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← Trafford Domestic Abuse Services

2024-03-31-accounts

ANNUAL REPORT 2023/24

TRAFFORD DOMESTIC Charity Number Company Number ABUSE SERVICES 1120983 2915937

www.tdas.org.uk

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CONTENT
INTRODUCTION
Message from Our Chair and CEO 3-4
Enabling People to Break Free from Domestic Abuse 5-6
Achievements, Performance and Beneficiaries of our Service 7
One Year In Numbers 8
COMMUNITY SERVICE 9
Reach Project 9-10
ADViSE 10
Group Programmes 11
Male True Colours Programme 12
Back to Me 12
Professionals Training 13
ACCOMMODATION SERVICE 14-15
CHILDREN AND YOUNG PEOPLE’S SERVICE 16
Healthy Relationships Project 16-17
VOLUNTEER SERVICE 18-19
REACHING COMMUNITIES FUND 20
SALFORD SERVICE 21-22
21
IDVA Service
Children and Young People (CYP) Provision 21
VICTIM VOICE FACILITATOR 23
SOCIAL VALUE 24
PRIORITIES FOR 2023-2024 25
Future Plans 25
PARTNERSHIPS, SUPPORTERS AND DONORS 26
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CONTENT CONTINUED

CONTENT
CONTINUED		 CONTENT
CONTINUED
STRUCTURE, GOVERNANCE AND MANAGEMENT 27
Organisational Structure 28
Related Parties and Relationships with Other Organisations 29
Risk Management 29-30
KEY CHALLENGES 31-32
FUNDRAISING 33
FINANCIAL OVERVIEW 34-36
STATEMENTS OF RESPONSIBILITIES OF THE TRUSTEES 37-38
REFERENCE AND ADMINISTRATION INFORMATION 39
INDEPENDENT AUDITORS REPORT 40-42
FINANCIAL STATEMENTS 43-62

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Message from Our Chair and CEO

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Chair - Kombo
Magara
CEO- Samantha
— | RS,
Fisher
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As we reflect on 2023-2024, it has been a year of significant growth and adaptation for Trafford Domestic Abuse Services (TDAS). In a time of increasing demand for our services, we have been able to expand and strengthen our capacity to support those in need, thanks to the unwavering dedication of our team, partners, and funders.

One of the key highlights of this year was the generous support from the Coutts Foundation , which enabled us to strengthen our Support Line by introducing dedicated Front Door Workers. This has allowed us to provide timely and responsive support to survivors, ensuring that those in urgent need receive immediate assistance and guidance on their journey to safety and recovery.

We were also proud to launch Oak House , the first dedicated refuge for male victims of domestic abuse in Greater Manchester. This ground-breaking initiative reflects our commitment to providing inclusive and gender-responsive services. Additionally, we launched the Safer Ageing Project , a new service dedicated to supporting older survivors of domestic abuse, further expanding our commitment to offer tailored support to all individuals affected by abuse.

This year, we were pleased to welcome several new members to our Board of Trustees , who bring a host of expertise and experience. Their fresh perspectives will play a vital role in guiding TDAS through the evolving challenges of our sector and ensuring we continue to deliver impactful services.

We also made staff wellbeing a key priority, recognising the importance of a healthy, supported workforce. This year, we developed a Wellbeing Strategy and introduced Wellbeing Champions across the organisation to lead wellbeing initiatives.

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Message from Our Chair and CEO Continued

These champions, alongside our strategy, have been instrumental in creating a culture where staff feel valued, supported, and empowered to thrive both personally and professionally.

In line with our goal of expanding financial sustainability, we were also excited to appoint our first-ever Fundraising Manager in February 2024. This role will be crucial in driving our fundraising strategy forward, with a particular focus on securing unrestricted funding, allowing us to continue offering life-changing support to survivors.

As we move forward, we remain deeply committed to providing traumainformed, inclusive services that uphold our core values. With the continued support of our community, partners, and stakeholders, we are confident in our ability to meet growing demand and make a lasting difference in the lives of those impacted by domestic abuse.

Thank you for standing with us as we work toward a future where everyone can live free from abuse.

Sincerely,

Zvikomborero Magara | Chair Samantha Fisher | CEO

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Mission

‘To enable people to break free from domestic abuse’.

Our overall aim is “to relieve the physical and psychological distress of people who are experiencing or have experienced domestic abuse and make domestic abuse everybody’s business, through intervention, prevention, education and public awareness”

This is achieved by meeting the following objectives:

Our Values

Innovative:

TDAS introduce new ideas, that are creative and forward thinking

Collaborative:

TDAS work in Partnership with key stakeholders to enable individuals to achieve a defined and common purpose

Openness:

TDAS create an open culture, provide transparent reporting, good fundraising and governance.

Person Centered:

TDAS provide coordinated, personalised and enabling services to everyone

Empowering:

TDAS empower our service users to become stronger, more confident, being aware of their rights and privileges and live a more meaningful and fulfilling life.

Our aim and objectives are measured through our robust performance and outcome framework which is reported

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Mission:

‘To enable people to break free from domestic abuse’.

