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← Cleveland Housing Advice Centre

2025-12-31-accounts

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CLEVELAND HOUSING ADVICE CENTRE

Charitable Incorporated Organisation Number 1152785 Financial Conduct Authority Number-FRN 627715

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Annual Report

&

Accounts Year Ended 31/12/2025

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16 Borough Road, Middlesbrough, Cleveland. TS1 5DW Serving the community since 1991

Index
Chair’s Report 3
Mission & Aims 4
Equality and Diversity Policy 4
CHAC’s Impact - Client story 4-5
What does the project do to sustain its purpose? 6
Priorities Last Year – Next Year 7
Environmental Strategy 8
Access to Services 8
Essential Information (legal, trustees, managers, staff, accreditation,
policies, who benefit, partners, membership, quality assurances) 9-16
Area Description 17-19
Joint Centre Managers Report 20-22
Core Services- What does CHAC do to achieve its purpose 23-28
Case studies 28-30
Staff and Clients Wellbeing 31-32
Preventative Strategies, Clients’ Care, and Equal Opportunity Monitoring 33-39
Staff Training and IT Development 40-44
Statistics (data analysis, monitoring, evaluation, outcomes, and impacts) 45-48
Our Year in Numbers 49
Treasurer’s Report & Accounts 50-66

Annual report 2025

2

Chair’s Report

Another year is closing, with CHAC being as active as ever and demand increasing across the region. I would like to thank all the funders who have enabled CHAC to provide such an essential service, without you so many people in the Northeast would face many additional struggles. I would also like to thank all the staff at CHAC for their dedication and commitment to providing an excellent service and always placing the community first. In addition, I would like to thank my fellow trustees for their continued support.

The year has seen a continued demand for benefits support, debt support, and housing issues; further thanks are required here to those partner organisations that provide support in some very complex areas. As the realm of benefits continues to change and as the cost of living continues to particularly affect those on low incomes and with disabilities, the need for support increases. I am very proud of the service that CHAC offers across the region, and this is very much reflected in the feedback that we receive from those we have supported and from our fellow advice providers.

The Northeast is disproportionately affected by deprivation and poverty, with the associated risks of increased debt, homelessness, and poor physical and mental health. CHAC continues to prioritise support in these areas and our record speaks for itself in terms of income maximisation, debt reduction, and the prevention of homelessness, and without such support the effects can potentially be catastrophic. Welfare support, debt and housing advice are not statutory services, which means that we must operate as a charity reliant upon our funders who are equally dedicated to reducing these issues. In addition, our staff all show very high levels of commitment and passion for helping those who are most often facing the greatest difficulties. We exist to support the community, and this is a dedication that has existed for many years, and one which I hope continues for many more.

Looking forward I do not see the challenges reducing in the immediate future and hope that we can continue to provide this support and hopefully reach more people, to improve their quality of life. On a personal level I hope to be able to continue to be involved and hope that the staff, volunteers and trustees within CHAC remain and continue to provide such excellent services.

CHAC will always be dedicated to the Northeast and to prioritise the local residents, we are a dedicated organisation that continues to be well received and appreciated, and I am proud to be associated with everyone involved at every level. Once again thank you to everyone involved at every level.

Malcolm Bateman - Chair E-mail: malcolm@chac92.co.uk

Annual report 2025

3

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.

Equality and Diversity Policy

CHAC is committed to equality and diversity in all its operations. This commitment includes avoiding unlawful discrimination and ensuring that no person is victimized or subjected to any form of bullying or harassment. The policy applies to all employees, trustees, and volunteers, covering areas such as recruitment, selection, and employment. It also extends to protecting individuals with diverse opinions, cultures, lifestyles, and circumstances. CHAC is dedicated to making reasonable adjustments to overcome barriers to using its services caused by disability and to ensure that all service providers think ahead and make reasonable adjustments to address any barriers that may impede disabled people's use of services.

CHAC’s Impact - Client Story

CHAC’s impact is significant to both the individual client, their families and dependents, and to the wider community. Every year we help secure millions of pounds in unclaimed entitlements for our clients. This result in a significant reduction of worry and fear, improved standard of living and financial resilience 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 these interventions means more money in circulation and more jobs being created which in turn benefits both the beneficiary and the local community.

CHAC’s successful outcomes also impact positively on our staff and volunteers’ morale, improving retention, and enhancing trust between us and the local community.

As for CHAC’s on the job training for hard-to-reach adults; in the last 30 years, over 1000 people benefited from this training program in which 87% gained sustainable employment, and 13% moved to other positive outcomes, for example higher education or volunteering. This progress cannot be achieved without the recognition of the needs of everyone. When a socially excluded person enters work the direction of investment for education, health services, and social care is reversed. There is a significant reduction in benefit take up, just as there is a positive contribution from tax and NI. As a result, there is a reduced call on health and social services resources enabling them to be redirected whilst the person is empowered to make their own choices.

Annual report 2025

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Client Story

Dear Sir or Madam,

This email is regarding the immense help I’ve received from CHAC (Cleveland Housing Advice Centre), especially from debt worker named [SA]. I hope you consider the contents of this email and decide to pass on my gratitude to your manager. I am so lucky to have found a charity who makes it their mission to help me and others like me.

I’ve been married for many years. During most of this time, my husband abused me with coercive controlling behaviour. One aspect of this type of abuse is that he controlled all the money in our relationship. I was not allowed to buy shopping etc. leaving me scared and unable to function properly.

I finally found the courage to leave my husband approximately [...] yrs ago. As a result of my abuse, I’ve found it difficult to cope and manage bills, shopping daily. I started spending beyond my means. I knew I was in a mess and needed help. [SA] put me at ease almost immediately, I felt able to talk to [SA] openly with no judgement at all.

Since the middle of this year, I have been working with [SA] at CHAC. They carefully listened to my situation, and we worked together weekly on a repayment plan with my debt, creditors and come to some manageable repayment amounts. They certainly reassured me that I’m not alone. But they didn’t stop there. They have offered me general debt and money advice. Because of this, I’m confident I now possess the necessary skills to manage my money more effectively in the future.

I cannot overstate how much CHAC and [SA] have been true Godsends to me. My debt issues caused me immense stress such that my hair began to fall out. From the very first meeting, it felt like a great burden was finally being lifted off my shoulders. They worked tirelessly on my behalf, even working from home during a family bereavement. Such dedication is priceless and a credit to their commitment. All the staff I have had the pleasure in meeting cannot do enough for me. Making cups of tea. [SA] is a genuine helpful and supportive person. I can’t thank CHAC and [SA] enough.

Kind regards

We have received client consent to publish this story, and every effort is taken to hide the client’s identity.

Annual report 2025

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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.

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Annual report 2025

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Priorities Last Year – Next Year

In last year’s Annual Report 2024, we aimed to develop and maintain our services in several ways for 2025:

-Maintain all the charity accreditations and provisions - Achieved

-Continue to provide advance training for our staff and volunteers - 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

-Improve the energy efficiency in our workplace - Achieved , installed a heat pump

-Improve debt advice by modernising its delivery - Achieved, WhatsApp Debt Chat

-Continue to collaborate with Local Health Authorities, providing support and referral routes to their patients’ Waiting Well programmes- Achieved

-Continue to collaborate with local energy companies to support their clients in achieving affordable warmth – Achieved

-Enhance digital capabilities to empower clients - Partly Achieved

-Diversify funding through crowd and match funding website - 1% of our funding

-Improve our preventative debt and welfare advice by starting a monthly podcast - not achieved due to time and funding constraints.

In the next 12 months (2026), 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.

-Produce a short video about the impacts of CHAC’s services.

-Continue to Improve our debt advice services by modernising the way it is delivered.

-Continue to collaborate with Local Health Authorities, providing support and referral routes to their patients’ Waiting Well programmes.

-Continue to collaborate with Local energy companies to support their clients in achieving affordable warmth.

