i••• Herts
Domestic
Abuse
Helpline
08 088 088 088
1*1
The Queen's Award
for Voluntary Service
ANNUAL REPORT
& ACCOUNTS
2025-26
## **Table Of Contents**
**03**
**06**
**06**
**07**
**09**
**----- Start of picture text -----**
10
**----- End of picture text -----**
**16**
**19**
**20**
**22**
## **Chair’s Summary**
**About Us**
## **Vision and Mission**
## **The Picture Nationally**
## **The Picture in Hertfordshire**
## **Helpline Manager’s Report**
## **Trustees & Staff**
**The difference we make**
**Promotional activities, social media and marketing**
**Contacting Us**
**26 Profit and loss accounts 28 Receipts and payments accounts**
**Report on accounts for 2025-2026**
**23**
03
## **Chair’s Summary**
I am very pleased to report that the Helpline has had an exceptional year which has set us up nicely for 2026-27.
Our Treasurer’s report will give further details, but we are particularly indebted to the Postcode Lottery which has granted us £10,000 for each of 2 years and, in particular, the Postbox Toppers team in St Albans with their amazing knitted and crocheted creations putting smiles on the faces of passers by. They raised over £14,000 for us through business sponsorship and individual donations in the run up to Christmas.
Thanks also go to the Allen Lane Foundation which is granting us £3,000 for each of 3 years. COSARAF has kindly supported us for many years now by covering the costs of our call management contract and we are grateful to them.
I must also show massive appreciation to our Patrons Sally Burton and Sarah Beazley who are staunch supporters. One of their friends organised a clothes sale which raised £2,600 for us.They are always enthusiastic to help promote our Helpline across the county.
We continue to keep up to date with technology and have recently carried out enhancements to our website with more still to come. Thanks to a grant from the Office of the Police and Crime Commissioner (OPCC) we were able to add a button to our website which facilitates translation for those whose first language is not English. Following research and working alongside our community partners, we can now offer translation in Polish, Arabic, Pashto, Romanian and Ukranian To accompany this, we are producing leaflets in those languages for distribution to refugee hotels and other locations.
04
## **Chair’s Summary cont’d**
Since 2020 we have operated a confidential and anonymous email service to cater for anyone who might prefer to write things down or finds it easier than speaking to someone and in the coming year we hope to trial a Webchat facility. This will always be with a person not a bot and is a new offer to see whether people are happy to use it.
We are conscious that many people can now find the information they need online and for that reason we maintain a strong social media presence on Facebook, Instagram, LinkedIn and TikTok with regular postings so that people are aware of the service and can contact us easily. In addition to informative posts, we mark particular events such as Christmas, Mother’s Day, Father’s Day and the 16 days of Activism against Gender-based Violence. We have a healthy following and you can read the numbers in our Manager’s report.
Being able to find information online is one thing but our USP is that we have information local and relevant to Hertfordshire and in many cases callers contact us because they don’t know where to start.
All trustees try to get out and about when the opportunity arises and last September I attended the Unity in the Community event at The Grove in Watford, accompanied by two of our volunteer call takers, Mary and Sue. 1,000 free tickets had been issued so despite it being a cold and rainy day, the event received huge support thanks to the wonderful barbeque laid on by the hotel. We had the opportunity to speak to lots of members of the public as well as other charitable and voluntary organisations.
This year we were one of two chosen charities for the Mayor of Harpenden’s fundraiser and have been attending and assisting at quiz nights, Christmas events and wine tastings! At time of writing we wait to see what the grand total will be but many thanks to Beth Fisher for choosing us.
05
## **Chair’s Summary cont’d**
Jo Ward stepped down as a Trustee and call taker owing to the additional responsibilities of a new work role.
Mick Ball retired from his civilian role in Herts Constabulary and decided to have a break for the time being, though we hope to see him back one day!
I’d like to thank them both for their contribution to the Board and wish them well for the future.
Following a small internal restructure we said goodbye to Melanie North who was with us as an Administrator for a couple of years. We are grateful to Mel for fundraising for the Helpline in addition to her administrative duties.
I am pleased to say that in February 2026 we welcomed Caroline O’Carroll as a new Trustee to our Board.
The success of the Helpline is down to the large team of volunteer call takers who give up their time to answer calls and emails from victims/survivors and others and sign post them on to the organisations which are best placed to help them. My grateful thanks to them all.