Our overall aim is “to relieve the physical and psychological distress of people who are experiencing or have experienced domestic abuse and make domestic abuse everybody’s business, through intervention, prevention, education and public awareness”

This is achieved by meeting the following objectives:

Details of each of the projects delivered under these objectives can be found below.

TDAS Values:

Innovative: TDAS introduce new ideas that , that are creative and foreword forward thinking .

Collaborative: TDAS work in partnership with key stakeholders to enable individuals to

achieve a defined and common purpose .

Openness: TDAS create an open culture, provide transparent reporting, good fundraising and governance.

Person Centred: TDAS provide coordinated, personalized and enabling services to Everyone .

Empowering: TDAS empower our service users to become stronger, more confident, being aware of their rights and privileges and to live a more meaningful and fulfilling life.

Our aim and objectives are measured through our robust performance and outcome framework which is reported to our funders and the board of trustees on a quarterly basis.

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Achievements, Performance and Beneficiaries of our Service

TDAS’ main activities and those it seeks to help are described below. All our charitable

activities focus on delivering our objects and are undertaken to further Trafford Domestic

Abuse Services’ charitable purposes for the public benefit.

We received support from several funding bodies to enable us to effectively respond to the

the ever - changing landscape. We are particularly proud of:

https://youtu.be/0005yDBxgKI

https://www.youtube.com/watch?v=nISblK-1in4

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One Year In Numbers

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Average Across
TDAS Service Users
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Key
CYP - Children and Young People
YP - Young Person
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Outcomes Community 84% of IDVA clients indicated a reduction of Risk on Exit , with Service 88% reporting that they feel safer and a further 98% reported they Our community services have felt listened to throughout their expanded, reaching more individuals support. in need of support. Through our Those who completed outreach Independent Domestic Violence support this year, 80% reported Advocates (IDVA), outreach and stepfeeling optimistic about the down services, we’ve been able to future and 88% felt better able to recognise abusive behaviour. support survivors at every stage of their recovery journey. And those who were supported by our Homeless MODAA 80% achieved a positive housing IDVA Support: Supported 478 outcome. individuals at high risk of harm. a Community Outreach: S upported Further Outcomes for our Community 238 individuals projects: Support Line: Handled 288 calls Specialist Roles: The Move-on The Reach Domestic Abuse Advisor (MODAA) supported 118 individuals who were Project homeless or at risk of homelessness Thanks to funding from Henry due to domestic abuse. Thanks to Smith, the Complex Needs Domestic Abuse Advisor Trafford Council, our Male DAA (CNDAA) has supported 148 supported 39 men who had women through phone, video experienced domestic abuse via 121 and in-person appointments, tailoring support to meet and group work.

Thanks to funding from Henry Smith, the Complex Needs Domestic Abuse Advisor (CNDAA) has supported 148 women through phone, video and in-person appointments, tailoring support to meet individual needs. Over 150 safety and support plans have been created, addressing domestic abuse risks. The CNDAA is colocated within the Safeguarding Adults Hub, enabling multiagency work and 95 onward referrals to partner agencies for holistic support. Meanwhile, the Diverse Communities Domestic Abuse Advisor (DCDAA) has supported 62 women, many of whom faced language barriers or had no recourse to public funds.

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The Reach Project Continued

Women were supported in their primary language and connected with healthcare, mental health services, and immigration support. We also developed move-on housing for women from diverse communities, offering continued emotional and safety support, along with independent living skills. Women were linked with local diverse community groups and accessed culturally appropriate food, counselling in various languages, and housing applications in safe areas.

The Young Person’s Domestic Abuse Advisor (YPDA) supported 128 young people through tailored, person-centred support plans, focusing on healthy relationships and safety planning.

In total, the CNDAA completed 128 safety and support plans, conducted over 300 risk assessments, and referred eight high-risk cases to Multi Agency Risk Assessment Conference (MARAC).

ADViSE

In partnership with Tameside, Manchester and Stockport, IRISi funded the ADViSE project in Trafford, coordinated by TDAS . This has supported 72 clients, providing tailored emotional and practical assistance to victims of domestic abuse and sexual violence. Despite capacity challenges, effective collaboration with our neighbouring boroughs ensured that all clients received timely support. Patient feedback has been overwhelmingly positive, with most clients expressing satisfaction with the quality of care and support they received. The project has prioritised inclusivity, offering services to a diverse range of clients, including those of varying genders and sexual orientations.

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Group Programmes

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With thanks to Trafford Council and the National Lottery, we have accredited our True Colours programme and the impact of this has been significant. We have seen attendance rates increase by 42% and completion rates rise by 60% in the last two years.