-Continue to enhance digital capabilities to empower clients.

-Continue to diversify funding through crowd and match funding website.

-Improve our preventative debt and welfare advice by starting a monthly podcast.

Annual report 2025

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Environmental Strategy

CHAC’s environmental strategy is an ongoing journey rather than a destination. We are committed to minimizing our environmental impact through sustainable practices, including reducing waste, conserving energy, and promoting recycling. We comply with all applicable environmental laws and strive for continuous improvement in our environmental performance. Our employees are trained to understand and support our environmental goals. Last year the charity installed a heat pump system which is three times more energy efficient than traditional boilers, recycled 99 % of its waste and achieved 99% of its paperless target.

Access to Services - All services free of charge including any representation

Telephone: 01642 254544 Hub appointments: 01642 802303 Email: admin@chac92.co.uk Website: http://www.chac92.co.uk Facebook: https://www.facebook.com/profile.php?id=61557360376892 YouTube: https://www.youtube.com/watch?v=0BCT-b9jGa8 Opening Times: Monday – Friday 09.00-17.00 Drop-in service Mondays 13:30-16:30 Thursdays 09:30-12:30

During 2025 CHAC delivered face to face welfare advice in the following local community hubs by appointments only: -

Middlesbrough Hubs

Redcar and Cleveland Hubs

Annual report 2025

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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.

Annual report 2025

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Members of the Trustee Board

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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, eight 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 Tees Valley. 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 exoffenders. Currently a floating support 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

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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

Annual report 2025

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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 groups. Joined CHAC in 2000 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 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 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

Annual report 2025

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Staff during 2025

Full time: 8 (total combined hours 296) Part time: 2 (total combined hours 42.5) full-time equivalent 9.2 Average income: £26,089 Volunteers 14 (Placements and regular) Health & Safety Consultant 1 IT Consultant 1

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 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 Leigh Court Business Centre, Abbots Leigh, Bristol, BS8 3RA. Tel: 01452 688357 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 North East. 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 2025, the charity was contacted 53913 times, resulting in 4854 people receiving one to one advice /support, 348 signposted to other providers, and 39342 people receiving general advice; an increase of 17.5% from 2024. The majority came from the most deprived wards in the area. (For more stats, please see page 48.) 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

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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 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 4
Middlesbrough Advice Partnership 4
Conferences 4
Fund Providers 6

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)

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-Watson Woodhouse Solicitors (Housing Advice) -Northern Gas Networks -NHS Local Social Prescribing Team -Local MPs

-Redcar & Cleveland Borough Council

Financial Conduct Authority (FCA). FRN: 627715

The charity is regulated by the Financial Conduct Authority.

Advice Quality Standard (AQS)

Awarded by the Recognising Excellence Ltd, for casework accreditation for Welfare Benefits, Disability, Older People and Women’s Services in 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, employment law, and health and safety regulations.

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-Equal Opportunities -Safeguarding Children and Vulnerable Adults - -Environment -Data Protection & Confidentiality -Health & Safety -Risk Assessment -Conflict of Interest - Complaints Procedure

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 our Senior Administrator, email ian@chac92.co.uk or call 01642 254544.

Mahmoud Shehata and Leona Gellatly (Joint Centre Managers) each received an

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award in recognition of 25 years of service. Mahmoud joined CHAC in 2000 and through the years he teamed up with the late Mick Cunningham, the founder of CHAC, to manage the Charity. 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. Leona started her career with CHAC in 2000 and moved up the charity management ladder to become a Welfare Advisor in 2003, 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.

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Area Description - Tees Valley

The Tees Valley has been highlighted for its high levels of deprivation, with Middlesbrough being the most deprived local authority in England. The Indices of Deprivation (IoD) 2025, published by the Ministry of Housing, Communities and Local Government (MHCLG), reveal that Middlesbrough has the highest proportion of most deprived neighbourhoods, with 50% of neighbourhoods falling into the most deprived category. Hartlepool follows closely, with 42% of neighbourhoods in the same category. The IoD measures relative levels of deprivation across seven domains: income, employment, education, health, crime, barriers to housing and services, and living environment. The IMD25, which combines these domains, is divided into tenths (deciles), with the highest proportion of neighbourhoods in the top decile nationally indicating the most deprived local authority district.

Local Authority
District name
(2024)		 IMD - Rank
of average
score		 IMD - Rank
of
proportion
of LSOAs in
most
deprived
10%
nationally		 Income -
Rank of
average
score		 Income - Rank
of proportion of
LSOAs in most
deprived 10%
nationally		 Employment
- Rank of
average
rank		 Employment
- Rank of
proportion of
LSOAs in
most
deprived 10%
nationally
Hartlepool
Middlesbrough
Redcar and
Cleveland
Stockton-on-Tees
Darlington		 6
2
37
69
72		 3
1
25
41
40		 18
8
41
84
93		 3
1
34
46
53		 8
12
27
86
80		 1
2
14
32
48
Local Authority
District name
(2024)		 Education,
Skills and
Training -
Rank of
average
rank		 Education,
Skills and
Training -
Rank of
proportion
of LSOAs in
most
deprived
10%
nationally		 Health
Deprivation
and Disability
- Rank of
average rank		 Health
Deprivation and
Disability -
Rank of
proportion of
LSOAs in most
deprived 10%
nationally		 Crime -
Rank of
average
rank		 Crime - Rank
of proportion
of LSOAs in
most
deprived 10%
nationally
Hartlepool
Middlesbrough
Redcar and
Cleveland
Stockton-on-Tees
Darlington		 80
27
105
147
122		 31
1
77
75
88		 5
13
35
40
54		 5
3
23
18
30		 24
4
49
96
73		 5
1
16
25
28

English Indices of Deprivation 2025 (IoD25). Date Published: 30 October 2025, Date Reissued: 17 November 2025

The area is home to a diverse, multi-racial 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

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precarious, with more women in zero-hour or part-time jobs, and widespread reliance on credit and loans has fuelled rising personal debt.

At an extreme level, there is a neighbourhood within Ayresome (Middlesbrough) that has been ranked in the top 100 most deprived “Lower-Layer Super Output Areas” at every deprivation measure since 2004 (2007, 2010, 2015, 2019 and 2025). It was one of only three areas in the country to succumb to such an outcome, along with a neighbourhood in Wirral and one in Rochdale.

Some of the highest levels of deprivation on Teesside, based on households classified as deprived in one dimension, include Ayresome, Middlesbrough, at 39%, Thornaby South at 37.6%, and Loftus and Skinningrove at 36.1%. Here is a breakdown of each of the areas, and their top five areas with the highest deprivation levels:

Stockton: 32.5%

  1. Thornaby South - 37.6%

  2. Billingham Central - 36%

  3. Rimswell and Bishopsgarth - 35.6%

  4. Thornaby Village - 35.1%

  5. Billingham East and Haverton Hill - 34.9%

Middlesbrough: 33.8%

  1. Ayresome - 39%

  2. North Ormesby and Brambles Farm - 36.2%

  3. Newport and Maze Park - 35.8%

  4. Park End - 35.1%

  5. Thorntree - 50% / Ormesby - 50%

Redcar and Cleveland: 34.2%

  1. Loftus and Skinningrove - 36.1%

  2. Dormanstown - 35.6% / Redcar Town and Coatham - 35.6% / Boosbeck, Lingdale, and Easington - 35.6% / Loftus - 35.6%

  3. Redcar Lakes North - 35.4%

  4. Eston - 35.2%

  5. Ormesby - 50%

Hartlepool: 33.6%

  1. Owton Manor - 35.1%

  2. Rift House and Summer Hill - 35%

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  1. Jesmond - 34.5%

  2. Headland and West View - 34.1%

  3. Old Town and Grange - 34%

Key socio-economic challenges - 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. Of the combined authorities, West of England had the highest GDP per head in current market prices in 2023 at £47,961, while Tees Valley had the lowest GDP per head at £27,005. lowest among UK city regions. Of the 15 English combined authorities, West of England showed the largest increase in real GDP in 2023 at 2.9%, while the largest decrease was registered in Tees Valley, and in Greater Lincolnshire, both at negative 1.3%. The key socio-economic challenges include:

On a positive note: The Tees Valley Combined Authority has increased the investment plan to £1.6 billion, with targets to add £2.8 billion to the economy and create 25,000 jobs by 2026. Key projects include the development of a new station at Teesside Park, a new third platform at Middlesbrough Station, and an autonomous tram network. The region's growth and development are supported by a £978 million funding package from the City Region Sustainable Transport Settlement (CRSTS2) and additional funding from the Government.