Our Board of Trustees are also, of course, volunteers and they give up their time to attend Board meetings to ensure the smooth running of the charity as well as supporting the many events around the county each year. It’s a wonderful team and I feel privileged to Chair the Board. My hearty thanks to them all.
I must not forget Hayley, our Manager, who has been with us on the constant journey to remain relevant, accessible and informative helping as many people as possible to take the first step away from abusive situations. Thank you Hayley.
06
## **About Us**
The Helpline is a confidential, free, support and signposting service for anyone affected by domestic abuse. Established in 2002, it first became a registered charity in January 2011. In 2019 it became a Charitable Incorporated Organisation. Our operations team and volunteer call takers currently work from home.
As well as receiving around 2,000 calls per year, plus many more through our website and email service, the Helpline works in partnership with countywide statutory, voluntary and community organisations which, together, all aim to improve the lives of anyone affected by domestic abuse as well as those seeking help to change their behaviour.
## **Vision & Mission**
Our Vision is for the world to be free of domestic abuse.
Our Mission is to eliminate domestic abuse through awareness and education, and to support those in need through our confidential listening and signposting service across Hertfordshire.
Whether directly serving victims, perpetrators or their families, or indirectly to professionals, we provide a safe space for people to discuss their situation. Through our comprehensive and unique understanding of local resources, we provide the information they need to take control, to feel empowered to take the next step. Our commitment is to always ‘put the caller at the heart of our service’.
07
## **The Picture Nationally**
**(Source: Gov.UK)**
**1 in 4 women and 1 in 6 men experience domestic abuse in their lifetime**
**1 in 5 children experience domestic abuse in the UK**
**Approximately 3.8 million people aged 16 years and over experienced domestic abuse in the year ending March 2025**
**There were 522 domestic homicides recorded in the year ending March 2025**
**The police recorded 816,493 DA related incidents and crimes in England and Wales in the year ending March 2025**
08
## **The Picture in Hertfordshire**
## **(Source: Hertfordshire Constabulary)**
In the year ending 31 March 2026, Hertfordshire Constabulary continued to see domestic abuse as a significant and complex area of demand. While final recorded crime figures are awaited, domestic abuse-related incidents and offences remain at a consistently high level, reflecting ongoing prevalence, increased confidence from victims in reporting to police and improved police recording standards.
Building on the previous year’s focus, there has been continued emphasis on the effective use of protective powers to safeguard victims at the earliest opportunity. The use of Domestic Violence Protection Orders (DVPOs) and Domestic Violence Protection Notices (DVPNs) has remained a key tool in providing immediate protection, alongside the ongoing promotion of the Domestic Abuse Disclosure Scheme (Clare’s Law). These measures continue to play an important role in preventing harm and enabling informed decision-making for those at risk.
A key area of development during 2025–26 has been the strengthening of specialist response through the Domestic Abuse Investigation and Safeguarding Unit (DAISU). The DAISU team has maintained a strong focus on evidence-led prosecutions, reducing reliance on victim testimony alone, and ensuring that highrisk cases receive a robust and consistent investigative approach. This has been supported by closer multi-agency working, particularly with safeguarding partners, to improve outcomes for victims and their families.
There has also been ongoing work to review and enhance the use of wider protective orders, including restraining orders and bail conditions, to ensure that perpetrators are effectively managed and victims remain protected throughout the criminal justice process.
Hertfordshire Constabulary continues to prioritise domestic abuse as a core area of policing, with a clear focus on victim safety, offender accountability, and partnership working to address the long-term impact of abuse across communities.
09
## **The Picture in Hertfordshire cont’d**
At the time of writing the county is entering a period of uncertainty, with decisions still to be made regarding whether Hertfordshire splits into 2, 3 or 4 unitary authorities. We understand a decision on this will be taken in the summer of 2026 with implementation planned for April 2028. At the same time, the Home Office is considering reducing the 43 police forces in England and Wales to perhaps 10–15 regional forces. Currently Hertfordshire Constabulary already collaborates extensively with Bedfordshire Police and Cambridgeshire Constabulary and there are no plans to merge the forces. Lastly, Police Crime Commissioners are being abolished at the end of their current term in May 2028. We wait to see how these changes may impact the delivery of domestic abuse services within the county. As an independent registered charity which receives no funding from statutory organisations, we plan to continue as normal.
10
## **Helpline Manager’s Report**
## **Introduction**
Every contact to the Helpline represents a moment of courage, a decision to reach out, often in the midst of fear, uncertainty, or isolation. This year the Hertfordshire Domestic Abuse Helpline provided direct support and signposted 890 individuals via telephone, alongside 266 email enquiries, our website recorded 21,000 visits, reflecting the continued need for accessible, trusted support across the county.
