2025-03-31-accounts

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ANNUAL REPORT 2024/2025

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Trafford Domestic Abuse Services Reference and administration information

Company number 2915937

Charity number 1120983

Registered office and operational address

Trafford House, Chester Road, Manchester, M32 0RS

Name

The charity is also referred to as TDAS.

Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Zvikomborero Magara Chair Judith Ann Lloyd Vice Chair Harriet Killeen Treasurer Jo Hannan Andy Mudd Resigned 7/1/2025 Akhtar Rahman Resigned 5/11/2024 Zoe Litter Tamsin Morris Lucy Wade Appointed 17/09/2024

Key management personnel

Samantha Fisher Chief Executive Officer Kirsty McAllister Director of Operations

The Trustees delegate the day-to -day running of the charity to the CEO.

Bankers

Co-operative Bank plc 1 Balloon Street Manchester M60 4EP

Auditors

Third Sector Accountancy Limited Holyoake House Hanover Street Manchester M60 0AS

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Table Of Content

Introduction and Message from Our Chair and CEO

Aim, Mission, Objectives

Achievements, Performance & Beneficiaries of Our Service

09 Beneficiaries of Our Service 10 One Year In Numbers 11 Volunteers and Students Key Performance Indicators 12 (KPIs) 13 Community Service 14 Community Outreach Primary Care IDVA / 15 ADViSE

16 Group Programmes 18 Professionals Training 19 Accommodation

Accommodation 20 (Feedback)

Supporting Young People

23 24 Safe in Salford Community Connections 26 & Survivor Advocacy 27 Social Value 29 Risk Management 30 Challenges 33 Priorities for 2025/26 35 Partnerships, Supporters Donors & Funders Fundraising and Income 37 Generation Structure, Governance and 38 Management 39 Organisational Structure 41 Related Parties and Relationships with Other Organisations 42 Financial Overview

CYP (Children and Young People) in Accommodation

Statement of responsibilities of trustees

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CYP (Children and Young People)

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Independant Auditors Report and Accounts Doc ID: bd4b9e2e1c9ed96ff784f161dffe3c2730ed2a1c

Introduction

The Trustees present their report and the audited financial statements for the year ended 31 March 2025. Included within this Trustees’ Report is the Directors’ Report, as required by company law. Reference and administrative information set out on page 2 of this report.

The financial statements have been prepared in accordance with current statutory requirements, the charity’s Memorandum and Articles of Association, and the Statement of Recommended Practice (SORP) Accounting and Reporting by Charities applicable to charities preparing their accounts in accordance with FRS 102.

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

This report outlines the work, achievements, and financial performance of Trafford Domestic Abuse Services (TDAS) during the year, together with details of governance, risk management, and the charity’s approach to ensuring responsible stewardship of resources. The Trustees have continued to oversee the delivery of TDAS’s strategic objectives, ensuring that our services remain effective, sustainable, and aligned with our mission to support individuals and families affected by domestic abuse.

As part of our commitment to strong governance and transparency, this report also sets out the charity’s approach to remuneration, including the arrangements for determining the pay of key management personnel and all staff.

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Message from Our Chair and CEO

As we reflect on April 2024 to March 2025, it has been another transformative year for Trafford Domestic Abuse Services (TDAS). Against a backdrop of rising demand and increasingly varied, intersectional needs, our organisation has continued to adapt, innovate, and lead with compassion.

Strengthening Services and Expanding Reach

We remain steadfast in our commitment to delivering inclusive, trauma-informed services. This year, we deepened our support to families, individuals, and communities through new and sustained programmes. The True Colours programme continues to change lives, and our accommodation and outreach services remain a lifeline for hundreds of survivors.

We have focused on reaching groups often overlooked. Our Safer Ageing Project, now fully embedded, is supporting older people at risk of or experiencing abuse. We’ve also expanded our provision for children and young people and further developed services that support male survivors and those with diverse needs.

We are especially grateful to The Henry Smith Foundation for their continued funding of our Reach Project, which enables us to work alongside adult social care and reach survivors with multiple vulnerabilities.

Volunteer Growth and Counselling Support

Our volunteer service has been a cornerstone of our delivery this year. Thanks to the National Lottery Reaching Communities funding, we have been able to further develop this offer, most notably through the introduction of a student counselling service. This new service comes at a critical time, offering vital emotional support to survivors, especially in light of long NHS waiting lists and overstretched mental health provision. It is helping to meet an urgent gap and offer earlier intervention.

Empowering Through Education

Meeting one of our core organisational objectives; to raise awareness and increase education around domestic abuse, TDAS has significantly expanded its training and professional development offer this year. We’ve delivered bespoke training to a wide range of professionals across health, education, housing, social care, and the voluntary sector, equipping them with the skills and confidence to identify abuse, respond appropriately, and support individuals to access help.

Our training offer includes sessions on understanding the dynamics of domestic abuse, responding to disclosures safely, coercive control, safeguarding, and trauma-informed practice. By strengthening the knowledge and capability of the wider workforce, we are contributing to a more informed, proactive system, one that recognises the signs of abuse earlier and improves outcomes for survivors.

Education is prevention. This work is fundamental to achieving long-term change and is central to our commitment to breaking the cycle of abuse. We are proud to see growing recognition of our expertise and an increase in demand for our training services, which also helps diversify our income stream and raise TDAS’s profile as a leader in the sector.

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Message from Our Chair and CEO (continued)

Strategic Growth and Financial Sustainability

This year marked the start of a new chapter in our income generation efforts, led by our Fundraising Manager. Through events and fundraising campaigns, we successfully reached and exceeded our fundraising targets, an important milestone in our journey toward financial sustainability.

However, we recognise that we still have a long way to go. Ensuring our income is truly diversified and resilient remains a key organisational priority as we continue to seek long-term, unrestricted funding to support our core work.

We also continued to work closely with commissioners and partners to ensure future sustainability, preparing for upcoming contract retenders and making strategic decisions about how we deliver our services, ensuring that our delivery models remain effective, adaptable, and focused on achieving the greatest and most sustainable impact.

Staff Wellbeing and Organisational Culture

At TDAS, we understand that we cannot support others unless we also support ourselves. Building on last year’s momentum, our Wellbeing Champions continued to lead activities that promote staff health and resilience. Coaching, values-based development, and nature-based wellbeing days have become embedded in our culture, helping our team remain strong and connected during continued change.

