Company number: 06758907 Charity number: 1127126
## The Dash Charity
Report and financial statements For the year ended 31 March 2024
**The Dash Charity**
## **Contents**
## **For the year ended 31 March 2024**
Reference and administrative details ................................................................................... 3 Report of the Trustees ......................................................................................................... 5 Independent examiner’s report ........................................................................................... 25 Statement of financial activities (incorporating an income and expenditure account) .......... 27 Balance sheet .................................................................................................................... 28 Statement of cash flows ...................................................................................................... 29 Notes to the financial statements ....................................................................................... 30
**The Dash Charity**
## **Reference and administrative details**
## **For the year ended 31 March 2024**
|**Company number**|06758907|06758907||
|---|---|---|---|
|**Country of incorporation**|United Kingdom|||
|**Charity number**|1127126|||
|**Country of registration**|England & Wales|||
|**Registered office**|551 Fairlie RoadSlough|||
||Berkshire|||
||SL1|4PY||
|**Trustees**||Trustees who are|also directors under charity law, who|
|||served during the|period and up to the date of this report were|
|||as follows:||
||||Chair (maternity leave)|
||||Interim Chair/Vice-Chair|
||||Treasurer|
||||Secretary|
||||Safeguarding Trustee|
||||Resigned 31/12/2023|
||||Resigned 02/04/2024|
||||Joined 17/01/2024|
||||Joined 19/06/2024|
|**Key Management Personnel**||Nicola Miller|Chief Executive|
|||Kiran Pathak|Head of Finance & Governance|
|||Claire Batchelor|Advocacy & Outreach Services|
||||Manager|
|||Tracey Noble|Refuge Services Manager|
3
**The Dash Charity**
## **Reference and administrative details**
## **For the year ended 31 March 2024**
|**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|
||110 Golden Lane,|
||LONDON,|
||EC1Y 0TG|
4
**The Dash Charity**
## **Report of the Trustees**
The Trustees and Senior Management Team present their report and the financial statements for the year ended 31 March 2024
## **Chair & CEO Report & Acknowledgement**
## **Chair Report**
I am delighted to share The Dash Charity’s annual report, outlining the progress and achievements we have made supporting the safety of individuals and families across East Berkshire and South Buckinghamshire.
Our new strategy delineates our key priorities in ending domestic abuse and providing crucial support to those who need us most. This encompasses our refuges, outreach programs, and healthy relationship training. As the commissioned provider of domestic abuse services for The Royal Borough of Windsor & Maidenhead, we are committed to delivering expert, timely, and responsive services wherever they are needed. Raising awareness within our communities is a core part of our strategy, ensuring that victims of abuse know we are here to help.
The coming year will see us developing and implementing new services, including peer mentoring for young adults, enhancing demand-driven children’s services, and expanding our healthy relationships programmes.
Dash will also leverage its position to advocate for change in areas where our local communities stand to benefit the most, rather than focusing on broader issues with less measurable impact.
This year, we successfully relocated our operational headquarters to new premises, providing an optimal environment for our staff and senior executives to collaborate effectively with the community.
Despite the challenges of the past year, including the cost of living crisis, fundraising, and recruitment difficulties, we are planning ahead with renewed optimism and deeply appreciate all the support we have received.
Interim Chair of Trustees
## **CEO Report**
Last year was another landmark one for The Dash Charity, as we made a profound impact on the lives of domestic abuse survivors. I am incredibly proud of our dedicated team of frontline and support staff. Their unwavering commitment, alongside our referral partners and volunteers, enabled us to assist hundreds of individuals and families facing domestic abuse across Windsor & Maidenhead, Slough, and South Buckinghamshire.
In our refuges, we provided a safe haven for 25 women and 16 children. Our Helpdesk service handled 1,042 referrals and enquiries, marking a 21% increase from the previous year.
5
**The Dash Charity**
## **Report of the Trustees**
Notably, more than 95% of domestic abuse survivors reported feeling safer after completing their support with Dash. We supported 93 high-risk clients through our trained Independent Domestic Violence Advocates (IDVAs).
Our prevention and education initiatives reached over 1,900 children and young people through specialised one-to-one support and our Healthy Relationships programme in schools. We also spearheaded local campaigns, offered training to professionals on addressing domestic abuse, and leveraged our local expertise to combat hidden abuse in hard-to-reach communities.
While there are many achievements to celebrate, we recognise the ongoing challenges faced by domestic abuse survivors. In March, we unveiled The Dash Charity’s new two-year strategic plan, outlining our continued efforts to break the cycle of domestic abuse and foster safer, stronger communities. This strategy is rooted in the insights and experiences of the survivors we support.
Looking ahead, we plan to introduce new services, such as peer mentoring for survivors, and expand our healthy relationships programme for children and young people. Additionally, we aim to address the cost of living crisis affecting survivors.
Our successes in 2023 would not have been possible without the generous support of our funders. We maintained crucial contracts, like the domestic abuse advocacy and outreach contract in the Royal Borough of Windsor & Maidenhead, and continued receiving vital funding from Slough Borough Council to keep our refuges operational.
