## CLEVELAND HOUSING ADVICE CENTRE
## (CHAC)
CHARITABLE INCORPORATED ORGANISATION NUMBER: 1152785
16 Borough Road, Middlesbrough, Cleveland. TS1 5DW Financial Conduct Authority Number-FRN 627715
## Annual Report
&
## Accounts Year Ended 31/12/2024
**Serving the community since 1992**
|Index||
|---|---|
|Mission & Aims|3|
|Equality and Diversity Policy|3|
|Environmental Strategy|3|
|Access to Services|4|
|Essential Information (legal, trustees, managers, staff, accreditation,||
|policies, who benefit, partners, membership, quality assurances)|5-12|
|Area Description|13-14|
|Key Services (what does the project do to achieve its purpose,||
|(what does the project do to sustain its purpose?)|15-16|
|Priorities Last Year – Next Year|17|
|Chair’s Report|18|
|Joint Centre Managers Report|19-21|
|Staff and Clients Wellbeing|22-23|
|Preventative Strategies, Clients’ Care, and Equal Opportunity Monitoring|24-29|
|Staff Training and IT Development|30-35|
|Core Services -The work we do (welfare, housing, debt, appeals),|36-42|
|advice in the community (home visits, drop-in services, NHS,||
|Redcar & Cleveland hubs).||
|Case studies|43-48|
|Statistics (data analysis, monitoring, evaluation, outcomes, and impacts)|49-59|
|Treasurer’s Report & Accounts|60-78|
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## Mission & Aims
The relief of poverty of the inhabitants of Middlesbrough, Stockton-on-Tees, Hartlepool, and Redcar & Cleveland (Teesside, Old County of Cleveland) by: -
-Ensuring that individuals do not suffer through lack of knowledge of their rights and responsibilities or of the services available to them, or through an inability to express their needs effectively.
-Combating urban deprivation, unemployment, discrimination, and social exclusion.
## Equality and Diversity Policy
CHAC Equality and Diversity Policy applies to all beneficiaries, employees, funding bodies, host employers, partner organisations, sub-contractors, executive members, and volunteers.
CHAC aims to ensure that its services are equally available to all people, regardless of their race, sexuality, gender, or disability. The centre is accessible for wheelchairs, with ground floor interviewing and disabled facilities, interpreters available on request, easy parking, near the main bus and train stations. Telephone, internet, and home visit advice services are available.
The executive members and all staff have a responsibility and commitment. to be pro-active in promoting and celebrating diversity, and tackling unlawful discrimination through a wide-ranging plan of action and by working. hard to secure a truly inclusive environment, creating better working relationships. in an atmosphere of inclusion by all, for all.
Main office and all hubs are accessible for wheelchairs, ground floor interviewing. Interpreters on request and disabled facilities.
## Environmental Strategy
All Partners, Agencies, and Beneficiaries are actively encouraged to be committed to environmental sustainability and the prudent use of natural resources. All those participating in CHAC’s services adhere to CHAC recycling policies of all waste such as paper, glass, plastic, and ICT related items. Volunteers and trainees are encouraged and paid for using public transport. The Charity has achieved 99% of its paperless target.
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## Access to Services
All services free of charge including representations.
Telephone: 01642 254544 Hub appointments 01642 802303 Email: advice@chac92.co.uk Website: http://www.chac92.co.uk Facebook: https://www.facebook.com/profile.php?id=61557360376892 **X** : https://x.com/AdviceCleveland YouTube: https://www.youtube.com/watch?v=0BCT-b9jGa8 Opening Times: Monday – Friday 09.00-17.00 16 Borough Road, Middlesbrough, TS1 5DW. Drop-in service Mondays 13:30-16:30 Thursdays 09:30-12:30
During 2024 CHAC delivered face to face welfare advice in the following local community hubs by appointments only: -
## Middlesbrough Hubs
- Breckon Hill Community Centre TS4 2DS
- Easterside Hub, Broughton Avenue, Middlesbrough, TS4 3PZ
- Grove Hill Hub, Bishopton Road, Middlesbrough, TS4 2RP
- Hemlington Library, Cross Cliff, TS8 9JJ
- Hope Foundation, 1 Grange Road, Middlesbrough, TS1 5BA
- Middlesbrough House, Elm Street, Middlesbrough, TS1 2DA
- Newport Settlement, St Paul’s Road, Middlesbrough, TS1 5NQ
- North Ormesby Community Hub, Derwent Street, North Ormesby, TS3 6JB
- Streets Ahead, 109-111 Parliament Road, Middlesbrough, TS1 4JE
- The Live Well Centre, Centre Square, 103 Albert Rd, Middlesbrough, TS1 2PB
- Thorntree Hub, Birkhall Road, Middlesbrough, TS3 9JW
## Redcar and Cleveland Hubs
- Skelton Library, Coniston Road Skelton-in-Cleveland, TS12 2HP
- Saltburn Library, Windsor Rd, Saltburn-by-the-Sea TS12 1AT
- South Bank Library, 248 Normanby Road, TS6 6TD.
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||Essential Information||||
|---|---|---|---|---|
||Working Name:|CHAC|||
||Organisation type:|Charitable Incorporated Organisation (CIO)|||
||CIO No:|1152785|||
||Date of Registration as CIO|09 July 2013|||
||Governing Document:|CIO-Constitution registered -||09 July 2013|
||Year-end /accounts:|31 December|||
||Charity Correspondent:|Miss Naomi Smith|Secretary||
|||16 Borough Road|||
|||Middlesbrough|||
|||Cleveland|||
|||TS1 5DW|||
|||Tel: 01642 254544|||
|||E-mail:naomi@chac92.co.uk|||
||Other information||||
|||Date of starting as a charity||05/11/1990|
|||First Registered as a Charity||25/10/1993|
|||Converted to a CIO||09/07/2013.|
||Trustees||||
Our Board of Trustees is responsible for the overall governance and strategic direction of us as a charity. The Board accepts ultimate responsibility for the sound professional, legal, and financial management of CHAC. The Board agrees our vision and values, sets overall strategy and policies for all key activities, oversees its implementation, and monitors progress. The trustees identify and review the risks to which the charity is exposed, and ensure appropriate controls are in place to provide reasonable assurance against fraud and error.
The trustees meet on a quarterly basis to discuss issues of importance such as organisation performance, administrative issues, budgeting, quality assurance, staffing levels, financial targets, and any other matters. The trustees also meet twice yearly in extended meetings for policy reviews and equal opportunity audits. Staff meetings take place every week if possible and focus on current issues and staff welfare. The minutes of staff meetings are sent to the trustees for reviews and actions, likewise trustees’ recommendations are circulated to staff, and therefore there is continuous feedback between staff and trustees. If the charity is not working as expected, the Centre Managers will call the trustees for an extraordinary meeting where such problems will be discussed, studied, and a recommended course of action agreed upon.
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## Members of the trustee board
Mr Malcolm Bateman BA Hons, PGCE (Chair). Appointed as Chair on 25/01/2017. Started as a Civil Servant then following graduation moved into tutoring and lecturing, from pre-entry to undergraduate level, in a variety of subject areas, including working within the charitable sector. Employed by Redcar Council since 2024, with experience in Housing and Council Tax Benefit (IRRV Level 3 qualification), six years as a Welfare Rights Officer, 8 years in Complaints and Corporate Support within Democratic Services, and now returned to Welfare Rights E-mail: malcolm@chac92.co.uk
Ms Naomi Smith BA Hons, MA (In education -trauma informed practice).
Started her career volunteering at CHAC providing welfare rights advice, through a scheme set up by the local job centre as a young single mum of one. Naomi then returned to education and
completed an access course at a local college followed by BA degree in Social Work at Teesside University. Naomi was elected as a trustee in 2006. Naomi has completed a number of roles within the charity sector and in Local Authority Social Work teams. In 2023, she joined Middlesbrough council and is employed as an Adult Social Worker.
She remains passionate about supporting the most vulnerable in Middlesbrough and across the Teesvalley. E-mail: naomi@chac92.co.uk
Mr Bernard Brydon. Started his career volunteering at CHAC in 1992. Appointed as a trustee in 1999. Has 30 years’ experience helping and advising vulnerable and elderly people in the housing sector who have a variety of needs; including homelessness, substance abuse, mental health, domestic violence and ex-offenders. Currently a floating officer with
Stockton on Tees Borough Council, assisting homeless and vulnerable clients in securing permanent accommodation and making it a home. E-mail: bernie@chac92.co.uk
Mr Graham Williamson BA English. Started his career as a welfare rights advisor at Hartlepool CAB in 2007. Graham has an extensive experience working with vulnerable people in the Charitable Care and Health Sectors. Focusing on effective patient care, with special interest in technological advances and changes in healthcare regulations. Graham was appointed as a trustee on 15/03/2017. E- mail: graham@chac92.co.uk
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## Management Team
Mr Mahmoud Shehata B.Sc. Hons, DMS, MBA, MBIM, (Joint Centre Manager). Strategic management and fundraising pedigree with strong national exposure, 43 years’ business management experiences, an active member in various local and national consultation , = i = ’ 9 groups. Joined CHAC in 2001 as an independent fundraiser, and < >“ through the years he teamed up with the late Mick Cunningham, the founder of CHAC, and jointly developed CHAC to what it is now. After the retirement of Mick Cunningham in 2014, Mahmoud was appointed by the trustees as the Charity’s acting CEO until the end of 2016, and Joint Centre Manager in Jan 2017. Mahmoud manages the charity resources, including fundraising, maintaining the charity’s seamless service and its commitment to quality and meeting clients’ needs throughout Tees Valley. E-mail: mahmoud@chac92.co.uk.
Miss Leona Gellatly, (Joint Centre Manager). Level 5 Diploma in Leadership in Health and Social Care, started her career with CHAC = 7 in 2000 and moved up the charity management ladder to become a Welfare Advisor in 2003 while studying Social Security Policy & Practice at Teesside University, a Senior Supervisor/Caseworker in 2006, and the Centre Manager in 2014. In October 2015 Leona took maternity leave and returned in Aug 2016 on a part-time basis as a Joint Centre Manager maintaining access to services, the charity accreditations, staff management, commitment to quality, and meeting client. needs. From November 2021 Leona returned on a full-time basis. E-mail: leona@chac92.co.uk
Mr Lucas Ainsworth B.A. (Hons) in 20th Century History, (Supervisor/ Senior Caseworker). Following graduation in 2012 he undertook an apprenticeship at Redcar & Cleveland Welfare | Ramet Bea Awe 34 Rights which gave him an initial overview of welfare benefits and advice work. He then became a Money Guidance Worker at Redcar Citizens Advice in 2014, before becoming an Advice Session and Training Supervisor in 2016. In June 2017 he joined CHAC as a Caseworker on the Benefit Take Up Campaign and in September 2017, he became Caseworker working under the Tribunal Representation project and CharityLog Administrator. He became Senior Caseworker in 2018 and now continues to deliver advice with representation in benefits, housing and debt. He supervises the staff to ensure quality of advice and promote staff development as well as supporting management by assisting with charity accreditations, service planning and delivery. Email: lucas@chac92.co.uk
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Staff during 2024
Full time paid staff: 8 (total combined hours worked 296) Part time paid staff: 2 (total combined hours worked 42.5) full-time equivalent 9.2 Volunteers 14 (Placements and regular) Health & Safety Consultant 1 IT Consultant 1 Average income: £24,800 Senior staff and volunteers Margaret Foster-LLB (Hons) Senior Adviser/Caseworker Ian Wilson-BA Senior Administrator Alexander Bateman Adviser/Caseworker Tahira Selby Adviser/Caseworker Shelly Morte Adviser/Caseworker Shazana Arshad Ali –(UCACE) Adviser/Caseworker Christine Stonehouse Receptionist Denis Bennison Receptionist / Volunteer Akram El Gabry IT Consultant / Tutor Val Yare Health & Safety Consultant Nina Marizia Furmanek B.A., Media Consultant Independent examiner Mr. Craig Davies, ACA Davies Tracey & Co Chartered Accountants and Business Advisers Swan House, West Point Road, Teesdale Business Park Stockton-On-Tees, TS17 6BP Tel: 01642 606003, Email: hello@daviestracey.co.uk External quality auditors (AQS) Recognising Excellence Limited Unit 3, Twigworth Court Business Centre, Tewkesbury Road, Twigworth, Nr. Gloucester, GL2 9PG. Tel: 01452 733510 Email: info@recognisingexcellence.co.uk Bank Virgin Money 7 Linthorpe Road, Middlesbrough TS1 1RF. Sort Code: 05 06 01
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Legal and HR Advisors Avensure Limited South Central,11Peter Street, Manchester M2 QR Area of benefit Tees Valley, which includes the following unitary authorities:Middlesbrough, Redcar & Cleveland, Stockton-on-Tees, Hartlepool and Darlington, in which Middlesbrough represents 70% of beneficiaries, Redcar & Cleveland 20%. Stockton-on-Tees 8%, Hartlepool, and Darlington 2%. CHAC training program for the hard-to-reach adult attracts beneficiaries from all over the Northeast. Who benefits. General public, young people, elderly, people with disabilities, housebound, people with mental health problems, disadvantaged/disaffected people, young unemployed, ex-offenders, prisoners, Probation services, and special needs training services. Number of clients For year ending 31 December 2024, the charity was contacted 36,999 times resulting in 4131people receiving one to one advice /support, 358 signposted to other providers, and 34,200 people receiving general advice. The majority came from the most deprived wards in the area. (Please see stats page 51 for full analysis.) Membership CHAC is a member of several national and local organisations in particular: - Advice UK Child Poverty Action Group (CPAG) NCVO (National Council for Voluntary Organisations) Middlesbrough Voluntary Development Agency (MVDA) National Association of Welfare Rights Advisers (NAWRA) National Homelessness Advice Service (NHAS) Middlesbrough Financial Inclusion Group (MFIG) RightsNet
## Middlesbrough Advice Partnership (MAP)
CHAC is a founder partner of MAP, formed in 2010 and made up of the Middlesbrough Citizen Advice Bureau (CAB), Age UK
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Teesside, Middlesbrough Council Welfare Rights Unit, Middlesbrough Council, and Middlesbrough Council Public Health. The partnership creates referral routes, shares best practice, and develops joint projects.
CHAC Community Money Advice (Debt Centre)
In September 2023 CHAC concluded an affiliation agreement with Community Money Advice Network (CMA), giving CHAC access to their resources, including training to provide a more comprehensive debt and money management advice in our local community, in particular areas of high deprivation, through a dedicated Debt Advice Centre based in CHAC’s main town office. For more Information about CMA Network please visit: https://www.communitymoneyadvice.com/.
Meetings, Conferences, and External Audits during the year
|Trustees’ meetings|4|
|---|---|
|Trustees’ policy reviews|2|
|Full Staff, Management, Operational|10|
|External Audits (CHAC)|4*|
|Middlesbrough Financial Inclusion|6|
|Middlesbrough Advice Partnership|2|
|Conferences|4|
|Fund Providers|6|
|*External audit (Health & Safety, Community Money Advice, Advice Quality|Standard & accounts)|
External organisations involved during the year.
-Middlesbrough CAB
-Middlesbrough Council Welfare Rights Unit -Age UK Teesside -Middlesbrough Council -Middlesbrough & Stockton Mind -Job Centre Plus -Community Money Advice (CMA) -Watson Woodhouse Solicitors (Housing Advice)
Financial Conduct Authority (FCA). FRN: 627715
The charity is regulated by the Financial Conduct Authority.
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Advice Quality Standard (AQS)
Awarded by the Recognising Excellence Ltd, for casework accreditation for Welfare Benefits, Disability, Older People and Women’s Services 31/07/2014 and retained on 25/07/2024 for a further 2 years. The Advice Quality Standard comprises of a set of standards designed to ensure a service is well run and has its own quality control mechanisms. Meeting the AQS evidence criteria means that the service has demonstrated the minimum level good practice required to meet the standard and sets a benchmark for the advice service to build upon.
Quality assurance
CHAC has 35 years’ experience in delivering these services in the local community and the quality of its advice is assured in several ways. Firstly, as a member of Advice UK, CHAC is subject to policies and procedures set down by Advice UK. Secondly, the provision of training and quality of advice assessments developed between all the local advice providers, which ensured uniformity and consistency throughout the local advice work sector. Finally, CHAC is well connected to the service environment in Middlesbrough and has strong links with agencies such as Job Centre Plus and housing providers.