Evidence shows that even brief, empathetic conversations can significantly reduce emotional distress and help individuals feel heard and validated. Research published in JAMA Psychiatry highlights that short telephone interactions can lower anxiety and improve wellbeing. This reflects what we see every day on the Helpline, that even a single conversation can be a vital first step towards safety.
While demand remains significant, the way in which people seek help continues to evolve. Alongside direct contact, we are seeing increasing engagement through digital channels, reinforcing the importance of offering multiple safe and accessible routes to support.
## **Understanding Who We Support**
Of those accessing our Helpline, 495 were female victim-survivors and 68 were male, highlighting both the gendered nature of domestic abuse and the importance of ensuring our service remains inclusive and accessible to all.
Psychological and emotional abuse continued to be the most commonly reported form of harm. These experiences are often complex, persistent, and less visible, yet can have profound and long-lasting impacts. Many individuals disclosed multiple, overlapping forms of abuse, reinforcing the need for a trauma-informed, patient and non-judgmental response.
In addition to supporting victim-survivors directly, we continue to hear from professionals, family members, and members of the public seeking advice, an important reflection of the Helpline’s role in enabling earlier intervention and raising awareness across the wider community.
11
## **Helpline Operation**
The Trustees follow the Charity’s Constitution and operational policies are reviewed regularly. The Trustees regularly review the risks to which the charity is exposed and take actions to mitigate them.
## **How call data is assessed**
Callers’ details are not asked for. On occasions, callers volunteer some information and we do record this, though not personal contact details. For example, they may disclose their ethnicity, that they are disabled, LGBTQ or elderly, whether drugs and alcohol or mental health issues are a concern, whether they are experiencing coercive and controlling behaviour or they may be seeking legal or financial advice. This anonymised data is reviewed regularly by the Board and may help the county to commission future domestic abuse and other services. An example of a typical month is shown below.
12
## **Service Delivery & Capacity**
The Helpline was open for 3,900 hours, with 3,174 hours covered, equating to an annual average of 81.4%.
While this reflects a strong level of service delivery for a volunteer-led model, it also highlights the ongoing challenge of maintaining capacity in the context of increasing complexity and demand. Ensuring consistent coverage remains a key operational priority as we move forward
## **Partnerships & Collaboration**
Partnership working remains central to the effectiveness of the Helpline. By connecting individuals to the right support at the right time, we play a vital role within Hertfordshire’s wider domestic abuse response system.
We continue to work closely with specialist services, statutory partners, and community organisations, ensuring that those who contact us are able to access ongoing and tailored support beyond their initial disclosure.
I remain actively engaged in countywide multi-agency forums and strategic partnerships, currently chairing the leads of double district Domestic Abuse forums contributing frontline insight to strengthen a coordinated response to domestic abuse across Hertfordshire.
13
## **Key Activity & Engagement**
This year has seen a continued focus on raising awareness and extending our reach into the community.
A key highlight was our leadership role in the countywide 16 Days of Action campaign, where we worked alongside partners including Stevenage FC to increase visibility, promote awareness, and encourage conversations around domestic abuse via resources with area specific QR codes to help track need and trends.
Earlier in the year, we were honoured to receive the Biz4Biz Award for Best Corporate Social Responsibility, recognising the impact of our work across the local community. Our Helpline Manager Hayley Star and Trustee Caroline O’Connell picked up our award at Tewinbury Farm in November.
14
We were also proud to strengthen our community presence through new and evolving partnerships and recognition of our work. In March 2026, we began a three-year sponsorship of the women’s teams at Welwyn United, supporting both their Over 18s and Over 30s squads. As a Hertfordshire-based women’s team, this partnership is particularly meaningful. Sport can play a powerful role in building confidence, resilience and community, while also providing an opportunity to promote positive and inclusive spaces. Alongside celebrating women’s participation in sport, this collaboration allows us to contribute to wider conversations around the links between football culture and domestic abuse, helping to raise awareness and promote safer environments both on and off the pitch.
## **Volunteer Programme**
Our volunteers remain at the heart of the Helpline. This year, we successfully delivered two training intakes and supported the development of a team of 33 trained volunteers who provide vital frontline support via phone and email. Their dedication, empathy and resilience enable us to maintain a safe and supportive service for those reaching out. I have enjoyed watching our volunteers grow in confidence and understanding as time goes on. We have had support from many volunteers that goes beyond answering the phone by getting out into the community supporting us at events and I am very thankful to work alongside such a compassionate team.