Our transformative work is sustained by the support of longstanding funders such as Children in Need, National Lottery Awards for All, and the Berkshire Community Foundation. We also welcomed new supporters, including the Blagrave Trust and The King Cullimore Trust, which funded new roles within our organization. Additionally, the Thames Valley Police and Crime Commissioner’s support enabled us to add two new outreach workers to serve our diverse communities in Slough.
Corporate partnerships have been instrumental to our success. From small businesses to larger organisations, the backing of Craft Coop, Stoke Park, and Alnylam, among others, has expanded our reach and strengthened our services. The generosity of local groups like the Freemasons across Berkshire and Buckinghamshire, Windsor Rotary Club, and the Soroptomists has shown the enduring support of our community.
Thank you to everyone who has supported us in 2024 Together, we are making a real difference in the lives of those affected by domestic abuse.
Nicola Miller, CEO, The Dash Charity
6
**The Dash Charity**
## **Report of the Trustees**
## **Strategic overview:**
**Our vision:** Domestic abuse stops here
## **Our mission – our ‘why?’:**
We are here to break the cycle of domestic abuse so people in our local communities can feel stronger and safer from abuse
## **Our strategy:**
Strengthening local communities to feel stronger and safer and break the cycle of domestic abuse.
## **Our core values:**
## 1. _**We go above and beyond**_
Our people matter most, whether our teams of staff and volunteers, or local individuals and families who are victims and survivors of domestic abuse, and we strive to go as far as we can to ensure safer outcomes.
## 2. _**We work together**_
We champion finding solutions inclusively and collaboratively with clients, external stakeholders and each other.
## 3. _**We understand**_
We combine professional learning with expertise by experience, to ensure people benefit from relevant support that is informed by knowledge, skills and survivors’ voices.
## 4. _**We strengthen**_
Our people, our communities and our sector are empowered through the quality and lasting impact of our work
## 5. _**We are local**_
We stay where we are needed and have built and earned our reputation and relationships that make Dash ‘locally known and loved’
## **We are Dash.**
**‘The Dash difference’** : Who are we and how does Dash make a difference?
1. Going above and beyond for people: We go the distance, giving people access to the time and space they need until they feel safer
2. Locally well-known and well-loved: We stay community-focused, well-known and well-loved locally by building trust, confidence and understanding
7
## **The Dash Charity**
## **Report of the Trustees**
3. Working in partnership: we embed a collaborative culture in everything we do to meet the diverse needs of clients in our communities
‘From victims to survivors’ is a direction we will take people in and will be reflected in our language. Our clients are people first, then ‘victims and survivors’, not simply ‘victims’. We will use the terms ‘service users’ or clients if necessary e.g. within other statutory frameworks.
**"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)**
## **About The Dash Charity:**
We have been supporting people experiencing Domestic Abuse in the communities of East Berkshire and South Buckinghamshire for 48 years. We provide specialist support to adults and children experiencing mental health issues, modern slavery, immigration, trafficking, homelessness and complex needs associated with Domestic Abuse, empowering them to live a life beyond crisis and ensuring their voices are heard.
We help people to access free legal help, obtain injunctions, arrange for them to have screens and video-links if giving evidence at court and we will support them on the day.
We also speak up for them and advocate on their behalf with housing teams, police, social care. We provide safety devices to help them feel safer in their own home and help source donations of anything they need to make their life a little easier or a little brighter whilst they are trying to stay safe.
Our programmes help women, children and men recognise tactics of abuse, so they can feel more empowered and break the cycle of abuse.
Domestic abuse and its effects can be destructive, yet it still remains an issue which is hidden, stigmatised and one which makes for uncomfortable conversation. We know that 1 in 4 women and 1 in 5 children will be affected by domestic abuse in their lifetimes; locally, there were 56,000 reported incidents of domestic abuse to Thames Valley Police in the last 12 months; it’s likely to be the tip of the iceberg, yet numbers continue to rise year-on-year.
8
**The Dash Charity**
## **Report of the Trustees**
## **Our current services:**
## **Helpdesk**
Our Helpline is open Monday to Wednesday from 9.30am until 2.30pm, ThursdayFriday 9.30am to 4.00pm. People who need help outside these hours can leave a message if it’s safe to do so or send us a message by emailing referrals@thedashcharity.org.uk. Our team will call them back as soon as they can, the next working day.
## **Refuge Accommodation**
The Dash Charity runs three refuges for women across the UK. Each refuge has different sized individual bedrooms with shared living facilities. We can accommodate up to 14 women with or without children at any one time. Refuges are safehouses which provide sanctuary and support to those who are escaping domestic abuse and have nowhere else to go.
## **Advocacy & Outreach**
Our Advocacy and Outreach Team provides specialist advice and guidance to local people experiencing any kind of abuse at the hands of a partner, ex-partner or family member. Our Independent Domestic Violence Advocates (IDVAs) and Outreach workers are professionally trained to support families whatever their circumstances and work alongside them to find a practical pathway to safety.
## **Children and Young People**
Our professional children’s practitioners provide bespoke support to children staying in our refuges, as well as within the community. One-to-one sessions provide children with a non-judgemental space in which they can express themselves and their genuine emotions. We provide these children with tools to talk, reflect, learn, recover and develop their own strength and resilience.