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of individuals reported their self-esteem and confidence has improved

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of individuals reported they feel less isolated because of spending times with peers

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of individuals reported they feel more empowered to take control of their lives

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of individuals reported that they understand the effects of domestic abuse has on children and those with children will have a better understanding of how to keep their children safe

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of Individuals reported they have a better understanding of the difference between healthy and unhealthy behaviours within a relationship and how to keep themselves safe

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of individuals reported that they have a better understanding of the difference between healthy and unhealthy behaviours within a relationship and how to keep themselves safe

"The course was “Great, especially letting difficult but us know where to seek “I felt really comfortable being able to talk about needed, eye professional help, and opening and what to consider if in things and not be educational “ future start a new judged by anyone, everyone was so nice.” relationship”

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Male True Colours Programme

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The Male True Colours programme has also grown from strength to strength with the men achieving the following outcomes:

of men who attend True Colours felt optimistic about the future

of men felt they had increased understanding of DA and warning signs

of men reported that they felt more confident to ask for help when needed.

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“It has been a great
“It was tough at times, group to attend, having
but so useful and the chats that help you
understand. Reassuring
helpful. And I feel it has
that I am not alone.”
accelerated my progress
during a still very
difficult time.”
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Back To Me

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Thanks to Trafford Council we were able to deliver 6 Back To Me programmes this year with 77 individuals attending. The programme focused on communication, resilience building, selfesteem, confidence and how to be happier with a focus on gratitude and boundaries. The 77 individuals who completed the programme reported the following outcomes:

of attendees said they felt they were more assertive

of attendees reported they felt were now able to set boundaries. of the attendees who completed the course said they felt they now have the ability to set and work towards achieving their goals

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Professionals Training

We expanded our Professionals Training to engage more services and educate their workforces on domestic abuse. This year, we partnered with other agencies to share knowledge and deliver sessions that addressed the multiple disadvantages survivors often face. We developed additional Lunch and Learn sessions, focusing on key issues affecting survivors, which were well received.

Our training package received accreditation, further validating the quality of our programs. We also delivered specialised training during the 16 Days of Activism Against Gender-Based Violence , equipping professionals with the tools to effectively support survivors and respond to domestic abuse.

We provided these training packages to 769 delegates.

“Really useful bite sized training session which the topic was explained and delivered well”

“Really good and informative training. information was clear and concise and involved a number of different aspects will definitely be attending more training by TDAS thank you”

“Enjoyed the delivery, the use of discussion kept it accessible and expanded the conversation, nicely facilitated. Loving these TDAS sessions, really would recommend. Thanks”

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Accommodation Service

This year marked a significant growth in our Accommodation Service , with the opening of Oak House, the first dedicated refuge for male victims of domestic abuse in Greater Manchester. In addition, we introduced a new accommodation unit specifically designed to support BME women and children, ensuring culturally responsive services that meet the unique needs of these survivors.

Our total capacity expanded, allowing us to support more families than ever before, totalling 76 Adults and 68 children . Despite the ongoing housing crisis and limited availability, we continued to provide comprehensive support, helping survivors regain their independence and rebuild their lives

On Exit

of service users reported that their support networks had improved

of services users reported they felt more confident about asking for help when I need it

of service users were able to move on to their own accommodation

of parents reported that they felt more confident with their parenting skills

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Accommodation Service Continued

Thanks to funding from the Masonic Charitable Foundation , Charles Haywood and Garfield Weston we were able to continue to dedicate comprehensive support to families residing in our refuge. Our team of Children and Families Support Workers provided tailored 1:1 and group sessions, helping both children and parents heal from the trauma of domestic abuse.

This year, we expanded our services to include play therapy sessions delivered by our qualified family workers, which have been crucial in supporting children’s emotional and psychological recovery. We also provided homework clubs to assist children with their education and sibling work to strengthen bonds between siblings impacted by domestic abuse.

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Out of 68 children who accessed safe accommodation, 98% reported feeling excited about their future, and 92% said they felt safer. Additionally, 90% of children reported a positive improvement in their relationships with their non-abusive parent.

We continue to prioritise securing additional accommodation units to reduce the number of people who we have to turn away due to lack of space.

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Children & Young aaa People’s Service

Thanks to the commitment and support of Trafford Council, Home Office: Children Affected by Domestic Abuse (CADA) & L&Q Housing we were able to strengthen and streamline our services for children and young people (CYP), providing our earlier intervention support offer and delivering both121 support and our RSpace© Programme to those who have been affected by domestic abuse . We were able to keep waiting lists at an all-time low and supported 623 children and young people across the two boroughs.

With thanks to the above funding, the following outcomes were achieved:

95% of CYP reported that they felt safer

96% of CYP reported that felt good about the future

98% of CYP reported that they knew where to go for help

85% reported that they felt less anxious or stressed

Healthy —_ Relationships Project

This year, our Supporting Young People to Have Healthy Relationships Project went from strength to strength. In partnership with DASK Films , we produced two short films in consultation with young people, addressing the challenges they face today, particularly around domestic abuse and healthy relationships. These films have been instrumental in raising awareness and driving important conversations among young people and educators alike.

Alongside the films, we continued delivering dramabased interventions and workshops to young people aged 13 and over, offering them a safe space to learn about the effects of domestic abuse. Teachers also received training on how to handle disclosures and recognize the signs of abuse in young people, as well as how to provide appropriate support.