Policies and Procedures
The Charity has an office manual and employee handbook, which contain all procedures and policies in line with its advice quality standard for the manual and employment laws for the employee handbook. All policies and procedures are updated regularly:
-Equal Opportunities -Safeguarding Children and Vulnerable Adults -Environment -Data Protection & Confidentiality -Health & Safety -Risk Assessment -Conflict of Interest - Complaints Procedure
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## General Data Protection Regulations
The charity is GDPR compliant and registered with the ICO (Information Commissioner’s Office)
Insurance policies in place
Professional Indemnity Employer’s Liability Public & Products Liability Office
For further information contact Senior administrator email ian@chac92.co.uk or call 01642 254544.
Staff wellbeing night out, murder mystery, Ormesby Hall, National Trust, Middlesbrough, August 2024. Clockwise (Shazana Arshad, Leona Gellatly, Mahmoud Shehata, Ian Wilson, Alex Bateman, Shelly Morte, Lucas Ainsworth, Carole Shehata, Tahira Selby, Margaret Foster).
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Area Description
## **Area Description: Middlesbrough and Tees Valley**
Middlesbrough, an urban area and ranks as the fifth most deprived local authority in England (up from sixth in 2015). Seven of its wards are among the 100 most deprived in the country. With unemployment at 14.4%—almost double the national average of 7.8%—it trails only Nottingham in joblessness. The area is home to a diverse, multiracial community, with a significant influx of refugees and asylum seekers rising from 1 in 220 people in 2015 to 1 in 145 in 2023, the highest proportion in the UK.
Middlesbrough also reports the highest crime rate in England and Wales, driven by issues related to drugs and alcohol. Employment is often precarious, with more women in zero-hour or part-time jobs, and widespread reliance on credit and loans has fuelled rising personal debt.
## **The Case for Levelling Up: Tees Valley**
The Tees Valley, with a population of 670,000, represents 1% of the UK’s total but only 0.75% of its Gross Value Added (GVA), reflecting an annual economic gap of £4.3bn. Its GDP per capita in 2019 was £23,815—just 72.4% of the UK average and the third lowest among UK city regions. The closure of the SSI steelworks in 2015 exacerbated economic decline, with Tees Valley’s GDP shrinking by 1.5% from 2016 to 2019, the only UK city region to see contraction during this period.
Key socio-economic challenges include:
- **Low Earnings** : Gross weekly wages lag the national average.
- **High Income Deprivation** : Among the most income-deprived areas in England, with significant inequality.
- **Employment Gaps** : Unemployment rates exceed national averages, with all local authorities in the most disadvantaged deciles.
- **Education Disparities** : A below-average proportion of residents hold degrees, with four local authorities in the highest deprivation deciles for education.
- **Severe Overall Deprivation** : Two local authorities rank among the 10 most deprived nationally, with nearly 30% of Lower Layer Super Output Areas (LSOAs) in the bottom 10% nationwide—three times the national rate.
The Tees Valley’s declining economy and entrenched challenges underscore the urgency of targeted levelling-up efforts.
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Being situated right in the centre of town has its advantages, however on Sunday the 3rd of August 2024, we found that our building was right in the path of a protest which included many rioters who wreaked havoc on the
town. We were so worried about our staff, clients, and our building. Well, when you and you staff have worked so hard to maintain an old building and make it accessible and safe for your clients with what money we have, the thought it could be taken away in one day, sends shudders through us. Seeing that the Citizens Advice Bureau in Sunderland had been burnt down made us think we could
also be targeted. We were all glued to the news praying that things would calm down. As a charity whose staff are from different backgrounds, they too felt very vulnerable. Seeing a car burning right over the road from our charity filled us with both shock and dread (picture above). We decided not to open on the Monday and our staff who had been kept informed all weekend adapted to work from home and the building remained closed and shuttered. This also protected our clients some of whom are newly sanctioned legal immigrants needing help to start out and people of all nationalities. We changed working tactics, but we didn’t stop.
Thankfully we went unscathed as damage to either would have resulted in a terrible time for us and disaster for the most vulnerable in society who depend on us. We breathed a sigh of relief as the good people of Middlesbrough took over the clean-up operation and staged their own peaceful counter protest. This reminded us that Middlesbrough is a great town despite its problems.
**Population of Tees Valley by district (2022)**[[2]]
|**District**|**Land area**
**(km2) **|**(%)**|**Population**
**People**|**(%)**|**Density**
**(/km2) **|
|---|---|---|---|---|---|
|Darlington|197|25%|109,469|16%|554|
|Hartlepool|94|12%|93,861|14%|1,002|
|Middlesbrough|54|7%|148,285|22%|2,752|
|Redcar and Cleveland|245|31%|137,175|20%|560|
|Stockton-on-Tees|205|26%|199,966|29%|976|
|**Tees Valley**|**795**|**100%**|**688,756**|**100%**|**866**|
## **Office for National Statistics 2022**
|**Office for National Statistics 2022**|||||
|---|---|---|---|---|
|**Source: Office of National Statistics**
**2022**|Middlesbroug
h|Stockto
n
On-Tees|Redcar &
Clevelan
d|Hartlepool|
|Residents describingtheir health asgood|60%|61%|59%|62%|
|16-74years old havingnoqualifications|36%|30%|35%|37%|
|Unemployment rate for economically
active|6.2%|5%|5.2%|5.5%|
|Indices of deprivation 2019,score of 317|**5**|**73**|**40**|**10**|
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Key Services
## **What does the Project do to achieve its Purpose?**
The project delivers personalised, one-on-one guidance on statutory rights to individuals in need. It prioritises support for those dealing with mental or physical health issues, homelessness, or poor living conditions. Additionally, it addresses financial hardships caused by the cost-of-living crisis, unclaimed welfare benefits, mounting debt, and the increased costs associated with achieving affordable warmth.
- **One-to-One Advice:** Providing guidance on statutory rights, welfare benefits, housing, and debt-related issues. This includes completing claim forms, conducting benefit checks to identify unclaimed benefits, and maximizing income to ensure financial stability and social inclusion.
- **Representation:** Offering free representation at appeal tribunals and county courts, managing all preparations and submissions to support clients’ cases effectively.
- **Negotiation and Advocacy:** Engaging with landlords (social and private) and Local Authorities on issues such as homelessness, disrepair, rent arrears, and illegal eviction. Additionally, liaising with creditors to negotiate debt repayment plans, reductions, or full write-offs where feasible.
- **Referrals:** Directing clients to other qualified providers when additional expertise is required
.
- **Outreach Services:** Conducting home visits and neighbourhood advice sessions for individuals with mobility challenges, mental health issues, or cultural and language barriers. This ensures that vulnerable groups, such as older adults and minority ethnic communities, have equal access to services.
## • **Training and Employment Support:**
- Providing tailored training placements for individuals reintegrating into society or those at risk of offending, equipping them with skills and experience to overcome barriers to employment and move closer to the labour market.
- Supporting socially and economically excluded residents to secure meaningful opportunities, fostering long-term stability and reducing reoffending risks.
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## **What does the project do to sustain its purpose?**
To ensure the ongoing impact and effectiveness of our services, CHAC prioritises the following strategies:
- **Community Awareness:** Maintaining robust outreach efforts via media channels to ensure all residents are aware of CHAC’s free services and find them accessible.
- **Advocacy and Policy Collaboration:** Partnering with national and local groups to influence housing policies, improve urban living conditions, and advocate for affordable housing.
- **Prevention Strategies:** Collaborating with partners to develop preventative measures for vulnerable populations, create referral pathways, and share best practices. This includes establishing joint projects and fostering public engagement through digital platforms for feedback and service improvement.
- **Resource Optimisation:** Enhancing human, physical, and financial resources to adapt to evolving client needs and socio-economic challenges, such as expanding outreach services.
- **Quality Assurance:** Continuously improving service delivery through adherence to the Advice Quality Standard (AQS), staff training, and feedback from clients and partners.
- **Training and Rehabilitation Support:** Developing innovative strategies for working with individuals reintegrating into society and young people at risk of offending. By emphasising the cost-effectiveness of on-the-job training compared to traditional intervention models, CHAC demonstrates the long-term societal benefits of reducing labour market exclusion.
- **Diversified Funding:** Expanding income sources and securing long-term contracts to ensure financial stability and sustainability.
Through these efforts, CHAC remains committed to delivering impactful services that address the immediate and long-term needs of the community.
**==> picture [85 x 85] intentionally omitted <==**
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## Priorities Last Year – Next Year
## **In last year’s Annual Report 2023, we aimed to develop and maintain our services in several ways for 2024:**
|-Maintain all the charity accreditations and provisions
(achieved)|
|---|
|-Continue to provide advance training for our staff and volunteers
(achieved)|
|-Increase our capacity to deal with complex casework by increasing number|
|of hours delivering complex casework
(achieved)|
|-Reduce waiting times by providing drop-in services
(achieved)|
|-Continue to expand CHAC services into Redcar and Cleveland by increasing our|
|services in East Cleveland and South Bank to address service gaps in areas with|
|reduced availability.
(achieved)|
|-Investigate possibilities to have a mobile advice unit. (Unattainable during|
|2023 due to increased demand and limited staff capacity)|
|-Improve the CHAC website
(achieved)|
|-Improve our debt advice services by providing more debt training to our staff and|
|to provide a more comprehensive debt and money management advice in our local|
|community in particular areas of high deprivation
(achieved)|
|-Collaborating with Local Health Authorities, providing support and referral route to|
|their patients’ Waiting Well programmes
(achieved)|
**In the next 12 months (2025), we will seek to develop our services in the following ways (challenges ahead and prioritise for the next 12 months).**
-Maintain all the charity accreditations and provisions
-Continue to provide advance training for our staff and volunteers
-Continue to expand CHAC services into Redcar and Cleveland by increasing our services in East Cleveland and South Bank to address service gaps in areas with reduced availability.
-Improve the energy efficiency in our workplace and reduce its costs
-Continue to Improve our debt advice services by modernising the way it delivered -Continue to collaborate with Local Health Authorities, providing support and referral route to their patients’ Waiting Well programmes
-Continue to collaborate with Local energy companies to support their client in achieving a fordable warmth.
-Enhance digital capabilities to empower clients.
-Diversity funding through crowd and match funding website
-Improve our preventative debt and welfare advice by starting a monthly podcast
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Chair’s Report
I want to begin by thanking the many and varied organisations, old and new, that have provided the much-needed support to CHAC that allows us to continue to provide a much-needed service in increasingly difficult times. I am glad to see that CHAC has continued to thrive and grow as we aim to provide a wider range of essential services regarding benefit, housing and debt issues.
Teesside is now benefitting from an expanded service include more debt advice and moving into new areas to support those services that already exist and as always demand outstrips the service provided. The level of support provided by our experienced and dedicated team never fails to impress me and I would like to thank each staff member and volunteer for their valued input. Everybody works so well together and there is never a doubt in my mind that the service provided to our clients will always be of the highest level. I would also like to thank the trustees for their continuing support and expertise.
Times continue to be difficult for the clients that we see, and without the support provided many would be facing higher levels of poverty, debt and homelessness, all which impact on the wellbeing of the individual and the family. That CHAC continues to thrive is testament not only to the good service provided, the continued need for such support, but also to the efforts of our fundraiser at a time when finding financial support is growing more difficult. I do not wish to name individuals within CHAC as I believe the whole organisation operates as a team in which every person involved always gives their best and is dedicated to the cause which CHAC pursues.
Again, the future looks uncertain, for many the difficulties will increase and more people will undoubtedly approach CHAC for support. We will always strive to support everyone that we can and recognise that the personal approach is always the best. We look forward to not only continuing the level of support that we currently provided, but also to expanding to help more wherever we can. We know that there are still many people not receiving the support they require, and we aim to help all those that we possibly can.
I would like to close by offering my continued support as Chair of Trustees, look forward to new times ahead and thank everyone involved at every level and with any connection to CHAC. Thank you again.
Malcolm Bateman Chair E-mail: malcolm@chac92.co.uk
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Joint Centre Managers’ Report
2024 presented significant challenges for CHAC, mirroring the broader difficulties facing the advice sector. Major funders have re-evaluated, modified, or closed their grant programs while they are assessing their impacts. This uncertainty has coincided with a surge in demand driven by the cost-of-living crisis, as more individuals and families turn to charities for support with financial instability and related mental health struggles.
Reduced grant availability and cuts to donations have tightened funding streams, while inflation has increased operating costs, including higher utility bills and wages. To address these issues, CHAC has committed to implementing a new funding strategy focused on diversifying grant applications and exploring innovative solutions to secure sustainable resources.
Requests for money management support rose sharply, often coupled with issues like mental health struggles. Internally, reduced funding and increasing service demands have created operational pressures. CHAC has prioritised enhancing operational efficiency and aligning services with evolving community needs to address these challenges.
Demographic shifts and increased remote work have created challenges in recruiting and retaining volunteers. CHAC is developing innovative strategies to attract and retain committed individuals.
We are very pleased to report that all the priorities stated in the 2023 for 2024 were achieved Chac Community Money Advice debt Centre launched in April 2024to address financial challenges within the community, increasing our advice provisions to include energy efficiency and warmth and expending our outreach services in Redcar and Cleveland to 3 hubs.
During 2024, welfare benefits remained the largest advice area we delivered and represented 92% of our workload and contributed to Middlesbrough Council targets to tackle Child Poverty and Financial Inclusion by helping those on low incomes. CHAC specialist welfare benefits representation provided a much-needed service covering inperson representation at First Tier Tribunal hearings, case preparation for Upper Tribunal proceedings and comprehensive legal research, submission drafting, and client advocacy.
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Our commitment to staff training and development is paramount providing our staff and volunteers with the skills needed to deal with more complex welfare, housing and debt advice and manage increased demands by increasing advice accuracy to reduce repeats and by adapting more into the digital landscape through enhanced IT training and development ensuring engagement with donors and stakeholders and strengthened service delivery.
CHAC’s On-The-Job Training Project is deeply committed to providing comprehensive training opportunities for Tees Valley residents. This project is particularly tailored to address the unique struggles of individuals navigating through major life transitions. The primary aim is to assist those lacking essential support to seamlessly integrate into the labour market. Key challenges addressed include homelessness, mental health issues, abuse, substance misuse, offending, and poverty, coupled with secondary disadvantages like debt, learning disabilities, and a lack of employability skills. This project didn’t only reduce offending but to date helped 1965 beneficiaries to gain sustainable employment and improve their quality of life. This program makes up more than 50% of CHAC's volunteers and will continue to do so during 2025.
CHAC’s impact is significant to both the individual client, their families, and dependents, and to the wider community. During 2024 we have helped secure £6.97 million in unclaimed entitlements for our clients. This has resulted in a significant reduction in worry and fear, an improved standard of living for the recipient and a substantial impact on their community, i.e., bills being paid, rent being paid, homes being maintained, revenue to local shops etc. The overall effect of this results in jobs being created which in turn benefit both the beneficiary and the local community. This also was confirmed in the clients’ feedback forms in which 48% said they are more able to be involved in the community, access employment and have a better awareness of their rights as a result of our advice and help and 39% said it improve their mental or physical health or the quality of life in general.
During 2024, 2,241 people benefited directly from our services and 4,131 people benefited indirectly as part of the claim e.g. (spouse/partner/children), we also responded to 36,999 general enquiries and signposted 358 people to other services and helped 12 hard to reach adults through our training program.
The charity also puts significant commitment of time and resources to measure the outcomes of its provisions and tracks its performance over time and monitor specific indicators to make sure that our provisions stay on course. (Please see pages 27 and 49-59 for full stats for outcomes and impacts.)