## **Schools Prevention Programme**
We deliver Schools workshops for children aged 6 years+ to provide education and awareness to children and young people surrounding Healthy Relationships.
In our Schools Domestic Abuse Prevention Programme, we promote safe, violencefree family relationships. Many young people do not understand what a healthy relationship looks like, and we aim to change that. We challenge the many myths surrounding domestic abuse to change attitudes and beliefs to ensure young people know where and how to seek support and advice when needed.
9
**The Dash Charity**
## **Report of the Trustees**
|**Report of the Trustees**|||
|---|---|---|
|Services we provide:|Changes around us:|Impact we see:|
|Advice and advocacy|Reduced risk|Safer lives in our local
communities|
|Community based
support programmes|Improved wellbeing|Reduction in referrals to high-
risk domestic abuse service|
|Refuge and safer
accommodation|Increased safety|People moving away from
domestic abuse|
|Support for children &
young people|Happier people|Stronger young people
recovering from domestic
abuse|
|Education and
prevention|Better responses to
domestic abuse
disclosures|Increased support and
understanding for victims and
survivors; Next generation
prevention|
|Training and skills|Empowered communities
and employers|Stronger outcomes for victims
and survivors|
|Awareness-raising|Increased awareness,
disclosures and referrals|Reduction in stigma and
increase in safety|
|Central operations:|Changes around us:|Impact we see:|
|Fundraising &
Engagement|Sustainable and
accessible support
services|Creating lasting change for
survivors|
|Finance & HR|Strong, supported
workforce and services|Reliable, long-term support for
survivors|
|Senior Leadership|Engaged teams, clear
decision-making, trust
and confidence|Achieving the goals of our
strategic plan|
## **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.
10
**The Dash Charity**
## **Report of the Trustees**
## **Achievements and performance in the delivery of public benefit**
## **Annual overview**
_**“I cannot put into words what the support from Dash’s IDVAs has meant to me. My story would have been different without them. They gave me the confidence to make life changing decisions and always listened without judgement. There is a long road ahead for me, but I’ve had the best start because of my support from those at The Dash Charity. Thank you.**_
**– Dash client and domestic abuse survivor**
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:**|**2021-22**|**2022-23**
|**2023-24**|
|---|---|---|---|
|Total number of new referrals to Community
services (prior to risk assessment)|947|690
|860|
|•
_Total IDVA clients_
_(high risk)_|_106_|_104_
|_93_|
|•
_Total Outreach clients_
_(medium/standard_
_risk)_|_310_|_241_
|_276_|
|•
_Signposting and brief_
_interventions_
_(see note below)_|_531_|_345_
|_491_|
|Total number of children referred into children’s
therapeutic support|_124_|_103_
|_108_|
|Total number of new referrals to refuge services
(prior to risk assessment)|_98_|_183_
|_177_|
|Total number of intakes into refuge|_34_|_33_
|_25_|
|Total Number of Freedom attendees|_106_|_93_|_95_|
## **Service Provision by team**
_Refuge Services_
- _**One-third of clients stayed less than a month, and slightly fewer stayed 4-6 months**_
- _**1 in 3 moved on to temporary accommodation; 18% went to live with family/friends. 3 (10%) returned to their perpetrator.**_
11
**The Dash Charity**
## **Report of the Trustees**
- _**79% accessed housing support while staying in refuge; 58% took part in Freedom Plus support programme; whilst 86% gained access to benefits support**_
- _**93% of clients reported improved feelings of safety and confidence when they moved on from our refuge accommodation**_
- _**90% left our refuge with improved support networks**_
- _**96% moved on feeling more confident about asking for help if they needed it**_
- _**9/10 reported improved optimism about the future**_
In refuge, we supported 25 women (3 of whom were pregnant) and 16 children across the year. 70% of women were in our refuge accommodation less than six months before they successfully moved on to safe accommodation. Work alongside our local authority contacts has contributed to our ability to successfully support clients moving on to suitable accommodation as soon as possible.
_**“I feel 100% safe living in the refuge. I got a lot of support from staff: that helped me a lot. Anything I was worried about, they tried to find solutions for and for my child. I always feel reassured afterwards.**_
_**“I learned a lot of things at the refuge through the advice (the staff) gave us for our safety and how to protect ourselves from harm, so that I can look forward to a better future.”**_
**– Dash refuge client and domestic abuse survivor**
## _Advocacy and Outreach Services_
- _**99% clients had completed all agreed actions on safety & support plans at the point of case closure, and there was a 99% improvement in survivors’ risk levels since referral/intake: exceeding our target of 90% for both**_
- _**Close to 1 in 5 clients (20%) were over 50**_
- _**17% increase in referrals to our services last year (regardless of risk).**_
_**“My Dash support worker was amazing and helped me understand why I felt the way I did. She also helped me make good, sensible decisions and changes for a happier, healthier future. I can’t thank you enough. This is truly a wonderful, inspiring service and I really hope I can help others who are unfortunate enough to find themselves in this position.”**_
**– Dash client and domestic abuse survivor**
The feedback from our local authority, RBWM, remains very positive against our contract, successfully achieving all agreed KPIs. In March 2023, 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.