We remain committed to investing in volunteer training, wellbeing, and ongoing development to ensure they feel confident, supported, and equipped in their roles.
15
## **Focus for the Year Ahead**
In the year ahead, our work will be guided by three core strategic pillars:
Pillar 1 — Core Helpline
Maintaining and enhancing our free, confidential, volunteer-led telephone service,
ensuring it remains accessible, responsive, and high quality. Exploring what other routes of support we can offer to those in need.
Pillar 2 — Education
Expanding our community education offer to increase understanding of domestic abuse,
support early identification, and empower individuals to respond safely and effectively. Pillar 3 — Survivor Ambassadors
Developing a network of survivors and ambassadors to provide peer-led, aftercare
support, education and awareness online, ultimately strengthening longer-term recovery pathways for those we support.
## **Closing Reflection**
I am incredibly proud of the continued dedication shown by our volunteers, partners, and colleagues over the past year. Together, we have supported hundreds of individuals at critical moments in their lives.
Research and practice both show that even a single, supportive conversation can reduce distress and help someone feel believed and understood. This is at the heart of what the Helpline provides every day, a safe space where people are heard without judgement.
While the challenges facing victim-survivors remain complicated, the Helpline continues to offer a vital, accessible point of support across Hertfordshire. Every conversation represents the potential for change, and I am proud of the role we continue to play in supporting individuals on their journey towards safety.
Hayley Star Helpline Manager
16
## **Trustees and Staff at 31st March 2026**
## **Duncan Sales - President**
Duncan is a retired Detective Inspector Herts Constabulary and founder of the Helpline in 2002.
## **Penny Williams, JP, DL - Vice President**
Penny, a former trustee, now Vice President. Penny was a JP for 27 years serving mainly in the family courts in the latter years.
## **Chris Roach - Chair**
Chris became Chair in 2015. She has worked in the public and private sector including roles in drug and alcohol misuse, community safety, community engagement, grants management and also worked for the NHS.
## **Kay Carnell - Trustee**
Kay enjoyed a long career with BP, spanning 35 years. She has extensive business experience, particularly in sales, marketing and business development, and has operated in many countries worldwide.
17
## **Trustees and Staff**
## **Denise Powell - Trustee & Treasurer**
After 38 years working in technical and managerial roles in the corporate world, Denise has chosen to spend her retirement using her skills to support charities and not for profit organisations, including the Helpline, Soroptimist Internatlional and Computer Friendly. In addition to being the Helpline's Treasurer, Denise is also a volunteer call-taker.
## **Sherry Thakur - Trustee**
Sherry is Solicitor and Partner at JKC Lawyers in Watford. Much of her work involves domestic abuse issues. Sherry also provides JKC’s 24 hour legal helpline.
## **Ian Taylor - Trustee**
Ian is a highly experienced Business Advisor and Financial Services professional, with more than thirty years’ expertise in senior executive roles with Barclays and BNP Paribas. He is also a Board Member of St Albans City of Expertise CIC, a special business interest group.
18
## **Trustees and Staff**
## **Caroline O’Carroll Trustee**
Caroline has over 35 years’ experience in Fashion Buying and Merchandising, holding a number of senior executive roles across major global retailers including Marks & Spencer, Tesco and Arcadia Group. She brings extensive expertise in strategic planning, P&L management, and building and leading high-performing teams. Alongside her corporate career, Caroline is passionate about supporting young people and is actively involved in mentoring students through their final years of education.
## **Hayley Star - Helpline Manager**
Hayley has been the Helpline Manager since February 2021. Hayley is a Sunflower J9 champion and Police Standards champion. She has attended the Triple R course and completed the Freedom programme. She is also a Mental Health First Aider and holds a City and Guilds Level 3 qualification in Education and Training.
The Board met 5 times during 2025-26. The last Annual General Meeting was held in July 2025. Our meetings are usually held face to face at various locations across the county. Our patrons are: Lady Dione Verulam Sally Burton Sarah Beazley
19
## **The Difference We Make**
Our statistics are interesting, but it’s also really important to recognise the difference we are making to people’s lives. Here is some of the feedback our call takers received in 2025-26
**----- Start of picture text -----**
He said nobody has believed
him until now.