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The charity has retained its AQS accreditation up to 31 July 2026. Organisations that hold the standard have demonstrated that they are easily accessible, effectively managed, and employ staff with the skills and knowledge to meet the needs of their aN Sy Aovice cent ale _ clients. The provision of an assured quality service does Ahsea Independentrree mean a significant investment in staff time, resources, and 4 Advice & Assistance employment of outside consultants to carry out internal Khe Welfare Benefits * audits, not just at the application stage, but also on an on= be going basis. For the 15th year running, CHAC and partners Debt (Middlesbrough Citizens Advice Bureau, Age UK Teesside, and Middlesbrough Council Welfare Rights) jointly delivered Housing welfare advice in 11 local hubs, created referral routes,
shared best practice, developed joint projects, made use of combined resources, and provided an electronic forum for the public and users to voice their views on how we can improve our services and provisions.
The support received from our Trustees during the year was invaluable, not just by providing organisational support but also by engaging with our partner organisations to prevent homelessness and isolation and making sure that our policies are updated and ensuring the wellbeing of everyone involved with the delivery of our services.
Our staff and volunteers have become a lifeline for many people, and we are very grateful to them for all their hard work during this challenging and unpredictable times. We may not be able to predict what further challenges are ahead, but are confident that our staff and volunteers will continue to deliver high quality, free, impartial, and independent advice to the community of Tees Valley and help alleviate some of the burdens
For 2025 we will continue working with local partners on the design and delivery of services to meet rising demands, look for opportunities to develop our services and maintain our accreditations, provide the right environment for our services, make the best use of digital tools and approaches, empower clients to self-help and address problems before they become serious issues.
Mahmoud Shehata & Leona Gellatly Joint Centre Managers E-mail: mahmoud@chac92.co.uk, E-mail: leona@chac92.co.uk
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## Staff and Clients Wellbeing
**Promoting Wellbeing and Independence:** At CHAC, we prioritise enhancing the overall wellbeing of our clients, focusing on independence, reducing isolation, and improving quality of life. Our services empower individuals to manage their finances during challenging periods, enabling them to remain secure in their homes while addressing critical personal and family health issues. We also place a special emphasis on supporting older people, often vulnerable due to fixed retirement incomes. By addressing the unique challenges of this demographic, CHAC ensures vital assistance reaches those who need it most.
**Collaborating with NHS and Social Prescribing Teams:** CHAC continues its close collaboration with Middlesbrough and Redcar & Cleveland NHS Social Prescribing teams, receiving numerous referrals through their Waiting Well Programme. This partnership ensures that patients, especially those in deprived areas, receive the help needed to reduce social and financial isolation. By addressing welfare, housing, and debt issues, CHAC supports individuals during critical stages of their treatment journey. This holistic approach facilitates better recovery outcomes and promotes long-term health and wellbeing improvements.
**Supporting Staff Wellbeing and Team Achievements:** CHAC recognises that staff
wellbeing is integral to delivering high-quality services. Flexible working arrangements empower staff to balance personal and professional commitments effectively. A supportive workplace culture encourages open discussions around mental health. By providing selfeducation tools and coping strategies, CHAC fosters resilience among its team, mitigating risks of stress and burnout. CHAC believes in acknowledging the hard work of its team. In August 2024, staff enjoyed a Murder 4 ‘ Mystery event at Ormesby Hall, and during the festive season, staff, volunteers, and trustees celebrated the year’s accomplishments with a Christmas gathering. These initiatives reflect our commitment to fostering a positive, supportive, and rewarding environment for our team. Through a focus on client and staff wellbeing, collaborative partnerships, and personalised support, CHAC is dedicated to improving lives within our community. We continue to create pathways to stability, security, and a better quality of life for those we serve.
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**Health and Safety**
CHAC has engaged an external health, safety, and wellbeing expert to:
- Evaluate existing employee wellbeing strategies.
- Develop and implement a comprehensive health and wellbeing plan.
- Enhance productivity, attendance, and staff retention.
- Review staff feedback to inform future improvements.
- Provide ongoing training for trustees, staff, and managers.
Following the Charity Health, Safety & Welfare Audit in September 2024, all recommendations were implemented to ensure a safe and supportive work environment.
**Safeguarding a Core Commitment:** Safeguarding is integral to CHAC's work, ensuring vulnerable members of the community receive safe, quality support. CHAC adheres to recognised safeguarding procedures under its Advice Quality Standard, ensuring all staff and volunteers are appropriately trained and DBS-checked. Policies for safeguarding children and vulnerable adults are reviewed annually or immediately if legislative changes occur.
Training and Updates: In 2024, safeguarding policies were reviewed. In early 2025, a refresher training session will be delivered by **Naomi Smith** , an experienced safeguarding practitioner. The training will cover:
- Legal frameworks for safeguarding.
- Identifying and addressing safeguarding concerns.
- Reporting and documenting concerns effectively.
## **Environment**
CHAC is committed to fostering sustainable local communities. We actively raise awareness of environmental conservation and encourage beneficiaries to engage in activities aligned with Middlesbrough Council Local agenda and sustainability strategies. By embedding sustainability into our community support, CHAC helps ensure a greener future for all.
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Graham Williamson, Trustee Email: graham@chac92.co.uk
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Preventative Strategies, Clients’ Care, and Equal Opportunity Monitoring
CHAC is driven by its ambition to make things better for people, individually and collectively, the power of good advice to help people solve their problems and to change the underlying causes of problems. Our preventative strategies are to make sure that:
1. Our advice is fit for the future not just for current issues.
2. We are there for people when they need us to make the biggest impact.
3. We close the gap in service delivery to reach the maximum number of people who require our support.
4. We take early action to prevent people reaching crisis by addressing problems as soon as they occur.
The above strategies influence the ways we design, deliver and where we operate our services in a way that puts people’s needs first. We also know advice is at its best when it gives people the knowledge and confidence to help themselves and others. We recognise inequalities are entrenched in our society, so we work to remove barriers and design approaches that are inclusive and meet the needs of marginalised groups.
Our outreach and home visiting services are a key strength. This is how we reach people across different communities and develop new ideas and ways of working. It also means that we have a wide experience across our service, lots of opportunities to learn from each other, and the ability to work together to have a huge impact.
We’re rooted in the community and strengthened by trustees, staff, and volunteers who lived and brought up their families within the community, extending our reach and impact beyond the advice we give individuals.
At our heart, we’re about people helping people and from our earliest days this has included volunteers working alongside paid colleagues. A key element of how we’ll always operate is by the amazing power of volunteering. We’ll continue to develop our volunteering models to maintain this contribution to our service, and the connection this provides to our communities.
When we help people, we see the whole picture rather than one isolated problem. We see how people’s issues interconnect and work hard to find a way forward that’s right for them. We’re proud that people trust and recommend us. We invest in this expertise and trust and use it to shape our advice work.
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We’re good partners. We know we can only make the biggest difference for people we support when we work alongside others. We work in partnership across our network as one service, in each community, and with others who want to shape a society where people face far fewer problems. We know that some of the tough challenges that people face can’t be solved by one adviser or one organisation. This is why we continue to forge links with organisations across the Tees Valley to address complex challenges or deep-rooted issues.
Our 15 years long-standing partnership with Age UK, Middlesbrough Welfare Rights, and Middlesbrough Citizens Advice continues under the Middlesbrough Advice Partnership (MAP). This service provides advice to residents of Middlesbrough on their entitlement to benefits (by completing benefit checks, filling forms, and similar). This is usually in community settings such as Community Hubs and Libraries but also other venues throughout the Middlesbrough area. The work of MAP helps to ensure that people avoid hardship and debt by making sure that their income is maximised.
Likewise, our recent affiliation agreement with Community Money Advice Network (CMA) which gives CHAC access to their resources, including training to provide a more comprehensive debt and money management advice in our local community in particular areas of high deprivation.
CHAC is also an active member of the Middlesbrough Financial Inclusion Group (FIG) who meet quarterly to discuss wider financial issues throughout Middlesbrough and includes a huge range of organisations, from other small charities to Middlesbrough Council, large Housing Associations, and the Department for Work and Pensions. Involvement in FIG helps us to make sure that our voice is heard by a wider range of organisations and help to advocate for solutions to improve people’s lives and wellbeing.
We have also attended meetings in Hartlepool and Redcar & Cleveland, where similar FIG groups have been established over the last few years. As well as FIG and MAP we have also made closer links with other local charities on a one-to-one basis, exploring ways that we can help their clients and how they can access our services, either delivered in house or at their venue. For instance, our highly successful hubs based at South Bank, Skelton and Saltburn by-the-Sea Library, made our services more accessible to clients from Redcar & Cleveland. (Picture is for Lucas Ainsworth-Senior Adviser/Supervisor).
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CHAC also participated in several national and local conferences. The objectives of these conferences and meetings are varied, for example helping people to get a better financial deal from their local banks and other credit providers, aiming to reduce financial exclusion in the Northeast, raising awareness and understanding among members about local and national issues, and increasing access to activities which support the framework and objectives of our national and local alliances.
We work together as a service to scan the horizon, and our constant radar keeps us alert to immediate and longer-term shifts. We use this to identify ways to respond and create better ways to support people and advocate for change. The power of our partnership means we come together to respond collectively, at scale, and with more impact.
Our continuous investment in up-to-date technology, didn’t just help us to provide our services during the Covid 19 lockdown without loss of quality and to increase our staff capacity to meet the demand on our service but also helped identifying areas of need (including hidden need), targeting resources more effectively, ensuring that resources reach their targets quickly, efficiently and in ways that work best for our beneficiaries.
CHAC continued to develop its training programme for staff and volunteers using e- learning, webinars, and external tutors to deliver essential training such as safeguarding, health & safety and wellbeing, and data protection, and to develop staff skills when delivering our provisions.
The above is a brief overview of the actions taken by CHAC and working partners over the past year which, when taken together, means that we help to prevent social exclusion, improve quality of life, and promote mental wellbeing.
## **Clients’ care and feedback**
As part of our commitment to improving the service, we ask our clients from time to time to complete the client feedback questionnaire form to provide our clients with the opportunity to participate in the development of CHAC service. The questionnaires are analysed annually to identify the trends. During 2024 the charity received 129 feedback questionnaires, several thank you cards, and many thank you gifts (biscuit tins, tea bags… etc.) from its clients in appreciation for the help received by CHAC staff. The table below analyses the responses received.
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Q1. How long did you wait Q2. How were you treated Q3. How well did the advice
for first appointment ? by our reception staff? you received address your issues?
Less than 1 week 40% Well 97% Well 98%
1 - 2 weeks 43% Undecided 2% Undecided 2%
3 - 4 weeks 9% Poorly 1% Poorly 0%
Over 4 weeks 7% Not Answered 0% Not Answered 0%
Not answered 1%
Q4. How well you kept Q5. How well did we listen to Q6. Would you recommend us to
informed about the progress?what you had to say? someone else ?
Well 90% Well 99% Yes 100%
Undecided 2% Undecided 1% No 0%
Poorly 0% Poorly 0% Not Answered 0%
Not Answered 8% Not Answered 0%
Q7. Are you satisfied with the outcome of your case? Some clients were still waiting for outcomes
Yes 84% for instance due to delays in DWP making
No 5% decisions on claim forms therefore
Not Answered 11% were not able to answer
Q8. Has our service helped you with one of the following (please tick only one)...
Feel more able to be involved in the community, access employment,
a better awareness of your rights, etc; or 29%
Improve your mental or physical health; or 13%
Improved your quality of life in general? 48%
Not Answered 10%
Q9. Do you have any further questions or suggestions that may help us improve our level of service?*
No keep doing what were doing
Really happy with service provided
Thought we could raise more awareness of our services
Excellent service
Very happy with the service provided
Client said he was in a really dark place before he contacted us and now feels he has his life back
and is on top of the world
More staff to reduce waiting times and a hub in Guisborough
More communication
More staff to cope with demand
The adviser was really helpful
A friend told me about your service, you need more advertising
More staff
Maybe have a little more time for appointments
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## **Testimonials**
The Charity have a strict policy not to accept any gifts such as money, all types of alcohol, tobacco, and cigarettes, or any gifts which exceeds more than £15.00 in value. The Charity through the year received tea, coffee, and chocolate gifts as well as hundreds of thank you cards. Below is a section of them:
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## **Equal opportunity monitoring during 2024**
|**Staff and Executive**
**members**
Male
Female
Trans
Gender
White
Ethnic Disabled
Age 60+
Executive Members
3
1
0
4
0
0
1
Paid Staff
4
6
0
8
2
1
3
Volunteers
7
7
0
9
5
3
5
External Tutors
1
2
0
2
1
1
1
Totals
15
16
0
23
8
5
10
%
48%
52%
0
74%
26%
16%
32%
~~mannii~~||
|---|---|
|**Clients**
Male
Female
Trans
Gender
White
Ethnic
Health
issue/
Disabled
Age 55+
Clients Total
Directly and Indirectly
Benefited
2747
3600
25
5410
962
5480
3645
%
43.1%
56.5%
0.5%
84.9%
15.1%
86%
57.2%
~~assse=~~||
|**Training programme**
**2022/2024. Results**
**for 100 trainees**
Male
Female
Trans
Gender White
Ethnic
Disabled(18-25)
(26
&
over)
Beneficiaries Total
54
46
0
70
30
8
58
42
~~PEt~~||
|(Also see beneficiary numbers, outcomes, and equal opportunity monitoring pages||
|49-59)||
Bernard Brydon -Trustee Email: bernard@chac92.co.uk
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## **Staff Training and IT Development**
At Cleveland Housing Advice Centre (CHAC), we place a strong emphasis on the continuous professional development of our team and the enhancement of our IT capabilities. These efforts ensure we remain compliant with legislative requirements, deliver the highest quality service to our clients, and equip our staff with the skills and tools they need to meet the evolving demands of our community.
## Essential Training Overview
To ensure compliance with mandatory legislation and maintain operational excellence, CHAC schedules regular training cycles. Below is an overview of completed and planned training sessions:
|TrainingType|Cycle|Date Completed/Arranged|Provider|
|---|---|---|---|
|Safeguarding|Annual|29/01/2025|Naomi Smith BA (Hons),
MA. Social Worker,
Middlesbrough Council|
|Data Protection
(GDPR)|Every Two
Years|Scheduled for 2025|New provider to be
sourced|
|Health, Safety,
and Wellbeing|Annual|Training Nothing Identified /
Audit September 2024|
Ms. Val Yare, Consultant,
Health & Safety Expert|
|Emergency First
Aid|As
Required|Up to date|Red Cross and St. John’s
Ambulance|
CHAC Training Objectives, Risk and Compliance
- Ensure all staff have a clear understanding of their duties, responsibilities, and the tools necessary for compliance with legal standards.
- Maintain 100% adherence to mandatory legislation and associated training requirements.
- Promote continuous personal and professional development to enhance service delivery and staff resilience.
- Conduct risk assessments for all high-risk areas, activities, and equipment.
- Integrate a mental health strategy into the organisational framework, enhancing wellbeing support for staff.
- Ensure Equality Impact Assessments are applied to new policies where necessary.
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- Equip staff to identify signs of abuse, respond effectively to concerns, and understand how to report unsafe practices.
- Safeguard organisational data against malicious or accidental damage.
- Ensure that data is accessible only to authorised personnel and can be promptly restored if compromised.
- Provide up to date first aid training to nominated staff, enabling them to handle emergencies effectively.
Skills and Knowledge Training for Staff
CHAC is committed to equipping advisors and caseworkers with specialised knowledge and tools to navigate complex client issues with the following key objectives:
- Reduce errors and streamline processes to expedite client access to entitlements.
- Enhance staff understanding of welfare systems and individual circumstances, such as advising clients with dementia or mental health challenges.
- Share best practices to promote anti-discriminatory approaches and inclusive service delivery.
- Strengthen IT proficiency to improve efficiency, support remote working, and align with CHAC’s commitment to reduce paper.
Identifying Training Needs
CHAC employs a structured process to assess training requirements. This includes:
- Staff Engagement: Annual appraisals, one-to-one meetings, and feedback sessions to identify areas for growth.
- Legislative Monitoring: Staying abreast of changes in benefit entitlements and other legal updates.
- Managerial Observations: Identifying areas where refresher training can enhance performance and reduce errors.
- Networking: Exchanging ideas and best practices with local and national organisations to improve service delivery.
- Staff-Initiated Requests: Encouraging team members to pursue relevant training opportunities, webinars, and certifications to enhance their expertise and wellbeing.