12
**The Dash Charity**
## **Report of the Trustees**
Key highlights this year have included:
- Our Older Persons IDVA has been to all the local GP surgeries with posters and carried out mini training sessions to all staff members: enabling reception staff and the safeguarding lead in one surgery to recognise that an older person may be experiencing domestic abuse.
- We successfully completed and retained our _Leading Lights_ accreditation with SafeLives, the highest sector quality mark for our domestic abuse services.
- We were able to add a full-time Housing IDVA to our support services in Royal Borough of Windsor & Maidenhead, offering specialist advocacy to survivors and those referring them for specialist support.
## _Children’s Services_
Every child and young person completing our support programme reported understanding that domestic abuse was neither their fault nor their responsibility to stop. All participants also reported improved wellbeing and coping strategies.
We continued to provide bespoke one-to-one support for children and young people affected by domestic abuse. Our support programmes are continually adapted based on young people's feedback, focusing on individual needs rather than adhering to a rigid structure.
Sadly, the number of children referred to our support programmes has increased after dropping, following the Covid pandemic, and we finished the year operating a higher waiting list than in previous years.
## _Freedom Programme_
Following positive feedback, we have continued to offer a hybrid delivery of our Freedom programme, with both virtual and in-person group sessions. These options, trialled during the pandemic, remain popular and cater to clients' varying needs, particularly those with work or caring responsibilities.
A total of 76 clients accessed the programme this year across all formats. We ran five 10week programmes: virtual and in person at a community venue in Windsor town centre. One virtual session continued to be held in the evening in response to client feedback, improving accessibility to this service.
13
**The Dash Charity**
## **Report of the Trustees**
## _Healthy relationships workshops_
As primary and secondary schools adapted to a post-Covid world, we fully resumed inperson relationship and sex education provision. This year, we ran fewer Healthy Relationship workshops due to staffing changes but saw a 19% increase in pupils reached per ‘healthy relationships’ workshop with schools and youth organisations across East Berkshire. We conducted 435 workshops and assemblies, attended by 1,816 pupils.
We continued using the Expect Respect model and our own schools’ toolkit to inform these sessions, tailoring content to the circumstances of individual young people.
## _Helpdesk, Signposting and Brief interventions_
Our Helpdesk received 1,042 calls from first-time callers/enquirers or referrers throughout the year. Many of these callers received further support from a Dash practitioner, while 491 callers were offered a brief intervention to assist with their safety and onward journey – up on last year’s call volume.
We regularly undertake signposting and brief support interventions, directing callers/referrals to other partner agencies when appropriate. Every caller is fully assessed in terms of need and risk, and a support pathway is discussed, always prioritising immediate safety. Referrals may be made to other relevant agencies, including counselling, housing, or legal support.
Our Commissioners encourage us to refer clients to VFES (Victims First Emotional Support) if they are assessed as standard risk or need long-term emotional support. If a client does not reside in RBWM or South Bucks, we refer them to their local authority/DA organisation for support or source out-of-area refuge space if needed.
## _Training and Development_
This year, our external training initiatives continued to serve as a valuable income source, effectively integrating our specialised knowledge and training expertise into our fundraising strategy. We capitalised on opportunities to deliver in-depth, paid training to various organisations aiming to elevate their staff confidence and knowledge in key areas. These included collaborations with global insurance firms and professional bodies.
At The Dash Charity, internal training and development remain fundamental. We conduct regular all-staff training days, ensuring continuous professional growth. Each staff member receives monthly one-on-one supervision with their line manager, complemented by monthly clinical supervision for frontline staff with an external, clinically qualified supervisor. Annual appraisals are conducted for all staff, focusing on personal objectives aligned with the charity's business plan. Comprehensive training plans are in place for every staff member, adhering to the accreditations and standards upheld by the charity.
14
**The Dash Charity**
## **Report of the Trustees**
## **Quality Assurance**
The charity was proud to successfully complete the reaccreditation process and retain its **Safelives 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 and The Dash Charity was amongst the first to hold this quality mark for its services.
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 remains extensive and we have built and maintained strong working relationships with key partners including Local Authority Housing and Adult and Children Social Care Teams, Health, including Mental Health (CMHT) and Education, and Thames Valley Police. 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 Board
- RBWM Domestic Abuse Forum
- Thames Valley Domestic Abuse Strategic Group
- RBWM DA Executive Group
- RBWM ‘One Borough’ networking group
- Thames Valley DA Services Chief Execs Networking Forum
- Women’s Aid CEO networking group
- SafeLives CEO networking group
15
**The Dash Charity**
## **Report of the Trustees**
## **Fundraising and Communications**
The fundraising team consists of 1 Trusts & Grants writers, 1 Community Fundraising Officer and additional commissioned service with fundraising experts Nova Consulting on an ad hoc basis.
A large focus on Trusts and Foundations fundraising 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 events and activities taking place online and face-to-face in Berkshire and Buckinghamshire.
Our Social Media presence has remained strong with Facebook and Instagram being the main vessels for our PR and marketing.
During the summer, we collaborated with NS Training & Consultancy Services and Practice Index for a new campaign to highlight the risks of FGM to girls and women, and the requirements for mandatory reporting when young girls are taken abroad to undergo the practice.