**----- End of picture text -----**
**----- Start of picture text -----**
The emailer thanked me for
the multiple signposting
options given to her
**----- End of picture text -----**
**----- Start of picture text -----**
The lady was so thankful
towards the end of the call
and she said she was so
pleased to have finally
picked up the phone
**----- End of picture text -----**
**This professional was honest about the struggles their client had faced and sounded optimistic at the support available by the end of the call**
20
## **Promotional activities, social media and marketing**
Over the 2025–26 year, we continued to strengthen our visibility, accessibility, and digital reach through our website, social media platforms and wider community engagement. Our website received more than 21,000 visits demonstrating the growing demand for accessible information and support. Alongside this growth we have focused on improving the integration of our digital channels to strengthen search engine optimisation (SEO) and ensure that accurate information about the helpline can be easily identified and prioritised by AI-driven search tools and online information sources.
The launch of our new multilingual website in March has further improved accessibility for individuals across our diverse communities helping to reduce language barriers and ensure more people can access support safely and confidently. We have also expanded the use of QR codes across the county, increasing visibility and making it quicker and easier for people to access our services discreetly from posters, leaflets, partner organisations and public spaces.
Our social media platforms continue to show strong engagement and remain a vital tool for raising awareness, normalising help-seeking and reinforcing public understanding of domestic abuse.
21
## **Promotional activities, social media and marketing cont’d**
As part of our wider communications strategy we have prioritised targeted social media advertising over traditional print advertising, enabling us to reach audiences more effectively, respond to emerging issues quickly, and deliver information directly to those most likely to need support. Our quarterly newsletter has also become an important way of keeping subscribers informed, providing regular updates on our work, campaigns, service developments, and wider issues relating to domestic abuse awareness and support.
A key part of our approach remains the creation of content that educates, reassures and connects. Regular features continue to include:
- Weekly news roundups highlighting relevant headlines that may help followers recognise signs of abuse in their own or others’ experiences. Statistical posts that break down trends in domestic abuse locally and nationally, helping to inform and empower the community.
- Feedback and testimonial posts that highlight the compassion, expertise and non-judgemental support provided by our volunteer call takers, helping to reduce anxiety around reaching out for help.
Clear contact information is consistently included across all platforms to ensure access to support remains straightforward, visible and familiar.
22
## **Contacting Us:**
Telephone: 08 088 088 088 (for Helpline callers only) Opening hours: Monday to Friday 9am to 9pm, Weekends and Bank Holidays 9am to 4pm
Confidential email: Kim@mailpurple.org
Manager email: manager@hertsdomesticabusehelpline.org
Registered Office: The Lodge Stanborough Road Welwyn Garden City Herts AL8 6XF
Charity Number: 1184899
23
## **Report on Accounts for period 1st April 2025 - 31st March 2026**
## **A Message on Our Financial Health:**
This year has been one of significant recovery and growth for the Helpline. We are pleased to report a net surplus of £4,664 for the year ending 31 March 2026. This is a noteworthy and satisfying change from the £4,707 loss experienced in the previous year.
By the close of the year, our total available funds stood at £63,136 (increasing from
- £58,472). These funds ensure we can continue our work with confidence: Restricted Funds: £2,069 (held for specific projects)
- Unrestricted Funds: £61,067 (supporting our core operations)
- Our capital remains held in our CAF Bank current account.
## **Our Income: Supporting the Service**
Our community and partners showed incredible generosity this year, bringing our total income to £64,821-a significant rise from the £50,367 raised in 2024–25. We are grateful to all those who contributed, and to those who put significant time and effort into identifying potential sources of income and bringing these to fruition. Fundraising Highlights
- Community Spirit: The St Albans Christmas Post Box Toppers were a phenomenal success, raising over £14,000. We look forward to receiving the final Gift Aid and donations from this event in the coming months. We thank the Toppers team for selecting us a charity recipient.
- Grants & Partnerships: We secured £13,000 in multi-year support from the Allen Lane Foundation and from a generous donation from a local family trust. We were also grateful to receive £10,000 from the Postcode Lottery and £3,600 from COSARAF specifically to cover our call-handling costs.
- Dedicated Supporters: From a local clothes sale raising £2,600 to being chosen as the Aldenham Golf Club Lady Captain’s charity (£1,000+), the variety of support has been inspiring. We also thank St Albans Cathedral, organisations that supported us and our many individual donors who contribute through the CAF platform. We must especially thank one of our call takers who inspired her friends to donate nearly £2,500.
