance of virtual and in person group sessions. These two options were trialled during the pandemic and remain popular. They meet the varying needs of clients, particularly those who work or have caring responsibilities.
A total of 93 clients accessed one of the programmes during the year across all formats.
We ran 8 10-week programmes across the year, two virtual and one face to face at a community venue in Windsor town centre. One of our virtual sessions has continued to be run in the evening in response to client feedback and to improve accessibility to this element of service provision.
## _Healthy relationships workshops_
_“Students have always been engaged throughout the sessions that [Dash] runs. The questions the students ask go beyond what they would ask their normal class teacher._
_“Students in Y13 still remember the [Dash support worker] sessions from lower down the school. In particular they remember just how knowledgeable she is and that she is calm, and answers all of their questions.”_
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
Primary and secondary schools continued to adapt and return to a post covid world, which meant a full return to in-person relationship and sex education provision. We were able to run double the number of Healthy Relationship workshops in schools this year than last year, reaching three times as many children and young people. This represented a total of 42 workshops and assemblies, attended by 1,832 pupils.
We’ve continued using the Expect Respect model as well as our own schools’ toolkit to inform these sessions, whilst tailoring content to the circumstances of the individual young person. We’ve worked with 103 young people on a one-to-on basis across the year, nearly quadrupling last year’s figure.
## _Helpdesk, Signposting and Brief interventions_
We received a total of 863 calls from first-time callers/enquirers or referrers via our Helpdesk throughout the year. Many of these callers went on to receive further support from a Dash practitioner, however 365 callers were offered a brief intervention to assist them with their safety and onward journey. This represents a slight drop in last year’s numbers, when we experienced unprecedent demand for our services during the Covid pandemic.
We undertake signposting and brief support interventions on a regular basis where callers/referrals would benefit from support from other partner agencies instead of Dash for a variety of reasons. Every caller is still fully assessed in terms of need and risk and a pathway of support will be discussed with the client, which will always involve immediate safety. Referrals may be made on their behalf, to other relevant agencies including counselling, housing or legal support.
Our Commissioners are keen that we refer clients to VFES (Victims First Emotional Support) if clients are assessed as standard risk or need longer term emotional support. If a client does not reside in RBWM or South Bucks, we will refer them to their local authority/DA organisation for support or source out of area refuge space on their behalf if this is an identified need.
## _Training and Development_
Our external training this year continued to generate income 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. These included law firms, housing associations and professional bodies. This year we have delivered training to 442 people.
Internal training and development remain integral at The Dash Charity and we deliver regular all-staff training days. All staff receive monthly one to one supervision with their line manager
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
and further to this we offer monthly clinical supervision with an external and clinically qualified supervisor. All staff are subject to yearly appraisals based on personal objectives linked into the charity business plan. Training plans are in place for all staff and meet accreditations and standards upheld by the charity.
## **Quality Assurance**
The charity was one of the first to achieve and retain the **Safelives Leading Lights** accreditation and still holds it to this day. 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 prepared this year for re-accreditation in 2023-24.
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 five, given the pandemic. We look forward to re-accreditation in 2024.
Internally, our service standards are reviewed by the Senior Management team on an annual basis and at regular operational meetings throughout the year.
## **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 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
- Slough Domestic Abuse Partnership Group
- RBWM Domestic Abuse Forum
- Thames Valley Domestic Abuse Strategic Group
- RBWM DA Executive Group
- RBWM ‘One Borough’ networking group
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
- Thames Valley DA Services Chief Execs Networking Forum
- Women’s Aid CEO networking group
- SafeLives CEO networking group
## **Fundraising and Communications**
The fundraising team consists of 1.5 Trusts & Grants writers, 1 Community Fundraising Officer and a commissioned service with fundraising experts Nova Consulting. Nova’s role has included mentoring and developing the team, building capacity and expertise. Trustee continued to support the fundraising team with her professional background being in marketing and communications, until Nicola joined as CEO in August.
A large focus on Trusts and Foundations continued and we also secured further statutory funding through the Office of the Thames Valley Police and Crime Commissioner. We continued to work hard to improve the charity’s community presence with a number of supporter-led events and activities taking place online and face-to-face.