We marked White Ribbon Day in November 2023 by publishing our mini-toolkit 'From Admin to Activist': a short and simple guide available to anyone involved with managing or moderating a local online community where people comment and share their views.
Our winter fundraising campaign - _Dash Communi-tea Appeal: Safer lives start over every cup_ – saw us asking for small representing the cost of a hot drink and the support with domestic abuse that begins in the safe space of a public coffee shop, with one of our trained advocates, being listened to and believed.
Our CEO gave interviews to local media and comments to online articles and news websites on topics of relevance to The Dash Charity and its survivors. This included authoring an opinion piece in Metro UK on domestic abuse being used as a fashion accessory.
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. We will return to a pre-Covid schedule of meeting on a quarterly basis for the forthcoming year, with sub-groups meeting more regularly.
## **Fundraising Practices**
Nova Fundraising is a consultancy and has acted as a third-party fundraiser for us, and neither they nor Dash hasthird-party fundraisers 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.
16
**The Dash Charity**
## **Report of the Trustees**
## **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.
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 2023/24, 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 £222,576. Salaries are benchmarked against other similar sized charities, and the salary scales are reviewed every few 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 16 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
17
**The Dash Charity**
## **Report of the Trustees**
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 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 £892,404. Of this £347,993 (39%) was generated from charitable trusts and grants, £147,474 (17%) was generated from client rent and housing benefit, £95,000 (11%) the refuge levelling up funds, £145,274 (16%) from local authorities and the remaining £156,663 (17%) from activities in the community and donations.
## **Expenditure**
Total expenditure for the year was £856,716, of which £745,434 (87%) was spent on charitable activities; £111,282 (13%) was spent on the sustainability and development team.
We spent £208,382 (24%) on refuge, £385,414 (45%) on the Advocacy & Outreach team, £151,638 (18%) on Children’s Services team.
18
**The Dash Charity**
## **Report of the Trustees**
## **Reserves**
As at 31 March 2024 the charity cash balance was £545,999 equivalent to 7.6 months operating expenditure. Total reserves as at 31 March 2024 was £490,610, equivalent to 6.9 months operating expenditure, which was made up of £95,090 restricted reserves and £395,520 unrestricted reserves that equates to 5.5 months running costs.
We have maintained our reserves level this year at 5.5 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 2023/24**
|**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%|
|2023/24|892,404|347,993|39%|147,474|17%|
|||**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%|
|||240,274|27%|156,663|17%|
19
**The Dash Charity**
## **Report of the Trustees**
|Year|Total
Expenditure|Spent on Charitable
Activities|% Rate|Spent on
FundraisingTeam|% 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%|
|2023/24|856.716|745,434|87%|111,282|13%|
|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%|
|208,382|24%|385,414|45%|151,638|18%|
|||Number of Months
GoingConcern
Total reserves
Number of
Months Reserves
7.6
483.755
7.5
7.6
454,922
6.5
7.6
505,069
7.8
7.6
490,610
6.9
Restricted
Unrestricted
Number of
Months Reserves
60,791
422,964
6.6
49,808
455,261
7.1
55,582
399,340
5.7
95,090
395,520
5.5||||
|Year|Cash Balance|Number of Months
GoingConcern|Total reserves|Number of
Months Reserves||
|2020/21|489484|7.6|483.755|7.5||
|2022/23|530,451|7.6|454,922|6.5||
|2021/22|491,592|7.6|505,069|7.8||
|2023/24|545,999|7.6|490,610|6.9||
|||Restricted|Unrestricted|Number of
Months Reserves||
|||60,791|422,964|6.6||
|||49,808|455,261|7.1||
|||55,582|399,340|5.7||
|||95,090|395,520|5.5||
20
**The Dash Charity**
**Report of the Trustees**
## **Going concern**
The Trustees review the financial projections of both operating finance and cashflow on a monthly basis. Following these reviews, the Trustees 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 Trustees followed the procedures advised by the Charity Commission before making appointments for positions. All Trustees 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 Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set.
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.
21
**The Dash Charity**
**Report of the Trustees**
## **Recruitment and appointment of Trustees**
The Dash Charity recognises that the role of Trustees 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 Trustees 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 Trustees 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 Trustee, 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 Trustees**
All Trustees receive a programme of induction, co-ordinated by the Chair and Chief Executive upon appointment. A Trustees induction pack is kept up to date and forms the basis of this induction.
All Trustees 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 Trustees will also complete safeguarding training; we also have a named safeguarding lead Trustee, who leads on the review of any significant safeguarding concerns raised across the organisation.
Our Trustees 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 Direct are identified and a programme of training planned to meet these needs.
## **Statement of responsibilities of the Trustees**
The Directors (who are also Trustees of The Dash Charity for the purposes of charity law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and the group
22
**The Dash Charity**
## **Report of the Trustees**
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 Trustees 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 Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. 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 Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Members of the Charity guarantee to contribute an amount not exceeding £10 to the assets of the Charity in the event of winding up. The Trustees are members of the Charity but this entitles them only to voting rights. The Trustees have no beneficial interest in the Charity.
23
**The Dash Charity**
## **Report of the Trustees**
The Trustees 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 Trustees 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 companies’ regime.