We are thrilled to be developing our School Affiliation Programme, which will award schools a certificate of affiliation to demonstrate their commitment to educating staff and young people on healthy relationships and domestic abuse prevention. This program will solidify the partnership between TDAS and schools, ensuring ongoing education and support in creating a safer environment for all .

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Feedback from Teachers and Young People

We trained 96 teachers over the year, and 1515 young people watched the performance and completed our workshops on healthy relationships.

“I didn't know financial abuse was even a thing”

"Knowledge of the types of abuse. The “Thank you for this effects abuse can have. training, I feel confident Who to talk to if in being able to support you/anyone you know our pupils and refer to TDAS for further is getting abused" support.” Young Person

Young Person

Teacher

Very informative session which has made me more confident in dealing with domestic abuse situations. Thank you.

"Excellent training highlighting the many factors that may indicate domestic abuse and the impact it has on children. Thank you"

Teacher

Teacher

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Volunteer Service

With thanks to the National Lottery funding, our dedicated Volunteer and Training service manager delivered a successful year for volunteers. Throughout the year, we were fortunate to have 19 dedicated volunteers (including 5 counsellors) who generously contributed a combined total of 1690 hours to support our services. We also had corporate volunteers from Matillion paint our refuge and Tier 2 spaces, and Lloyds Bank staff come and redesign the refuge garden space at Phoenix House – planting flowers and herbs for the women and children to enjoy.

The volunteers have been an invaluable additional source of support for TDAS services. Their roles have included; attending court to support clients, supporting admin with referrals, offering reiki and guided meditation sessions to service users in refuge, facilitating Back to Me, Women’s groups and Male True Colours, accompanying service users to immigration and solicitors’ appointments, supporting with health and safety checks, preparing refuge rooms for new arrivals and assisting the staff team in delivering essential support. They have helped increase engagement from service users in participating in True Colours and Back to Me. The two group facilitator volunteers have become an invaluable source of support, they have become staples to the service and their consistency and commitment to the service is astounding. One of our dedicated volunteers working closely with our Victim Voice Facilitator to deliver ‘Sheroes’ a women’s group for exservice users of TDAS to receive emotional support from other ex-service users.

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Volunteer Service Continued

We have also taken on 5 volunteer trainee Person Centred Counsellors – between them they support 20 clients at a time. They offer both in person and online counselling sessions. We have just opened up this service to Safe in Salford and have provided 2 volunteer trainee Counsellors to support the IDVA team.

We delivered a fantastic Volunteers Celebration for Volunteers Week, making dry clay pottery, which was really well received – and plans to meet up again and paint the pieces!

“I think that this volunteering will give me a step up when applying for jobs as i want to do something involving the CJS, I have applied for a job at Styal Prison as a family resettlement officer and I think that this volunteering will help give me a push to be considered. Even if it doesn’t, I’ll always be grateful for this volunteer experience and the opportunity to learn new things. Thank you to Jenny and the whole team for all their help and support!”

In addition to the feedback, 100% of volunteers said TDAS has had a positive benefit on their course, career, knowledge or experience and 100% of volunteers said that volunteering at TDAS was a successful experience.

“I think that J is a great asset to TDAS and their volunteers, she is readily available to help and made me feel welcome. Her training also made me feel very prepared when it came to conducting the calls and navigating OASIS”

Hours of support provided

This equates to 4 full time members of staff

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National Lottery - Reaching Communities Fund

The second year of this project continued to be a success thanks to funding. Our ‘Training for Professionals’ programme passed accreditation in October 2023. We had 19 volunteers dedicating their valuable time to supporting our families along with 7 students who were on social work placements. We have had corporate volunteers support with decorating and gardening projects to enhance our accommodation for the families residing there. We have developed partnerships with organisations and supported them with the development of their programmes. Thanks to this funding, We worked with Diversity Matters North West on the development of a bespoke True Colours Programme specifically for the South Asian Community. This included a focus group (October 23’) we held following one of our True Colours © sessions, in which our service users spoke to our victim voice facilitator and for those service users who could not stay for the focus group, we devised a survey for them to complete.

The outcome of the focus group was a request to reach out more to help British Asian women due to the lack of appropriate community resources and communication around domestic abuse. It was also brought to our attention to attempt to adapt our programme for the demographic of the group. Overall, the feedback from the focus group was positive.

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IDVA Service

Our IDVA team supported 688 individuals at high risk of harm, with 85% of them experiencing a reduction in risk by the time they exited the service. Additionally, 98% reported a better understanding of domestic abuse and how to stay safe, while 98% expressed that they felt listened to throughout their journey.

Children and Young People (CYP) Provision

Salford Service \

With funding from Salford City Council , we established the Safe in Salford Partnership in April 2022, alongside Salford Foundation , Manchester Women’s Aid , Pankhurst Trust , and Talk Listen Change . This partnership offers a holistic one front door service for victims and perpetrators of domestic abuse. By uniting our expertise and resources, we provide a comprehensive, traumainformed response to domestic abuse in Salford. Our delivery within the partnership includes both the Independent Domestic Violence Advocate (IDVA) service and the Harbour Children's Service , ensuring tailored support for individuals and families.