Our Social Media presence has remained strong with Facebook and Instagram being the main vessels for our PR and marketing.
Our board continued to meet on a bi-monthly basis, where fundraising was discussed in depth alongside the charity’s finances, allowing us to respond to changing need and agree new actions as appropriate.
## **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 risk review 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, politics and governance. Specific actions are identified against each risk and monitored monthly.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
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.
## **Remuneration**
At the end of the financial year 2022/23, the key management personnel team consisted of four staff including, the Chief Executive, Head of Finance, Advocacy and Outreach Manager and Refuge Services Manager. The combined annual salaries, National Insurance & pension of these key personnel is £212,143. Salaries are benchmarked against other similar sized charities, and the salary scales are reviewed every 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 15 full time and 7 part time members of staff. We currently have in excess of 20 volunteers that primarily support fundraising events.
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.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
Pre-planned interview questions with an interview panel of two staff members are used, as well as various simulation assessments, so we are further able to access the knowledge, insight and suitability of a candidate.
All volunteers, students and staff in roles with unsupervised access to children or vulnerable adults and clients, must complete an Enhanced Disclosure and Barring Service (DBS) check before they can commence their duties. They also 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 £784,855. Of this £294,255 (37%) was generated from charitable trusts and grants, £152,331 (19%) was generated from client rent and housing benefit, £95,000 (12%) the refuge levelling up funds, £98,841 (13%) from local authorities and the remaining £144,428 (19%) from activities in the community and donations.
## _Expenditure_
Total expenditure for the year was £835,001, of which £692,877 (83%) was spent on charitable activities; £142,124 (17%) was spent on the sustainability and development team.
We spent £197,293 (24%) on refuge, £305,355 (36%) on the Advocacy & Outreach team, £190,229 (23%) on Children’s Services team.
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
## _Reserves_
As at 31 March 2023 the charity cash balance was £530,451 equivalent to 7.6 months operating expenditure. Total reserves as at 31 March 2023 was £454,922, equivalent to 6.5 months operating expenditure, which was made up of £55,582 restricted reserves and £399,340 unrestricted reserves that equates to 5.7 months running costs.
We have maintained our reserves level this year at 5.7 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 2022/23**
|**Year**|**Total Incoming**
**Resources**|**Charitable Trusts &**
**Grants**|**% Rate**|**Client Rent &**
**Housing Benefit**|**% Rate**|
|---|---|---|---|---|---|
|||||||
|2020/21|939,172|387,863|41%|149,823|16%|
|2021/22|806,674|216,390|27%|162,787|20%|
|2022/23|784,855|294,255|38%|152,331|19%|
|||**Local Authorities**
**including the Dept**
**of Levelling Up &**
**Communities**|**% Rate**|**Community &**
**Donations**|**% Rate**|
|||||||
|||132,392|14%|268,949|29%|
|||217,392|27%|211,005|26%|
|||193,841|25%|143,759|18%|
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
|**Year**|**Total**
**Expenditure**|**Spent on**
**Charitable**
**Activities**|**% Rate**|**Spent on**
**Fundraising**
**Team**|**% Rate**|
|---|---|---|---|---|---|
|||||||
|2020/21|769,850|641,916|83%|127,934|17%|
|2021/22|785,360|682,742|87%|102,619|13%|
|2022/23|835,001|692,877|83%|142,124|17%|
|**Spent on**
**Refuge**
**Team**|**% Rate**|**Spent on Advocacy**
**Team**|**% Rate**|**Spent on**
**Children's Team**|**% Rate**|
|||||||
|166,095|22%|343,128|45%|132,693|16%|
|207,383|26%|292,472|38%|182,887|23%|
|197,293|24%|305,355|36%|190,229|23%|
|**Year**|**Cash Balance**|**Number of Months**
**Going Concern**|**Total reserves**|**Number of**
**Months Reserves**|
|---|---|---|---|---|
||||||
|2020/21|489,484|7.6|483,755|7.5|
|2021/22|491,592|7.6|505,069|7.8|
|2022/23|530,451|7.6|454,922|6.5|
|||**Restricted**|**Unrestricted**|**Number of**
**Months Reserves**|
||||||
|||60,791|422,964|6.6|
|||49,808|455,261|7.1|
|||55,582|399,340|5.7|
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**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
## **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
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 its future activities. In particular, the Directors consider how planned activities will contribute to the aims and objectives that have been set.