Approved by the Trustees on 17th September 2024 and signed on their behalf by:
- Interim Chair of the Trustees
24
**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 2024.
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 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
25
**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, 110 Golden Lane, London, EC1Y 0TG
## Date: **23 September 2024**
26
## The Dash Charity
## Statement of Financial Activities (incorporating an Income and Expenditure Account)
## For the year ended 31 March 2024
|For the year ended 31 March 2024|||||||
|---|---|---|---|---|---|---|
|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
Total funds brought forward
Charitable activities
Net (expenditure) / income for the year and
net movement in funds
2a
2b|Restricted
£
5,000
-
-
52,364
223,420
67,209|Unrestricted
£
136,392
13,484
6,786
242,474
145,274
-|2024
Total
£
141,392
13,484
6,786
294,839
368,694
67,209|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|
||347,993|544,411|892,404|294,255|490,600|784,855|
||10,104
37,018
178,382
82,982|101,178
171,364
207,032
68,656|111,282
208,382
385,414
151,638|8,801
48,941
119,201
111,538|133,323
148,352
186,154
78,691|142,124
197,293
305,355
190,229|
||308,485|548,231|856,716|288,481|546,520|835,001|
||39,508
-|(3,820)
-|35,688
-|5,774
-|(55,920)
-|(50,146)
-|
||39,508
55,582|(3,820)
399,340|35,688
454,922|5,774
49,808|(55,920)
455,260|(50,146)
505,068|
||95,090|395,520|490,610|55,582|399,340|454,922|
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.
27
The Dash Charity
## Balance sheet
Company no. 06758907
## As at 31 March 2024
|As at 31 March 2024|||
|---|---|---|
|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|2024
£
19,609|2023
£
13,479|
||19,609|13,479|
||20,799
545,999|32,362
530,451|
||566,798|562,812|
||79,211
487,587|93,299
469,513|
||507,196|482,991|
||16,585
490,610|28,070
454,922|
||95,090
395,520|55,582
399,340|
||490,610|454,922|
For the year ending 31st March 2024, the company was entitled to exemption from 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 17 September 2024 and signed on their behalf by:
Interim Chair of the Directors
28
The Dash Charity
## Statement of cash flows
## For the year ended 31 March 2024
|For the year ended 31 March 2024|||||
|---|---|---|---|---|
|(Increase) in creditors
Cashflows from financing activities
Loan repayments
Net cash used for financing 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 operating activities
Decrease in debtors
Net income / expenditure for the reporting period
(as per the statement of financial activities)
Depreciation charges
Interest|£
£
35,688
7,474
(6,786)
11,563
(36,579)
11,360
6,786
(13,604)
(6,818)
11,006
11,006
15,548
530,451
545,999
2024||£
£
(50,146)
5,387
(2,630)
119,386
(38,507)
33,490
2,630
(7,789)
(5,159)
10,528
10,528
38,859
491,591
530,451
2023||
||6,786
(13,604)||2,630
(7,789)||
||11,006||10,528||
||||||
|||545,999||530,451|
29
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
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.
30
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
## 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|6%|
|---|---|---|
||Refuge|22%|
||Independent Domestic Violence Advocacy|56%|
||Children's Services|17%|
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.
31
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
## 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
Donations from fundraisers
Corporates
Facebook
Gift aid
Total
b) Income from other trading activities
Dash Events
3rd Party Events
Community
Training
Total charity income|Restricted
£
5,000
-
-
-
-|£
55,500
74,036
6,120
200
536
Unrestricted|2024
Total
£
60,500
74,036
6,120
200
536|Restricted
£
12,910
-
-
-
-|£
25,945
80,075
3,386
1,066
11,306
Unrestricted|2023
Total
£
38,855
80,075
3,386
1,066
11,306|
||5,000|136,392|141,392|12,910|121,777|134,687|
||Restricted
£
-
-
-
-|£
703
2,940
9,840
-
Unrestricted|2024
Total
£
703
2,940
9,840
-|Restricted
£
-
-
-
-|£
1,025
4,219
8,804
5,304
Unrestricted|2023
Total
£
1,025
4,219
8,804
5,304|
||-|13,484|13,484|-|19,352|19,352|
2. b) Income from other trading activities
32
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2024
|3.|Incoming resources from charitable activities|||||||
|---|---|---|---|---|---|---|---|
|||||2024|||2023|
|a)|Refuge|Restricted|Unrestricted|Total|Restricted|Unrestricted|Total|
|||£|£|£|£|£|£|
||Rent|-|136,153|136,153|-|136,283|136,283|
||Service charges|-|11,322|11,322|-|12,654|12,654|
||Slough Borough Council|-|95,000|95,000|-|95,000|95,000|