Under the Safe in Salford partnership, we continued delivering our Harbour Service , a prevention and support initiative for children and young people in Salford. Through one-to-one support, family support, dedicated young person services, group programs, and awareness workshops, we reached 205 children and young people this year. Key outcomes included: 92% of CYP reported feeling safer

88% of CYP felt optimistic about their future

100% knew where to go for help

90% felt less anxious or stressed

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Salford Service Continued

With additional funding this year, we were able to increase our IDVA capacity, allowing us to support even more individuals at high risk of harm. This expansion has strengthened our ability to provide timely and comprehensive support to those in urgent need across Salford. We were also fortunate to be part of a pilot funded by GMCA to appoint a Domestic Abuse Crisis Worker who works in partnership with the police and supports people who have recently had an incident – through this pilot, the crisis worker managed to offer short term advice and intervention to 1277 individuals , some of which were referred for longer term support within our Safe in Salford Partnership.

A special thanks to the GMCA for funding two Young Persons Violence Advisor (YPVA) posts for Trafford and Salford this year. This funding enabled us to provide specialist support to young people at high risk of harm, particularly those in unhealthy relationships. By integrating the YPVAs into our IDVA teams, we were able to enhance our capacity to support high-risk individuals, offering more comprehensive care to young people in need.

We supported 63 Young People across both boroughs with this additional funding .

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Victim Voice Facilitator

We have received continuation funding from the Trafford Council to employ a Victim Voice Facilitator. This role has been , and continues to be , crucial in gathering feedback from survivors in Trafford on the response they received to domestic abuse from professionals, enabling Trafford Local Partnership Board to identify gaps and inform future plans.

The VVF has made significant progress in supporting domestic abuse survivors across various demographics reaching 78 adults and children. Male refuge residents reported feeling safe and supported, while collaborations with UCLAN and DLUHC advanced research on social service support and the Safe and Together Model. The women's group, "Sheroes," focuses on healthy relationships, with input from volunteers and staff from TDAS. A major theme from discussions with survivors is the need for clearer communication and more consistent updates, especially from law enforcement and courts. Victimsurvivor feedback highlighted a need for better signposting to services and longer-term support for children.

A parenting consultation praised TDAS's programmes, particularly their work with children within the R Space programme. The VVF has also been involved in public outreach through events like 16 Days of Activism, while new initiatives include a focus on older community support, collaboration with Age UK, and a women’s group led by a health coach. The VVF was involved in enhancing empowerment for survivors by creating a visual project "Tell My Story – My Way" to share survivor experiences.

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Social Value

TDAS’ Social Value Policy continues to guide our efforts in delivering and enhancing social value across our organization and the communities we serve. This policy provides a robust framework for maintaining and expanding the positive impact we create through our services and operational practices.

Outcomes

We continue to prioritise staff wellbeing through enhanced activities and programs, helping build resilience and capacity in our community.

We are committed to environmental sustainability, integrating policies and principles that align with this goal.

In addition to our organisational commitments, we set specific social value targets for 2023-2024 across our Accommodation Service, Community Domestic Abuse contract, Group Programmes, and Supporting Young People project . These commitments included:

We are proud to have exceeded our committed social value for our projects, demonstrating our unwavering dedication to going above and beyond in supporting our community.

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Priorities for 2024-2025

As we move into 2024-2025, our priorities centre around advancing the objectives set out in our new 3-year business plan, which we launched in 2023-2024. A key development this year was the appointment of our first-ever Fundraising Manager , reflecting our strategic focus on securing unrestricted funding to navigate the increasingly challenging funding climate. Additionally, we will continue to foster and strengthen key partnerships while expanding our specialist programs of support. These efforts will ensure we uphold our values of providing inclusive, trauma-informed services that meet the diverse needs of all survivors, while remaining adaptable and sustainable in a rapidly changing environment.

Future Plans

Next year will see us move into year 2 of our 3-year strategic plan. In 2024-2025 we are committed to the following in order to achieve our overarching strategic priorities:

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Partnerships, Supporters and Donors

To deliver our support services, we collaborate with incredible individuals and organisations who generously contribute their time, fundraise, and provide donations. Their support is essential to our success, and without their dedication, we would not have been able to achieve the fantastic outcomes we have. We are deeply grateful to each and every one of them for making a meaningful difference in the lives of those we support.

This year, we were incredibly fortunate to benefit from donated services totaling £14,900 through our partnership with local legal firms. These contributions provided invaluable legal advice and representation to individuals and families affected by abuse, enabling them to navigate complex legal challenges with confidence and support. This partnership not only alleviates financial barriers for our service users but also strengthens our commitment to empowering survivors and rebuilding lives. We are deeply grateful to our legal partners for their generosity and dedication to making a meaningful impact in our community.