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Training Delivered in 2024
In 2024, CHAC delivered a diverse range of internal and external training courses to staff, including:
- Debt Advice Training (Community Money Advice):
- Comprehensive sessions covering causes of debt, vulnerabilities, financial case studies, and resolution strategies.
- Systems training on Catalyst and Trustfolio.
- Accredited through exams to ensure proficiency.
- Welfare and Benefits Training:
- CPAG Universal Credit Transition Protection.
- DWP Awareness Sessions, including Disability Living Allowance and Personal Independence Payments, Industrial Injuries Disablement Benefit
- Specialist Training Modules:
- Wiser Adviser E-Learning: Focused on debt, pensions, and financial case management.
- Money Guiders City & Guilds Tier 1 Certification: Modules on budgeting, taxation, pensions, and planning for later life.
- Trauma-Informed Practice:
- Training on recognising and managing the physical and emotional effects of trauma.
- Sector-Specific Webinars:
- Topics included whistleblowing, mental health awareness, and annual leave regulations.
- Illegal Money Lending Awareness:
- Delivered by the Illegal Money Lending Team, addressing loan shark activity and barriers to reporting.
- Fuel Poverty Training:
- Delivered by Yorkshire Energy Doctor, focusing on energy efficiency, payment challenges, and available grants.
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Training Focus for 2025/2026
Planned Essential Training: To maintain high standards of service delivery and compliance, CHAC has prioritised the following sessions for the coming years:
- Health and Safety Awareness
- Safeguarding Refresher Training (January 2025): Delivered by Naomi Smith, focusing on legislative updates, recognising safeguarding concerns, and reporting procedures.
- GDPR Refresher Training: Scheduled for 2025 to ensure ongoing data compliance.
- Emergency First Aid at Work: Training for nominated staff before certification expiry in 2025 and 2027.
## Specialised and Advanced Training:
- Debt Advice Casework (Parts 4–6): This advanced training covers a comprehensive range of topics, including credit report analysis, file reviews, advocacy, business debts, council tax arrears, and repossessions. Specialist Debt Advice (Insolvency): The final training session delves into insolvency solutions, such as administration orders, bankruptcy proceedings, debt relief orders, and individual voluntary arrangements (IVAs)
- Personal Safety and Lone Working: Equipping staff to manage conflict and minimise risks in lone working environments.
- Managerial Development: Training in financial management and funding strategies to strengthen organisational leadership.
Wellbeing Training Initiatives:
- Strengthening mental health support strategies for staff.
- Enhancing awareness of personal safety and conflict resolution techniques.
IT Development and Sustainability
## In alignment with CHAC’s goal to reduce paper, we are focusing on:
- Enhancing staff IT proficiency to support remote working and improve operational efficiency.
- Investing in updated software and systems for secure and efficient data management.
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- Promoting sustainable practices to reduce waste and improve environmental impact.
Commitment to Excellence
CHAC is dedicated to fostering a culture of continuous improvement and learning. Our robust training and IT development programs ensure that staff are equipped to meet the needs of the community, adapt to legislative changes, and provide exceptional service.
(The Charity dementia training is part of the charity regular Trauma training, which involve all the charity staff and volunteers).
For further details, contact: Leona Gellatly Joint Centre Manager Email: leona@chac92.co.uk
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## **IT Training and Development**
2024 was a year of consolidation following a few years where we’ve spent time investing and developing our IT capabilities.
New laptops and desktops that had been rolled out in 2023 had now fully bedded in with staff now much more confident in their usage. Similarly, our improvements to IT security are now fully embedded.
The main procurement this year was a new printer/scanner for main reception. Our existing set up was old, unreliable and increasingly not up to the task. We therefore invested in a new system. This provides quicker scanning, at a higher quality, than the old system as well as higher quality printing. It has improved the efficiency of our administration and made it easier to continue to reduce our usage of paper. As in previous years we’ve continued to participate in various conferences and meetings via Zoom and Teams.
For the coming year we’re hoping to invest in tablets to allow us to explore other ways of assisting clients and making it easier for clients to access online accounts like their Universal Credit journals. Increasingly benefits and other things are moving online and whilst many clients have their own smartphones to access them during appointments it can be useful to have a device for the client to use if they can’t bring their own.
We’re also exploring the possibility of using WhatsApp more for communication with clients. This is a secure messaging service with end-to-end encryption which many clients will already be comfortable with using. Having it available means we can more easily share documents with clients (or they can share them with us) and communicate with clients easily as well by both voice, video and text.
Lucas Ainsworth, Supervisor lucas@chac92.co.uk
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## Core Services -The work we do
Navigating the ever-evolving benefits system can be daunting, but it's important to recognise that support may be available based on individual circumstances.
At the heart of our work is providing practical assistance and financial support to a variety of groups, including the unemployed, individuals with low earnings, people with disabilities, children, retirees, caregivers, and those facing illness. We also offer intensive support for individuals dealing with mental health issues, dementia, learning disabilities, older adults, and those for whom English is not their first language. These services are delivered through a range of channels, including telephone, video link, email, face-to-face appointments, and home visits.
In-person appointments take place at our CHAC office in Middlesbrough Town Centre or any of the 11 local hubs across Middlesbrough’s 19 Council wards. Additionally, our services extend to South Bank, Skelton, and Saltburn Libraries, covering the Redcar & Cleveland area.
In 2024, we assisted 5559 individuals with comprehensive welfare advice. Our Help to Claim service provided vital support to clients applying for a variety of benefits, including Universal Credit, Jobseeker's Allowance, Employment and Support Allowance, Pension Credit, Housing Benefit, Discretionary Housing Payments, Council Tax Support, Personal Independence Payment, Disability Living Allowance, Attendance Allowance, and Carer’s Allowance.
## **Types of Welfare Advice**
- **Simple Advice** : Advisors engage with clients through confidential interviews, phone calls, emails, or letters. This includes reviewing benefit entitlements, addressing changes in circumstances, and offering direct support with forms, letters, or calls.
- **Complex Advice:** CHAC’s caseworkers provide in-depth, personalised support for clients facing complex barriers in accessing benefits. This includes individuals with significant health conditions or those dealing with extensive documentation and legal processes.
- **Document Review & Case Preparation** : Caseworkers thoroughly review medical reports and DWP documentation to build a comprehensive
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understanding of the client’s situation, ensuring all relevant information is included in the case submission.
- **Tribunal Representation & Advocacy** : Caseworkers represent clients at Tribunal hearings, advocating on their behalf and ensuring that all critical details are presented clearly. This support is essential for clients appealing decisions on benefits like PIP or ESA.
- **Ongoing Case Management** : Due to long waiting times for Tribunals, caseworkers provide continuous support, including regular updates, reviewing cases, and addressing any interim issues while awaiting decisions.
- **Handling Delays** : Caseworkers manage delays within the welfare system, offering reassurance and addressing immediate concerns, such as financial hardship, during the wait for a decision.
- **Collaboration & Long-Term Support** : For complex cases, CHAC caseworkers collaborate with other professionals and provide ongoing support after Tribunals, ensuring that clients are not left without assistance regardless of the outcome.
This approach ensures that clients receive comprehensive, personalized support, increasing their chances of successfully navigating the welfare system and securing their entitled benefits.
## **Personalised Assistance**
Our 1:1 assistance ensures individuals receive tailored support across multiple aspects of the welfare system. Key offerings include:
- **Information and Guidance** : Providing information on available benefits and eligibility, guiding clients through the complex welfare system.
- **Benefits Assessment** : Conducting personalised assessments based on individual or family circumstances, analysing income, living expenses, and relevant factors to identify suitable benefits.
- **Application Support** : Helping clients complete application forms and prepare for interviews or assessments.
- **Appeals and Advocacy** : Assisting clients with appeals and providing advocacy during appeal hearings, including resolving issues related to delays or incorrect payments.
- **Financial Planning** : Offering financial planning support during transitions between welfare benefits or when circumstances change.
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- **Referrals to Other Services** : Collaborating with community organisations to provide holistic support, including referrals to mental health services, healthcare, or educational programs.
## **Drop-in Service**
In response to increasing demand, we launched a drop-in Welfare Benefits Advice service in November 2023. This service continues to operate on Mondays (1:30 PM - 4:30 PM) and Thursdays (9:30 AM - 12:30 PM), providing flexible, personalised appointments for clients. The drop-in service continues to grow in demand, ensuring we remain responsive to the evolving needs of our community.
## **Welfare Benefits Appeals**
In 2024, we supported many individuals with appeals, particularly for disability benefits such as Personal Independence Payment (PIP), where the Department for Work and Pensions (DWP) had denied claims. Our Tribunal Representation service remained a vital resource, offering expert representation at welfare benefit tribunals, ensuring fair representation for clients navigating appeals.
Face-to-face tribunal sessions continued to be the most common format at local hearing centres, making it easier for clients to engage with Tribunal panel members. CHAC continues to be one of the few organisations providing this vital service in the community.
In 2024, we also increased staff capacity by ensuring team members who had not yet received formal tribunal representation training gained valuable experience working alongside experienced caseworkers.
## **Housing Advice**
In 2024, we expanded our housing-related services to address the growing demand for support in tackling homelessness, rent arrears, disrepair, and illegal evictions. We engage with landlords and local authorities to resolve these issues and refer clients to qualified providers when necessary. Additionally, we partner with a local solicitor to offer fortnightly legal advice sessions in a comfortable, secure setting.
Our focus includes:
- Homelessness and re-housing (particularly accessing social housing).
- Possession and repossession matters.
- Representation for Housing Benefit issues.
- Cases involving substandard living conditions and disrepair.
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We continue to provide essential support with Housing Benefit, Local Housing Allowance, and assistance with rent charges within Universal Credit and Council Tax Support.
## **Debt Advice**
In 2024, CHAC saw a significant rise in inquiries for debt advice, highlighting an increased demand for support with complex debt issues. In response, our focus for 2024 has been on expanding our team’s capacity to manage these cases, boosted by our partnership with Community Money Advice (CMA) and the recruitment of a fulltime trainee debt caseworker.
As we prepared to launch our Debt Centre in 2024, our collaboration with CMA strengthened our regulatory compliance, training, and access to essential resources. Operating under the Financial Conduct Authority (FCA), we ensure that our services meet the highest standards.
Our Debt Advisors provide expert, tailored advice to help clients regain financial stability and address both immediate and long-term debt challenges.
In early 2024, our staff completed the Generalist Debt Advice qualification with CMA, accredited by the FCA and Money and Pensions Service (MaPS). This certification equips our team to offer a broad range of services, including budgeting support, Debt Relief Orders (DROs), Debt Management Plans (DMPs), bankruptcy assistance, and creditor negotiations.
Since April 2024, CHAC has managed a diverse caseload, many of whom face additional challenges such as mental health conditions, disabilities, and addiction. Our approach combines practical financial support with emotional care, incorporating Counselling, Mental Health First Aid (MHFA), and Trauma-Informed Training to enhance client confidence and stability.
We have successfully supported clients in:
- Initiating Debt Relief Orders (DROs)
- Negotiating Debt Management Plans (DMPs)
- Improving financial stability and reducing stress
This holistic, person-centred approach has been key in helping clients regain control over their finances and improve their overall well-being.
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Looking ahead to 2025, we aim to expand our reach across Tees Valley and further develop our advisors’ qualifications, continuing to make a positive, lasting impact on the lives of those we serve.
## **Energy Efficiency and Affordable Warmth Project**
In 2024, we completed preparations for our Energy Efficiency and Affordable Warmth Project, set to launch in 2025. This project will provide personalised energy advice, benefits eligibility checks, carbon monoxide safety, and access to energy-saving initiatives. Our goal is to support vulnerable individuals in maintaining warm, safe, and energy-efficient homes while reducing their energy costs.
## **NHS Waiting Well Program**
The NHS Waiting Well program supports patients awaiting planned surgery by addressing financial and cost-of-living challenges that could impact their recovery.
CHAC plays a vital role in reducing financial and housing burdens, which in turn improves patients' mental wellbeing and better prepares them for their upcoming treatment. Patients often face concerns like being unable to work and struggling to pay bills or living in substandard housing, all of which can negatively affect their recovery. This pilot program is funded by Durham and Tees Valley through the County Durham Community Foundation (CDCF) and is managed by local NHS Waiting Well practitioners. CHAC has been actively involved in providing support
through referrals, primarily from the Social Prescribing Team in Redcar & Cleveland. CHAC offers specific services, including budgeting advice, money management, welfare benefits advice, and assistance with claiming benefits, all designed to ease financial stress and improve patients' overall wellbeing.
As part of the program, CHAC tracks and provides data on:
- The success of each referral pathway
- The number of patient referrals and a summary of their circumstances
- Patient progress, outcomes, and any unmet needs This data helps monitor the success and speed of recovery following the support provided, aiming to optimize patient recovery and wellbeing.
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## **Face-to-Face Outreach and Home Visiting Services**
Our outreach and home visiting services play a crucial role in ensuring access to advice and support for those with additional needs, such as mental or physical illness, dementia, and elderly individuals. These services are especially important for preventing isolation and addressing the growing risk of financial instability due to rising costs.
## **Welfare Advice in the Community on behalf of Middlesbrough Council**
Amid rising demand and potential funding cuts, our ongoing partnership with
Middlesbrough Council continues to effectively address challenges in an ever-changing environment. To navigate | Free \\\" > ©) Independentofare& AssistanceBenefits 4= these obstacles, we focus on adaptability, efficiency, collaboration, and the integration of innovative technology. The Middlesbrough Advice Partnership (MAP), initially supported by the Big Lottery from 2010 to 2015, continues to receive backing from Middlesbrough Council. rt wt This long-standing collaboration enables key providers to test new service delivery models, expanding access to vital advice services for communities in urgent need. Our promotional efforts include posters, leaflets, and social media platforms such as Facebook. The service is widely recognised and thrives through word-of-mouth referrals. To ensure efficient coordination, we use a shared online booking system (DaySmart), streamlining appointment scheduling for frontline staff and advice workers.
Throughout 2024, clients accessed services via a dedicated phone line managed by CHAC, email, or through partner referrals. After a swift assessment, clients were scheduled for appointments at one of 11 hubs or directed to other suitable services. Urgent cases were prioritised for immediate response.
For more specialised support, clients were referred to CHAC or internal advisors, ensuring personalised assistance based on individual needs. This Welfare Advice service demonstrates the power of adaptability and collaboration, playing a crucial role in achieving Middlesbrough Council's broader objectives.
We invite other organisations to join our efforts, strengthening our collective capacity to meet diverse community needs. Through open partnerships, we aim to increase the impact of our services and foster a more inclusive, responsive support network. We welcome organisations committed to making a positive difference in our community.
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## **CHAC’s delivery in Redcar & Cleveland**
In 2023, CHAC’s Welfare Advice service expanded its reach to include South Bank Library and Skelton Library in response to the growing demand for welfare support. Since 2021, our services have gradually expanded across Redcar & Cleveland, with valuable referrals from both the Redcar & Cleveland Council Welfare Rights Unit and the Redcar & Cleveland Social Prescribing Team.
While further outreach expansion was initially planned for 2025, the significant rise in demand led to an earlier rollout in October 2024. This included the addition of Saltburn Library as a new venue to better serve the surrounding areas. In 2024, CHAC handled 192 cases, supporting 289 individuals and securing a total of £714,307.94 in one-off and recurring benefit awards for our clients.
## **On-the-Job Training Project Empowering Transitions**
CHAC’s On-the-Job Training program continued to achieve impressive pre-engagement and engagement outcomes in 2024, successfully integrating individuals facing difficult life transitions, including those with past convictions or those re-entering society, into the labour market.
The program has helped 1,950 beneficiaries secure sustainable employment and improve their quality of life, with more than 50% of CHAC's volunteers coming through this initiative. By providing a supportive and unique environment, the program offers an alternative to traditional volunteering or employment opportunities, allowing participants to develop essential skills, build confidence, and gain work experience in a real, dynamic setting.
Participants receive personalised support tailored to their specific needs, helping them overcome barriers such as literacy and numeracy challenges, transportation, childcare costs, and welfare issues. Through this training, they gain valuable experience working with the public, developing skills in empathy, confidentiality, and equal opportunity practices within a fast-paced, changing environment.