Advocacy and Influence

This year, TDAS has continued to play an active role in shaping the systems and policies that affect survivors of domestic abuse. We have strengthened our voice across both local and national platforms by engaging in consultations, responding to proposed policy changes, and lobbying decision makers to advocate for the needs of those we support.

As a committed partner in local safeguarding arrangements, we have contributed to the work of Safeguarding Adults and Children's Boards, aligning with their priorities and sharing insight from our frontline experience to help improve practice and multi-agency responses.

Through our policy, partnership, and influencing activity, we remain focused on creating lasting change. Our aim is not only to support individuals but to help shape a system that is more trauma informed, inclusive, and responsive to the needs of all survivors.

Celebrating 35 Years of Impact

As we approach our 35th anniversary, we are taking time to reflect on the roots and evolution of TDAS. From our beginnings in 1990 to opening Greater Manchester’s first male refuge in 2023, to today’s diverse, inclusive services, we are proud of our legacy and the incredible people, past and present, who make our work possible.

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Looking Ahead: Strategic Planning and Vision

As we enter the final year of our current three-year business plan in 2025–2026, our focus will shift toward shaping our next strategic plan. This will set the direction for TDAS for the next three to five years, ensuring we are well-positioned to respond to the changing landscape, support the people who need us most, and remain a forward-thinking, values-led organisation.

We are deeply proud of what we have achieved this year, but even more so, of the people who made it happen: our staff, trustees, volunteers, partners, and supporters. Your unwavering belief in our mission gives us the strength and resolve to keep going.

Thank you for standing alongside us as we continue working toward a future where everyone can live free from abuse.

With gratitude,

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Aim, Mission, Values & Objectives

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Achievements, Performance & Beneficiaries of Our Service

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One Year In Numbers

Outcomes

individuals achieving positive outcomes 88

reporting a reduction in risk

children and young people achieving positive outcomes

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TDAS _—

11 _

Volunteers and Students

This year, we supported social work students from Manchester Metropolitan University, the 13 University of Salford, and the University of Manchester. They undertook both 70-day and 100-day placements, completing either their first or final practice placement within our service.

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No. of Volunteers
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Volunteer Counsellors
12
Every single volunteer
Volunteers shared that TDAS boosted
16 their course, career,
knowledge, or experience -
and 100% said their time
volunteering with us was a
No. of Hours
truly successful experience.
Volunteers
1994
Students
2595
Equivalent to
2.5 FTE staff
members po”
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 28
dedicated volunteers (including counsellors) who generously contributed a combined total of 12
hours to support our services. 1,994
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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.

We have expanded our counselling offer this year and taken on volunteer trainee Person Centred 12

Counsellors – between them they have supported clients. They offer both in person and online 49 counselling sessions.

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Key Performance Indicators[(KPIs)]

Our 2024–2025 performance demonstrates strong progress across key objectives, with several targets exceeded. Under Inclusive Services, we achieved higher-than-expected outcomes, with 88% of people reporting positive results and an 87% reduction in risk, both above target. Referrals from diverse backgrounds increased significantly to 44%, nearly triple the target, highlighting success in reaching wider communities. In Early Intervention, Prevention & Education, we surpassed expectations with 818 referrals against a target of 500, and 95% of children and young people achieved positive outcomes compared to the 86% goal. Workforce training also exceeded target, though no Family & Friend sessions were delivered this year we did develop our first Friends and Family toolkit which provides a wealth of information and guidance for anyone wanting to support someone they care about who may be experiencing domestic abuse.

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TDAS

Community Service

Our community services have expanded, reaching more individuals in need of support. Through our Independent Domestic Violence Advocates (IDVA), outreach and step-down services, we’ve been able to support survivors at every stage of their recovery journey.

Our community outreach team supported 325 Individuals, In addition. Our Specialist Roles expanded thanks to Trafford Council who funded our Safer Ageing Domestic abuse advisor, the Move-on Domestic Abuse Advisor (MODAA) and the Male DAA , those roles together supported 159 individuals.

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600
500
400
300
200
100 590 345
0
IDVA Support Support Line
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350
300
250
200
150
100
325 159
50
0
Community Outreach Specialist Roles
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We give great thanks to Henry Smith Foundation who continued to fund further specialist roles consisting of: Breaking Barriers DAA, A Young person’s DAA/YPVA who together supported 191 individuals.

IDVA Outcomes

IDVA clients reported a reduction in risk - Trafford 81

service users felt listened to throughout their journey 95 with TDAS

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TDAS

Community Outreach

Thanks to Coutts Foundation we were able to continue the offer of our Support line and the DA Advisor offered individuals support and safety advice along with completing referrals into our Services. We 345 have also begun to develop an online chat feature to ensure that we are reachable to more individuals that may not want to call us. This development is in the initial stages and we are excited to share more next year.

Outreach Outcomes

of service users feel more secure and stable in their lives, reporting a positive increase in their self-esteem & 96 confidence

of service users will be equipped with the knowledge and skills they need to take charge of their lives, becoming 92 more resilient, achieving stability and independence

Safer Ageing

of older service-users were able to access support specific to their needs, without the risk of being refused 100 services due to their support needs being too 'complex'

of service users report they felt less isolated as a result of receiving support.

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Primary Care IDVA

With Thanks to Trafford ICB we launched the Primary Care IDVA role within our Trafford IDVA team in April 2025. The PC IDVA plays a vital role in bridging the gap between primary care services and MARAC. The IDVA works closely with healthcare professionals to identify and support patients who are experiencing domestic abuse and are assessed as high risk.

In addition to direct client work, the Primary Care IDVA is responsible for delivering high-quality domestic abuse training to GPs and medical staff throughout Trafford. The training aims to increase awareness, confidence, and skills among healthcare professionals, enabling them to identify signs of abuse, respond appropriately, and refer safely. This year we were able to train practitioners across 91 20 different surgeries in Trafford.

ADViSE

In partnership with Tameside, Manchester and Stockport, IRISi funded the ADViSE project in Trafford, coordinated by TDAS. This has supported clients, providing tailored emotional and 43 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

True Colours @

& True Colours and Diversity Matters

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Group Programmes (continued)

99 of the attendees who completed the course said they felt the now have the ability to set % and work towards achieving their goals

95 of attendees who felt they were now able to set boundaries. %

Feedback

"I feel like the “It was a lovely set up and course has made group. Lovely facilitators. I me stronger felt able to share and just mentally" sharing was confidence building for me in itself. I ©99 would definitely encourage orthers to do this session.”