20
**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
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, and the two Heads of services- Refuge and Community. All legal documents i.e. leases and 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 nine 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 Chair and 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, Daniel Crampton, who leads on the review of any significant safeguarding concerns raised across the organisation.
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. As part of the Skills Audit, the training needs of new Directors are identified and a programme of training planned to meet these needs.
21
**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
## **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.
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.
The directors acknowledge the following responsibilities:
- The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476
- The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts
22
**The Dash Charity**
## **Report of the Directors**
## **For the year ended 31 March 2023**
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
Approved by the Directors on 21 September 2023 and signed on their behalf by:
Chair of the Directors
23
**Independent examiner’s report**
## **To the members of**
## **The Dash Charity**
I report on the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2023.
This report is made solely to the trustees as a body, in accordance with the Charities Act 2011. My examination has been undertaken so that I might state to the trustees those matters I am required to state to them in an independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the trustees as a body, for my examination, for this report, or for the opinions I have formed.
## Responsibilities and basis of report
As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.
## Independent examiner’s statement
Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
- 1 Accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
- 2 The accounts do not accord with those records; or
- 3 The accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or
- 4 The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities
24
**Independent examiner’s report**
## **To the members of**
## **The Dash Charity**
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Signed:
Name: Joanna Pittman FCA
Independent Examiner
Address: Sayer Vincent LLP, Invicta House, 108-114 Golden Lane, London, EC1Y 0TL Date: 13 October 2023
25
## The Dash Charity
Statement of Financial Activities (incorporating an Income and Expenditure Account)
## For the year ended 31 March 2023
|Note
Income from:
Donations and gifts
Other Trading Activities
Investment income
Refuge
3a
Independent Domestic Violence Advocacy
3b
Children's services
3c
Total income
Expenditure on:
Raising funds:
Costs of generating income
Charitable activities
Refuge
Independent Domestic Violence Advocacy
Children's services
Total resources expended
4
5
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds carried forward
Charitable activities
Net (expenditure) / income for the year and
net movement in funds
2a
2b
Total funds brought forward|Restricted
£
12,910
-
-
49,499
124,664
107,182|Unrestricted
£
121,777
19,352
2,630
247,331
98,841
669|2023
Total
£
134,687
19,352
2,630
296,830
223,505
107,851|Restricted
£
-
-
-
24,000
87,449
104,941|Unrestricted
£
184,799
26,154
52
261,887
117,392
-|2022
Total
£
184,799
26,154
52
285,887
204,841
104,941|
|---|---|---|---|---|---|---|
||294,255|490,600|784,855|216,390|590,284|806,674|
||8,801
48,941
119,201
111,538|133,323
148,352
186,154
78,691|142,124
197,293
305,355
190,229|326
27,234
96,566
103,247|102,293
180,149
195,906
79,640|102,619
207,383
292,472
182,887|
||288,481|546,520|835,001|227,373|557,988|785,361|
||5,774
-|(55,920)
-|(50,146)
-|(10,983)
-|32,296
-|21,313
-|
||5,774
49,808|(55,920)
455,260|(50,146)
505,068|(10,983)
60,791|32,296
422,964|21,313
483,755|
||55,582|399,340|454,922|49,808|455,260|505,068|
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.
26
The Dash Charity
## Balance sheet
## Company no. 06758907
## As at 31 March 2023
|Note
Fixed assets
Tangible fixed assets
9
Current assets
Debtors
10
Cash at bank and in hand
Liabilities
Creditors: amounts due within one year
11
Net current assets
Total assets less Current liabilities
Creditors: amounts due after one year
11a
Net assets
12
The funds of the charity
13
Restricted funds
Unrestricted funds
General funds
Total charity funds|2023
£
13,479|2022
£
11,077|
|---|---|---|
||13,479|11,077|
||32,362
530,451|151,748
491,591|
||562,812|643,339|
||93,299
469,513|85,213
558,126|
||482,991|569,203|
||28,070
454,922|64,135
505,068|
||55,582
399,340|49,808
455,260|
||454,922|505,068|
For the year ending 31st March 2023, the company was entitled to exemption deom audit under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit of it's accounts for the year in question accordance to section 476.