Many participants secure employment with local authorities, social services, Jobcentres, and service industries, thanks to the hands-on experience and training provided. Referrals come from probation services, Stockton STEPS, Triage, Jobcentre Plus, the project contributes to long-term regional goals, including crime reduction, youth empowerment, employment promotion, and combating social exclusion and discrimination.
(Please refer to page 43 for case studies related to this program. Picture in page 36 for our delivery staff and in page 41 is for Alex Bateman and Shazana Arshad delivering g in the community).
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## **Case studies**
The case studies in this section are true, and good for describing and understanding the different aspects of our work and in presenting them in this section we have made sure that people featured in these case studies cannot be identified for data protection compliance. For example, age, gender, ethnicity, marital status, and detailed medical conditions only stated if relevant to the case outcome. Also, this year we have not linked each case to a specific caseworker, to make sure clients cannot be identified: -
## **Welfare Benefts Case Studies**
Case Study: Supporting an Individual in Severe Financial and Emotional Distress
_A middle-aged client, living alone in privately rented accommodation, suffered from rheumatoid arthritis, severe anxiety, depression, angina, and high blood pressure, and relied on a mobility aid. They had been relying on an inheritance, which was nearly depleted, and with rising living costs, including rent, council tax, and utilities, were heading toward significant financial hardship. The client was hesitant to engage with the benefits system. They were initially referred to a community hub, but upon arrival, an adviser recognised the complexity of their needs and arranged for more intensive support. The client was emotionally distressed, on the verge of a panic attack, but the adviser provided immediate reassurance and focused on calming them. The support process began by addressing the client’s urgent financial needs. A Personal Independence Payment (PIP) claim was initiated, though it triggered a panic attack. A Council Tax Reduction (CTR) claim was reinstated, and later, a Universal Credit (UC) application was completed with phone assistance due to the client’s limited IT skills. Further actions included submitting a new CTR claim, assisting with the PIP application form, communicating with the landlord to confirm housing details, and arranging a Jobcentre appointment to verify housing costs. Over several sessions, the client’s emotional well-being was prioritised, with each step explained carefully to ensure understanding despite their anxiety and memory challenges. After months of intensive support, significant improvements were achieved in the client’s financial and emotional stability. The client received a 90% reduction in Council Tax, lowering their monthly bill to £10, and their Universal Credit claim covered the full rent and provided an additional £210 per month on top of their ESA. They were awarded enhanced PIP rates for daily living and mobility components, resulting in an additional £800 per month. The client’s quality of life drastically improved, providing financial security and enabling them to afford support for household tasks. With a scheduled occupational therapy assessment, the client expressed profound gratitude, acknowledging that without this intervention, they would have struggled to manage their financial and health challenges. This case highlights the importance of compassionate, tailored support for individuals facing complex health and financial issues._
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## Case Study: Supporting an Individual with Complex Needs at Tribunal Stage
_The client, a neurodivergent individual on the autism spectrum, previously received Personal Independence Payment (PIP) with significant reasonable adjustments to maintain employment. However, their autism-related needs led to frequent relocations, contributing to instability. When their PIP claim was reviewed, despite documented challenges, they were awarded zero points, terminating their entitlement. By the time I became involved, the case had already progressed to the Tribunal stage. During the Tribunal Hearing, the client’s case was reviewed by the Tribunal Judge who, after examining extensive evidence—including Tribunal papers, medical records, and my submission—determined that it was unnecessary to directly question the client. The Judge acknowledged the merit of the case and reinstated the client’s previous PIP award of Enhanced Daily Living and Standard Mobility. The client was awarded £9,845.76 in back payments, covering the unsupported period, and their new award was extended for two years, ensuring they have the resources to manage their condition. This case underscores the systemic challenges neurodivergent individuals face when seeking support. Despite a history of entitlement to PIP, the client’s needs were initially overlooked, but with thorough advocacy at the Tribunal stage, a fair outcome was secured. This case highlights the importance of recognising hidden disabilities and ensuring support systems are equipped to address the unique needs of those on the autism spectrum._
## Supporting a Client in Navigating Disability Benefits
_The client sought assistance to apply for Attendance Allowance (AA), but during the consultation, their spouse revealed that the client had been receiving the Low-Rate Mobility component of Disability Living Allowance (DLA) indefinitely from 2004. The client initially considered applying for AA based on a recommendation from a friend. However, I clarified that applying for AA would terminate the client's existing DLA award, including the mobility component, as Attendance Allowance does not cover mobility needs. Given the client's increasing care needs, I advised them to request a change of circumstances with DLA to maintain their mobility support while addressing their care needs. I contacted the DLA helpline to initiate a change of circumstances on the client’s behalf. I explained to the client and their spouse that the reassessment could result in an increase, decrease, or no change to the existing award. Despite the uncertainties, I assured them that I would provide thorough details of the client’s challenges and support needs to ensure the correct outcome. After submitting the updated claim, the client’s care component was increased to the High-Rate Care component of DLA, providing £108.55 per week, along with a back payment of £1,302.60. The client and their spouse were very pleased with the result, expressing gratitude for the support. This case highlights the importance of providing accurate advice when navigating complex benefit systems, as the client would have risked losing their mobility entitlement if they pursued the wrong benefit. By addressing the misunderstanding and advocating for the appropriate course of action, we ensured the client received the necessary support without jeopardising their existing benefits._
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## Supporting a Client with Complex Mental Health Challenges and Financial Concerns
_The client, accompanied by a family member, sought assistance regarding gaps in their National Insurance contributions, which could affect their future eligibility for a state pension. Due to severe mental health conditions, including profound anxiety, the client had no income or benefits for over a decade and struggled with high-stress situations, often fainting. During the initial consultation, I assessed their circumstances and recommended claims for Universal Credit (UC) and Personal Independence Payment (PIP), ensuring that the process minimised stress and provided continuous support. I assisted the client in submitting claims for both Universal Credit and Personal Independence Payment. This included helping them complete the UC50 form to demonstrate their limited capability for work and guiding them through the PIP application process, gathering medical evidence to support the claim. Throughout the process, I maintained clear communication, ensuring the client felt in control and reassured at each stage. The client’s applications were successful, resulting in an Enhanced Daily Living component of PIP (£108.55 per week), a Standard Mobility component (£28.70 per week), back payment of £1,235.25, and Universal Credit, which provided a monthly standard allowance of £393.45 and an additional £416.19 for Limited Capability for Work-Related Activity (LCWRA). These awards have provided the client with financial stability, alleviated concerns about future pension eligibility, and allowed access to resources for better mental health management. This case highlights the importance of a compassionate, structured approach in navigating complex systems to improve the client’s quality of life and long-term financial security._
## Supporting a Parent Through a Complex Disability Benefit Claim for a Child
_The client, a single parent with three children, lives in council-rented accommodation and receives various benefits, including Universal Credit, Housing Benefit, and Child Benefit. I had previously assisted the client in securing successful Disability Living Allowance (DLA) claims for their two younger children, both of whom were awarded the Higher Rate Care component due to significant physical disabilities. The client then sought assistance to apply for DLA for their eldest child, aged 14, who faces severe mental health challenges. Having supported the client with the other children's DLA claims, I was familiar with their situation. During the consultation, the client shared detailed information about the eldest child’s condition, including reports from the child’s doctor, consultants, and psychiatrist. I helped the client gather the necessary medical reports, reviewed and organised the evidence, and completed the DLA application. I ensured all supporting documents accurately reflected the child's care and mobility needs. I also explained the assessment process and the steps for requesting a Mandatory Reconsideration or appeal if necessary. The claim was successful, and the eldest child was awarded the Higher Rate Care and Higher Rate Mobility components of DLA. This added financial stability to the family, further alleviating the economic strain of caring for three children with additional needs. The client expressed deep gratitude, acknowledging the vital role the awards played in reducing their financial stress and better supporting their children’s needs. This case highlights the importance of ongoing, holistic support for families navigating complex disability benefit systems._
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## Riot Response
_Over the course of a week, I worked with partner agencies to coordinate a swift and comprehensive response to the recent civil unrest. This included engaging with affected residents to address concerns about insurance policies and tenancy agreements, and liaising with key stakeholders, such as the Middlesbrough Police and Crime Commissioner, to ensure a cohesive strategy. Additionally, I arranged for broken windows in the affected area to be boarded up, with repairs underway, and initiated discussions with landlords to explore relocation options for residents whose accommodations were no longer suitable. Although significant work remains to address the aftermath of the riots, these initial steps have provided stability and reassurance to the community. I have balanced this extensive effort with my responsibilities at CHAC and SAFI, ensuring the necessary attention is given to this complex and ongoing situation._
## **Debt Case Studies**
## Supporting a Client Through Complex Debt and Financial Recovery
_The client a caregiver, sought assistance after an extended illness left them unable to work, leading to the loss of a vital grant, mounting unpaid bills, leading to stress and worry. After a thorough review of the client’s financial situation, assisting with their reapplication for the lost grant and helping them apply for Universal Credit to establish a stable income. I prioritised critical debts and negotiated with creditors to create a realistic Debt Management Plan. The grant reapplication was successful, resulting in a substantial back payment. Universal Credit stabilized their income, along with the debt management plan gave them financial stability both now and into the future_ .
## Supporting a Single Parent to Achieve Financial Stability
_The client, a single parent, with a history of bankruptcy, experiences of domestic violence, and ongoing physical and mental health issues, coupled with difficulties they faced in engaging with services. The client carried a significant debt burden of £26,474.40, spread across 22 creditors, including a priority fuel debt, which caused overwhelming stress and financial instability. A bespoke, client-centred approach was adopted to rebuild trust and maintain engagement. This included a combination of face-to-face and telephone consultations tailored to the client’s needs and sensitivities. Adjustments were made to ensure clear, actionable advice was provided, particularly addressing the client's tendency to disengage when progress was perceived as slow. A Debt Relief Order (DRO) was identified as the optimal solution based on the client’s Standard Financial Statement, and the application process was navigated with careful guidance. Practical budgeting advice was also offered, empowering the client to manage their finances effectively and regain a sense of control. The application for the Debt Relief Order was successfully approved, discharging the client's unsecured debts and providing a crucial pathway out of financial turmoil. As a result, the client experienced a significant reduction in financial stress and reported feeling more in control of their situation. They expressed renewed optimism about their financial future and a restored trust in advisory services, which had previously been eroded by past negative experiences. This case demonstrates the transformative impact of empathetic, tailored support, and highlights the vital role of strategic financial guidance in helping individuals overcome complex financial challenges and achieve long-term stability._
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## Debt Management and Financial Recovery - Tailored Support for Vulnerable Clients
_The client approached for assistance due to mounting debts, worsened by the cost-of-living crisis and health issues that hindered their ability to communicate with creditors. This resulted in escalating debt and harassment, severely impacting their emotional and physical well-being. The client resorted to borrowing from family and friends, further exacerbating the situation. Tailored support was provided, including telephone consultations and a home visit for comfort. Immediate steps were taken to halt creditor charges by contacting creditors and placing the client on the priority register with their energy provider to avoid utility disconnections. A comprehensive budgeting plan and financial education were provided. Additionally, negotiations with creditors led to the creation of a realistic Debt Management Plan (DMP) that aligned with the client’s repayment capacity. The client’s financial situation improved through the suspension of further creditor charges and the successful establishment of a manageable DMP. This alleviated immediate financial pressure, reducing anxiety and improving sleep and physical health. The client also gained confidence in managing their finances, beginning to save and regain control over their financial future._
## **Housing Case Studies**
## Unreasonable Rent Increase and Habitability Concerns
_The client, a single parent with a young dependant, resides in a two-bedroom private rental property, reliant on Universal Credit, including housing assistance. The landlord issued a rent increase from £485 to £540 per month, but the notice was not in the required Section 13 format and was given with just one month’s notice. The client reported significant habitability issues including widespread damp, mould, a collapsed kitchen ceiling, broken windows, a faulty boiler, and missing safety certifications (Gas Safety, EPC, and 'How to Rent' guide). Additionally, the tenancy agreement misrepresented the property as “partly furnished,” while the provided furnishings were in poor condition. The deposit was not placed in a Deposit Protection Scheme, violating legal requirements_ _**.** Legal advice was provided to address the client’s concerns, including requesting necessary documents from the landlord to strengthen their case in the event of eviction proceedings. The client was advised on housing options, including applying for council support due to the uninhabitable condition of the property, ensuring they wouldn't be considered "intentionally homeless." Financial assistance, such as Discretionary Housing Payments, was explored. A housing advisor was engaged to review the tenancy agreement and assess potential legal actions. The client was advised to continue paying rent while pursuing legal avenues and was provided with ongoing support. The client became well-informed about their legal rights, including the issues surrounding the rent increase, habitability problems, and deposit protection violations. This understanding empowered them to pursue their case effectively, explore alternative housing options, and secure potential financial support. Legal support and guidance ensured the client was prepared for any future legal action, alleviating immediate concerns, and armed with the necessary knowledge going forwards._
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## Housing Case Study: Tenancy and Legal Issues
_The client, a caregiver with two children, lives in a private rental property primarily supported by Universal Credit. Facing mental health challenges, the client was threatened with eviction by their landlord over alleged rent arrears, despite lacking written proof and a valid Section 21 Notice. Further complications arose from an unprotected deposit, missing safety documentation, unfair tenancy clauses, unauthorised landlord entry, and harassment, including threats to report the client’s mental health to social services. Legal advice was provided, and the client was referred to tenancy experts for potential action against the landlord. They were informed of their legal rights regarding deposit protection, required safety documents, and the potential invalidity of the Section 21 Notice. The client was also advised on relocation options and to document any harassment for authorities. The client gained clarity on their rights, ensuring they understood the legal implications of the landlord’s violations. This helped them navigate the situation, with preparations made for relocation or legal action if needed, giving them future security._
## Navigating Complex Housing and Benefit Entitlement Issues
_A client living alone in a shared ownership property sought assistance after experiencing financial hardship due to ill health, including diabetes, a heart condition, and mental health struggles. Unable to work, the client applied for Universal Credit (UC) to cover housing costs but was denied the housing element due to issues with their tenancy status. The property was in a 50:50 shared ownership arrangement between a housing association and the client's late parents. Following their deaths, no formal succession process had been triggered for the rental portion of the property. Despite regular rent payments made under the father’s estate, the Department for Work and Pensions (DWP) rejected the housing cost eligibility, citing the unresolved tenancy transfer. The case involved addressing multiple challenges, including the unresolved tenancy succession, ownership transfer issues, and administrative delays with the housing association. Numerous calls and formal complaints were made to the housing association to clarify the tenancy succession process and expedite the client’s eligibility for housing support. Legal advice was provided to help the client navigate ownership transfer and tenancy rights. Despite an apology and compensatory payment from the housing association for administrative errors, the critical rental tenancy issue remained unresolved, prompting further escalation. The client attended a legal clinic to expedite the ownership transfer, which, once completed, would formalise tenancy rights and make the client eligible for housing support. The client’s situation progressed with the housing association acknowledging their administrative errors and issuing compensation. The legal clinic facilitated the acceleration of the ownership transfer process, which was necessary to formalise tenancy rights. Once completed, this will unlock eligibility for housing support and resolve the issue of the housing element denial from UC. The client was reassured that their tenancy status would soon be regularised, providing them with eligibility for housing support. The case highlighted the challenges vulnerable clients face in navigating complex shared ownership arrangements and underscored the importance of coordinated efforts between housing agencies and benefits departments. The client gained confidence that their housing stability would be secured, alleviating financial anxiety related to housing costs._
Leona Gellatly. Joint Centre Manager Email: Leona@chac92.co.uk
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Statistics (Data analysis, monitoring, evaluation, outcomes, and impacts)
There are two key online packages that the staff use daily; Quick Benefit Calculator, with the ability to work out any unclaimed benefits, and CharityLog to record all contacts with clients, what took place, and outcomes. Also, referrals can be made to other providers.
Our stats show that for every one claimant we help, the outcome of the help and advice given will benefit two or three people directly involved as part of the claim (Spouse/Partner/Children).
## **Workload**
The total workload for the year is measured by number of clients seen.