“It was tough at times, but so useful and helpful. And I feel it has accelerated my progress during a still very difficult time.” 66 "I found it really reassuring that other women were going through similar things as me - I didnt feel so alone" 99

"It has provided me with validation for what i have 66 suffered....and also to be very aware of not getting “Great sessions, into a relationship again really empowering that could potentially be and uplifting” abusive" ©

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Professionals' Training

Feedback

“The DASH completion was very useful, never done one. Looked up questions and that made filling it in easier. Gave me the confidence to think I could potentially complete. Thank you"

“I found the training really useful. I have not completed a dash form before and feel much more confident in doing so. I feel the message of exploring further, probing and gaining as much insight was a good approach - it would have been good in this section to think about how a worker would go about this - for

example how would a worker respond to a victim minimising or collapsing the therapeutic space to explore what’s going on. what use of language, approach, including different interventions or different ways of intervening - different place/time/professional to conduct dash would be appropriate.”

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TDAS —

19 Zz

Accommodation

This year, our Accommodation Service continued to provide vital support to individuals and families affected by domestic abuse. Following last year’s significant expansion; including the opening of Oak House, the first dedicated refuge for male victims in Greater Manchester, and the introduction of a culturally responsive unit for Black and Minoritised women and children, we have sustained our enhanced capacity.

Despite ongoing challenges posed by the housing crisis and limited availability, we maintained our commitment to delivering safe accommodation and comprehensive support. This enabled survivors to begin rebuilding their lives with dignity and independence.

We are especially proud to have secured funding to provide bedspaces for individuals with No 173 Recourse to Public Funds, ensuring that no one was turned away due to immigration status or funding restrictions.

In total we supported:

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0 50
Women 85
Children 68
Men 20
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Our team remains dedicated to ensuring that every individual receives the care, stability, and respect they deserve.

individuals were supported with 60 transport to refuge

122 accessed our legal surgeries.

felt that their quality life had improved

reporting they felt safer.

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TDAS —

20 ~~=~~

Feedback (Accommodation)

"When I could not advocate for myself, she advocated for me with services to ensure that my voice was heard and that my rights were respected and attained. She stood up for me when I could not stand for myself and I will never forget those moments. I have told her all along and I am telling her again today as I leave, that she changed my life. She helped me return to the woman I was before I married my husband."

"Every time my domestic abuse advisor came, she would compliment me and commend me on what I was doing living independently. I had not been praised like this in years. I could feel that this was not just a job, but that she genuinely from her heart wanted to help me and my daughter. She told me she would not stop until I finally saw what other people saw in me and that when I finally see what others see, my whole outlook would change."

"My Domestic Abuse Advisor helped me to understand domestic abuse. She helped me to understand that it was not my fault." 99 ®@

"To have a worker that spoke the same language (arabic) seemed too good to be true. I felt so happy to be able to communicate with someone in my own language in a place that was

completely new to me."

“My case workers support has helped me get everything in place for when I move house. She even contacted several mosques on my behalf, and they got back in touch offering help with furniture and white goods. I was so overwhelmed by her kindness and effort that I sent her a long, emotional message to thank her.”

“As someone who previously lived at refuge I can honestly say my case worker changed my whole experience. She has so much knowledge and, more importantly to me, she really understands my culture. That made a huge difference. I always felt seen and respected with her, and her guidance was invaluable.” 99 ©

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CYP (Children and Young People) in Accommodation

Thanks to Charles Haywood Funding our CYP support worker has delivered 1-2-1 sessions, and 42 4 R’Space© groups with CYP residing in our refuge accommodation. Over the year, play sessions 98 and family sessions were delivered. The CYP team also introduced tea and talk sessions for the 82 parents to talk all things parenting!

By the end of their support in the accommodation service the CYP and families reported:

95 of CYP reported they have improved emotional wellbeing and resilience being
% more able to share their feelings and wishes as well as being able to recognise their own feelings and ways to manage them safely.
100 of families reported they have formed stronger more positive relationships and attachments as a result of the support received

“I liked my play “I truly appreciate how with my CYP you’ve been a constant GG support worker” source of strength for me CYP Age 5 “I think you are all brilliant your advice and handling my the support for my son has sons behaviour helps me stay 99 been more than amazing, I focused and confident even would not have got the when things get challenging” EHCP or any support Parent of child age 2 without my CYP Worker” 99 Parent of child aged 12 years old with additional needs

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TDAS

CYP (Children and Young People)

Thanks to the commitment and support of Trafford Council, Home Office: Children Affected by Domestic Abuse (CADA) , Salford City Council & Trafford Council we were able to strengthen and streamline our services for children and young people (CYP), providing our earlier intervention support offer and delivering both 121 support and our R’Space© Programme to those who have been affected by domestic abuse. We were able to keep waiting lists at an all-time low and supported children and young people across the two boroughs. 663

Outcomes included:

CYP 121

felt proud of themselves after completing support.

reported they knew how to stay safe. 99

could identify a trusted person who they can turn to. 100

CYP Groups

felt less alone after attending the groups. 98

could recognise that the abuse was not their fault. 97

were able to complete an effective safety plan. 100

Families

of families will form stronger relationships and attachments and feel less isolated as a result of spending time with peers who face similar issues

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TDAS

Supporting Young People

Thanks for Trafford Council and their continued funding, our supporting young people’s project has built on last year’s success, further strengthening our work with young people across Trafford. In partnership with DASK Films , our previously developed short films remain a powerful tool for sparking conversations around domestic abuse and healthy relationships among young people and educators.

We delivered our Speak Out Speak Now / Evolve Programme to Young people 168 across Trafford.

Outcomes :

97 % of young people will feel confident to develop their own appropriate safety plans

We continued to deliver drama-based interventions and workshops for young people aged 13+, providing a safe space to explore the impact of abuse and promote healthy relationship skills. Teacher training also remained a key focus, helping school staff confidently support disclosures and understand signs of abuse.

97 % of young people will have an increased awareness and ability to develop healthy relationships

Young people watched drama/films

Young people completed workshops

2995 1871

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Teachers completed the training

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Safe in Salford

Outcomes

“I felt it was less daunting then if police came alone” Survivor

72 cases were closed this year

required no further intervention due to positive outcomes being achieved.