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Joint Centre Managers’ Report

The year has flown by, especially when you are very busy. Although inflation has eased over the past year, the cost of living remains significantly higher than pre crisis levels due to the sustained impact of rising prices. In Tees Valley, the average weekly household spending is approximately £350.00. This figure reflects the overall cost of living in the area, which is lower than the national weekly average in England of £624.00. The major areas of expenditure include housing, transport, and food, with housing being the largest component of household spending. This level of expenditure presents considerable challenges for individuals on low incomes.

The challenges Tees valley is facing is highlighted in the recent published Indices of Deprivation (IoD) 2025, on 30 October 2025, and reissued on 17 November 2025.

Middlesbrough Council has reacted to the Index of Multiple Deprivation (IMD) by focusing on areas of improvement and addressing specific measures of deprivation. The council has highlighted that half of Middlesbrough's neighbourhoods are classified as 'highly deprived', indicating that these areas are among the 10% worst-affected in the country. The council has also seen improvements in children and older people indexes, while education and health have seen minor improvements relative to other local authorities. The council is committed to tackling crime deprivation, which has been a significant concern, and is working on initiatives to address these issues in the upcoming budget.

Tees Valley is the hardest hit region by high levels of deprivation, with 21.5% of its neighbourhoods measured as highly deprived, compared to only 3.3% in the South East. It should be noted that none of the top 10 most deprived neighbourhoods in the country feature in Middlesbrough or the wider Tees Valley, seven of the top 10 are in Blackpool.

The unpredictable and challenging times CHAC and working partners have experienced in recent years look set to continue in 2026. For many charities in Tees Valley, the 'perfect storm' created by funding falling, costs increasing, and demand climbing remains. And, with regulatory changes and costs associated with it and the public under significant financial pressures of their own, charities like us are feeling the strain and face increased competition for every pound. The coming financial year will be a squeeze for us, and the risks this poses could be high. Therefore, CHAC ‘s scenario planning consistently prepares for these moments of change. To continue delivering high-quality services and achieving our aims, we rely on core funding from Middlesbrough Council, National Lottery, and limited time grants from charitable trusts and foundations.

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We continue to look for volunteer advisers to join our team: however, we recognise the commitment required to complete all necessary regulatory training. The training is rigorous and designed to ensure our advisers are fully accredited and competent. It is delivered through a blend of face-to-face coaching, e-learning, self-study, shadowing, and by affiliation, for example our debt advice training is delivered by Community Money advice (National Charity), and our energy advice training is delivered by Northern Gas Networks. We fully appreciate the “ask” is a big “ask” and not everyone will be able to see it through, however there are many other essential roles within CHAC, including reception, form filling, and general support; all play a vital role in our overall success.

This year followed a similar pattern to recent years, with continued growth in the demand for all our services. Despite a decline in volunteer numbers and core funding, our dedicated team rose to the challenge, and were able to provide timely support on a wide range of issues, from crisis intervention, benefits advice, debt to housing and beyond. Our strong partnership with Middlesbrough CAB, Age UK Teesside and Middlesbrough Council ensured seamless service delivery and effective referral systems in ten local Middlesbrough Community Hubs. The charity also continued to deliver its service in three high demand wards in Redcar and Cleveland.

Our home visiting service for housebound people due to old age, illness, and dementia ensures that old people can take control of their finances, helps to keep them secure in their homes and allows them to focus on other issues such as their own health or that of their family members.

The charity provided complex debt advice from its debt advice centre in Middlesbrough in affiliation with Community Money Advice (National Debt Charity). CHAC worked in partnership with Northern Gas Network providing energy advice for people struggling with the current cost of living crisis and energy price increases to enable them to stay safe and warm during the winter period. We also worked with local NHS Social Prescribing teams, through their Waiting Well Program, to ensure that patients receive the help needed to reduce social and financial isolation during critical stages of their treatment journey to facilitate better recovery outcomes.

Over the past year, our advisers have provided extensive support across a wide range of issues. We assisted 4,854 clients through 9,666 individual contacts, addressing 10,158 distinct advice areas. Notably, 87% of these clients were new, reflecting a yearon-year increase of demand for our services. Key areas of support included benefits advice (over 5,601 cases) and debt or utilities advice (over 120 cases). We also saw a significant rise in external referrals (348) and a rise in households referred to the local

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foodbank for emergency food and fuel vouchers (162). Our Household Support Fund advisors made 110 referrals to Middlesbrough Council’s Well-Being Team for cost-of living support, in total these referrals amounted to over £100,000 of additional support, helping those facing energy cost challenges. These referral pathways have been vital not only in improving financial outcomes but also in supporting client’s overall well-being.

Over the past year, we supported clients with £0.67 million in total debt, providing comprehensive advice through our Debt Advice Centre. Clients were guided toward the most suitable solutions for their circumstances, including Debt Relief Orders, Debt Management Plans, and Token Offers. This resulted in over £85,000 in Client Financial Gains (CFG) related to debt. Our wider benefits advice generated an additional £2.613 million in CFG, bringing the total financial gain for clients to more than £2.7 million. These outcomes not only improved clients’ financial and mental wellbeing but also contributed positively to the local economy. Our thirteen outreach services supported 1,330 clients, delivering essential advice in community settings and achieving over £4.723 million in financial gains, making the total financial for clients (hubs and Centre) to £7.423 million. Thanks to our partnership with Northern Gas Network, we helped to deliver 250 carbon monoxide alarms and warm packs free of charge to old people to help them through the winter months.

We measure our service impact directly from information received from clients’ feedback questionnaires, which were completed by clients when cases are closed by ticking one box only, and asking “which had the most impact”. 34% said it reduced social exclusion, 54% said it improved quality of life and 17% said it improved health/mental health.

The Year Ahead...

This year, we saw a significant rise in the number of clients seeking support — whether in person, by phone, WhatsApp, or via email. While these highlight both the demand for and the success of our service, it also reflects a concerning increase in individuals facing vulnerability and crisis. Thanks to the continued support of our funders, we remain committed to our core aims and principles. We will continue adapting to the evolving needs of our community, ensuring our advice and information services are trusted, accessible, and responsive. By maintaining a strong presence in our local communities, we aim to meet the growing demand in the year ahead and deliver comprehensive support to those who need it most.

Mahmoud Shehata & Leona Gellatly E-mail: mahmoud@chac92.co.uk, E-mail: leona@chac92.co.uk

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Core Services- What does CHAC do to achieve its purpose

CHAC provides free advice to local people covering welfare benefits, housing, and debt issues . We mitigate problems arising from these issues, such as homelessness, repossessions, evictions, domestic violence, anxiety, stress, social isolation and poverty. We liaise with third parties on their behalf and represent them at welfare tribunals, for example when the DWP refuse or reduce an award. Navigating the everevolving 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, drop-in services and face-to-face appointments. We run a Central Office, a Debt Centre as well as 13 community-based hubs in Middlesbrough, Redcar and Cleveland where our advisors operate from. We also provide complex debt advice from CHAC Debt Advice Centre in Middlesbrough in affiliation with Community Money Advice.