Supporters

Funders


Supporters
Funders
Altrincham Grammar School Charles Haywood Foundation
for Girls Coutts Foundation
Amoria Bond Charity Garfield Weston
Charities Trust Greater
Manchester
Combined
Kidsout Authority (GMCA)
LifeChurch Community Centre Henry Smith
Mills and Reeve Home Office: Children Affected by
Myerson Solicitors Domestic Abuse (CADA)
Park Retail LOVE 2 SHOP IRISi
Take Up Space CIC L&Q Housing
The Big Give Masonic Charitable Foundation
The Hut Group National Lottery Community Fund
Willows Women's Institute Respect
Womanchester Salford City Council
Trafford Council

Also all of the incredible Individuals who have also supported our charity over the past year.

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Structure, aaa governance and management

Governing document

The governing document of the charitable company is its Memorandum and Articles of association. The charity was incorporated on 6 April 1994 and the memorandum and articles were reviewed in 2019 when changes were made to reflect the organisations decision to widen service delivery of most services.

Company Status

The company is limited by guarantee and all members have agreed to contribute a sum not exceeding £1 in the event of winding-up. The number of guarantees at 31st March 2024 was 8.

Trustee selection methods

The board comprises a membership of not less than three and no more than fourteen people, who meet bimonthly. A quorum of three Trustees is required at any meeting. TDAS welcomes applications to join the board from all areas of the community, particularly from people with the necessary skills and/or experience to enhance and strengthen the Board.

Any person who is interested in becoming a Trustee will be —_ sent an information pack and an application form, which is then discussed by the Trustees and a decision is made on whether the individual will be invited to become a nd probationary Trustee.

Induction and Training of Trustees

All probationary Trustees are invited to attend Board meetings and attend at least two meetings with other trustees to discuss whether they feel they are getting to know the organisation and the Chair to answer any questions they may have. The trustee is invited to express any interest they have in a particular area of the organisation’s work, which the Chair then discusses with the CEO and asks her to meet with the Trustee. If the induction period has gone well, the probationary trustee is then formally invited to join the Board after attendance at a minimum of two board meetings.

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Organisational Structure

Our Board of Trustees have accountability and delegate responsibility to the CEO for day-today strategic operations. The Director of Operations is responsible for Safeguarding, Policy, Human-Resource, marketing, I.T and GDPR functions and line manages the Service Managers who are responsible for contract delivery, ensuring standards and outcomes are met and frontline staff are appropriately trained, supported and supervised.

The Trustees oversee the work undertaken by the staff team, monitor performance against targets agreed with funders, risk management, compliance and health and safety and safeguarding and GDPR.

They are also responsible for the strategic direction of the organisation. The CEO attends Board meetings as company secretary, and brings proposals for future work to the Board that have developed out of discussions with service users and staff at their regular team Meetings.

The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity. All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 11 of the accounts.

Towards the end of the financial year, the board agreed to the NJC Pay scale increases for all staff within the organisation, this was backdated for 2022-2023 by two payments, one in November 2022 and another in March 2023.

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Related Parties and Relationships with Other Organisations

TDAS Services respond to both local, regional and national strategies and we continue to be a key member of strategic partnerships within Trafford, Salford and Greater Manchester. We

are affiliated with Women ’ s Aid Federation of England (WAFE), attend Trafford’s multiagency domestic abuse forums to inform local strategy, are members of the Multi-Agency Risk Assessment Committee (MARAC) and support Trafford Strategic Safeguarding Partnership Board. Our association with other voluntary organisations through collaborative partnership working continues and we have undertaken several joint projects to meet local need.

Risk

Management

The Trustees regularly review and assess the risks faced by their charity in all areas of its work and plan for the management of those risks. Risk is an everyday part of charitable activity and managing it effectively is essential if we are to achieve our key objectives and safeguard the charity’s funds and assets.

Our risk register is reviewed annually by the board and discussed at board meetings which looks at governance, external risks, regulatory and compliance, financial and operational risks. We have robust internal processes in relation to financial transactions and review our policies and procedures in relation to risk factors at all levels and health and safety controls are in place throughout the organisation.

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Risk Management Continued Policies and procedures are in place to safeguard all service users with and stringent recruitment processes and training for all staff and volunteers including safeguarding children and vulnerable adults.

Our complaints procedure is accessible to all service users and is available on our website and allows service users to raise concerns either independently, as a group, formally or anonymously with a record kept of each issue and outcome which is presented to the board at each meeting.

Our consultation policy highlights our commitment to ensuring service user voice is central to what we deliver, with feedback, evaluation and regular consultations undertaken.

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Key challenges we have and still do face include:

Uncertainty of Long-Term Commissioning The uncertainty surrounding long-term commissioning poses ongoing risks. As we face the prospect of budget cuts and contract renewals, planning for the future becomes more complex. We are actively engaging with funders to secure long-term agreements that provide stability and ensure uninterrupted services to those we support.

Cost of Living Crisis The cost of living crisis continues to strain our organisation and beneficiaries alike. Operational costs are rising, and we are experiencing increased demand for our services. At the same time, our staff and volunteers are facing the burden of higher living expenses, requiring us to prioritise their wellbeing. We must remain a competitive employer to support and secure our staff team and advocate for additional funds to support our beneficiaries.