- Local Government: We received £1,500 from the Hertfordshire County Councillors’ Locality Budget. While smaller than in previous years, these grants contribute significantly to our advertising, ensuring that those in crisis know exactly where to find us.
24
## **Our Costs: Investing in Our Mission**
Total spending for the year was £60,157, compared with £55,074 in the 2024-25 year. As a service-led charity, we aim to keep our overheads lean while ensuring our team and tools are well-supported and most costs were in line with the budget we set at the start of the year.
- Our Team: The Board of Trustees approved a small annual uplift on staff salaries, which had been provided for in the budget.
- Technology: Our phone system remains our most significant operational cost; it is the vital link between our volunteers and those who need them. The costs were in line with expectations, and we are grateful that these were covered by the COSARAF grant.
- Visibility: We saw an increase in social media and advertising costs. This is partly due to our contractor becoming VAT-registered, thereby increasing his cost to us, and partly because we have increased our outreach efforts. We view this as an essential outlay—the Helpline can only support those in need if they know it exists.
## **Governance & Care**
We continue to use modern, secure systems to manage our finances. This year, we joined SwiftAid to help us automatically claim Gift Aid on donations, ensuring no extra support goes to waste.
To remain transparent and to follow Charity Commission best practices:
- We have included in this report both a Receipts and Payments sheet (recommended by the Charity Commission) and a Profit and Loss statement (appreciated as a more succinct form by readers) in our full accounts.
- Our Finance Policy was reviewed and updated this year, and was signed off by the Board of Trustees.
- No significant financial control issues were identified during the year. Our Trustees now formally confirm their review of all financial statements at every Board Meeting, including acceptance of the final accounts for the year. Our accounts have been independently verified by Duncan McLeod, and his formal report is attached with a signed copy available should anyone wish to see it.
25
## **Looking Ahead: 2026–27**
The success of our recent fundraising has eased the immediate financial pressure, and our reserves are in a healthy position with approximately 18 months of core costs available. It is heartening to enter the new year with a sense of stability rather than uncertainty.
However, we remain mindful of the future. Key financial risks include reliance on grant funding, which can be unpredictable and labour-intensive to secure, and rising operational costs which are being actively monitored by the Trustees. Our priorities for 2026–27 include increasing regular unrestricted income, expanding grant partnerships, and building longer-term financial resilience so that the Helpline remains a permanent fixture for our community.
We extend our deepest thanks to every volunteer, donor, and councillor who makes our work possible. Your support ensures that no one has to face their challenges alone.
Denise Powell Trustee Treasurer April 2026
26
## **The Hertfordshire Domestic Abuse Help Line**
## **Profit and Loss Account for the Year From April1st 2025 toMarch 31st 2026**
|**INCOME**
Grants
Other fund raising
HCC Locality
Free
Donations
Fund raising Events
Fund raising Online
Training
Other income
Gift Aid Donations
**Profit and Loss for Year**
**EXPENSES**
HL Staff Salary
Social Media/Advertising
Call Handling
HL Expenses
Training
Systems
Insurance
Subscriptions
Payroll Service
Other
Vodafone/Lebara
Language Line
Volunteer Expenses
**FUNDS**
Balance of Reserves at 31st March 2025
Profit and Loss for Year
58,472
4,664
**2025-26**
5,820
30,880
1,500
3,667
14,400
6,755
0
1,664
135
32,726
14,653
3,387
3,655
750
2,755
889
568
544
45
84
0
101|64,821
60,157
63,136
4,664
15,301
12,388
7,160
5,317
4,258
3,940
1,100
673
230
31,939
11,372
3,477
3,229
1,495
1,271
867
562
494
203
124
41
0
**2024-25**
50,367
55,074|64,821
60,157
63,136
4,664
15,301
12,388
7,160
5,317
4,258
3,940
1,100
673
230
31,939
11,372
3,477
3,229
1,495
1,271
867
562
494
203
124
41
0
**2024-25**
50,367
55,074|-4,707
**2023-24**
4,300
19,649
7,370
2,850
3,084
886
779
280
30,718
9,762
3,672
3,271
1,354
1,325
852
641
495
1,027
171
37
65
39,198
53,390
-14,192|
|---|---|---|---|
|||||
|||50,367||
|||||
|||||
|||55,074||
|||||
## **REPRESENTED BY**
## **Fixed Assets**
Computers & Printers Cost Depreciation
0
**Apr 2026**
**HDAH IER**
1
27
|Cash at Bank|63,136||
|---|---|---|
|Cash at Building Society|||
|Sundry Debtors & Prepayments||-|
|Sundry Creditors & Provisions||-|
|||63,136|
|_Of which restricted reserves_||_2,069_|
|_Unrestricted Helpline reserves_||_61,067_|
|||63,136|
28
H•rtfordshir8 Dom8Stic Aus• H8lplln•
1184899
Receipts and payments accounts
CHARITY COMMISSIOTrfor tha
FOR ENGIAND AND WALESrlod from
CC16a
To
0110412025
3110312026
Section A Receipts and
ments
Unro8trl¢t
od funds
toth•
n•arg$t
Restrlctod
funds
Endowme
nt fund•
Total
fundB
L•$t y••r
to th•
to tho
n•arg$t £
toth
no¥rg•t £
¢0 th•
n•Jr••t £
A1 Recel t8
D¢9119n$
Localil 8u
r8nls
Event 1
Evenl 2
548.