The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small charities "regime."
Approved by the Directors on 21 September 2023 and signed on their behalf by:
- Chair of the Directors
27
The Dash Charity
Statement of cash flows
## For the year ended 31 March 2023
|Increase in creditors - excluding bank loan
Increase in provisions for bad debt
Decrease/ (increase) in debtors
Net income / expenditure for the reporting period
(as per the statement of financial activities)
Depreciation charges
Interest
Cash flows from operating activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Net cash (used in) / provided by operating activities
Cash flows from investing activities:
Interest and rents from investments
Purchase of fixed assets
Net cash (used in)/ provided by investing activities
Cash flows from financing activities:
HSBC Bank loan
Net cash (used in) / provided by financing activities|£
£
(50,146)
5,387
(2,630)
119,386
(27,979)
-
44,018
2,630
(7,789)
(5,159)
-
38,859
491,591
530,451
2023|£
£
(50,146)
5,387
(2,630)
119,386
(27,979)
-
44,018
2,630
(7,789)
(5,159)
-
38,859
491,591
530,451
2023|£
£
21,313
5,278
(52)
(83,362)
48,214
12,316
3,707
52
(779)
(727)
(873)
(873)
2,108
489,484
491,591
2022|£
£
21,313
5,278
(52)
(83,362)
48,214
12,316
3,707
52
(779)
(727)
(873)
(873)
2,108
489,484
491,591
2022|
|---|---|---|---|---|
||2,630
(7,789)||52
(779)||
||||(873)||
|||38,859
491,591||2,108
489,484|
|||530,451||491,591|
28
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
## 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.
- 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.
29
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
## 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|16%|
|---|---|---|
|▪|Refuge|21%|
|▪|Independent Domestic Violence Advocacy|39%|
|▪|Children's Services|24%|
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:
|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.
30
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
## 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|||||||
|---|---|---|---|---|---|---|
||||2023|||2022|
||Restricted|Unrestricted|Total|Restricted|Unrestricted|Total|
||£|£|£|£|£|£|
|Grants for Fundraising & Core Cost|12,910|25,945|38,855|-|110,500|110,500|
|Donations from fundraisers|-|80,075|80,075|-|32,416|32,416|
|Corporates|-|3,386|3,386|-|30,306|30,306|
|Facebook|-|1,066|1,066|-|3,727|3,727|
|Gift aid|-|11,306|11,306|-|7,850|7,850|
|Total|12,910|121,777|134,687|-|184,799|184,799|
|b) Income from other trading activities|||||||
||||2023|||2022|
||Restricted|Unrestricted|Total|Restricted|Unrestricted|Total|
||£|£|£|£|£|£|
|Dash Events|-|1,025|1,025|-|1,807|1,807|
|3rd Party Events|-|4,219|4,219|-|11,248|11,248|
|Community|-|8,804|8,804|-|7,798|7,798|
|Training|-|5,304|5,304|-|5,301|5,301|
|Total charity income|-|19,352|19,352|-|26,154|26,154|
2. b) Income from other trading activities
31
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
|3.