Operating Costs and Inflation With inflation expected to persist, operating costs are likely to increase further. Charities across the sector may be forced to cut expenses, which puts pressure on our ability to deliver services effectively. Balancing rising costs with the need for efficient service delivery will be a key challenge for us in 2024.

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Increasing Demand for Services D emand for our services has continued to rise, with the complexity of survivors' needs increasing. Ensuring we have the necessary resources to maintain high-quality, accredited, and responsive services is one of our top priorities. We must allocate sufficient staff, funding, and infrastructure to meet this growing demand effectively

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Key challenges continued:

Competition for Donations As the economic environment remains difficult, competition for donations is intensifying. With more organisations seeking funding from a limited pool of donors, it will be crucial to differentiate ourselves and communicate our impact effectively. Strengthening our fundraising strategies and deepening donor relationships will be essential to securing the resources we need.

Cybersecurity and Data Protection As we continue to expand our digital footprint, we face growing cybersecurity risks, such as phishing, ransomware attacks , and data breaches. Enhancing our cybersecurity infrastructure and ensuring robust data protection will be critical to safeguarding both our organisational integrity and the sensitive information of the individuals we serve.

Political and Legal Environment The political landscape, particularly in an election year, adds further complexity to our financial planning. Election years often result in delays in decision-making, which can affect organisational finances and the contract tendering process. We will remain vigilant in adapting to these changes.

Housing Crisis The ongoing housing crisis presents a significant challenge to the individuals and families we support. With a shortage of affordable housing options and rising rental costs, it is becoming increasingly difficult for survivors of domestic abuse to secure stable, safe housing. This, in turn, increases demand for our accommodation services and places additional strain on our resources. We must continue advocating for more affordable housing solutions while exploring partnerships to provide long-term housing support for those in need.

Demand on Statutory Services The increasing strain on statutory services, such as health, housing, and social care, is having a direct impact on our organization. As statutory services struggle to meet demand, we are seeing more complex cases being referred to us, requiring greater levels of support. This not only places additional pressure on our teams but also increases the need for specialist services that can bridge the gaps in statutory provision. Ensuring we have the capacity to manage this increased demand will be a key focus in the coming year.

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Fundraising

In February 2024, we employed a Fundraising Manager with the goal of increasing our fundraising activity. However, during this financial year, we did not launch any large-scale campaigns. Instead, we focused on running smaller campaigns to support our core services through a regulated fundraising platform. All of our fundraising efforts are managed in-house by our senior leadership team, and we do not have relationships with any external professional fundraisers.

We are pleased to report that there were no instances of non-compliance with the fundraising code, and we received no complaints through the Charity Commission during this period.

Our privacy policy is kept up to date and is accessible to everyone via our website and clear instructions are given on how to contact us if anyone should have any grievances with our fundraising activities.

Fundraising activities including small campaigns are shared on our social media platforms and we use the appropriate platforms to undertake this activity. Any direct fundraising requests are made only of supporters who have opted in to receive communications from us, and they can unsubscribe at any time. We received no complaints this year in relation to fundraising activities.

All our staff are well trained in dealing with members of the public and our CEO is also a member of the Foundation of Social Improvement, which provides guidelines and training to ensure that our practices are in line with industry standards.

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Financial Overview

Financial Review

This period has again been successful for the charity with an income of £3,054,677 (2023: £ 2,446,222) and expenditure of £2,657,657 (2023: £2,101,210)

During the financial year ending March 31, 2024, Trafford Domestic Abuse Services (TDAS) experienced continued growth, with an increase in both income and expenditure driven by heightened demand for our services, inflationary pressures, and the ongoing cost-of-living crisis. Despite these challenges, we have successfully managed our financial position and maintained stability across both restricted and unrestricted funds.

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Income Expenditure
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Income

Total income for the year was £3,054,677, reflecting a significant increase compared to £2,446,222 in the previous year (2023). The majority of this income came from charitable activities, which amounted to £3,013,519, up from £2,417,567 in 2023. The increase was primarily due to expanded funding from statutory bodies and partnerships for both accommodation and community-based services. This includes critical support from Trafford MBC, Henry Smith, and the National Lottery Community Fund, among others. Income from donations and legacies, however, decreased slightly to £26,258 from £28,655 in 2023. We received donated services of £14,900 from partnerships with local legal firms. While we remain grateful for the ongoing support from individual donors, the economic environment has presented challenges in attracting new regular donors, which we continue to address through focused engagement strategies.

Expenditure

Total expenditure for the year amounted to £2,657,657, an increase from £2,101,210 in 2023. This reflects both the rising demand for services and the higher costs associated with staff recruitment and retention, service delivery, and inflationary pressures, particularly within accommodation services. Notably, staff costs increased to £1,916,564 from £1,583,105 in the previous year, reflecting the essential growth of our team to meet service needs and the impact of pay adjustments tied to the cost-of-living crisis.

Accommodation services continue to represent a significant portion of our expenditure; £853,092, with £415,528 allocated towards staffing related costs and a further £437,564 towards safe house operations and management. Rising utility costs and propertyrelated expenses have had a substantial impact on overall operational costs.