Tralnin
income
Mlcellaneous income
873.
Sub total(Gross income
forAR)
57.500
7.320
64.820
50.367.
A2 Asset and Invoslmont
salos,
seo table
Sub total
Total recelpts
64,820
A3Pa
menls
Staff costs
Phone system costs
AdVas1ogIsOclal Medla
Vdunleer Ir8iniro and expanses
101
7SO
851
Inlraslruclure o)sts
236
Admin cosis
Insura and Subscdptiorhs
Miscellaneous costs
4S
45
203.
Sub total
HOAH ieR
Aw 2028
29
**----- Start of picture text -----**
Section B Statement of assets and liabilities at
the end of the period
Unrestri Restrict Endow
cted ed ment
Categories Details funds funds funds
to nearest to to
£ nearest £ nearest £
B1 Cash funds CAF BANK 2,069
61,067 - -
-
- -
-
-
Total cash funds 61,067
2,069
-
(agree balances with receipts
and payments account(s)) OK OK OK
Signed by one or two Date of
trustees on behalf of all Signature Print Name approva
the trustees l
Denise Powell 13/04/26
**----- End of picture text -----**
**Independent examiner's report on the accounts**
## **Section A Independent Examiner’s Report**
**Report to the trustees/** Charity Name **members of** The Hertfordshire Domestic Abuse Helpline **On accounts for the year** 31 March 2026 **Charity no** 1184899 **ended (if any) Set out on pages** 2-6 (remember to include the page numbers of additional sheets)
I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31/03/2026.
**Responsibilities and** As the charity trustees of the Trust, you are responsible for the preparation **basis of report** of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
**Independent** I have completed my examination. I confirm that no material matters have **examiner's statement** come to my attention (other than that disclosed below *) in connection with the examination which gives me cause to believe that in, any material respect:
- accounting records were not kept in accordance with section 130 of the Act or
- the accounts do not accord with the accounting records
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.
* _Please delete the words in the brackets if they do not apply._
**Signed: Date: Name:** Duncan Mcleod **Relevant professional** Chartered Public Finance Accountant (CPFA). **qualification(s) or body (if any): Address:** 10 Edward Close St. Albans AL1 5EN
1 **Apr 2026**
**HDAH IER**
**Hertfordshire Domestic Ause Helpline**
**No (if any) 1184899**
## **Recei ts and a ments accounts p p y**
Period end date 31/03/2026
**For the period from**
**To**
01/04/2025
**CC16a**
## **Section A Receipts and payments**
**----- Start of picture text -----**
Restricted Endowme Total
Unrestrict Last year
funds nt funds funds
ed funds
to the to the to the to the to the
nearest £ nearest £ nearest £ nearest £ nearest £
A1 Receipts
Donations 41,436 - - 41,436 21,875-
Locality Budget grants 1,500 - 1,500 7,160-
Event 1 14,400 - - 14,400 3,710-
Event 2 - - - - 548-
Training income - - - - 1,100-
Grants 5,820 - 5,820 15,301-
- - - - -
Micellaneous income 1,664 - - 1,664 673-
Sub total (Gross income
for AR) 57,500 7,320 - 64,820 50.367-
A2 Asset and investment
sales, (see table).