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Safe in Salford (Continued)

Outcomes for Salford

90 of clients have a decreased level of risk or reduction in abuse.

100

of clients report increased knowledge/understanding of staying safe; report feeling safe.

Outcomes for Harbour

of children & young people can express their safety plan which includes, for example, a safe place to go and/ or trusted person (personalised)

100

of parents reported that they were given relevant support & information to empower them to protect children from impact of Domestic abuse

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Community Connections & Survivor Advocacy

The Community Development Officer has played a vital role in strengthening our presence across Trafford by attending numerous community events and forging strong partnerships. These have included Trafford Pride, Voice of BME, Police Week of Action, and many more.

These collaborative partnerships are crucial, making this role a pivotal part of our organisation’s growth. The ongoing engagement and visibility within the community help us to evolve and strengthen relationships with key stakeholders, ultimately enhancing the support we provide.

We extend our sincere thanks to The National Lottery, Reaching Communities for their invaluable support in bringing this vision to life.

Victim Voice Facilitator (VVF)

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 57 adults and children. The women's group, "Sheroes," has continued and the women have been involved in various consultations such as social care research, but also took part in activities such as poetry and creative writing, Meditation, Financial workshops and many more.

This year, The VVF conducted a meaningful consultation with families accessing R’Space©, which provided valuable insights into their experiences and needs. As a direct result of this consultation, the VVF has extended the session delivery period and developed a clear focus for the final session, bringing together both parents and children and young people (CYP) to reflect on and share their progress throughout their journey. Looking ahead, there are plans to rename the role to Survivor’s Voice Advocate, aligning more closely with its evolving purpose. This redefined role will also place a stronger emphasis on building partnerships with external organisations to further gather and amplify the voices and experiences of survivors.

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TDAS

Social Value 2025/26

At TDAS, we continue to learn how to capture, understand, and communicate the wider value of our work, both for the people we support and the communities we’re part of. Our Social Value Policy helps guide this, and we’re committed to getting better at reflecting the full difference we make.

We remain a proud supporter of the Greater Manchester Good Employment Charter, aligning with its principles around fair pay, secure work, and good conditions. As a Living Wage Employer for over seven years, we review roles annually to ensure pay is fair and appropriate.

Our recruitment is values-based, and we believe in supporting people to grow with us having employed nine staff members who started as service users, students, or volunteers, progressing into paid roles over time. We’re proud to continue offering development pathways like this, and to support all staff with personal development plans.

While we aren’t yet set up to track this formally, we know from feedback and case outcomes that our services contribute to reducing repeat crisis interventions and statutory involvement.

We’re working on how we can start evidencing this more clearly in future years.

Volunteer and Student Contribution

This year, volunteers and student placements gave 1,994 hours to TDAS. That’s equivalent to around 2.5 full-time staff members. Based on our delivery model, one full-time staff member could support up to 80 people one-to-one, or 160 via group work - meaning this volunteer time could represent support for over 200 individuals. It’s a huge contribution, and one we’re incredibly grateful for.

We’re also proud to support our volunteers with meaningful experience, training, and progression opportunities many of which have led to further education or employment.

Building on Our Progress

We’ve been using the Social Value Portal to begin measuring our wider impact, mostly within commissioned services. To date, we’ve reported a total of £151,906.18 in social value.

Looking ahead, we want to expand how and where we measure social value - not just in areas where it’s required, but across all our services. This will take time, but we’re committed to better understanding and communicating the value of what we do.

Some of the Difference We Made This Year Supporting People, Reducing Pressure

Our work often helps reduce pressure on other services, such as housing, health, and safeguarding teams by intervening earlier and providing holistic support.

Campaigning and Advocacy

We’ve continued to use our voice locally and nationally to push for better understanding and responses to domestic abuse. This year, we’ve:

Run targeted social media campaigns, including #BreakFree and awareness days

Signed and supported national open letters on funding, system reform, and VAWG (violence against women and girls)

Written to MPs to advocate for stronger policy responses

Contributed to discussions on safeguarding, commissioning, and the wider domestic abuse landscape

We don’t see advocacy as separate to service delivery it’s part of making sure systems work better for the people we support.

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TDAS

Social Value 2025/26 (Continued)

Prioritising Staff Wellbeing

Working in domestic abuse services can be emotionally demanding, so staff wellbeing continues to be a priority. This year, we’ve:

Delivered regular wellbeing initiatives, from naturebased activities to group reflection sessions
Continued to offer supervision and reflective practice

Starting Our Sustainability Journey

We’ve started working with our Health & Safety Consultant to better understand our environmental footprint and identify opportunities for improvement. Whilst we have implemented paperless systems, cycle to work scheme and this year introduced an electric car scheme for our staff, this area is still relatively new for us and we want to build sustainability into our future thinking and practice.

Looking Ahead

Held team days focused on connection, resilience, and celebration
Encouraged open conversations around stress and self-care

We know how important it is to look after our people, and we’re committed to keeping wellbeing at the heart of our culture.

We know we’re still learning. Measuring social value isn't always easy, and it won’t be perfect but we believe it matters. Whether it’s the support we provide to survivors, the opportunities we create, or the pressure we help ease elsewhere, we’re committed to recognising and improving the value we add.

We’re proud of the steps we’ve taken this year and ready to keep building on them

Being Part of Our Community

TDAS remains actively involved in community events and campaigns. This year we’ve taken part in:

Trafford Pride, standing with LGBTQ+ survivors and allies
The 16 Days of Activism, raising awareness about abuse and prevention
Regular forums and partnerships across Trafford and Greater Manchester, ensuring survivors' voices are heard in decision-making

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Risk Management

The Board of Trustees has overall responsibility for ensuring that risk is effectively identified, assessed, and managed across all areas of TDAS’s work. Risk is an inherent part of charitable activity and managing it effectively is vital to safeguarding our assets, achieving our charitable objectives, and protecting the wellbeing of service users, staff, and volunteers.

Our Risk Register is reviewed annually in full by the Board of Trustees and is a standing item for discussion at regular board meetings. The register covers governance, regulatory and compliance obligations, financial and operational risks, and external factors such as shifts in funding, political climate, or partnership changes. Risks are scored and prioritised, and mitigation actions are recorded and monitored.

We have robust internal financial controls in place, including multi-layered sign-off procedures, regular financial monitoring, and oversight from our Finance Consultant and CEO. These processes ensure that all financial transactions are accountable and transparent. Alongside this, we review and update relevant policies and procedures regularly to ensure they reflect emerging risks and best practice standards.