Key offerings during 2025: -

Welfare Benefits and Housing

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Debt

Energy - Northern Gas Network affordable warmth project

Since 2024 CHAC works in partnership with Northern Gas Network providing energy advice for people struggling with the current cost of living crisis and energy price increases to enable them to stay safe and warm during the winter. During 2025, we helped and supported 570 households in Tees Valley, in particular vulnerable people with low incomes, through the winter periods by providing:

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Welfare Benefits Appeals

In 2025, we supported many individuals with appeals, particularly for disability benefits such as Personal Independence Payment (PIP) or Work Capability Assessments (WCA), 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.

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. The service covers the whole of Tees Valley and ensures that old people can take control of their finances, helps to keep them secure in their homes and allows them to focus on other issues such as their own health or that of their family members.

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 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. This longstanding collaboration enables key providers to test new service delivery models, expanding access to vital advice

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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 2025, 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.

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) now called Point North and 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 and medical treatment outcomes.

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As part of the program, CHAC tracks and provides data on:

This data helps monitor the success and speed of recovery following the support provided, aiming to optimize patient recovery and wellbeing.

CHAC’s delivery in Redcar & Cleveland

In 2025, CHAC’s Welfare Advice service expanded its reach to include TEES Community Hub in Skelton, Saltburn Library, and South Bank Library, in response to the growing demand for welfare benefits 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. In 2025, CHAC handled 278 cases, 1,073 distinct advice areas, supporting 404 individuals and securing a total of £1,261,250 in one-off and recurring benefit awards for our clients.

On-the-Job Training Project Empowering Transitions.

Since 1995 CHAC’s On-the-Job Training program continued to achieve impressive preengagement and engagement outcomes in 2025, successfully integrating individuals facing difficult life transitions, including those with past convictions or those reentering society, into the labour market.

The program has helped 1,990 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.

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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.

Household Support Fund-Middlesbrough Council

The Household Support Fund helps Middlesbrough residents with energy bills, food, and essential costs like Council Tax, depending on their circumstances. The Household Support Fund is funded by the UK Government. During 2025, this fund enabled CHAC to help an extra 138 vulnerable residents of Middlesbrough to access additional welfare benefits payments of £292,815.

Case studies

The case studies in this section are real client stories. They help to illustrate 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: -

Case study. Debt Building Resilience and Independence

The client is a single parent with two children under the age of three. They recently left the care system after living with the local authority for most of their lives. They were referred to CHAC Community Money Advice by a partner agency due to financial and personal challenges. On top of caring responsibilities, the client was a victim of domestic abuse and had little understanding of managing finances. They were very young and vulnerable, and living with a learning disability. The client faced a complex situation, unpaid utility bills for two years (gas, electric, water) and accumulated mobile phone, broadband and tv package debt, bailiff visits, which caused fear of losing possessions , limited experience managing finances, with little understanding of budgeting or planning, struggling to maintain contact, often disengaging and re-engaging due to the demands of caring for two very young children, past trauma and an unstable relationship contributing to stress and anxiety. These overlapping challenges made the case particularly complex, requiring patience, flexibility, and clear, tailored communication to build trust and empower the client. CHAC provided flexible, responsive support, tailored to the client’s needs by prioritising urgent utility bills to avoid disconnection, arranging a Debt Relief Order (DRO) to give them practical support and help, empowering the client regarding bailiffs, explaining their rights and helping them stay safe in their home, providing information in an accessible way, reading and explaining documents to accommodate their learning disability, offering flexible communication, including phone, email, and in-person appointments, adapted to the client's childcare schedules, highlighting practical money skills,

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including budgeting, and prioritising needs over non-essential items, maintaining regular contact and liaising closely with the client’s support worker to share updates, build trust, and create a safe space ,linking the client to wellbeing services in the area. As a result of the support the client is on the way to creating financial independence, learning to manage budgets and planning for household needs, priority utility bills were addressed, preventing disconnection to create a stable home environment, they were informed and empowered about their rights, reducing fear of bailiff visits and improving safety at home, confidence improved, with the client now able to make informed financial decisions, they developed routines that support both personal wellbeing and the wellbeing of their children, the client felt less isolated and more supported, knowing where to turn for help in the future, they have started planning for future financial goals and long-term stability, with the DRO in progress, the client will have a fresh start financially, reducing long-term stress. This case shows how personalised, flexible support can make a real difference in families’ everyday lives. By helping the client manage bills, navigate debts, and understand their rights, CHAC prevented further crisis, including possible eviction or utility disconnection, which could have had a serious knock-on effect on the children and local services. Supporting vulnerable care leavers and domestic abuse survivors to gain financial independence also reduces pressure on housing, social services, and emergency support, allowing these resources to focus on those in urgent need. In Middlesbrough’s current economic climate, where families are facing rising living costs, this kind of support helps families stay secure, children stay safe, and communities stay resilient. By working closely with support workers, CHAC also ensures that families have a trusted network of help, giving them confidence to seek support early and prevent problems escalating.

Client voice: - “I was nervous about reaching out, but CHAC helped me understand money, get on top of my bills, and help me cope.”

Case Study. Supporting Neurodivergent 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.

Case study. 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

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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.

Casse study. 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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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. During 2025 CHAC distributed 250 warm packs and Carbon Monoxide alarms donated by Northern Gas Networks, to help old people go through the winter. The picture to the left shows one of the recipients supported to stay warmer this winter.

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

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supportive workplace culture encourages open discussions around mental health. By providing self-education 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 the summer of 2025 CHAC staff enjoyed a relaxing boat trip along the

river Tees, culminating in an enjoyable lunch and then a team quiz. Management work hard to ensure a positive, supportive, and rewarding environment for our team and continue to create pathways to stability, security, and a better quality of life for those we service

(Photo above Clockwise, Mahmoud Shehata, Shelly Morte, Margaret Foster, Leona Gellatly, Ian Wilson, Lucas Ainsworth, Alex Bateman and Carole Shehata,).

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Health and Safety

CHAC has engaged an external health, safety, and wellbeing expert to:

Following the Charity Health, Safety & Welfare Audit in September 2025, 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 2025, safeguarding policies were reviewed. In early 2025, a refresher training session was delivered by Naomi Smith, an experienced safeguarding practitioner. The training covered:

During 2025, thanks to a government grant CHAC Installed an air source heat pump which is 300% more efficient than our existing heating system. To date the charity saved 35% on its heating bills and lowered our carbon footprint by around 13% a year. Creating a warm office environment is essential for both employee well-being and efficiency. By incorporating optimal temperatures, calming decor, and good lighting we have transformed our office into a space where our staff and volunteers feel valued and inspired. A welcoming office not only boosts morale but also enhances the overall work experience.

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, and 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.

CHAC On-the-Job training project empowering transitions is a good example how CHAC is committed prevention as this case study illustrates.

Ex-offenders – Prisoners- Breaking the offending cycle.

I am a serving prisoner in HMP Kirklevington. As part of my pre-release programme, I was placed on a sixmonth work placement. This was intended to prepare me for life outside. The prison had arranged a placement at CHAC. I took the train from the prison to CHAC four days a week. When I first arrived, my confidence was low from being in prison. CHAC was welcoming and supportive and just what was needed as a transition into a working environment. After two months working in administration, I started working on case files. The problems I worked on gave me a sense of worth and wellbeing, further increasing my sense of self-esteem. "Hearing what people were going through, made me feel lucky, that I had a roof over my head and food to eat. You got really involved in people's lives, you saw how little they had, how desperate it was, and you were helping and fighting for them ... it's like it gave you a purpose in life, like no matter how bad you felt you had it, they had it worse, and you were helping them. After working for six months, I got an interview for a paid job in telesales, thanks to my experience at CHAC. "They got me back up, got my confidence up, it was so low, and you think you're worthless, but CHAC helped me get into the world of work again.

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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.