||Various Small Grants for Refuge Services|17,364|-|17,364|24,499|3,394|27,893|
||Charles Hayward|25,000|-|25,000|25,000|-|25,000|
||Berkshire Community Foundation|10,000|-|10,000|-|-|-|
||Total|52,364|242,474|294,839|49,499|247,331|296,830|
## b) Independent Domestic Violence Advocacy
|b)|Independent Domestic Violence Advocacy|||||||
|---|---|---|---|---|---|---|---|
|||||2024|||2023|
|||Restricted|Unrestricted|Total|Restricted|Unrestricted|Total|
|||£|£|£|£|£|£|
||Heart of Bucks|10,000|-|10,000|-|-|-|
||Berkshire Community Foundation|15,000|-|15,000|-|-|-|
||Blagrave Trust|17,500||17,500|||-|
||The Mackie Foundation|-|-|-|20,000|-|20,000|
||Hodge Foundation|10,000|-|10,000|10,000|-|10,000|
||King Cullimore|25,000||25,000|||-|
||Nationwide|32,500|-|32,500|25,000|-|25,000|
||Thames Valley Police PCC|35,410|-|35,410|17,705|-|17,705|
||Thames Valley Police PCC|52,066||52,066|||-|
||RBWM DA|-|145,274|145,274|15,000|98,142|113,142|
||Various Small Grants for A&O Services|15,944|-|15,944|36,959|699|37,658|
||Sobell|10,000|-|10,000|-|-|-|
||Total|223,420|145,274|368,694|124,664|98,841|223,505|
|c)|Children's services|||2024|||2023|
|||Restricted|Unrestricted|Total|Restricted|Unrestricted|Total|
|||£|£|£|£|£|£|
||Children in Need|33,315|-|33,315|31,067|-|31,067|
||Masonic|-|-|-|30,000|-|30,000|
||Thames Valley Police PCC|31,263|-|31,263|31,263|-|31,263|
||Volant|-|-|-|10,000|-|10,000|
||Various Small Grants for Children's Services|2,632|-|2,632|4,852|669|5,521|
||Total|67,209|-|67,209|107,182|669|107,851|
33
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
## 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 2023|Cost of
generating
income
£
86,747
-
-
1,314
-
-
-
-
3,627
-
100
162
-
-
-
9,550|Refuge
£
98,296
110
-
-
962
-
2,341
13,008
34,978
2,816
119
1,802
200
4,621
-
10,000|Independent
Domestic
Violence
Advocacy
£
262,529
800
-
-
-
-
402
-
9,161
-
1,805
2,212
5,043
1,117
-
4,521|Children's
services
£
116,124
1,208
-
-
-
-
758
249
331
87
2,264
408
668
195
-
-|Governance
Costs
£
33,862
110
-
-
-
-
-
-
-
-
85
34
-
-
-
-|Support
Costs
£
74,423
1,914
121
-
-
-
-
25
44,038
-
50
2,994
41
1,541
6,774
10,074|2024 Total
£
671,979
4,141
121
1,314
962
-
3,501
13,282
92,135
2,903
4,422
7,612
5,951
7,474
6,774
34,145|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|
|---|---|---|---|---|---|---|---|---|
||101,499
7,888
1,894|169,253
31,554
7,576|287,590
78,885
18,939|122,291
23,665
5,682|34,091
-
(34,091)|141,993
(141,993)
-|856,716
-
-|835,001
-
-|
||111,282|208,382|385,414|151,638|-|-|856,716|-|
||142,124|197,293|305,355|190,229|-|-|-|835,001|
34
## The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2024
## 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|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|
|---|---|---|---|---|---|---|---|
||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
-
-|
||142,124|197,293|305,355|190,229|-|-|835,001|
35
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
5. Net income for the year
This is stated after charging / crediting:
|Net income for the year
This is stated after charging / crediting:
e year ended 31 March 2024|||
|---|---|---|
||2024|2023|
||£|£|
|Depreciation|7,474|5,387|
|Independent Examination fee|3,750|3,500|
|Trustees Reimbursed Exepenses|30|-|
Trustees' expenses represents the payment or reimbursement of travel and subsistence costs totalling £30 (2023: £0) incurred by 1 (2023: 0) members relating to attendance at meetings of the trustees.
## 6. Staff costs and numbers
Staff costs were as follows:
|Staff costs and numbers
Staff costs were as follows:
1 (2023: 0) members relating to attendance at meetings of the trustees.|||
|---|---|---|
|Salaries and wages
Social security costs
Pension contributions
Termination Cost
Recruitment
Other staff costs|2024
£
584,580
47,672
21,777
9,750
5,591
2,609|2023
£
601,624
52,989
21,367
-
353
2,283|
||671,979|678,616|
No employees earned more than £60k in the financial year (2023:nil).
The total employee salaries of the key management personnel were 2024 £222,576 (2023: £212,143).
|
The staff headcount for the year was 23 (2023: 22), allocated to activities as follows:|
||
|---|---|---|
|Refuge
IDVA
Children Services
Support and governance
Raising funds|2024
No.
2.00
4.00
11.00
3.00
3.00|2023
No.
3
4
8
5
3|
||23|22|
## 7. Related party transactions
In the year trustees made unrestricted donations to the charity totalling £60 (2023: £375).
There are no related party transactions to disclose for 2024 or for 2023.
## 8. Taxation
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.