- - - -
- - - - -
Sub total - - - - -
Total receipts 57,500 7,320 - 64,820 -
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## **A3 Payments**
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Staff costs
26,953 5,773 - 32,726 31,939-
Phone system costs
- -
3,387 3,387 3,477
Advertising/Social Media
- -
8,082 6,570 14,653 11,372
Volunteer training and expenses
101 750 - 851 1,495-
Infrastructure costs
3,149 236 - 3,385 1,436-
Admin costs
- -
3,654 3,654 3,723
Insurance and Subscriptions
1,457 - - 1,457 1,428-
Miscellaneous costs
45 - - 45 203-
Sub total
43,441 16,716 - 60,157 55,073-
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**Apr 2026**
**HDAH IER**
2
## **A4 Asset and investment purchases, (see table)**
**----- Start of picture text -----**
- - - -
- - - -
Sub total
- - - - -
Total payments -
43,441 16,716 60,157 55,073-
Net of -
receipts/(payments) 14,059 9,395 - 4,664 4,704-
A5 Transfers between
funds - - - - -
A6 Cash funds last year
end 47,008 11,464 - 58,472 -
Cash funds this year end
61,067 2,069 - 63,136 58,472-
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## **Section B Statement of assets and liabilities at the end of the period**
**Unrestrict Restricte Endowm ed funds d funds ent funds to nearest £ to nearest £ to nearest £ 61,067 2,069 - - - - - - - 61,067 2,069 -** OK OK OK **Unrestrict Restricte Endowm ed funds d funds ent funds to nearest £ to nearest £ to nearest £ - - - - - - - - - - - - - - - - - -**
**Categories**
## **Details**
CAF BANK
## **B1 Cash funds**
## _**Total cash funds**_
(agree balances with receipts and payments account(s))
## **Details**
## **B2 Other monetary assets**
**B3 Investment assets**
**----- Start of picture text -----**
Fund to Current
Cost
which asset value
(optional)
Details belongs (optional)
- -
- -
- -
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**Apr 2026**
**HDAH IER**
3
**-**
## **B4 Assets retained for the charity’s own use**
## **B5 Liabilities**
Signed by one or two trustees on behalf of all the trustees
**----- Start of picture text -----**
Fund to Current
Cost
which asset value
Details belongs (optional) (optional)
- -
- -
- -
- -
- -
- -
- -
- -
- -
Fund to Amount due When due
which (optional) (optional)
liability
Details relates
-
-
-
-
-
Date of
Signature Print Name
approval
Denise Powell 13/04/26
**----- End of picture text -----**
**Apr 2026**
**HDAH IER**
4
**The Hertfordshire Domestic Abuse Help Line**
## **Profit and Loss Account for the Year From April 1st 2025 to March 31st 2026**
|**INCOME**
Grants
Other fund raising
HCC Locality
Free Donations
Fund raising Events
Fund raising Online
Training
Other income
Gift Aid Donations
**EXPENSES**
HL Staff Salary
Social Media/Advertising
Call Handling
HL Expenses
Training
Systems
Insurance
Subscriptions
Payroll Service
Other
Vodafone/Lebara
Language Line
Volunteer Expenses
**Profit and Loss for Year**
**FUNDS**
Balance of Reserves at 31st March 2025
Profit and Loss for Year|**2025-26**
5,820
30,880
1,500
3,667
14,400
6,755
0
1,664
135
32,726
14,653
3,387
3,655
750
2,755
889
568
544
45
84
0
101
58,472
4,664||**2024-25**
15,301
12,388
7,160
5,317
4,258
3,940
1,100
673
230
50,367
31,939
11,372
3,477
3,229
1,495
1,271
867
562
494
203
124
41
0
55,074
4,664|**2024-25**
15,301
12,388
7,160
5,317
4,258
3,940
1,100
673
230
50,367
31,939
11,372
3,477
3,229
1,495
1,271
867
562
494
203
124
41
0
55,074
4,664|**2023-24**
4,300
19,649
7,370
2,850
3,084
886
779
280
30,718
9,762
3,672
3,271
1,354
1,325
852
641
495
1,027
171
37
65
-4,707|||
|---|---|---|---|---|---|---|---|
|||64,821||50,367||39,198||
|||||||||
|||60,157||55,074||53,390||
|||||||||
||||||||-14,192|
|||||||||
|||||||||
|||63,136||||||
## **REPRESENTED BY**
## **Fixed Assets**
Computers & Printers Cost Depreciation
## **Current Assets**
0
5 **Apr 2026**
**HDAH IER**
|Cash at Bank
63,136
Cash at Building Society
Sundry Debtors & Prepayments
Sundry Creditors & Provisions
_Of which restricted reserves_
_Unrestricted Helpline reserves_|-
-|
|---|---|
||63,136
_2,069_
_61,067_|
||63,136|
**Apr 2026**
**HDAH IER**
6