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 18 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

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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 the TEES Community Hub in Skelton, Saltburn Library, and South Bank Library, made our services more accessible to clients from Redcar & Cleveland.

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 North East, 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.

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35

Equal opportunity monitoring during 2025

Staff and Executive
members		 Male Female Trans
Gender		 Trans
Gender		 White White Ethnic Ethnic Disabled Disabled Age 60+ Age 60+
Executive Members
Paid Staff
Volunteers
External Tutors		 3
4
7
1		 1
6
7
2		 0
0
0
0		 4
8
9
2		 0
2
5
1		 0
1
3
1		 1
3
5
1
Totals 15 16 0 23 8 5 10
% 48% 52% 0 74% 26% 16% 32%
Clients Male Female Trans
Gender		 White Ethnic Health
issue/
Disabled		 Age 66+
Above state
pension age
Clients Total
DirectlyBenefited		 2199 2655 25 4058 796 4160 2281
% 45.3 54.7% 0.5% 83.6% 16.4% 85.7% 47%
Training programme
2023/2025. 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

(Also see beneficiary numbers, outcomes, and equal opportunity monitoring pages 49-59)

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 2025 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.

Annual report 2025

36

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----- Start of picture text -----
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 wee 47% Well 99% Well 98%
1 - 2 weeks 42% Undecided 0% Undecided 1%
3 - 4 weeks 10% Poorly 0% Poorly 0%
Over 4 weeks 0% Not Answered 1% Not Answered 1%
Not answered 1%
Q4. How well you kept Q5. How well did we listen tQ6. Would you recommend us to
informed about the progreswhat you had to say? someone else ?
Well 96% Well 98% Yes 99%
Undecided 3% Undecided 1% No 0%
Poorly 0% Poorly 0% Not Answered 1%
Not Answered 1% Not Answere 1%
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 34%
Improve your mental or physical health; or 15%
Improved your quality of life in general? 48%
Not Answered 3%
Q9. Do you have any questions/suggestions that may help us improve our level of service?
Clients Voices
The service we received was 100% , very happy with Shelly and the support she gave us.
Very Good Service.
Client said we could not help her because she was claiming everything she was entitled to.
Everyone was brilliant and helped a lot, told other people to come to your service for help.
Very happy with the support I received and I also signpost people I know to your service.
Service was brilliant the advisor was lovely.
done a fantastic job.
happy with the help from Lucas, if it wasn't for him I don't think we would have got PIP.
I was happy with the service and have no suggestions.
Shelly was awesome, things work just fine if its not broken don't fix it.
No I think the service is brilliant.
Everything was brilliant, the staff were all brilliant.
Lucas was so kind, I don't normally access service and do things my self but I am glad I did.
10/10 very helpful really pleased.
was very happy with the service very helpful and wouldn't have claimed otherwise.
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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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Bernard Brydon -Trustee Email: bernard@chac92.co.uk

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Staff Training and IT Development

At 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 2026 New provider to be
sourced
Health, Safety,
and Wellbeing		 Annual Training Nothing Identified /
Audit September 2025
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

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39

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:

Identifying Training Needs

CHAC employs a structured process to assess training requirements. This includes:

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Annual report 2025

40

Training Delivered in 2025

Training Focus for 2026/2027

Planned Essential Training: To maintain high standards of service delivery and compliance, CHAC has prioritised the following sessions for the coming years:

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.

Leona Gellatly Joint Centre Manager Email: leona@chac92.co.uk

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41

IT Training and Development

During 2025 CHAC continued our longstanding approach to embracing the opportunities that improving our IT systems brings us. This included a comprehensive update to our telephone system by changing our provider to one which uses cloudbased systems and VoIP architecture. This has allowed us to be far more flexible. Relevant staff have access to apps on their phones and laptops which allow them to make calls to clients from anywhere (including from home) as if they were calling from CHAC’s office line. It also means that calls can be transferred to them which is helpful for our staff that do work from home regularly. We can also customise our system far more with the ability to set custom voicemails (for instance when the office is closed overnight, or for training), or even configure a menu-based system (i.e. press 1 for x or 2 for y) though we’ve not yet found a need for this functionality it is helpful to know it exists. This has significantly improved our flexibility and how we work with our clients.

More widely our approach to IT makes it easier for us to support our clients. We record nearly all our communications in cloud-based systems (secured via Microsoft’s enterprise level security and unique usernames and passwords) meaning that when a client calls no matter who dealt with it, we can see when they contacted the organisation. We can track post that’s arrived or been dispatched and, of course, we have dedicated customer relationship management software in the form of CharityLog. This software not only allows us to maintain detailed records about our cases but also to pull rich statistical information from the clients that we see. From the amount of benefit gains realised, to the ethnic breakdown of our client base, to which wards our clients access the service from. All this information is available at the push of a few buttons.

Sadly, there have also been challenges during the year. In the middle of 2025 Microsoft announced a change to their non-profit donation scheme and began charging for licences that we previously benefitted from for free. This necessitated changing the licence types that we were using, adopting new working practices for some staff (a reliance on cloud-based instances of Office products rather than desktop versions) and some increased costs for staff who required the desktop full fat versions of various Microsoft products. Whilst this was frustrating we were able to adapt to this change with only a minimum amount of disruption thanks to our general flexibility and agility when it comes to IT.

Finally, on a positive note, WhatsApp has been embedded into our service offer this year. Clients are now able to contact us directly, share documents or pictures quickly (and securely thanks to WhatsApp’s end to end encryption), using a method that they are more comfortable and familiar with.

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42

Taken together CHAC is one of the more agile organisations working in the Tees Valley with the ability to quickly react to changing circumstances, client or funder needs, all while maintaining our high-quality service to clients.

Over the next twelve months we will continue to look for new ways to employ technology to benefit both the organisation but also, more importantly, our clients.

Lucas Ainsworth, Senior Caseworker lucas@chac92.co.uk

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(Dementia training is part of the charity’s regular training, which involves all the staff and volunteers).

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43

Statistics (Data analysis, monitoring, evaluation, outcomes, and impacts)

There are three key online packages that the staff use daily; Quick Benefit Calculator, with the ability to work out any unclaimed benefits, CharityLog, and Catalyst 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.

Monitoring

We use a nationally known licenced cloud database system 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. This is alongside Catalyst which is provided by Community Money Advice for our debt cases

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 their appointment 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.

Annual report 2025

44

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 (and any supporting rationale), debt options selected, client feedback, and so on.

The systems also maintain 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: -

Welfare advice services are effective in addressing the problems associated with welfare benefits. A literature review commissioned by the National Association of Welfare Rights Advisors found that advice services are successful in improving take-up of benefits and delivering significant financial gains for clients.

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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45

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.

Navigating through the welfare system can be difficult and stressful even at the best of times. Yet for those who have a serious mental health condition, the anxieties can be even greater and the risk to their health and wellbeing far more pressing.

Sadly, financial problems and mental health often go hand in hand. Each builds off the back of the other. The net result is that a hugely disproportionate number of people with mental health conditions face severe debt crisis. Not just because of poor money management (impulse and emotional control are often symptoms of mental health conditions) but because these health conditions can significantly impact on income too. 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 appointment to avoid additional stress from repeat attendance for the same issue. But when needed we can provide ongoing support for those with the most complex problems or who need additional support.

Impact

We measure our service impact directly from information received from clients’ feedback questionnaires, which were completed by clients when cases are closed by ticking one box only and asking, “which had the most impact”:

-Reduced social exclusion

Internal audits & assessments

Every month, cases are randomly selected from CharityLog or Catalyst for review by the Centre Manager/Supervisor. These reviews look at quality of advice, equal opportunity monitoring, consistency in advice given, compliance with regulations and policies, client feedback, timelines for communications, and outcomes of cases. This enables the Centre Manager/Supervisor to provide recommendations for improvements through a ‘no-blame’ approach ensuring the advisers still feel supported and that feedback is constructive and useful.