- ➢ Face to Face at:
- Main office at Middlesbrough Town Centre
- Office at South Bank (Redcar & Cleveland)
- Community Hubs (total of 11 hubs)
- Unclaimed Benefit Take Up Campaign
- ➢ Repeats (number of clients seen face to face for same issues)
- ➢ Number of clients signposted or referred.
- ➢ Number of clients received advice by telephone, email, text, WhatsApp, or other social media.
- ➢ Total number of issues dealt with
- ➢ Number of clients received intensive support (their case took more than five weeks to resolve).
- ➢ Number of hard-to-reach adults joined CHAC on the job training program.
## **Monitoring**
We use a licenced cloud database system nationally known as CharityLog which enables the teams and supervisors to monitor the work that is in place, enabling continuity of service and a comprehensive database should the original caseworker be unavailable.
Details from a client’s first contact are recorded, including name, contact number, nature of the call, and type of help required. When the client arrives for the interview further information will be taken in line with GDPR, such as, age, ethnicity, household composition, employment status, presenting problem, method of future contact, completion of authorisation letters on the client’s behalf and anything additional pertinent to the case.
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The caseworkers throughout the lifetime of the client’s case will build up histories and case notes, keeping a log of their required actions and those of which they are dependent on third parties.
To monitor success, we also track the outcome of the client cases such as homelessness prevented, money awarded to the client, if the appeal was successful or failed (and any supporting rationale), client feedback, and so on.
The system also maintains a database of all communications carried out between the client and any member of CHAC’s staff whether by text, telephone, email, or post. (Please note that clients provide consent to use their information in line with GDPR and provide consent for third party audits during our client on-boarding approach.)
## **Outcomes**
We measure the success by: -
- Number of clients benefited from the service directly.
- Number of clients benefited from the service indirectly.
- Money gained for clients (unclaimed benefits, successful representation at Tribunals).
- Conditions improved (successfully negotiated claims for disrepair, needs and occupancy).
- Homelessness prevented (appealing against illegal evictions, repossessions, harassment and debt reduction).
- Reducing social exclusion (elderly people benefited from increased mobility income, winter fuel allowance, social assistance funding to supplement their income in the absence of retirement savings).
- Number of ex-offenders and disadvantaged /disaffected residents gaining sustainable employment or moving to other positive destinations.
- Percentage reductions in repeat enquiries from previous year (this is an indication that the service preventative measures for advice are working).
Welfare advice services are effective in addressing the problems associated with benefits and tax credits. A literature review commissioned by the National Association of Welfare Rights Advisors found that advice services are successful in improving takeup of benefits and delivering significant financial gains for clients.
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Outcomes
7000 6372
5780 5664
6000 5459 5303
5000 4288
4000
3000
2000
1000 146 220 208 269 389 319
0
2022 2023 2024
Number Benefited Number of people increased income
Homelessness Prevented Condition Improved
**----- End of picture text -----**
The extra money that clients gain helps to improve living standards because it enables. additional spending on fuel, food, education, recreation and transport. This in turn may contribute to the reduction of social exclusion. Clients may also experience better mental health after receiving welfare rights advice.
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Outcomes .Money gained for clients
7,000,000
6,900,000
6,800,000
6,700,000
6,600,000
6,500,000
6,400,000
6,300,000
2022 2023 2024
Series 1
**----- End of picture text -----**
Local economies benefit from claimants who spend their money locally. In fact, research by Sheffield Hallam University shows that an estimated £19 billion loss of benefits through welfare reform could depress the economy by as much as £30.4 billion a year. There is also growing evidence that delivering welfare rights advice is cost effective. For example, a study by the Office of Public Management (OPM) on the impact of Macmillan’s welfare rights service concluded that for every £1 spent on delivering the service there as a £20.80 return in benefit claims, compensation and financial rewards.
**.**
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Ethnic group
[2%] 5%
2% [3%]
2% 6%
85%
White Arab Asian Black Mixed European Not Stated
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Navigating through the welfare system can be difficult and stressful even. at the best of times. Yet for those who have a serious mental illness, the anxieties can be even greater and the risk to their health and wellbeing far. more pressing.
Sadly, financial problems and mental health are a marriage made in hell. Each ride off the back of the other. The net result is that a hugely disproportionate number of people with mental health problems face severe debt crisis. Not just because poor money management, impulse and emotional control are often symptoms of mental health problems but because these health issues hit income too.
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Repeat enquiries
45 42
40
34
35
30
25
20
15
15
10
5
0
2022 2023 2024
Number of repeats
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For too many people, mental illness and debt come together in a spiral of distress that can carry a heavy cost. Therefore, it is crucial we examine all elements to ensure that someone with temporary mental health problems doesn’t experience permanent financial distress. That’s why access to the right advice and support is critical when people are struggling to deal with life itself. We aim to provide clients with the correct information they came for at the first interview to avoid additional stress from repeat attendance for the same issue.
## **Impact**
We measure our service impact directly from information received from clients’ feedback questionnaires, which were completed by clients when files are closed by ticking one box only and asking, “which had the most impact”. -Reduced social exclusion
-Improved quality of life
- -Improved health/mental health
Impact. Feedback from 100 clients
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60
48
50
44
39 39
40
31
30 30
30 26
20
13
10
0
2022 2023 2024
Reduced social exclusion Improved quality of life Improved health/mental health
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## **Internal audits & assessments**
Every month, cases are randomly selected from the CharityLog for audit and assessment by the Centre Manager/ Supervisor. These audits look at quality of advice, equal opportunity monitoring, consistency in quality, compliance with regulations and policies, client feedback, timelines for communications and outcomes of cases. This enables the Manager/Supervisor to provide recommendations for improvements that are shared in team meetings and reports through a ‘no-blame’ approach ensuring the full team still feel supported and that feedback is constructive and useful.
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## **External audits & assessments**
Bi-annually, an external partner organisation undertakes a similar exercise reviewing a randomly selected number of cases. These reviews and undertaken to ensure uniformity and consistency throughout the local advice work sector. Furthermore, every two years the Charity is audited externally by Recognising Excellence Ltd assessors to retain its advice quality mark, during which clients’ files are randomly selected and audited for quality, equal opportunity, data protection procedures and safeguarding.
## **Employee and volunteer performance reviews**
Throughout the year our team undertake regular performance reviews, which enable line-management to provide feedback to further develop our service, this includes: •Measurement against objectives
- •Outcomes by period
- •Quality control and health and safety issues
- •Trainee and staff satisfaction
- •Complaints and their outcomes
- •Management accounts
In addition to this, CHAC has its own comprehensive internal and external evaluation policy in line with its Advice Quality Standard (AQS) and office manuals, which ensure monitoring will occur in relation to the following:
Coherence with policies, aims, and objectives.
Measurable achievement of activities, effectiveness and quality measured. against the defined targets set at the outset within an annual self-assessment plan in line with legal service commission quality mark containing key attention area of:
User feedback on services via satisfaction questionnaires.
Placement provider’s satisfaction.
Trainee progression within and on leaving the project.
Management effectiveness.
Administrative systems operation.
The Centre Managers provide the trustees quarterly with progress and statistical analysis reports, which include:
Measurement against objectives.
Placements and outcomes by period.
Quality control. Trainee’s satisfaction
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|**Beneficiary Numbers, Outcomes, and Impact 2024**||Notes||
|---|---|---|---|
|Town centre office (face to face)|841|Town Centre office||
|Hubs & benefit campaigns (face to face)|1070|Middlesbrough, 14 Local hubs||
|Redcar & Cleveland (face to face)|242|Southbank and Skelton hubs||
|Appeals at welfare benefits Tribunals|23|In person||
|Home visits|17|Covering Tees Valley||
|Telephone and video (one to one) appointments|33|||
|Repeats|15|Same issues||
|Total one to one & directly benefited|**2241**|Required complex advice||
|Indirectly benefited as part of the claim|**4131**|E.g. (Spouse/Partner/Children)||
|Total people benefited directly and indirectly|**6372**|||
|Received intensive support|**320**|Supported 3 weeks and over||
|Sign posted to other services|**358**|||
|Advice Topics / issues dealt with|**4577**|See individual analysis||
|General enquiries (Tel, text, email, social media)|**36,999**|Received general advice||
|Average weekly enquiries|**712**|||
|Average weekly clients (working weeks)|**80**|Received one to one advice||
|Average daily clients based on 252 working days/yr.|**16**|Received one to one advice||
|Cost per client directly benefited|**£85.27**|||
|Cost per client benefited directly and indirectly|**£42.94**|||
|Average number of enquiries per day|**142**|||
|**Organisations benefited from our work**||||
|Working partners|8|||
|Local Authorities|5|||
|Social services|2|||
|Social prescribers|2|||
|Job Centres|1|||
||**18**|||
|**Outcomes**||||
|Money gained for clients (Offices and Hubs)|**6.98 M**|Unclaimed benefits||
|Homelessness prevented|**389**|Illegal evictions / debt reduction||
|Conditions improved|**319**|Disrepair, needs and occupancy||
|Increased income|**5664**|Received correct entitlement||
|Reductions in repeat enquiries from previous year|**47%**|Indication that preventative||
|||measures are working.||
|**Impact**||||
|Reduced Social exclusion|**39%**|Clients’ feedback
questionnaires||
|Improved quality of life|**48%**|ticking one box only which had||
|Improved health/mental health|**13%**|most impact.||
|**Advice Topics dealt** **with during 2023**||||
|Benefits|4300|Debt|86|
|Housing|985|Other|93|
|||**Total Issues Dealt With:**|**4577**|
Annual report 2024
55
|**Advice Topics dealt** **with during 2024**||||
|---|---|---|---|
|Benefits|4300|Debt|86|
|Housing|98|Other|93|
|||**Total Issues Dealt With:**|**4577**|
|**Benefits Issues Breakdown**||||
|**Personal Independence Payment**|**Issues**|**Other Benefits**|**Issues**|
|MR & Appeals|432|AA|553|
|Making and Managing a Claim|238|ESA|324|
|Eligibility|195|DLA|188|
|Form Filling & Checking|157|CTR|182|
|Renewals & reviews|113|PC|163|
|Medical Assessment|103|CA|163|
|Claiming Process|81|HB|118|
|Revision & Supersession|69|SRP|36|
|Poor Administration|8|CB|24|
|Backdating|1|WTC/CTC|17|
|Transfer from DLA to PIP|2|LSF|3|
|Complaints|3|NI|2|
|Other|30|IS|1|
|||Other Benefit Issues|280|
|**Total**|**1432**|**Total**|**2054**|
|**Universal Credit**|**Issues**|**Other Related Issues**|**Issues**|
|Eligibility, entitlement & Calculation|171|General Benefit
Entitlement|136|
|MR & Appeals|74|Blue Badge|27|
|Work Capability Assessment|60|Winter Fuel Payment|9|
|Claiming Process|59|Food Voucher|6|
|Form Filling & Checking|32|Maternity Allowance|5|
|Housing Costs Element|32|Disability Bus Pass|3|
|Transfer from Legacy Benefits|25|Bereavement Benefits|3|
|Making & managing a claim|6|Industrial Injuries Benefit|3|
|Poor Administration|5|Statutory Sick Pay|2|
|Budgeting Advance|4|Appointees|2|
|Waiting Times for Payments|3|Household Support Fund|2|
|Sanctions and Hardship Payments|2|Fuel Voucher|1|
|Discretionary Housing Payment|2|Other|81|
|Rent Restrictions - Private Housing|2|||
|Complaints|1|||
|Bedroom Tax|1|||
|Other|55|||
|**Total**|**534**|**Total**|**280**|
|||**Total Benefit Issues**|**4300**|
Annual report 2024
56
|**Equal opportunity monitoring**||||
|---|---|---|---|
|**Gender**||**Accommodation Type**||
|Female|56.5%|Owned Outright|26.1%|
|Male|43.1%|Housing Association|20.8%|
|Trans Gender|0.2%|Private Rental|20.8%|
|Non-Binary|0.0%|Thirteen Group|10.4%|
|Intersex|0.0%|Owned With Mortgage|10.0%|
|Unknown|0.3%|Staying With Friends/family|3.7%|
|**Age Range**||Sofa Surfing|2.8%|
|||Sheltered/Supported||
|0 To 15|0.0%|Accommodation|1.6%|
|16 To 24|3.3%|Shared Ownership|1.1%|
|25 To 34|9.0%|Council House|0.6%|
|35 To 44|11.8%|Temporary Accommodation|0.5%|
|45 To 54|18.7%|Residential Care|0.3%|
|55 To 64|25.5%|Homeless|0.2%|
|65 To 74|17.4%|Safehouse|0.0%|
|75 To 84|11.7%|Unknown|1.1%|
|85 To 94|1.4%|||
|95 To 104|0.0%|**Marital Status**||
|105+|0.0%|Single|40.1%|
|Unknown|1.2%|Married/Civil Partnership|31.7%|
|**Ethnic Group**||Divorced|8.7%|
|White -||||
|British/English/Welsh/Scottish/Northern Irish|84.9%|Widowed|8.1%|
|Asian Or Asian British - Pakistani|2.6%|Co-Habiting|5.8%|
|Asian Or Asian British - Any Other Asian||||
|Background|2.3%|Separated|3.9%|
|Arab Or Arab British|2.0%|Other|0.6%|
|Black Or Black British - African|1.6%|Unknown|1.1%|
|White - Other European|1.2%|||
|Any Other Ethnic Group|0.6%|**Living Arrangements**||
|Asian Or Asian British - Bangladeshi|0.5%|Lives Alone|38.3%|
|Did Not Wish to Disclose Ethnic Group|0.5%|Lives With Partner|21.8%|
|Mixed - White and Asian|0.5%|Lives With Partner & Children|14.9%|
|White - Any Other White Background|0.5%|Lives With Dependent Children|13.1%|
|Mixed - White and Black Caribbean|0.3%|Lives With Other Adult/s|6.8%|
|Asian Or Asian British - Indian|0.2%|Lives With Parents|4.0%|
|Black Or Black British - Caribbean|0.2%|Unknown|1.1%|
|Black Or Black British - Other Black Background|0.2%|||
|Mixed - White and Black African|0.2%|**People in Household**||
|White - Irish|0.2%|Client Only|244|
|White - Gypsy or Irish Traveller|0.2%|Client plus 1|450|
|Asian Or Asian British - Chinese|0.0%|Client plus 2|261|
|Asian Or Asian British - Japanese|0.0%|Client plus 3|176|
|Mixed - Any Other Mixed Background|0.0%|Client plus 4|115|
|Unknown|1.6%|Client plus 5+|78|
|||Unknown|14|
|||Total|1338|
Annual report 2024
57
## **Employment status**
## **Where did you hear about us?**
|**Employment status**||||
|---|---|---|---|
|Long Term Sick|36.7%|**Where did you hear about us?**||
|Retired|26.6%|Friends or Family|35.6%|
|Unemployed|11.0%|Social Prescriber|9.0%|
|Part Time|7.3%|Middlesbrough FIG (Hubs/UCB/etc)|6.1%|
|Carer|5.3%|Redcar & Cleveland Council|5.0%|
|Full Time|3.1%|Middlesbrough Welfare Rights|3.4%|
|Temporary Sick|3.1%|Citizens Advice|3.0%|
|Self-Employed|2.3%|Jobcentre Plus|2.5%|
|Student|1.9%|Middlesbrough Council|2.5%|
|House Person|1.1%|GP Surgery|2.2%|
|Maternity/Paternity Leave|0.5%|MIND|2.0%|
|Unknown|1.1%|Age UK|1.6%|
|||Carers Together|1.2%|
|**Local Authority**||CHAC Website|1.2%|
|Redcar and Cleveland|47.1%|CHAC Poster|0.9%|
|Middlesbrough|44.9%|Doesn't Recall|0.9%|
|Stockton|5.6%|Impact on Teesside|0.6%|
|North Yorkshire Council|1.1%|STAMP|0.6%|
|Hartlepool|0.8%|TVWC|0.6%|
|County Durham|0.2%|Facebook|0.5%|
|Darlington|0.0%|Step Forward Tees Valley|0.5%|
|Other|0.0%|Thirteen Group|0.5%|
|Unknown|0.3%|Accent Housing|0.3%|
|||Firm Foundations|0.3%|
|**Disabilities**||FROG|0.3%|
|Yes|86.0%|Internal Referral|0.3%|
|No|12.9%|Thumhara Centre|0.3%|
|Unknown|1.1%|Beyond Housing|0.2%|
|||Harbour|0.2%|
|||Hope Foundation|0.2%|
|||Legal Advisers / Solicitors|0.2%|
|||Local MP|0.2%|
|||Middlesbrough College|0.2%|
|||Probation Service|0.2%|
|||Salvation Army|0.2%|
|||Stockton Council|0.2%|
|||Other*|16.6%|
Annual report 2024
58
|**Clients accessing service by ward**||||
|---|---|---|---|
|Newport|8.2%|Headland & Harbour|0.6%|
|Central (Middlesbrough)|7.5%|Mandale And Victoria|0.6%|
|Guisborough|5.9%|Stainsby Hill|0.6%|
|Eston|4.4%|Trimdon|0.6%|
|South Bank|3.9%|Ingleby Barwick South|0.5%|
|Longlands And Beechwood|3.7%|Ladgate|0.5%|
|Teesville|3.1%|Marton East|0.5%|
|Park|3.0%|Parkfield And Oxbridge|0.5%|
|West Dyke|2.8%|Ropner|0.5%|
|Kirkleatham|2.6%|Stainton And Thornton|0.5%|
|Berwick Hills And Pallister|2.3%|Yarm|0.5%|
|Normanby|2.3%|Belmont|0.3%|
|Ayresome|2.2%|Billingham Central|0.3%|
|Grangetown|2.2%|Newtown|0.3%|
|Brambles And Thorntree|2.0%|Norton Central|0.3%|
|Coatham|2.0%|Nunthorpe|0.3%|
|Park End and Beckfield|2.0%|Billingham North|0.2%|
|Saltburn|2.0%|Billingham West And Wolviston|0.2%|
|Skelton East|2.0%|Bishopsgarth And Elm Tree|0.2%|
|Coulby Newham|1.9%|Cockerton|0.2%|
|Hutton|1.9%|Coxhoe|0.2%|
|Linthorpe|1.9%|Eaglescliffe East|0.2%|
|Newcomen|1.9%|Eaglescliffe West|0.2%|
|Hemlington|1.7%|Hardwick And Salters Lane|0.2%|
|Longbeck|1.7%|Hillside & Raskelf|0.2%|
|Brotton|1.6%|Ingleby Barwick North|0.2%|
|Dormanstown|1.6%|Kader|0.2%|
|Loftus|1.4%|Marton West|0.2%|
|Skelton West|1.4%|Morton-on-Swale & Appleton Wiske|0.2%|
|North Ormesby|1.2%|Northern Parishes|0.2%|
|Acklam|1.1%|Park East|0.2%|
|Lockwood|1.1%|Richmond|0.2%|
|Billingham East|0.8%|Roseworth|0.2%|
|Ormesby|0.8%|Rural West|0.2%|
|St Germain`s|0.8%|Southern Villages|0.2%|
|Wheatlands|0.8%|Stockton Town Centre|0.2%|
|Zetland|0.8%|Village|0.2%|
|Great Ayton|0.6%|Unknown|0.5%|
|**Sources of information**||||
Cleveland Housing Advice Centre CharityLog Middlesbrough Advice Partnership CharityLog Middlesbrough Council Financial Inclusion Group (FIG) Middlesbrough Council Mahmoud Shehata – Joint Centre Manager Email: mahmoud@chac92.co.uk
Annual report 2024
59
## Treasurer’s Report
**Thank you** _**:**_ Cleveland Housing Advice Centre continues to help thousands of people each year through the support and commitment of many organisations and people. We recognize that many people are facing increased financial pressures due to rising inflation and the higher cost of living, and we provide them with the assistance they require.