Incoming resources from charitable activities
a)
Refuge
Rent
Service charges
Slough Borough Council
Total
b)
Awards for All
Berkshire Community Foundation
The Mackie Foundation
RBWM DA
Various Small Grants for A&O Services
Wexham A&E
Total
c)
Children's services
Children in Need
Masonic
Thames Valley Police PCC
Volant
Various Small Grants for Children's Services
Total
Sobell
Independent Domestic Violence Advocacy
Various Small Grants for Refuge Services
Thames Valley Police PCC
Charles Hayward
Hodge Foundation
Nationwide|Restricted
£
-
-
-
24,499
25,000
-|Unrestricted
£
136,283
12,654
95,000
3,394
-
-|2023
Total
£
136,283
12,654
95,000
27,893
25,000
-|Restricted
£
-
-
-
12,000
-
12,000|Unrestricted
£
151,300
10,487
100,000
100
-
-|2022
Total
£
151,300
10,487
100,000
12,100
-
12,000|
|---|---|---|---|---|---|---|
||49,499|247,331|296,830|24,000|261,887|285,887|
||Restricted
£
-
-
20,000
10,000
25,000
17,705
15,000
36,959
-|£
-
-
-
-
-
-
98,142
699
-
Unrestricted|2023
Total
£
-
-
20,000
10,000
25,000
17,705
113,142
37,658
-|Restricted
£
9,948
-
20,000
-
-
37,279
16,430
3,792|£
-
-
-
-
-
-
117,392
-
-
Unrestricted|2022
Total
£
9,948
-
20,000
-
-
37,279
117,392
16,430
3,792|
||124,664|98,841|223,505|87,449|117,392|204,841|
||Restricted
£
31,067
30,000
31,263
10,000
4,852|£
-
-
-
-
669
Unrestricted|2023
Total
£
31,067
30,000
31,263
10,000
5,521|Restricted
£
36,091
30,000
30,850
-
8,000|£
-
-
-
-
-
Unrestricted|2022
Total
£
36,091
30,000
30,850
-
8,000|
||107,182|669|107,851|104,941|-|104,941|
32
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
## 4a. Total resources expended (current year)
|Staff costs (note 6)
Staff training and conferences
Volunteers' costs
Fundraising costs
Refuge running costs
Bad debt provision
Children activities
Repairs and renewals
Office costs
Motor expenses
Travel and subsistence
Communications
Client Support
Depreciation
Audit and accountancy
Legal and professional
Support Costs
Governance cost
Total resources expended
Total expenditure 2022|Cost of
generating
income
£
91,657
278
-
2,270
-
-
-
-
4,801
-
330
337
-
-
-
10,980|Refuge
£
105,702
368
-
-
7,617
(12,316)
1,840
14,092
32,067
1,288
256
552
152
3,713
-
-|Independent
Domestic
Violence
Advocacy
£
212,374
920
-
-
-
-
-
-
5,305
-
2,952
1,154
3,744
79
-
150|Children's
services
£
135,090
983
-
-
35
-
169
-
817
877
3,155
1,048
4
195
-
650|Governance
Costs
£
63,672
-
-
-
-
-
-
-
-
-
88
46
-
-
-
-|Support
Costs
£
70,121
2,925
244
-
-
-
-
-
37,044
-
166
6,246
-
1,400
6,009
11,351|2023 Total
£
678,616
5,474
244
2,270
7,653
(12,316)
2,009
14,092
80,034
2,165
6,948
9,384
3,900
5,387
6,009
23,131|2022 Total
£
633,410
8,438
609
2,739
1,168
12,316
3,672
17,440
56,363
1,680
3,754
8,887
2,953
5,280
10,277
16,377|
|---|---|---|---|---|---|---|---|---|
||110,654
21,396
10,075|155,333
28,528
13,433|226,678
53,489
25,187|143,023
32,094
15,112|63,806
-
(63,806)|135,506
(135,506)
-|835,001
-
-|785,363
-
-|
||142,124|197,293|305,355|190,229|-|-|835,001|-|
||-|-|-|-|-|-|-|785,363|
33
## The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
## 4b. Total resources expended (prior year)
|Staff costs (note 6)
Staff training and conferences
Volunteers' costs
Fundraising costs
Refuge running costs
Bad debt provision
Children activities
Repairs and renewals
Office costs
Motor expenses
Travel and subsistence
Communications
Client Support
Depreciation
Audit and accountancy
Legal and professional
Support Costs
Governance cost
Total resources expended
Total expenditure 2022|Cost of
generating
income
£
74,147
335
-
2,739
-
-
-
-
4,302
-
329
247
-
-
-
4,500|Refuge
£
100,796
3,480
-
-
1,158
12,316
1,188
17,440
27,634
1,617
325
1,006
209
2,835
-
-|Independent
Domestic
Violence
Advocacy
£
203,896
1,600
-
-
10
-
211
-
5,907
-
1,563
935
2,744
-
-
847|Children's
services
£
133,362
2,266
-
-
-
-
2,273
-
2,164
63
1,508
689
-
146
-
900|Governance
Costs
£
58,825
590
-
-
-
-
-
-
-
-
-
19
-
-
-
-|Support
Costs
£
62,384
166
609
-
-
-
-
-
16,355
-
29
5,992
-
2,299
10,277
10,130|2022 Total
£
633,410
8,438
609
2,739
1,168
12,316
3,672
17,440
56,363
1,680
3,754
8,887
2,953
5,280
10,277
16,377|
|---|---|---|---|---|---|---|---|
||86,599
10,341
5,679|170,004
24,130
13,250|217,712
48,260
26,499|143,371
25,509
14,007|59,435
-
(59,435)|108,240
(108,240)
-|785,363
-
-|
||102,619|207,384|292,472|182,887|-|-|785,363|
||-|-|-|-|-|-|-|
34
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
5. Net (expenditure)/income for the year This is stated after charging / crediting:
|Net (expenditure)/income for the year
This is stated after charging / crediting:|||
|---|---|---|
||2023|2022|
||£|£|
|Depreciation|5,387|5,278|
|Auditor's remuneration (excluding VAT):|||
|▪Audit|-|7,000|
|Independent Examination|3,500||
|Directors' remuneration|-|-|
|Directors' reimbursed expenses|-|-|
No director received reimbursement of expenses for this year during the year (2023: £nil) or (2022 was for recruitment cost : £275).