Annual report 2025

46

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’ cases 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 the Centre Manager/Supervisor to provide feedback to further develop our service, this includes:

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.

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.

Annual report 2025

47

Our Year in Numbers

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----- Start of picture text -----
Benefited Benefited Issues
Contacts
Directly Indirectly Delt with
53913
4854 9828 10158
Sign New Benefit Housing
Posted Cases Issues Issues
348 2610 5601 4437
Debt Tribunals Total Homeless
Issues Attended Gains Prevented
120 14 £2.7M 482
Became
Mental Quality of Reduced
Financial
Health Life Social
Improved Improved Exclusion Resilient
15% 34% 48% 34%
Conditions Income Energy Emergency
Improved Increased Issues Drop -ins
518 3854 459 288
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Annual report 2025

48

Treasurer’s Report

Once again, I would like to thank all our funders for their continued support. Without them we would not be able to sustain such a high level of service to the community.

2025 Financial Performance

During 2025, the Charity received a total income of £377,879. Our income streams were diversified as follows:

24%: Various time-limited grants

21%: Middlesbrough Council (Welfare advice delivery across 11 community hubs) 20%: National Lottery

20%: CHAC On-The-Job Training project

6%: Northern Gas Network (Energy advice for the Tees Valley)

6%: Central Government grants (Carbon footprint reduction initiatives)

3%: Local NHS (Social Prescribing team support)

The Charity’s total expenditure for the year was £374,314.

Reserves and Staff Investment

The Charity’s reserve was maintained at six months' running costs, equivalent to £120,000. We recognise the importance of valuing our staff during these challenging times. By offering increased wages and working to close the pay gap between our organization and the public sector, we aim to retain our dedicated team who play an essential role in supporting our community.

Outlook for 2026

We enter 2026 mindful that our clients continue to face financial pressures that impact their health and wellbeing. Simultaneously, we face our own challenges regarding shrinking funding and rising operational costs. I am confident that we will work harder than ever this year to be there for those who need us. Our staff and volunteers remain as committed as ever, working tirelessly to make a difference in people’s lives.

Conclusion

Resources were expended in accordance with our fund providers’ policies and conditions. Page 50 detailed income and sources. pages 54–55 trustees’ Report, Page 57: Statement of Financial Activities (Income and Expenditure), page 58 Signed balance Sheet, confirming the Charity remains in a healthy financial position.

Naomi Louise Smith Naomi @chac92.co.uk

Annual report 2025

49

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----- Start of picture text -----
INCOMING RESOURCES 2024 2025
£ £
Henry Smith Charity 24,050 44,150
Garfield Weston Foundation 25,000 0
29th May 1961 Charitable Trust 5,000 5,000
Lottery Reaching Community 74,185 56,763
Souter Charitable Trust 3,000 3,000
Clothworkers Foundation 22,500 0
Albert Gubay Foundation Restricted 0 25,000
Awards for all Costs of living 20,000 20,000
Bernicia Foundation 8,000
Grocers' Charity 5,000 0
Middlesbrough take up and hub contract 65,726 65,638
Charles & Elsie Sykes Trust 2,000 2,000
Newcastle Building Society Community 0 5,000
Rothley Trust 2,000 2,000
Tudor Trust 25,000 25,000
Woodsmith Foundation 5,000 10,000
Hadrian Trust 0 2,000
Hospital of God 1,000 1,500
Middlesbrough Council House hold Fund 0 10,140
Charles Hayward Foundation 5,000 0
Archer Trust 3,000 3,000
Tees Foundation 0 2,500
Northern Gas Network 16,500 19,500
Albert Hunt Trust 10,000 10,000
Barbour Foundation 3,000 4,000
Jack Brunton Charitable Trust 2,500 0
Groundwork Uk 5,947 17,841
1989 Willian Trust /Co Community Foundation 5,000 10,000
Evan Cornish Foundation 10,000 10,000
William Webster Charitable Trust 0 1,000
Darlington Building Society 5,000 0
Anton Jurgens Trust 0 6,390
Durham Community Foundation 0 4,900
Charitable G Payroll Giving Expenses 60 16
Aviva Community Foundation 2,623 652
Places for People 300
VCS Insurance PII payment 2,079
Arnold Clark Community Fund 0 500
Total incoming resources 348,091 377,869
Investment & Interest 10 10
348,101 377,879
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Annual report 2025