Health and safety is a key component of our risk strategy, and we have systems and controls in place across all areas of the organisation. Our staff receive regular training and updates, and we ensure compliance with legislation and sector-specific requirements.

To safeguard our beneficiaries, we have clear and stringent safer recruitment practices, alongside mandatory training in safeguarding children and vulnerable adults for all staff, volunteers, and trustees. Our Complaints Policy is accessible on our website and is available in various formats to ensure accessibility. Service users are encouraged to raise concerns independently, collectively, formally, or anonymously. All complaints are logged, investigated, and outcomes are reported to the Board of Trustees as part of our commitment to accountability and learning.

We are also deeply committed to embedding the voice of lived experience within our risk assessment and service development processes. Our Consultation and Feedback Policy outlines our approach to regular service user engagement, including structured evaluations, focus groups, and co-production where possible. Insights from these processes help us identify potential risks early, improve our service design, and ensure that we continue to meet the needs of those we support.

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Challenges

Uncertainty of Long-Term Commissioning

The continued uncertainty around long-term commissioning poses one of the most significant risks to our sustainability. With multiple contracts nearing their end dates and no confirmed renewal timelines, it is difficult to plan strategically or retain staff with confidence. We are actively engaging with commissioners and partners to seek clarity and advocate for long-term funding agreements that will allow us to deliver consistent, high-quality support.

Increased National Insurance Contributions and Salary Pressures

The recent increase in National Insurance contributions has added further strain to our financial planning. This additional burden on staffing costs led to the difficult but necessary decision to move away from the NJC pay scale to protect the long-term viability of the organisation. While we provided a 2% pay award and a one-off cost of living payment, we continue to face the challenge of balancing financial sustainability with being a competitive and fair employer. We remain committed to realigning with NJC pay scales when financially viable.

Cost of Living Crisis

The cost of living crisis continues to impact both our organisation and the people we support. Rising utility, transport, and essential goods costs have increased the complexity of survivor needs, while also affecting staff wellbeing. We are committed to supporting our team through appropriate benefits and wellness initiatives while continuing to advocate for resources that meet the evolving needs of our beneficiaries.

Inflation and Operating Costs

Persistent inflation continues to increase the cost of delivering our services - from utilities and insurance to food, fuel, and materials for programmes. Our challenge remains to balance rising costs with the demand for high-quality, trauma-informed, and accredited service delivery, without compromising the quality of support provided.

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Challenges

Increasing Demand and Intersecting Needs

Demand for our services remains consistently high, with the added complexity of trauma, safeguarding risks, housing insecurity, and multi-agency involvement. This has put sustained pressure on our staff and infrastructure. We must ensure we have the resources, training, and capacity to respond to these evolving needs without burnout or service dilution.

Strain on Statutory Services

Ongoing pressure on statutory services - including mental health, housing, adult and children’s social care, and police - continues to impact the individuals we support. As those systems become stretched, more complex referrals are made to us, increasing the need for wraparound support. We are responding to this by strengthening our multi-agency partnerships and continuing to invest in staff training and supervision.

Housing Crisis and Lack of MoveOn Options

A lack of affordable, safe, and stable housing continues to pose a significant challenge. This has resulted in longer stays within our accommodation services, increased waiting lists, and limited move-on options for survivors ready to transition. We continue to explore partnerships and innovation in housing provision, while advocating at local and regional levels for urgent housing reform.

Workforce Sustainability and Recruitment Challenges

Recruitment and retention remain sector-wide issues. As a growing organisation, we must remain competitive in a challenging employment landscape. Staff wellbeing, manageable caseloads, reflective practice, and access to ongoing professional development are central to our workforce strategy.

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Challenges

Political and Legal Uncertainty

The lead-up to the general election has introduced delays in commissioning and funding decisions, which affects our ability to forecast income and plan ahead. Shifts in political priorities and public sector cuts also increase the vulnerability of our funding and influence the policy landscape we operate within. We remain vigilant and adaptive in response to legislative or policy changes.

a 10 Cybersecurity and Data Protection

With the increasing digitisation of our systems, including case management, remote working tools, and internal communications, comes heightened risk of cyber threats. We continue to invest in secure systems, staff training, and robust data protection policies to safeguard sensitive information.

a 11 Competition for Charitable Giving

The economic pressures facing households and businesses alike have intensified competition for grants, donations, and corporate sponsorships. It is more important than ever to communicate our impact clearly, cultivate donor loyalty, and strengthen our presence within the communities we serve. We are focusing on diversifying income streams, strengthening our fundraising strategy, and investing in supporter engagement.

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Priorities for 2025/26

As we enter the final year of our current three-year Strategic Business Plan (2023/26) , our focus remains firmly on delivering meaningful, survivor-centred services while planning for the future of the organisation. Over the coming year, we will conduct structured consultations with staff, service users, and key stakeholders to co-develop our next strategic plan. These consultations will ensure our future direction reflects the needs of those we support, the communities we serve, and the changing landscape of domestic abuse provision.

Our priorities for 2025/26 reflect both ongoing commitments and new areas of growth. They centre on sustainability, inclusion, digital transformation, and workforce development:

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Priorities for 2025/26 (Continued)

_ Achieve Investors in People

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We are committed to improving outcomes for LGBTQ+ survivors by establishing formal partnerships, reviewing our policies and training, and embedding inclusive practices into all aspects of service delivery.

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TDAS

35 Partnerships, Supporters & Donors

The delivery of our services would not be possible without the incredible generosity, time, and commitment of the individuals, community groups, and organisations who stand alongside us. From fundraising champions to volunteers and donors, each person and partnership plays a vital role in helping us support those affected by domestic abuse.

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This year, we have seen an encouraging increase in communityled fundraising efforts, with supporters organising their own events, challenges, and initiatives to raise vital funds on our behalf. These acts of kindness not only raise awareness but also demonstrate the strength of public solidarity for our cause. We are also grateful to our growing network of corporate supporters, whose in-kind contributions, sponsorship, and employee fundraising efforts have further strengthened our impact.

We are especially grateful for the generosity of our legal partners. Through our partnership with local legal firms, we were fortunate to benefit from donated services totalling £6,600. These pro bono contributions provided critical legal advice and representation to individuals and families experiencing domestic abuse. Access to this support has been life-changing for many of our service users - helping them navigate complex legal processes around housing, immigration, child contact, and protective orders with confidence and dignity.