## 6. Staff costs and numbers
Staff costs were as follows:
|Staff costs and numbers
Staff costs were as follows:|||
|---|---|---|
|Salaries and wages
Social security costs
Pension contributions
Termination Cost
Recruitment
Other staff costs|2023
£
601,624
52,989
21,367
-
353
2,283|2022
£
557,010
46,622
20,829
4,743
2,908
1,298|
||678,616|633,410|
No employees earned over £60k in the financial year (2022: £nil) or (2023: £nil).
The total employee salaries of the key management personnel were 2023:£212,143 (2022: £207,985). We have had a change in our CEO this year.
The staff headcount for the year was 22 (2022: 22), allocated to activities as follows:
|The staff headcount for the year was 22 (2022: 22), allocated to activities as follows:|||
|---|---|---|
|Refuge
IDVA
Children Services
Support and governance
Raising funds|2023
No.
3.00
4.00
7.50
4.50
3.00|2022
No.
3
4
8
4
3|
||22|22|
## 7. Related party transactions
In the year trustees made unrestricted donations to the charity totalling £375 (2022: £300).
There are no other related party transactions to disclose for 2023 or for 2022.
## 8. Taxation
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
35
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
## 9. Tangible fixed assets
|9.
Tangible fixed assets|||||
|---|---|---|---|---|
|Cost
At the start of the year
Additions in the year
At the end of the year
Depreciation
At the start of the year
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year
10.
Debtors
Other debtors
Prepayments
Accrued income
11.
Creditors: amounts due within one year
Trade creditors
Taxation and social security
Other creditors
Accruals
Deferred income - Grant funding for future periods
11a.
Creditors: Long term
HSBC Loan
Deferred Income for Yr 23/24
Loan Repayment|Vehicles
9,598
-|Office
equipment
£
7,362
7,789|Furniture and
fittings
£
20,779
-|Total
£
37,739
7,789|
||9,598|15,152|20,779|45,528|
||3,999
2,400|2,636
2,674|20,027
314|26,662
5,387|
||6,399|5,310|20,341|32,049|
||3,199|9,842|438|13,479|
||5,599|4,726|752|11,077|
||||2023
£
-
18,427
13,934|2022
£
50
11,017
140,681|
||||32,362|151,748|
||||2023
£
10,052
13,287
3,632
8,599
10,528
47,201|2022
£
7,789
12,633
3,498
26,358
9,992
24,944|
||||93,299|85,213|
||||2023
£
28,070
-|2022
£
39,135
25,000|
||||28,070|64,135|
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.