36
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2024
9. Tangible fixed assets
|For the year ended 31 March 2024
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
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
Loan Repayment|Vehicles
9,598
-|Office
equipment
£
15,152
852|Furniture and
fittings
£
20,779
12,752|Total
£
45,529
13,604|
||9,598|16,004|33,531|59,133|
||6,399
2,399|5,310
4,368|20,341
707|32,050
7,474|
||8,798|9,678|21,048|39,524|
||800|6,326|12,483|19,609|
||3,199|9,842|438|13,479|
||||2024
£
17,575
3,224|2023
£
18,427
13,934|
||||20,799|32,362|
||||2024
£
4,886
13,933
-
18,875
11,006
30,510|2023
£
10,052
13,287
3,632
8,599
10,528
47,201|
||||79,211|93,299|
||||2024
£
16,585|2023
£
28,070|
||||16,585|28,070|
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, which was in April 2022. No security was required to be provided.
37
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2024
12a. Analysis of group net assets between funds (current year)
|For the year ended 31 March 2024
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|£
12,752
82,338
Restricted
funds|General funds
£
6,857
388,663|Total funds
£
19,609
471,001|
||95,090|395,520|490,610|
||£
-
55,582
Restricted
funds|General funds
£
13,479
385,861|Total funds
£
13,479
441,443|
||55,582|399,340|454,922|
38
The Dash Charity
## Notes to the financial statements
## For the year ended 31 March 2024
|For the year ended 31 March 2024||||||
|---|---|---|---|---|---|
|13a.
Movements in funds (current year)
Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Voluntary
Total restricted funds
General funds
TVP via PCC
Hodge
Charles Hayward
Sobell
Aviva
Safe Lives
Children In Need
Various Small Grants for Refuge Services
Total funds
Total unrestricted funds
TVP via PCC
Nationwide
Awards for All
Matrix Prism
Various Small Grants for Children's
Various Small Grants for A&O Services
TVP via PCC
Berkshire Community Foundation
Heart of Bucks
King Cullimore
Blagrave
Berkshire Community Foundation
Englefield Charitable Trust
Masonic|£
-
-
20,428
At the start
of the year
as restated|£
10,000
25,000
17,364
Income and
gains|Expenditure
and losses
£
-
25,000
12,018|Transfers
£
-
-
-|At the end
of the year
£
10,000
-
25,774|
||20,428|52,364|37,018|-|35,774|
||-
-
-
-
-
-
-
320
-
5,439|17,500
15,000
10,000
10,000
25,000
32,500
52,066
35,410
10,000
15,944|8,006
5,000
7,500
10,000
22,917
32,500
40,500
35,027
-
16,933|-
-
-
-
-
-
-
-
-
-|9,494
10,000
2,500
-
2,083
-
11,566
703
10,000
4,450|
||5,759|223,420|178,383|-|50,796|
||3,207
19,847
-
738
-|33,315
-
31,263
2,632
-|32,893
17,455
31,263
1,370
-|-
-
-
-
-|3,629
2,392
-
2,000
-|
||23,792|67,209|82,982|-|8,021|
||917
4,435
-
-
251|-
-
2,000
3,000
-|917
4,435
1,500
3,000
251|-
-
-
-
-|-
-
500
-
-|
||5,603|5,000|10,103|-|500|
|||||||
||55,582|347,993|308,486|-|95,090|
||399,340|544,411|548,231|-|395,520|
||399,340|544,411|548,231|-|395,520|
||454,922|892,404|856,717|-|490,610|
39
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
13b. Movements in funds (prior year)
|e year ended 31 March 2024
Movements in funds (prior year)||||||
|---|---|---|---|---|---|
|Restricted funds:
Refuge
Independent Domestic Violence Advocacy
Children's services
Voluntary
Total restricted funds
General funds
Nationwide
RBWM
Hodge
Charles Hayward
Various Small Grants for Refuge Services
Masonic
TVP via PCC
TVP via PCC
Children In Need
Various Small Grants for Children's
Volant
Safe Lives
The Mackie Foundation
Various Small Grants for A&O Services
Aviva
Awards for All
Matrix Prism
Total unrestricted funds
Total funds|£
-
19,869
At the start
of the year|£
25,000
24,499
Income and
gains|Expenditure
and losses as
restated
£
25,000
23,940|Transfers
£
-
-|At the end of
the year as
restated
£
-
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|
Purposes of restricted funds
Awards for All
Berkshire Community Foundation Blagrave Charitable Trust Charles Hayward Children in Need Heart of Bucks
Hodge
King Cullimore
Masonic
Ministry of Justice via PCC Nationwide
RBWM Sobell
Various Small Grants
Community Fundariaser
A&O team and Refuge maintenance
IDVA Support, Helpline, Freedom programme
Refuge Worker
Children & Families IDVA Healthy Living Grant
Supporting Clients A&O Manager Outreach worker Refuge Sofa & Children's Worker
A&O Elderly Persons IDVA & Diversity Support Worker & Children's Service Worker
Outreach Worker A&O team workers & Housing IDVA
Helpline
Many local & small grant funders have supported us through the year, with advocacy support, children's activities, refuge running cost, new laptops, training etc.
40
The Dash Charity
Notes to the financial statements
## For the year ended 31 March 2024
## 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:
|
periods:|||
|---|---|---|
|Over five years - refuge leases
Less than one year -refuge leases
One to five years - refuge leases|2024
2023
£
£
11,750
17,622
47,000
44,088
2,938
14,696
61,688
76,405
Property||
||61,688|76,405|
41