2024 had more than its fair share of political, economic, and social change. But we’ve also had a year of choices, challenges, and opportunities. It will come as no surprise that we’re predicting that 2025 will be another year of considerable change for both our sector and society.
While some of our major fund providers are working towards a renewed purpose of their funding, and other due to the unprecedented recent effects on society, through the pandemic and current cost of living crisis, which increased dependence being placed upon civil society as a source of intervention has consequently caused them to question why does the Trust need to exist forever?’. This is of course a measure concern to us as we rely on their generous funding to support our advice sector.
During 2024 the charity also had new opportunities to expand its advice previsions to support its core costs through its newly formed community money advice debt centre, working with Norther Gas Network providing support for people struggling with the current cost of living crisis and energy price cap increases and with local NHS Social Prescribing teams, through their waiting well programme to reduce social and financial isolation to facilitates better recovery outcomes for them while waiting for hospital treatment. These new opportunities contributed to 14.4% of our voluntary income of £348,101 during 2024.
Middlesbrough Benefit Take-Up Campaign and outreach hub advice on behalf of Middlesbrough Council contributed 19%, Central Government grants 7%, CHAC On The Job Training project contributed 7%, National Lottery 30%, Continuation Grant 16.2 %, and one-off grants 6.4%. The Charity also received a special grant from the Tudor Trust to support our staff wellbeing, which was highly appreciated by our staff and volunteers.
The Charity reserve was maintained at 6 months' running cost during 2024 which was equivalent to £120,000. We recognize the importance of valuing our staff and supporting them during these challenging times. By offering increased wages and closing the pay gap between our organization and the public sector, we aim to retain
Annual report 2024
60
our well-trained and dedicated staff who play an essential role in providing crucial support to our community.
As the challenging nature of the current climate means many people are looking for positive alternatives and ways to build a brighter future and better communities, we will continue to adapt and innovate to meet the changing needs of our community. We will continue to work closely with our partner organizations and supporters to ensure that our resources are used as efficiently and effectively as possible, so that we can continue to provide vital services to those who rely on us.
Our service is free at the point of delivery and must remain so, but we will continue to reduce and control expenditure and support our staff wellbeing through one off bonus payments to support the increase in costs of living and by offering more flexible working arrangements which can reduce travelling costs and offering help and advice for those who need it most.
We will continue to increase the use of online technology and telephone technology to save costs, this will pay dividends in terms of training, working closely with our partner organisations and continue to research ways of finding extra resources, either through fund-raising or sharing projects with other providers.
## **Outlook:**
It is difficult to predict what will be happening in the next 12 months or so, but I can confirm that funding in hand or promised for 2025 is scheduled to be received on time and we don’t anticipate any significant short fall. The Charity goes forward to 2025 with a total of £266,000 of promised grants, £120,000 cash reserve and other expected additional income of £84,000 and forecasted expense of £340,000.
We are grateful for all the support and commitment from our partner organisations and volunteers, as well as the generous donations from our funders. With their help, we have been able to maintain our operational costs and support our staff's wellbeing.
**Conclusion:** The resources were expended in accordance to fund providers’ policies and conditions. Page 64 detail income received and source. Pages 68 and 69 enfold the Trustees report, page 71 provides a statement of financial activities including income and expenditure, and page 72 encloses the charity’s signed balance sheet.
Naomi Smith Treasurer E-mail: naomi@chac92.co.uk
Annual report 2024
61
|INCOMING RESOURCES|**2023**|**2024**|
|---|---|---|
||**£**|**£**|
|Henry Smith Charity|33,100|24,050|
|Garfield Weston Foundation|25,000|25,000|
|29th May 1961 Charitable Trust|5,000|5,000|
|Lottery Reaching Community|61,096|74,185|
|Souter Charitable Trust|3,000|3,000|
|Clothworkers Foundation|0|22,500|
|Lottery Costs of Living|56,112|0|
|Awards for all Costs of living|0|20,000|
|A B Charitable Trust|5,000||
|Grocers' Charity|0|5,000|
|Middlesbrough take up and hub contract|46,370|65,726|
|Charles & Elsie Sykes Trust|3,000|2,000|
|Newcastle Building Society Community|5,000|0|
|Rothley Trust|2,000|2,000|
|Tudor Trust|27,000|25,000|
|Woodsmith Foundation|0|5,000|
|Hadrian Trust|1,000|0|
|Hospital of God|0|1,000|
|Swan Mountain Trust|4,000|0|
|Charles Hayward Foundation|0|5,000|
|Archer Trust|0|3,000|
|Edward Gostling Foundation|5,000|0|
|Northern Gas Network|0|16,500|
|Albert Hunt Trust|7,000|10,000|
|Barbour Foundation|3,000|3,000|
|Jack Brunton Charitable Trust|0|2,500|
|Groundwork Uk|0|5,947|
|1989 Willian Trust|0|5,000|
|Evan Cornish Foundation|8,000|10,000|
|Rank Foundation|14,177|0|
|Darlington Building Society|0|5,000|
|People's Postcode Trust -neighbour|25,000|0|
|Durham Community Foundation|5,000|0|
|Charitable G Payroll Giving Expenses|60|60|
|Aviva Community Foundation||2,623|
|Total incoming resources|**343,915**|**348,091**|
|Investment & Interest|595|10|
||**344,510**|**348,101**|
Annual report 2024
62
Charfty reglstratlon numbor 1152ns
CLEVELAND HOUSING ADVICE CENTRE
ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2024
63
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
LEGAL AND ADMINISTRATIVE INFORPaATION
TnJ•tM•
Miss N Smth
MrBBryd
Mr G Vllliamx
Ch•rlty numb•r
1152785
Ind•p•nd•nt •xamln•r
Te8*d6 8u81ne8s Park
Stctktm on Toes
TS17 68P
64
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
CONTENTS
Pag•
Tru8lees' report
Independent ey4mlnerf8 rep
ststomenl of flnonejal act1v88
Balanc• •h¢ot
Not•8 to tm finan¢Lg1 •tatemant8
8-13
65
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
TRUSTEES, REPORT
FOR THE YEAR ENDED 31 DECEMBER 2024
The tru8tee8 present Ihelr annual report and flnanoal Statements for the year ended 31 December 2024.
The finan¢ial ststoments have boen prepared in a¢¢ordance Nvith thg awuinllng polldej set +xrt In nole 1 to the
ffinanGlal statements and the charws constrtulion, the Charits'es Act 2011 and -Accountlng and
Repong by Charllles.. Statemgnl of Recommended Pradce appllcable to charlts'es preparfng thelr accounts In
accordance wth th8 Finanaal ReWing Standgrd appllcthe in Iho UK and Republk of Ireland {FRS
1021" lefftho 1 January 20191.
ObJgth08 •nd •¢tfvftkn•
Tho main objactiv6s of th• ¢hority aro tho r811of of ol tho lrtwbhants of Ciev•land and tt8 •nvlron8 in
particular bul without Ilmltab'on by..
. The provi8lon of a wetfare rfghts aoSAeory 6errflco.
The wovillon of on pb lrnining.
The tNStoo• have can8k t Charlty commlssk'B gJkl&nco on wbllc benefit when r•vlev*lNJ th• charlVB
olm8 and otyecliva• and kn plannlThJ futurn activllies.
Slgnmlcant *ctlvttl
Tho maln acUvhie$ undertaken for Pu1¢ b?nofft, In rdallm to th• alx*¥e obi•thM ar•:
One lo one advice with c48eworf( on..
. S181utory rW8 10 people who are hom81888. threatened with homeleJ8nasJ or Imng In PD
conditlon6.
On all rawe of wellore and trUl1n9 boneffts avallobb.
On all typ88 of debt and arrears.
. Fr•e representalonal a(fvOCa 8ervlce In PerK •t appal aThl county cixwt.
Outreach advi80ry $8Mces to peorAe are hoUbnd.
On the Job lrninirtg for mKl¢nts vtho #rn both &8#Y and enoMICAl exduded from the latour market.
Achl•voments •nd porlomwn
SlgnrfKanl and aChV$M9nls against obiedive$
During this year tho (*arity Incro88od tts adw'ce capaty by op•nlng A d•bt c•ntr•, worktng do•8ly wth the k)cal
notjon ho8lth sorvlce Iwaltlng well program) and Northem Ga8 Netsvork Iwamlh program). We have pmlded
advice. $uppc*t and help to over 20,000 people on a wde range of presenting problem8. Such a8 avldlon, dèbt,
home85n881, and welfare payment is8$, 1¢h resutted in impwng thelr quality of Ilfe.
Flnanclal revlow
Resernes policy
The ¢harlty'8 rn8eTh68 are mdntalnad to cOr al 81 4 months experKlItwe.
StTU¢turo, govom•n¢• and manag•m•nt
Govemlng documont
The charity w88 registered as a charitabS8 OrgWM8ati ¢x) 9 July 2013 and 1$ govemed by Its
constitution.
The tru8te8s who 8ervad Ing tho yaar and up to tha d•t8 of 8igiature ofthe financlal 8tat8ments were..
Mlss N Smith
Mr B Brydon
Mr G Wlliamson
Mr M Bateman
Recruttment 8n(J 8ppointment oftrustses
Trustees are appointed by the board of the trustee&
66
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
TRUSTEES, REPORT (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
The trustees. report was apwoved ty the Bogrd of TnMieo8.
MlJ8 N Smith
Tru•ts•
17 January 2025
67
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
INDEPENDENT EXAMINER'S REPORT
TO THE TRUSTEES OF CLEVELANO HOUSING ADVICE CENTRE
charty} for the year ended 31 DeMbr 2024.
Re•pon•SbllltlM and ba•ls of r•port
As tho tru$l¢e$ of the ¢haftty you aro rOspibl0 fc¢ of the ffinancw Statem in acc(Ydanco 7
the requlrements of Chaiitle8Act 2011 lthe 2011 Aca).
I report in respect ot my examinatK)n of finoncaol Statem cwried under aecAkJn 145 of Ihe 2011
Ad. In ¢orylng c¥Jt my èxaminatfion I fwo folwd all apFIWl• gfv•n by Chwlty C(¥nml88h)n
under 8edion 145{5)(b) of the 2011 N£L
Indopendent oxamlnorf¥ statement
Since the charity's gross in¢c¥ne exceeded £250.rJ)O yow ex8mlrnr mwl be a membw of a body Ilsted In 8¢¢Von
145 of the 2011 Act. I confim that l am qudffied lo undertake ts examinatKn bocau8e l am a member of IENTER
IN DATABASE cy10151. Ythbch Is one of the listed badl.
I have completed my examinallon. I conllmi that M mattern f8 to my attantl In )n0(al1 *ith I
examlnallon glvlng mè Cause to b6llevè that in any maleflal relt..
accounttng records were rv)t kept in respect ofthe dwity a8 rowlrnd by 130 oftho 2011 A<" Of
the fin8ndal 8tal6ments do not *tyth thcrte records.. c
the finanaal statements do ryjt the aWIcaLe rtyuiremwlts cLYKeming th• form and c4)ntenl ol
a¢counts Set oui in th6 Ch&nties {Ae
18.032
5.972
Tr8n8for• betw
funds
48.479
148.479)
78.700
(78.700)
N•t mov•m•nt ln
fund•
(8.S8n
3,118
86.840
(80.888)
5,972
R•conGlll•tlon of lund•:
Fund balanc08 811 January
2024
181.873
18.032
199,905
115.233
78.700
193,933
Fund balanco• at 31
D•c•mb•r 2024
175.306
27.715
203.021
181.873
18.032
199,905
The Jtalement of finanaal activltles Indude8 all gainB and 101808 recognised n the year. All brme 0xp11
derlve from contlnulng actotIes.
69
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
BALANCE SHEET
AS Af31 DECEMBER 2024
2024
2023
Flxod a888ts
Tanglble assets
10
47.843
29,870
Currnnt aM•t•
Debtor8
Cash at bank and in hand
11
82.993
97.960
42,028
133,762
180.953
175.788
r•dltorn: amounts falllng du• wlthln
on• y•ar
12
{5,T151
(5,753)
Not currnnt U•ots
155.178
170,035
Total a•uts l•M curr•nt Il•bllStl••
203.021
199.905
Tho funds ofth• charlty
Re$lricted income funds
Unresldcied lund8
13
14
27,715
175.308
18.032
181.873
203.021
199,905
Tho finandal slatemants wére apwJvod by Ih trustees on 17 January 2025
Ml•8 N Smlth
Tru•t
70
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEAIBER 2024
A¢¢ountlng polkl••
Charfty Informatlon
Cleveland HoUngACe Centre 18 a Chortlat40 lIKFled Ofganisatron.