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Financial Overview Continued

Net Movement and Reserves Policy

At Trafford Domestic Abuse Services (TDAS), we are committed to maintaining a reserves level that ensures the financial stability and continuity of our services. Given the size and scale of our operations, we aim to hold free reserves equivalent to between 4 and 6 months of our running costs. This level of reserves allows us to manage financial risks, respond to unexpected costs, and ensure we can continue delivering essential services even in periods of funding uncertainty.

Our reserves include funds set aside for redundancy and potential closing down costs, alongside designated funds for specific purposes such as staff training and contingency. By maintaining this reserve range, TDAS remains resilient and well-positioned to meet both current and future challenges. We regularly review our reserves to ensure they align with the evolving needs and risks of the organisation.

The net movement in funds for the year was £397,020, with total funds carried forward amounting to £1,657,700, an improvement from £1,278,680 in 2023. This growth in reserves reflects careful financial management, positioning TDAS well to handle future challenges including the potential decommissioning of services, despite an increasingly challenging external environment.

We maintain designated funds for specific purposes, including staff training, accommodation for victims with no recourse to public funds and contingency funds, with a total of £82,000 allocated to these reserves

Current unrestricted funds balance

As of 31st March 2024, Trafford Domestic Abuse Services (TDAS) carried forward an unrestricted funds balance of £1,409,771 (2023: £974,469, 2022: £777,966). After accounting for designated funds, free (undesignated) reserves stand at £1,327,771. While our unrestricted funds have increased this year, our expenditure has also grown in line with the expansion of our services and activities. As a result, we remain in the same financial position as the previous year, with free reserves sufficient to cover 5 months of running costs plus closing down costs.

Risk Management

TDAS faces several key financial risks, including funding uncertainty, inflation, and the potential loss or reduction of key contracts from March 2025. With many funding agreements subject to renewal or dependent on external factors, there is a risk of decreased income from government contracts and grants. Rising inflation also adds pressure to operational costs, including staffing, utilities, and service delivery expenses, which could impact the charity’s ability to maintain its current level of services. To mitigate these risks, we are actively working on diversifying our income streams through increased fundraising efforts, securing long-term agreements with funders, and forming strategic partnerships to share resources and reduce costs.

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Financial Overview Continued

Impact of External Factors

The economic and environmental landscape has significantly influenced our charity’s financial and operational capabilities over the past year. The ongoing cost-of-living crisis and rising inflation have increased both our operational costs and the financial strain on the individuals and families we support. Higher utility costs, wages, and service delivery expenses have impacted our budget, while the increasing demand for our services has stretched our resources further.

In response to these pressures, we have implemented several costmanagement strategies to maintain sustainability. These include renegotiating supplier contracts, adopting more cost-efficient operational processes, and closely monitoring our expenditures to ensure financial prudence. We have also made necessary wage adjustments to support our staff amidst rising living costs, while continuing to balance service delivery and financial stability. Despite these challenges, our proactive financial management has enabled us to navigate the current economic environment while maintaining the quality of our services.

Cash Flow Management

Maintaining a healthy cash flow is essential for ensuring the operational continuity of TDAS. We closely monitor cash inflows and outflows to anticipate and manage any short-term financial gaps. This includes regularly reviewing our budget and financial projections to ensure we have enough liquidity to cover core expenses, such as staff salaries and service delivery costs. By keeping a reserve of unrestricted funds equivalent to 4-6 months of running costs, we can address any unexpected delays in funding or unforeseen expenses, ensuring our ability to continue delivering vital services to those in need .

Future Income Strategy

TDAS is committed to diversifying its income streams to ensure longterm sustainability and reduce reliance on a few key funders. We plan to increase our focus on securing larger government contracts by partnering with other specialist organisations, which will allow us to deliver more comprehensive services while spreading financial risk. Additionally, we will expand our efforts in corporate fundraising and individual giving by enhancing our donor engagement strategies and leveraging match-funding opportunities like The Big Give. A newly appointed Fundraising Manager will play a crucial role in supporting income diversification, helping us tap into new grant opportunities, corporate partnerships, and regular donor programs to strengthen our financial resilience.

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Our primary focus during this period is ensuring stability and sustainability. While we remain committed to fulfilling our strategic objectives and exploring innovative ways to support our beneficiaries, our priority must be securing and stabilizing our existing services. With rising demand and increasing costs, it is essential that we concentrate on maintaining the quality and continuity of our current provision. We will continue to focus on funding and resources to safeguard our existing accommodation and community services, ensuring that the vital support we offer to survivors of domestic abuse remains accessible and sustainable during this challenging time.

Statement of responsibilities of the trustees

The trustees (who are also directors of Trafford Domestic Abuse Services for the purposes of company law) are responsible for preparing the trustees annual 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 of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware:

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.

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Third Sector Accountancy Limited were re-appointed as the charitable company's auditors during the year and have expressed their willingness to continue in that capacity.

This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006.

20 / 12 / 2024 The trustees’ annual report has been approved by the trustees on _______ and signed on their behalf by Zvikomborero Magara (Chair)

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20 / 12 / 2024 ——_so and Sed on

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