36
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
12a. Analysis of group net assets between funds (current year)
|Tangible fixed assets
Net current assets
Net assets at the end of the year
12b. Analysis of group net assets between funds (prior year)
Tangible fixed assets
Net current assets
Net assets at the end of the year|£
-
55,582
Restricted
funds|General funds
£
13,479
385,861|Total funds
£
13,479
441,443|
|---|---|---|---|
||55,582|399,340|454,922|
||£
-
49,808
Restricted
funds|General funds
£
11,077
444,183|Total funds
£
11,077
493,991|
||49,808|455,260|505,068|
37
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
- 13a. Movements in funds (current year)
|Movements in funds (current year)||||||
|---|---|---|---|---|---|
|Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Voluntary
Total restricted funds
General funds
Total funds
Total unrestricted funds
RBWM
Nationwide
Awards for All
Matrix Prism
Various Small Grants for Children's
Various Small Grants for A&O Services
TVP via PCC
Children In Need
Various Small Grants for Refuge Services
Masonic
TVP via PCC
Hodge
Charles Hayward
The Mackie Foundation
Volant
Aviva
Safe Lives|£
-
19,869
At the start
of the year
as restated|£
25,000
24,499
Income and
gains|Expenditure
and losses
£
25,000
23,940|Transfers
£
-
-|At the end
of the year
£
-
20,428|
||19,869|49,499|48,940|-|20,428|
||-
-
-
296|10,000
25,000
15,000
28,038
20,000
26,626|10,000
25,000
15,000
27,718
20,000
21,483|-
-
-
-|-
-
-
320
-
5,439|
||296|124,664|119,201|-|5,759|
||5,019
23,129
-
-
-|-
31,067
30,000
31,263
4,852
10,000|-
32,879
33,282
31,263
4,114
10,000|-
-
-
-
-
-|-
3,207
19,847
-
738
-|
||28,148|107,182|111,539|-|23,792|
||917
578
49,808|-
9,910
3,000
-
294,255|-
5,475
3,000
327
288,481|-
-
-
-
-|917
4,435
-
251
55,582|
||455,260|490,600|546,520|-|399,340|
||455,260|490,600|546,520|-|399,340|
||505,068|784,855|835,001|-|454,922|
38
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2023
13b. Movements in funds (prior year)
|Movements in funds (prior year)||||||
|---|---|---|---|---|---|
|Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Voluntary
Total restricted funds
General funds
Total unrestricted funds
Total funds
Masonic
MOJ via PCC
MOJ via PCC
Children In Need
Various Small Grants for Children's
UCB King Budouin
Safe Lives
The Mackie Foundation
Various Small Grants for A&O Services
Aviva
Awards For All
Sobell
Various Small Grants for Refuge Services|£
-
23,103
At the start
of the year|£
12,000
12,000
Income and
gains|Expenditure
and losses
as restated
£
12,000
15,234|Transfers
£
-|At the end of
the year as
restated
£
-
19,869|
||23,103|24,000|27,234|-|19,869|
||-
-
-
9,413|9,948
37,279
20,000
20,222|9,948
37,279
20,000
29,339|-
-
-
-|-
-
-
296|
||9,413|87,449|96,566|-|296|
||110
-
-
1,211
25,133|36,091
30,000
30,850
8,000
-|31,182
6,871
30,850
9,211
25,133|-
-
-|5,019
23,129
-
-
-|
||26,454|104,941|103,247|-|28,148|
||917
904
60,791|-
-
216,390|-
326
227,373|-
-
-|917
578
49,808|
||422,964|590,284|557,988|-|455,260|
||422,964|590,284|557,988|-|455,260|
||483,755|806,674|785,361|-|505,068|
Purposes of restricted funds Awards for All Community Fundariaser Charles Hayward Refuge Worker Children in Need Children & Families IDVA Healthy Living Grant Hodge A&O Manager Masonic Refuge Sofa & Children's Worker Ministry of Justice via PCC A&O Elderly Persons IDVA & Children's Service Worker Nationwide Outreach Worker RBWM A7O team workers & Freedom Worker The Mackie Foundation A&O Team Volant Freedom Worker Various Small Grants Berkshire Community Foundation are our local supporters, who have provided us with some small grants towards our helpline, a boiler for our refuge, children's activities, front line support. Many other local & small grant funders have supported us through the year aswell.
39
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2023
## 14. Operating lease commitments
The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:
|
following periods:|||
|---|---|---|
|Less than one year - office rent & refuge leases
One to five years - refuge leases
Over five years - refuge leases|2023
2022
£
£
17,622
2,947
44,088
-
14,696
76,405
2,947
Property||
||76,405|2,947|
40