1.1 A¢countlng ¢onv•ntJon
The financlal ststement8 have been prepared in accord V4ith tho chwtys ttffistlith"on, the Charlles Act
2011, FRS 102 'Th8 FInatal Reporbng Stvthrd 8ppIKabbe the UK and Republ of lrnland" I'FRS 102)
and tha Charlll88 SORP "Acccxjntsng and Rwting by Chanti8s.' Statement of Recommended Prathcé
applicable to charitle¥ preparing thelr accounts In accordwKe ryth th8 F¥)81 Reporting Standard
applicable In the UK and Republic of IrelaThJ {FRS 102)- (offe¢tyve 1 January 2019). Tr charity Is a Public
Beneflt Enllty a8 dolld by FRS 102.
The chadty t8ken a(fr•arrtag8 of Ihe wovl•k>ns In th• SORP fty t*of61181 not to sY•pwo a statent of
Cash Flow8.
Th• finondal 8ts1ements have dew1 from the Charilles (Acc<t• WKI Repts} Regulotkx* 2008 orty to
the extent requlred to provkle a tru¢ fair vknv. departurn ha8 Involved fdlowing the Stalement of
Recommended Practico for charities awlying FRS 102 rather than the vefslon ol the Statement of
Recommended Practico *fil¢h rthrred to In tho R•gth'M• whkth has Shr b8en wlthdrawfft.
Th• flnandal •tatemet)ts arn pr•pwed In •terlrvJ, *thlch of ¢harfty. Mon•t¥ry
amounts In these flnandal •latemonts rounded to the nearest £.
Tho ftnandal stslwn•nts how be•n wep¥od undor tho Nslorkd co•1 convenkn. The wlnapal accounts'ng
pollde8 adopted are set out bdow.
1.2 Golng ¢on¢•rn
At the Ilme of 8pprowng the fln41 Statoments. ts trust•M hm a rea8CfoW eXr81 the thar
ha8 adequate re80urce8 to conllnue In operational e$tonCe for the I¢80080 fvture. trtOI
conllnue to odopt the go4ng coreM ba& of accthnting in prepartro th8 fin8nctal statements.
1.3 Ch•rltablo fund•
Unmlrf¢ted fvnd8 ar• avallabl• far u•• at dlK¥etson cf tho tnJ•te•• In of Ihdr chwltable
oblgGtIvo•.
Re8trlcted fund8 ara 8ubhect lo lpeofic condlil(rn ty d(KKn a• to Ih6y may bo u8od. The
purp08e8 arKI u888 ofthe re8trlcted funds are set out kn tho n(kns to the finwvial st8tWTts.
Endow)nent lund8 are subject to 8p•Sfic by that the (•*1 must be malntslned by the
charlty.
1.4 Incomo
Income Is r8cognl8ed vthen the th8r6ty h legally enbtled to it after any r*rformartt have be rnt.
the amnts can b• moa8ured r•llably, It18 probable Vwt wbll be re(*l¥ed.
Cash donalons are recognlaed on recelpt. Other donth are recogrlsed orKe t chaty has been ncrt6fied
of Ihe donation, unkss perfomiance conditi$ require deferral of amwnt. Income lax recoverable In
relallon to donatlons reL%fved under Grft Ad or deeds of covenant is 8t the time of the donatR.
Legades are recognised on receipt or otherwise rf the charity h8s been notif of an impeThling dstribjtion,
the amount is knowm. and rlpt is expected. If the amount is not kno. the legacy is treated as
Conlingent a$8et.
71
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
Accounllng pollclo
Icontlnuodl
1.5 exp•ndlturn
Expenditure 18 recognised once there is a legal or constructive obligatlon to transfer econom1¢ benefll to
third party, il is probable that a transfer ol e¢on¢xnlc benefi1$ wlll be required in gettlemant, and th& amount of
tha obllgatlon can bo measured reliabty.
Expendlture18 da88ified by aclivty. Tho costs of •ach acttvlty are mada up ol totsl ol dlrf cost$ and
Shared Gost$, induding $upport costs invofved in undertaking each adivity. Direct C0818 attributaL4e lo a single
activlty are allocated dlredy to that activity. Shared costs 1¢h contribut• to m¢ye than one advlty and
8UPPOrt costs whith are not attributable to a a¢tivlty aw apportioned betsveen th088 activi$ on a ba818
conslstent vlth the u8e of reUrces. Cantrd slaff costs are allocated s8e8.
Depwlation h recognlsed 80 as to off tha c08t or Yaluatlon of a88ets1088 their rojldual value8 over the
U8¢ful live8 on the following bases:
L8888lK)Id improvements
Flxtures and fitts'ngs
25% rodLthg balanc
15% r8dwng balance
The galn or1088 8ri8ing on the dl8posal of an as8et18 dotemined 88 the dence beh¥een tho sal8 proceeds
and the carrylng value ol the asset, and is r•¢ogni86d In th¢ statement of finanaal 8Ctivltie8.
1.7 IMpaIrnnt of flx•d u8et•
At each reporting end date, tho charlty revlvws the carrylng amwnts of Its tangiblg a88ets to determlno
whether there is any indic8Uon that those assets have Juffered an Impaimenl 1088. If any such lndrgb.on
exlsts, th8 rocovwablo amount ol th• 48wt 18 8811matsd In order to detemilne th8 extent of tho Impalrmont
10881rf any).
1.8 Cash and cash equlvalents
Cash and cash equivalents Includ8 cath kn harKI, doposlts heKI at cg11 vAth bank8. Other short-lern) Ilquld
investments wth original malunty'es of three months or less, and bank 0¥8rctraft8. Bank overdraft8 are shown
wlthin boffowing8 in rrent Ilats'l.8S
1.9 Flnanclal Instruments
The charity has elected to apply th¢ provisions of Sectlon 11 'Ba8lc Financlal In8truments' and Sectlon 12
'Other Financial Instrument8 Issue8. of FRS 102 to all of it3 financial instruments.
Fln8n¢lo1 Instrument8 aro recognl8ed In the chartvs balanc• sh•ot Wh tho charfty bne1 paty to th•
Contractual provision8 of the instrument.
Flnandal assels and liabiltlies are off8et, *ith tt)a nat amounts pr88ent6d in flnanclal 8talem8nt8, when
there 1$ a legally enforceable nght to set off the r8cogni$ed amounts and there18 an intention 10 8ettle on a net
ba818 or to reali80 the as8et and 8etUe the liabilty JimUltan8y.
Ba$1¢ fln•nclal ass•ts
Ba$1¢ finandal assets, whlth indude debtors and cash and bank balances. are initlally measured at
transaction pd¢e Induding transaclion costs arKI are subsequently carTied al amortised ¢o$t uwng the effective
inter881 method un$88s the arrangemenl constttutes a finanang transacts'on, *fi8re the transaction Is
measured at the prèsènt value of the fvtU Ceipts discounted at a market tatè of inter88L Flnancial a888ts
ciassthed as receNabl• I1n ono year are not am0Sed.
72
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
Accountlng pollcl¢s
IConllnu•dl
Baslc flnanclal 118bllltl•8
Basic financial liabilits'e8, including creditors and bank loans are iThtialty re¢ognistrJ at transxtion price unless
the arrangement constitutes a finarKing trans8d1, wthere the debt instrument 18 measured at the pro¥ent
value of the future payments discounted at a market rate of intwt. Flnan¢ial liats"lébes das*fied as payab
thIn ono y•or we not amorU8ed.
Trade credrtorn are oblwions to pay for goods ¢Y 8eThryLY8 thot have been wuir•d in rxdkwy course of
operation8 from 8uprAiers. Amwnts payable are dassrfled as (rOnt liabllities rf payment 18 due within one
year ty 1088. If r1, they are presented as nOnrrent liab'lth8. Trade lyedttors are re¢ognls¢(I Inltially at
Iran8actlon prfce arKI 8ubsequenty measurod at amorttsod cost ullng the effe¢li¥o intor•st method.
D•rncognldon of Ilnanclal Il•blllll•s
Flnandal Ilabllrtle8 are derewnlsed wl)en ehatys c(xrtraI oblgakn exptre c* wo dxhr9ed or
concelled.
1.10 Efflploy•• b•n•llt•
The c081 of any unused hollday Onnrt l• r8¢d in tho pertLwJ In vknkh emptyee'• ser¥lce8 en
racolvéd.
Temlnatlon benefft8 are recognlsed Immedlal•ty 8$ an expense the dwty18 d8mon8tr8bty wnmslled
to lerminale the employment of an omptyee or to wovlde termlnation bgnefft8.
Crltk•l accountlng ••tlm•t•• •nd Judg•m•nts
In tho 8ppli¢atron of the charity's accountsng Fdldes. thè trustee8 aro rewlred to make judgements. 88b'mate$
and a88umptlon8 atx)ut the carrylr#J amount of 0$8ets and Il•blMtieJ thal are rKrt re&Jlty appara)t from othw
80urce8. The e8mateS and a$sou8l¢d assumptlon8 ar8 based on hlstorle41 exwionce and other fact8 that
Tho estlmates and underlw'rwj as8umpJon8 are revlthved M an onpng bas18. Re¥l•ton8 lo accountsng
88tlmale8 are r•eogn18ed in perlod In *tiich the ethmate tho 8ffects that
perlod, or In the pwlod of the revision and fvtur• poriods vhwe the rew8lon affect8 both current and future
73
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS {CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
Donatlons and 18gaGles
Unrnstrlcted R•strl¢t•d
funds
funds
Total Unrestrtcted RestrlLled
funds
funds
Totsl
2024
2024
2024
2023
2023
2023
Hub & campalgn advice
project
Donated s¢¢$ and
faoliti'8s
Training agreements
Nati¢Jnal Lottery
Community fvnd
65.728
85.726
46.370
48,370
174.733
s.0]
174,733
5,000
243.817
243,817
102,632
102.632
54.096
$4,096
245,459
102.632
348.091
290,187
54.096
344.283
Incom• from Investments
Unrostrlclod Unrnstrlctod
fund•
fund•
2024
2023
Intere8t receivable
227
74
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
Charltabl• acllvltles
Charltsble Ch•rttablo
Exp•ndlturo Expendlturn
2024
2023
Stsff ¢08t8
Depredatlon and Impolm)ent
Fund ralslng consultsncy
Middle8brough acc48s adce
Training tutors
219,257
8,808
2.810
20.519
31.519
197,624
5,409
3.949
24,873
44,440
É- il
Motor and travel expen88$
Accountancy, bookkeep4ng and logal f
IT development conJult8ncy
Repalr8 and renewal•
Sub8crlpllons
Rent, rat88 and water
In8urance
Llghl and hoal
Telephone. fax and Inlem•t
P08tage. prlnllng and 8tatl¢xwy
Cl8anlng and •undflo•
Bank ch8ry•
1.889
9.442
23.234
1.294
2,398
11.373
695
2,950
5,478
2.42S
1,956
4,693
19,898
1,112
3.055
12.496
1.087
5,423
5.818
4,705
2,247
175
175
344,985
338,538
3H,985
338.538
Anaty•l• by fund
Unrestricted funds
Restrfdad fund$
298.515
46,470
302.474
344,985
338,538
N•t mov•m•nt In fund•
2024
2023
Thg n•t m0ment In fwKl• Is stated after charglnW(credlthYJ)'.
Dewectation of (y•med tanglbkry fixed assets
8.808
5,409
None of ts tru8teo8 (or any per8on8 connetsl Ihem) re¢eived Y remuneration or benefftg from the
¢harfty during the year.
10-
75
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
Employeos
Thè average rnOnth number of empl(yffje8 (knirwj the year was:
2024
Number
2023
Numb•r
Employm•nt costs
2024
2023
Vlages and saL9ries
Social security costs
Volunteers Subsidts
194.416
16,141
8.700
173,144
13,883
10.597
219.257
197.e24
Taxauon
The charlty Is axempt from tsx on Income aThJ gth8 lallng wthin seL*on 505 of the Taxe8 Act 1988 or sectlon
252 of the Taxatson of Chargooble GainsAcl 1992 lo the extent that th88e are appli1 to its Charitab c*'acts.
10 Tanglbh Ilx•d a8••ts
Co•t
At 1 January 2024
Addition•
33,504
21.002
64.321
97,825
28,582
Al 31 Dec4mber 2024
69,901
124.407
D•precl•tlon and Imylrnnt
At 1 January 2024
Deprecldon tharged In the year
26.948
4.859
41,008
3.949
67.958
At 31 December 2024
31.807
44,957
76,564
C•rryln9 amount
At 31 Decefflber 2024
24,9H
47.843
At 31 DeMbr 21r23
23.314
29,870
11
76
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
11 D•btorn
2024
2023
Amounts falllng due wlthln on• y•4r.
Tradé debtorn
82,993
42.028
12 Crndltor•: amount• lalllng du• wlthln on• ymr
2024
2023
Tr*le c1torS
Accrual8 and deferr•d Incomo
3,501
2,274
4,112
1.641
5,T15
5,753
13 R••trfct•d fund•
The restrlcted funds of the charity comwlm the balancM ol donati and want• hokl on tru•1
At 1 January
Incomlng R•*)urcM Tr•ft•f•r•
At31
December
2024
Rè8trfded fund
18.032
102.632
146.470)
{48,479)
27,715
Pr•vlou• y••r:
At 1 Janulry
2023
Incomlng RMourcM Tr•nsf•r•
rn•our¢e• expended
At31
Ox•mber
2023
Re8tr5cted fund
78.71x1
(36,C641
fl8,7CKI>
18,032
The purpose of the Nationd Lottery Communty triCed fund for RC Noth E88t Cumt*io Reglon Is to
Prde ¢ore fwKJng. Each instslnwt is eXFthknJ over a of six monts.
Transfern b•lween funds
have been discharged
12-
77
Annual report 2024
CLEVELAND HOUSING ADVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2024
14 Unrmtrlrtod funds
The unrestrict8d funds of the charity comprise the unexpended baLqrKe8 of donations and grants ch aro
not subiect to specbfic conditions by donors and grantors as to how they may be used. Th8s& indude
designated funds which have been s81 aside out of unrestricted fuTrJs by the trustees tr speafiG purp)888.
At 1 January
2024
Incomlng R•SOu*S
sourcos
expended
Trnn¥f•rn
At31
DocomtKr
2024
General funds
181,873
245,489
(298,S15)
46,479
175.308
Prnvlous year:
At 1 January
Incomlng Ro•ourc••
2023 r•Sou
•xpendad
Transf•r8
At31
O•cembor
2023
General furKIs
115,233
290,414
(302,474)
78,700
181,873
10 Anaty•h of n•t ••Ml• b•two•n lunds
Unr•8trktsd Rwtrlct•d
funds
fund8
2024
2024
Total
2024
At 31 Dec•mb•r 2024:
Tangible assets
Current as8etsl(Ilabllltie8)
47.843
127.463
47,843
155,178
27,715
175.308
27,715
203.021
Unro8trkt RMtrlct•d
funds
funds
2023
2023
T¢>tsl
2023
At 31 December 2023:
Tangilje 8s$6ts
Current 88set81{liakMlltbes)
29,870
152.003
29,870
170,03S
18,032
181.873
18,032
199,90S
16 Related party tran8acttons
There were no disch)8abkn rolated party transaralons durtrrfj the year {2023- none).
13-
78
Annual report 2024
Staff, Volunteers and Trustees enjoying a well-deserved Christmas outing in Dec 2024 after working through a hard year. “Teamwork makes the dream work “.
## **Cleveland Housing Advice Centre CIO**
Charity number: 1152785 Financial Conduct Authority number-FRN 627715 16 Borough Road Middlesbrough **Cleveland**
TS1 5DW Tel: 01642 254544
Website: http://www.chac92.co.uk Email: admin@chac92.co.uk
Facebook: https://www.facebook.com/profile.php?id=61557360376892 X: https://x.com/AdviceCleveland
## **Serving**
## **The Community since 1992 By a team of highly trained Advisors and volunteers from the Community**
_You can download this Annual Report by visiting the Charity Commission website: https://www.gov.uk/government/organisations/charity-commission This Annual Report was published In-house by trainees using eco-friendly resources._
Annual report 2024
79