50

Charfty reglstratlon numb8r 1152786 {England and Wales) CLEVELAND HOUSING ADVICE CENTRE ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 51 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE LEGAL AND ADMINISTRATIVE INFORMATION Miss N Smith Mr B Brydon Mr G Wllins( Chartty numb•r {England and Wal•8) 1152785 Ind•p•nd•nt •xamln•r Davles TracAy &an House int Road Teesdale Business P*k TS17 6BP 52 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE CONTENTS Pag• 8-13 53 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE TRUSTEES. REPORT FOR THE YEAR ENDED 31 DECEMBER 2025 finan¢>a 81ataments arnl wnpty wllh the ¢h•ty¥ c￿￿$t1￿￿, thg Charthes A(X 2011 and 'AccDunting arAJ Rap)rting by Chwili85.' Statwnent of Recommend&J Pr&Xic apphcth to rbarrt￿ Iheir accounts in accordance with the Fmanad st¥thd 0ppts¢4bbo m th• UK Rapublic of Ireland (FRS 1021. {effe(ve 1 Jw¥Jary 2019). ObJ•¢ll¥M and actlvltl•• pwb'cJJlar but ithout Ilmllation ty.. . The wovi8k>n of (Jn thg Job trwnlrg. Slgnlllcanl actlvlll•• . On all ranp of •KI t#xMiw b￿ffi8 avall•il•. . On all tyFW of debt affears. Achl•v•mwts and p•rform•n closdy ¥Ath iho I￿1 natsonal heth ServKe IwwbrvJ program) and Nort￿ Ga8 Iwarnith program). have wowded ¥dfar8 advicé, and l* to over 27,OCiI pecyle on a wid8 range rrf W08enting problems. suol as evicllon, debt. payment iSSUO8.. re8utted In Imwovk¥ trdr qudty d lfv. Fln•ncl•l r•vl•w Res8Tres pc4Ky Gov•rnlng docum•nt Miss N Smitti Mr B Brydon Mr G Vllliams( Mr M Bateman 54 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE TRUSTEES, REPORT (CONTINUED) FOR THE YEAR ENDED 31 OECEM8ER 2025 ss N Smrth Trusts• 13 January 2026 55 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF CLEVELAND HOUSING ADVICE CENTRE rity) for the yew end•J 31 DKaM￿ 2025. RMpon•lbllltl•• and b••l• of r•port Ihe rewrements of the Chants8Ad 2011. I rwt in respect of my examinatb)n of the C￿rI￿¥ financ4al Statements camed OLrt Soct￿l 145 of th charIth￿ kl 2011. In canwr¥J xl my examinatb)n I Iwve fol¢>ed rMreCtior￿ giv￿ by th• Chorty C¢%nmls under 8ecllon 145(5)(bl of the CPwblSe8Acl 2011. Ind•p•nd•nt •x•mln•rf• •tst•m•ftt Since the rknrity's gross rtome exce•l•d £250.IYKJ. •xthrw mu b• a ft￿n￿￿ of a b(Kty118t¢d Mdj'on 145 of Chontw 2011. 1 c(xffirm thot l •m qu￿￿￿￿ to It￿ examination I member ofthe Insbtute of Chartered Accwilants in Eng1W￿ and is orn ofthe listed bodies. I have completed my exaMinatic￿. I CL¥)fi￿ that ￿ rnattws havo ccrfno to my att•rthY* In connocllcm ¥Ath th• emmlnatlon glvh)g ma CAuse lo belle￿ that in any materw re8PeCt'. accountlng reccfds ncl kept In respect ot the dwty a• r•ryArnd ty Mcllon 130 01 chart￿ACt 2011. ftna￿al statements let ￿J( in Chwitss {Acwts Rep￿ts) Regulation• 2008 other than any Cr•lg D•vlM ICAEW TS17 6BP Dalod.. 13 Januwy 2028 56 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 DECEMBER 2025 Total lunds 2026 funds 2025 fvnd• 2024 fund• 2024 2025 2024 Incom• from: 273,893 2,223 101,783 375.658 2.223 245.459 10 102.632 348,091 10 Totsl In¢om• 276.118 101,763 3TI,879 245,469 102,632 348,101 Exp•ndltuv• on: Charita￿8 acbvths 327.089 47.225 374.314 298.515 48.470 344,985 Totsl •xp•ndllur• 327,089 47,225 374.314 298,515 48,470 344,985 N•t Incom•ll•xp•ndltur•) {50,973) 54,$38 3.565 (53.046) 58.162 3.118 fund• 28.205 (28.205) 46,479 (46,479) N•t mov•m•nt In fuTrd• {22,788) 28,333 3,565 (6,567) 9.683 3,118 R•conclll•tlon of fund•: FurKI balancA8 at 1 Januv 2025 175.308 27.715 203.021 181,873 18,032 199,905 Fund balancH •t 31 152,538 54,048 208,588 175,306 27,715 203,021 The 8talement of financial al gain8 •)d108888 rocogn1￿ yow. All Ir#xmo 8ThJ eXpondI￿re dedve from continuing a¢b.￿t*s. 57 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE BALANCE SHEEr AS AT 31 DECEMBER 2025 2026 2024 Flxod awts Tan￿b￿ assots 10 53.248 47.843 Currnnt 4••ots t>eblors Cash at ¥KI in hoTh1 11 62.481 97.444 82,993 97.960 159.W25 180.953 ¢r•dltorn: amounts l•lllng du• wlthln on• ymr 12 {6.585} (5,775) N•t ¢urr•nt asmts 153.340 155.178 Total l•M ¢urrnnt lknblllll•• 2￿.5￿3 203.021 The fund• ol t￿ charfty R¢strKted income fur 13 14 27,715 175,31X 152,538 203.021 Mtm N Smlth 58 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025 Accountlng pollcl•s Charfty Infomwtknn 1.1 A¢¢ountlng conv•ntlon 2011, FRS 102 Tr Fina￿481 Repcrfts'ng St¥rtl¥d appl￿ n Ihe UK and RewL4ic of IrolaThJ' fFRS 102"} and the Charities SORP 'Accountsng aryj Rewb'r¥ by chan￿8. Ststement of Rectynmerded Pracb¢e applicable to cJwrtI￿ weparing their acc(xwts In a¢cWd￿ with the Fina￿1￿ RepcAtsr4J Standard applicable in the UK RewL4ic of Ir•I￿d {FRS 102). (elFocJi¥e 1 January 2019). The charity ts a Public Benefit Entity as defined by FRS 102. Cash The Ilnand81 stat￿ts have departed from the Chwilies (Acc￿nts and Repxtsl R•gulatths 2008 onty to the extent rewired to pn)vid8 a true arKI fay view. This departure has mvolvod frll¢yMng the Statemenl ol Re(x)mmended Pradica for apP￿r￿￿ FRS 102 ratrw trtan the vwsim of the Statemgrt of RecOmmon￿ Praclice 1$ referred to in the Regulalirms txrt has since been ryltKlravm. nounts in these financial stalemerrts are round8d to th8 n8arest £. policies adopted are set belth¥. 1.2 Golng conc•rn has adequate resources to C4Xrtinue in operatiwal existe￿& for tho foreseeable future. Thus the tr￿100$ 1.3 Charttabh fvnd• Restricted funds are sublecl to weofi¢ by or grantors as to may bo uwl. Th8 charity. 1A In¢M amounts can b8 measured relw. and it is ￿￿Obable that in￿rn will ￿ receivJ. Cash donations are recognised on feLeipt. donaticrn are recogrAsed once ￿ charity has been r￿tified Lega(aes are re¢wils•J ￿ re¢efiO w oifwM8e ff tr has l)een nthd of ￿ Impenolng dfistrlbullm, Ihe am￿nI is kn¢yn. arKI recei0 18 expeded. If the amwrt is not knwi. Ihe is treated as a 59 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO TrIE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEM8ER 2025 Accounllng polkl•• IContlnu•d 1A Exp•ndltur• Extndilure 18 Twniwl thwe is a lryal or construth• oblbgab'on to tranBfw KonomK to a Ihird paty. ft ts wobatlo th814 trander ol 8(aX￿1¢ benoffts wlll bo requtsj In 8ddom•rt. the amount of Expendlture Is da88rf1ed by actsvlty. The Cost8 of exh acttvlty are made up of the total of dlr&t CO8t8 and Shared ¢osts, irthding Surrf)￿t CO￿ Involved In ￿thrtakIng each acuvty. Dlrect costs attrfbutatle to a ￿ngle octs'vty are all¢xatgd dirody to th818¢vlty. Shargd costs whl¢h corrtributo lo mor than ono 4(Il¥ity and 6￿F￿¥t costs are attn'butable to a Sing￿ activity are apwbcfftd beh¥een thos0 4th'vi￿$ on a baw cons181ent the use of rnsWrc￿. Central 8taff costs are althated on the basi8 ol tsme •pent. aTrJ 1.1 T•nglbl• fix•d •M•t• Tangible fix•d asmts ar• initially mogsurod at a)st aThJ Jul)ry0qw)ty m•a8urnd at ￿81 or valu•kn, not ol depredation and ary wnpwmient louos. reciati.on N rwniged so a• to thylte afi the CO￿ or v￿u￿10n of a888ts le•s th￿r rn•kknl o¥•r thdr useful lives on follwng b4808: Leasehold Knprovements 25% rodwng bala￿ 15% reduang bala￿4 The gain or loss ariwng on the dis[h￿l of an 4s¥gt is ¢J8teMIn￿ 88 tho drference bèfvmen the 8ale prrKeed8 vj tho Va￿ of the a88oL and18 fOCQgnlwl In tho Jtatemenl of fin•n¢W 8cti¥iti81. 1.7 Imp•lrnwnt of fix•d a•••ts Al each reForUTrJ end date, ts charty r8vltr•n th8 carrylng am(xmts of tt8 tanglble 888•ts to dttèmlne whethw ther8 is ￿ indKabon that th¢X¢ aY8ets have 8uffered an Impalmwnt l¢)ss. If any s￿h indratm exlsls. ts rne0￿rth rnnt of tho a88et 18 881imatéd h ordtr to d6temiln• It￿ ￿ of th• IMwim￿nI 10551rf any). 1.8 Calh and cash •qulvalonts Cash and cash equiva￿ iThJLvJe cath in hand, dtyoslti hokl 81 vlth b￿ks. oth•r $hofytwm lIq￿d Investhwts ith cryinal maturiti'es of tFYe8 months ￿ I￿, arKI bank over(knfts. Bank overdrafts ￿ sh(ym wffjthin trArnings in aKr•)t irt¥lib 1.9 Flnan¢l•l In¥trum•nts The thwity ha5 eleded to 8ppJy the provEslons of S8con 11 'Ba￿¢ Flnandal Instrumenlg. and Secaion 12 'Other Financjal InStrUm￿S1$S(M, of FRS 102 to all of its finanual in8truments. there a legally enfor￿ble ngm to set off thè reeognised amounts and there Is an Intenkn to setlle on a net basis ￿ to realise the asset and selue the liablty sIM￿tan￿ou￿y. Bask financlal assets Bw finanoal assets, *thich Ind￿ debtors and Lzsh and bank balances. are inltially measured price I￿￿dIng ￿sarA1(￿ costs and are subsequenuy carried at amorb.sed ¢o$t u$ThJ the effective interest method unless the arrarwgnt c¢)nsb'tuies a financiry transaction. bthere the tran￿￿1)ft Éy measured at the present value of the future receipts discounted al a market rate of interest. Financial assets 60 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEAIBER 2025 A¢counllng polklos Icontlnuod) Basfic fir￿KAal Ikgbilitios, Inc￿d1￿j crnthtcys ar)d bank lows are ￿rti￿lY recogniwd * transacbon prio unle51 value of the frJtur8 payments dIsC￿Unted at a market rate of wrter8St Finantsd I￿t￿lIbe5 dassfio(l as payab]o from 8UPFAiers. payth arn ¢lassffi•J 8$ c¥rMt liat41rt8 11 payment 18 ¢kn wthln ono year or less. If no( they we preaented as fKyHxw￿ 14?bihti85. Trade uedrtor¥ are rwnlsed inltially at FlnarKaal li8lylrtig8 arè dèroctynised vtsi the th•rW• obwdorffj èxplrn ry are dI￿￿ged or cancelled. 1.10 emp•• b•n•fll to temiinate the employ1r￿t of an employee or to yo¥￿e teminaticffl beneffts. Crflk•l •¢¢ountlnq ••Umats• and Judg•m•nts In tM 8p￿1¢•t￿Jn ol the thor1￿$ acuwntlry tho truslees are requlred to make ludgemw)ts, esfjmal88 and 88sumpts'on8 about Ihe canwryJ of 858ets and liaLNlibes that are not readily apparent from other urces. The 6sb"mates arAI 888ociated assunwffis are based cffl hlslcrfical experierKx and other lact(xs that The 8stSmales and WKJ8rtyry a88Umpi￿S are revithtypd an cv)g¢xTrJ basis. R8wsKX￿ to ac(x)untiThJ e8tim8te8 oro r¢c¢gnl$8d w) the WK#J ￿ ¥knith eimote h rth8¢d the rnwsion affects fflly that porir)J. C￿ In the pgri(>J m78K￿ WKI fvrtLn periods the affects both cwent and future 61 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEAIBER 2025 Donatlons and l•g•¢l•• Totsl Unrestric1￿ R85tsictgd furxls Totsl lund• fund• 2028 2026 2026 2024 2024 2024 Hub & canybwk aohlkx 65.639 65.639 65.728 85.728 f•ilrila$ Training agreemertl Nabonal Lottwy Commurmty 203.354 203.354 174.733 174.733 101,783 101,783 102,632 102,632 273.893 101.763 375.658 245,459 102,632 348,091 lfi¢om• from Inv••tnKgnt• funds 2025 fund8 2024 2,223 10 62 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED FOR THE YEAR ENDED 31 DECEMBER 2025 Exp•ndltyv• on chavttabl• actlvltkn• Charttable Charttablfr Exp•ndlturn Exp•ndlturn 2026 2024 Dlrect C￿t• 237.528 13.487 2,809 20,219 30.909 3,870 7,315 4.365 19,081 4,129 5.261 9,757 720 2,699 7,389 2.348 2,256 374 219.257 8.808 2,810 20,519 31.519 1,869 Deweualicffi aNJ Impalmnt Fund raislng c￿SUM8ncY Trainiw tLrtors A(fverti￿ng 9,442 23,234 1,294 2,398 11,373 895 2,950 5,478 2,425 Ryrs and Tenthvals R￿1. fat0• and wat Llght arvj h68t Te￿￿. 4rKI Intwnet Cl•wlry and surwjrres 175 374,314 344,985 An•fy•l• ty fund 327,089 47,225 298.515 48.470 374,314 344,985 14•t mov•m•nt In fund• 2025 2024 net Mov0￿ in l• •lated aftw drWlue(Itlng): Fees PayaL￿e for thè 5rml•pen￿ t￿￿nIn0th0n of the ffin¥￿al •tstements 13,487 8,808 Pthybe of trustee8 {or p8rwbS (YXW*Ctod Tkn th•m) r•c8lv•d any remunernlon or bl￿fft9 from th• tharity dwirwj the year. 10- 63 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025 2026 Numb•r 2024 Numb•r 2026 2024 198.272 21.992 19,262 194,418 18,141 8,700 237.526 219,257 Tho charlty ￿ ¢xempt fr(xn tax on Irthm8 and f811iTr3 hrthln socbon 505 of the TaxesAct 1988 or 8Ktion 252 of ￿ T•xatlw ol Ch8r9• G￿r￿A(4 1992 to lh• •xlant th•t th￿• arn awlod to It• chorll•bl& objécts. 10 T•nglbl• fix•d •8•4ts Toial At 1 J•nu•ry 2ff25 69.901 558 124.407 18.889 18.331 At 31 Dwibor 2025 72,837 70.459 143.296 D•pr•cl•tlon and knpalrnmnt At 1 January 2025 31.8( 9.713 44,957 3,774 78,563 13,487 At 31 DO¢￿ty¥ 21r25 41,319 48,731 90.050 Carrylng amount At 31 December 2025 31,518 21,728 53,246 At 31 0￿1b￿ 2024 22,899 24.944 47,843 11 64 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2025 2026 2024 Amounts falllng wlihln on• y•ar. Trade delknrn 82,481 62,993 12 Cr•dftorn: amount• lalllng du• Tlthln on• yur 2025 2024 4,310 2,275 3,501 2,274 6,585 5,775 13 RMtrlct•d fund• Tho relirt￿ furrtl• of tho dwrty CAYnrm￿ tha unexpend8d balances of don•tion• and grants h•ld on tru•t •JtsJect to Ipodfic cond￿1￿ by doncn ￿ to ttw may be uaed. At 1 J•nu•ry In¢omlng 2025 r•￿UrC RMourc•• Tran•f•rn •xp•nd•d At31 Dx•mb•r 2025 Resthcted fur 27.715 101,763 147,225) (28.205) Prevlou• y••r At 1 J•nuary 2024 Incomlng rn8ource8 Rosourcas expended Tran•fern At31 D•c•mber 2024 18.032 102,832 146,470) (48,479) 27,715 wrrK¥w of the Natkmd Lott￿ Communlty re8trl¢Xed fvnd lor RC Noth East and Cumbrfa Region l¥ to 0￿e o)re lunding. Each inslalment Is expended over a period of 81x month8. Restn'(ed fvnds are releas•J to UN8str￿ lunds the Trustees cMsKler the restriclions on th08e fvnd8 12- 65 Annual report 2025