This collaboration not only removes financial barriers to justice but also enhances our holistic approach to empowering survivors and promoting long-term safety and stability.

To everyone who has supported us, whether by donating, fundraising, offering professional services, or raising awareness, we extend our heartfelt thanks. Your continued support enables us to reach more people, respond to increasing demand, and create lasting change in the lives of those we serve.

This year, we had the fantastic opportunity to collaborate with Sarah founder of the Hive Mind company. She generously dedicated over 10 hours of in-person support, alongside ongoing guidance through numerous messages and updates. Her expertise was invaluable in enhancing our social media presence and marketing efforts, helping us raise the profile of TDAS and connect with a wider audience.

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TDAS

Supporters Funders

Big Give Booking.com Cargills Dangerous to Know Enterprise Mobility Exchange Masonic Lodge Flair Foundation Fusion 21 Ltd Greater Manchester Police Helen Calvert High Sheriff Police Force IPL Plastics
Trafford Mayor Dolores O’Sullivan Socialites Choir Stantec The Hut Group Timperley PCC Victoria baths
Charles Haywood Foundation Coutts Foundation Garfield Weston Greater Manchester Combined Authority (GMCA)
Henry Smith Foundation Home Office: Children Affected by Domestic Abuse (CADA) IRISi National Lottery Community Fund Respect Salford City Council Trafford Council
Womanchester Womans Equality Party

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

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Fundraising and Income Generation

This year, we saw a positive shift in our fundraising landscape, with an increase in supporter-led fundraising events and growing interest from local businesses looking to support our mission. These developments have strengthened both our income generation and community engagement.

Since appointing a Fundraising Manager in February 2024, our efforts have focused on building the foundations for long-term sustainability through expanded community fundraising and corporate relationship development. We now have clearer internal processes for assessing partnership opportunities, ensuring that any corporate support aligns with our values, ethics, and safeguarding responsibilities.

A number of individuals and community groups generously undertook fundraising challenges and events on our behalf throughout the year. These supporter-led activities, ranging from charity runs and sponsored walks to community-based initiatives; have raised both funds and vital awareness of domestic abuse. We are incredibly grateful for the commitment and creativity of those who have chosen to champion our work in this way.

All fundraising activity is coordinated in-house by our team. We do not employ third-party professional fundraisers, nor do we outsource our fundraising operations. We remain fully committed to ethical fundraising practices and comply with the Fundraising Regulator’s Code of Fundraising Practice.

We are pleased to confirm:

No incidents of non-compliance with the Fundraising Code during the reporting period. No complaints were received via the Charity Commission or directly through our feedback channels. We only contact supporters who have explicitly opted in to receive fundraising communications. Our Privacy Policy remains up to date and accessible on our website, clearly outlining how individuals can opt out or raise concerns.

All public communications are respectful, GDPR-compliant, and contain clear opt-out mechanisms. Fundraising activities are promoted via our website, newsletters, and social media platforms, using secure and regulated platforms for donations.

As we move forward, we will continue to build on this year’s momentum by strengthening community relationships, deepening our corporate engagement, and creating accessible opportunities for individuals and businesses to support our work. Our priority remains to grow in a way that is sustainable, transparent, and aligned with our mission.

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Structure, 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 2025 was 7.

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 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.

Remuneration Policy for Key Management Personnel

The remuneration of key management personnel at Trafford Domestic Abuse Services (TDAS) is determined through a transparent and equitable process that ensures pay levels are appropriate, sustainable, and reflective of each individual’s skills, experience, and responsibilities.

The Finance Subcommittee meets annually to review the overall salary structure across all staff, including the pay and remuneration of the Chief Executive and Senior Leadership Team. This comprehensive review considers sector benchmarks, internal equity, and financial sustainability. Following the review, the subcommittee makes recommendations to the Board of Trustees, who hold final approval responsibility.

In setting remuneration, TDAS takes into account the following factors:

Sector benchmarks — Salary levels are compared with equivalent roles in similar-sized domestic abuse and voluntary sector organisations, using available salary surveys and benchmarking data.

Internal equity — Pay differentials across the organisation are reviewed to ensure fairness, consistency, and alignment with TDAS values.
Affordability and sustainability — Pay decisions are made within the context of TDAS’s financial position, funding environment, and long-term sustainability.
Performance and contribution — Individual performance, alongside progress towards organisational objectives, is considered in the annual review process.

TDAS is proud to be a Living Wage Employer, ensuring that all staff are paid at least the real Living Wage as defined by the Living Wage Foundation. This commitment reflects our belief that fair pay is essential to attracting, retaining, and supporting a motivated and skilled workforce.

TDAS aims to ensure remuneration is sufficient to attract and retain talented leaders and staff while maintaining public trust in the responsible and transparent use of charitable resources.

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Organisational Structure

Our Board of Trustees holds ultimate accountability for the organisation and delegates day-to-day strategic operations to the CEO. The Director of Operations leads on Safeguarding, Human Resources, Policy, Marketing, I.T., and GDPR compliance, and line-manages our Service Managers, who in turn oversee contract delivery, service standards, outcomes, and the supervision and wellbeing of frontline staff.

The Board plays a critical role in providing oversight and governance, monitoring performance against funderagreed targets, risk management, compliance, safeguarding, and health and safety. Trustees are also responsible for shaping the strategic direction of the organisation. The CEO, as Company Secretary, attends Board meetings and brings forward proposals informed by staff engagement, service user feedback, and insight from operational delivery.

Trustees are members of the charity and possess voting rights only. They hold no financial or beneficial interest in the organisation and give their time voluntarily. Any expenses claimed are detailed in note 11 of the accounts.

In recognition of the organisation’s growth and increasing complexity, two important appointments were made to strengthen our infrastructure. In October 2024, we welcomed an Executive Assistant to provide dedicated support to the Board and Executive leadership team, ensuring smoother coordination of operations, governance, and strategic initiatives. In addition, a Finance Consultant was appointed to provide two days of support per month to the Finance Team, focusing on reviewing financial systems, improving day-to-day processes, and supporting longer-term planning.

In light of significant pressures caused by rising National Insurance contributions, the Board made the difficult decision in 2024 to move away from the NJC pay scale in order to secure the financial sustainability of the organisation. While this was a necessary step, we remain committed to realigning with NJC pay structures when it becomes feasible for us to do so. To support staff during this period of change, a 2% pay award was given to all employees, alongside a one-off cost of living payment.