CLEVELAND HOUSING ADVICE CENTRE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEAIBER 2025 14 Unr•¥trlcW fvnds At 1 January Ineomlng R••ourc•• Tr•n•f•rn At31 2025 175.X 276.118 1327.089> 28.205 152.538 Prnvlou• Y￿r. At 1 JITh￿ry IwmlNJ R••¢>urc•• Trnn•f•r• 2024 rn•¢W￿• •xp•nd•d A131 D•c•m￿r 2024 181,873 245.489 1298.515> 46,479 175.3Ch3 16 An•ly•l• of n•t •••ts b•t••n fund• T¢)t•l fund• luTrd• 2026 2025 At 31 IIK•mb•r 2025: Tanglbié assets Currenl a$8eWlll*lttio•) 53,248 99.292 53.246 153.340 152.538 2(￿.586 Unr••trld•d R••trlctsd nd• fund• 2024 2024 Totsl 2024 At 31 D•c•mb•r 2024: Tor￿b￿ assets Currwrt 47,843 127.463 47.843 155,178 27.715 175.3( 27.715 203,021 16 R•l•t•d party tran•acdon• 13- 66 Annual report 2025

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Staff, Volunteers and Trustees enjoying a well-deserved Christmas outing in Dec 2025 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

Serving The Community since 1991 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 2025

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