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Organisational Structure (Continued)

Head of External Engagement & Income Generation Executive Assistant

KEY Board of Trustees 22 i CYP ~~QT~~ People ManagerChild(ren) & Young Person(s) : MODAA Move On Domestic Abuse Advisor DA Domestic Abuse 1 ~~!~~ : IDVAPC Primary CareIndependent Domestic Violence Advocate E YP Young Person(s) YPDAA Young Person(s) Domestic Abuse Advisor Chief Executive Officer(CEO) a. YPDVA Young Person(s) Domestic Violence Advocate ? 1t1ti1 ~~a,~~ 11 i1| Director of Operations Finance Officer Finance Officer

Board of Trustees 22

Victim Voice Facilitator

~~&~~ Accommodation Service Manager ~~&~~ Community Service Manager Safe In Salford Service Manager Accommodation Team Community IDVA Community CYP IDVA Senior Service Admin ~~&~~ Leader & Team Leader & Team Leader Service Admin & Team Leader & Team Leader IDVA ;1 Referrals and AssessmentWorker MaleDA Advisor MODAA YP DA Advisor CYPSupport WorkerSupport Worker YP DV Advocate ServiceAdminAdmin !t i i i CYPSupport Worker Support LineDA Advisor YPVA CYPSupport WorkerSupport Worker DA Crisis Worker 1i DA Advisor & CYP MODAA Group Facilitator PC IDVA Support Worker IDVA !i i i ! SeniorDA Advisor DA Advisor IDVA CYP/FamilySupport WorkerSupport Worker IDVA ii DA Advisor DA Advisor IDVA Trauma InformedWorkerWorker IDVA ii H i 1 DA Advisor Complex NeedsDA Advisor IDVA Senior CYPTrauma Informed WorkerTrauma Informed Worker IDVA ' CYP DA Advisor IDVA Group Facilitator IDVA

CYP IDVA Senior Team Leader & Team Leader IDVA CYPSupport WorkerSupport Worker YP DV Advocate ServiceAdminAdmin i i CYPSupport WorkerSupport Worker DA Crisis Worker CYP Support Worker IDVA i ! CYP/FamilySupport WorkerSupport Worker IDVA Trauma InformedWorkerWorker IDVA i 1 Senior CYPTrauma Informed WorkerTrauma Informed Worker IDVA CYP Group Facilitator IDVA i i YPDAA IDVA CYP Trauma Informed Worker Housing IDVA

Assistant Support Worker DA Advisor DA Advisor

DA Advisor

DA Advisor Housekeeper

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Related Parties and Relationships with Other Organisations

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Financial Overview

Financial review

This period has again been successful for the charity with an income of £3,094,468 (2024:£3,054,677) and expenditure of £2,814,654 (2024: £2,657,657) During the financial year ending March 31, 2025, 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 on going cost-ofliving crisis. Despite these challenges, we have successfully managed our financial position and maintained stability across both restricted and unrestricted funds. Total income for the year was £3,094,468, reflecting an increase compared to £3,054,677 in the previous year (2024). The majority of this income came from charitable activities, which amounted to £3,044,672 up from £3,013,519 in 2024. The increase was primarily due to expanded funding from statutory bodies and partnerships for both accommodation and community-based services. Income from donations and legacies increased to £43,136 from £26,258 in the previous year indicating the success of the appointment of our Fundraising Manager and the positive impact of a more strategic approach to income generation and donor engagement.

Expenditure

Total expenditure for the year amounted to £2,814,654, an increase from £2,657,657 in 2024. 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 £2,116,501 from £1,916,564 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;£938,734, with £469,952 allocated towards staffing related costs and a further £468,782 towards safe house operations and management. Rising utility costs and property-related expenses have had a substantial impact on overall operational costs.

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, that being between £938,218– £1,407,327. 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 and project 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 £279,814, with total funds carried forward amounting to £1,955,514, an improvement from £1,657,700 in 2024. 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.

At the end of the reporting period, the charity held total funds of £1,955,514, comprising unrestricted, designated, and restricted funds. Of this total, £82,000 is held as designated funds for specific purposes, including staff and project contingency, accommodation for victims with no recourse to public funds, and a newly established welfare fund for survivors as agreed by the Board. In addition, £240,898 is held as restricted funds, which are subject to specific conditions imposed by funders and are therefore not available for the general purposes of the charity.

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Financial Overview cont

Current unrestricted funds balance

As of 31st March 2025, Trafford Domestic Abuse Services (TDAS) carried forward an unrestricted funds balance of £1,714,616 (2024: £1,409,771; 2023: £974,469). After accounting for designated funds, free (undesignated) reserves stand at £1,632,616. The estimated cost of six months’ running expenditure is £1,407,327, excluding closing down costs and redundancy liabilities. While our unrestricted funds have increased this year, our expenditure has also grown in line with the continued expansion of our services and activities. We remain in a stable financial position, holding reserves that cover six months of operating costs, with an additional buffer to meet potential closure and redundancy obligations. With several key contracts due to end in early 2025, TDAS has taken proactive steps to strengthen its financial resilience and safeguard the organisation, ensuring that essential services can continue while future funding opportunities are explored.

Risk Management

TDAS continues to face several key financial risks, including funding uncertainty, rising operational costs, and the potential loss or reduction of key contracts from March 2025. Many of our funding agreements remain subject to renewal or external decision-making, creating a risk of decreased income from government contracts and grants. In addition, the recent increases to National Insurance contributions and other taxation measures have added further financial strain, alongside ongoing inflationary pressures on staffing, utilities, and service delivery expenses. These factors combined present a significant challenge to maintaining current levels of service provision.

To mitigate these risks, TDAS is actively pursuing a strategy of income diversification, with an increased focus on fundraising campaigns, corporate partnerships, and community giving opportunities. We continue to work with commissioners and funders to secure longer-term agreements that provide greater financial stability. We are also building stronger collaborations with voluntary, community, and statutory partners to share resources and reduce duplication, ensuring the best use of our funding.

The wider economic and social environment continues to have a significant impact on both our finances and service demand. The cost-of-living crisis has intensified, leaving many families in greater need of support while also increasing pressure on our budgets. Rising wages, energy bills, and essential supplies have further impacted operational costs. At the same time, demand for our services remains high, particularly across children and family support and group programmes, placing additional strain on our resources. In response, we have implemented a range of measures to maintain financial resilience. These include retendering and reviewing supplier contracts, adopting cost-efficient operational practices, and strengthening financial oversight to ensure effective monitoring of expenditure. We have also made considered wage adjustments to support our staff amidst rising living costs, recognising that a resilient and supported workforce is key to delivering high-quality services.

Despite these challenges, TDAS’s proactive financial management and commitment to sustainability have enabled us to remain responsive to changing circumstances. By continuing to adapt, diversify income, and strengthen partnerships, we are well positioned to navigate the uncertainties of 2024–2025 while maintaining the safety, support, and advocacy that survivors of abuse rely upon.

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Financial Overview cont

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 remains committed to diversifying its income streams to ensure long-term sustainability and reduce reliance on a small number of key funders. With a dedicated Fundraising Manager in post for over 12 months, we have embedded fundraising more firmly across the organisation and are seeing stronger community and corporate engagement. This role has been central to expanding supporter-led activities, coordinating local fundraising events, and launching a dedicated events page to create more accessible ways for individuals and groups to get involved.

Looking ahead, our focus is on building financial resilience by strengthening unrestricted income alongside securing longer-term statutory funding. We will continue to pursue larger, sustainable government contracts, working in partnership with other specialist organisations where this broadens service delivery and helps spread financial risk. At the same time, we are investing in corporate partnerships and community fundraising initiatives to ensure our income base remains broad and adaptable.

A key element of our strategy is maximising opportunities through initiatives such as the Co-op Local Community Fund, which not only provide vital income but also deepen engagement with local people and businesses. By combining these initiatives with our programme of community events, we are creating opportunities that both strengthen finances and increase awareness of domestic abuse and the support survivors need.

Our priority during this period remains stability and sustainability. While we continue to innovate and grow our income generation, our foremost responsibility is to safeguard the delivery of our existing accommodation and community services. With rising demand and increasing costs, maintaining the quality and continuity of these vital services is essential. By combining careful financial management with a clear income strategy, we are working to ensure that survivors of abuse can continue to rely on TDAS now and into the future

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Statement of Responsibilities of 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:

Select suitable accounting policies and then apply them consistently
Observe the methods and principles in the Charities SORP
Make judgements and estimates that are reasonable and prudent
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

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:

There is no relevant audit information of which the charitable company’s auditors are unaware The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information

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.

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. The trustees’ annual report has been approved by the trustees on _______ and signed on their behalf 11 / 12 / 2025 by Zvikomborero Magara (Chair)

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Independent auditor’s report to the members of Trafford Domestic Abuse Services

Opinion

We have audited the financial statements of Trafford Domestic Abuse Services (the ‘charitable company’) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025 and of its incoming resources and application of resources for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;
have been prepared in accordance with the requirements of the Companies Act 2006

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the directors’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the trustees report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information.

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Independent auditor’s report to the members of Trafford Domestic Abuse Services

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate and proper accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees’ remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 45, the trustees (who are also directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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Independent auditor’s report to the members of Trafford Domestic Abuse Services

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Capability of the audit in detecting irregularities, including fraud

Based on our understanding of the charity and the environment in which it operates, we identified the principal risks of non-compliance with laws and regulations related to pension legislation, tax legislation, employment legislation, health and safety legislation, food hygiene and safety, and other legislation specific to the sector in which the charity operates, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the reporting requirements under the Charities SORP and FRS102, and the Charities Act 2011.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls). Audit procedures performed by the engagement team included:

Discussions with management including consideration of known or suspected instances of non-compliance;
Evaluating management’s controls designed to prevent and detect irregularities;
Reviewing policy and procedure documents
Identifying and testing journal entries; and
Challenging assumptions and judgments made by management.

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TDAS 49

Independent auditor’s report to the members of Trafford Domestic Abuse Services

There are inherent limitations in the audit procedures described above and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of the audit report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and, the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Patrick Morrello (Senior Statutory Auditor)

PWorrello 12 / 12 / 2025

For and on behalf of Third Sector Accountancy Limited, Statutory Auditor Holyoake House Hanover Street Manchester M60 0AS

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11 / 12 / 2025

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ANNUAL REPORT 2024/2025

Trafford Domestic Abuse Services Reference and administration information

Registered office and operational address

Name

Trustees

Key management personnel

Bankers

Auditors

Table Of Content

Introduction

Message from Our Chair and CEO

Strengthening Services and Expanding Reach

Volunteer Growth and Counselling Support

Empowering Through Education

Message from Our Chair and CEO (continued)

Strategic Growth and Financial Sustainability

Staff Wellbeing and Organisational Culture

Advocacy and Influence

Celebrating 35 Years of Impact

Looking Ahead: Strategic Planning and Vision

Aim, Mission, Values & Objectives

Achievements, Performance & Beneficiaries of Our Service

One Year In Numbers

Outcomes

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Volunteers and Students

Key Performance Indicators[(KPIs)]

Community Service

IDVA Outcomes

Community Outreach

Outreach Outcomes

Safer Ageing

Primary Care IDVA

ADViSE

Group Programmes

True Colours @

& True Colours and Diversity Matters

Group Programmes (continued)

Feedback

Professionals' Training

Feedback

Accommodation

In total we supported:

Feedback (Accommodation)

CYP (Children and Young People) in Accommodation

By the end of their support in the accommodation service the CYP and families reported:

CYP (Children and Young People)

Outcomes included:

CYP 121

CYP Groups

Families

Supporting Young People

Safe in Salford

Outcomes

Safe in Salford (Continued)

Outcomes for Salford

Outcomes for Harbour

Community Connections & Survivor Advocacy

Victim Voice Facilitator (VVF)

Social Value 2025/26

Volunteer and Student Contribution

Building on Our Progress

Campaigning and Advocacy

Social Value 2025/26 (Continued)

Prioritising Staff Wellbeing

Starting Our Sustainability Journey

Looking Ahead

Being Part of Our Community

Risk Management

Challenges

Uncertainty of Long-Term Commissioning

Increased National Insurance Contributions and Salary Pressures

Cost of Living Crisis

Inflation and Operating Costs

Challenges

Increasing Demand and Intersecting Needs

Strain on Statutory Services

Housing Crisis and Lack of MoveOn Options

Workforce Sustainability and Recruitment Challenges

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