REGISTERED COMPANY NUMBER: 03361902 (England and Wales)

REGISTERED CHARITY NUMBER: 1062150

REPORT OF THE TRUSTEES AND

AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

FOR

SAFER MERTHYR TYDFIL LIMITED

(A COMPANY LIMITED BY GUARANTEE)

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Report of the Trustees

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Report of the Independent Auditors

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Statement of Financial Activities

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Balance Sheet

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Cash Flow Statement

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Notes to the Cash Flow Statement

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Notes to the Financial Statements

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The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

The Trustee Report includes the Report of the Directors' as required by company law.

OBJECTIVES AND ACTIVITIES

Objectives and aims

The charity's objects are:

- Promoting for the public benefit, in partnership with the others, the protection of property, of people and property, and the prevention of criminal acts.

- Advancing the education of the public in crime prevention.

- Providing recreational facilities in the interests of social welfare for young persons with the objectives of improving their conditions of life.

The charity has the general aim of enhancing the quality of life of the people of Merthyr Tydfil, and elsewhere in Wales, by reducing crime and fear of crime. However, since the advent of the Crime and Disorder Act 1998, crime prevention activities now have core status on the agendas of statutory and voluntary organisations locally and nationally. Therefore, the charity's business objectives are to:

- Continue to play a key role in reducing crime and the fear of crime by accessing National and local resources to develop crime prevention initiatives across Wales.

- Assist local and national organisations to deliver effective single agency and multi-agency crime prevention measures in order to create a safer environment where economic enterprise and community life can flourish.

- Continue to share good practice with Community Safety Partners locally, regionally, and nationally.

The strategy employed by the charity to achieve its aims and objectives is to develop suitable programmes of work for delivery. In line with its strategic intent, SMT has chosen to specialise in the provision of support to families affected by domestic abuse which equates to approximately 95% of business activity.

Public benefit

The Trustees are aware that the Charity has a responsibility under the Charities Act to demonstrate that it has charitable aims that meet the public benefit requirement and are therefore charitable. The Trustees confirm that they have had regard to the Charity Commission's guidance on public benefit when considering, planning and implementing the activities of the charity and comply with the duty under S17 Charities Act 2011. As Trustees, we believe that the aims of our organisation are charitable and for the public benefit. Furthermore, in our view, no detriment or harm arises from our Charity carrying out its work and we are not aware of any widespread views among others that such detriment or harm might arise.

Volunteers

Volunteer Time

The value of volunteer time is not quantified in terms of money, but the time contributed by volunteers is an invaluable resource in terms of the outstanding contribution made by them.

STRATEGIC REPORT

Achievements and performance

Charitable activities

Through a Grant from Merthyr Tydfil County Borough Council, the charity, throughout 2024/25 has undertaken a strategic role in the coordination of domestic abuse services.

The grant is reviewed annually and makes an essential contribution toward core costs, which incorporate both strategic and operational administration of the organisation. The value of the Grant with MTCBC for the financial year 2024/25 was £37,000. However, in real terms it was significantly higher as it was this contribution to core funds, along with that from The Leathersellers Foundation that allowed us to generate a turnover of £2,783,405. Conversely, the added value is that this level of income contributes directly to the strategic priorities of key local, regional, national and UK wide plans.

On behalf of the community Safety Partnership and the Regional VAWDASV Steering Group, the charity employs and manages the strategic Violence against Women, Domestic Abuse and Sexual Violence (VAWDASV) Regional Advisor for Cwm Taf Morgannwg. The charity plays a key role in assisting the Local Authority (MTCBC) discharge is statutory duties through maintenance and delivery of high-quality programmes of work in relation to Domestic Abuse.

Safer Merthyr Tydfil Programmes of Work

COMETS AND ROCKETS - The Comets and Rockets model provides tailored support for children and young people aged 3 to 15 who have experienced or witnessed domestic abuse. The model is designed to complement the support offered to parents and carers, recognising the importance of a whole-family approach. Depending on the level of risk and the specific needs of each family, support may include group sessions, one-to-one work, and therapeutic interventions delivered by BAPT-accredited play therapists.

During 2024-2025, Comets and Rockets programme spanned Cwm Taf Morgannwg (CTM) and was funded by multiple sources including BCBC, RCTCBC, MTCBC, Moondance, MCF, and MoJ through the office of the Police and Crime Commissioner for South Wales. The range of interventions delivered included:

Comets and Rockets groups (3 - 15 years old - CTM)

- Recovery focused 1-1/peer support

Play Therapy (3 - 15 years old - CTM)

- Non-directive therapy

Child Parent Relationship Therapy (parents/carers only - CTM)

- Education focused group teaching parents therapeutic play skills

Heart to Heart (parent/carer plus child 3-15 years old - CTM)

- Recovery focused early help attachment programme for families

Child IDVA (3 - 15 years old - Merthyr & Bridgend)

- Recovery focused 1-1 support for children impacted by urgent/recent incident

CADA (11+ years old - Merthyr)

- Recovery focused 1-1/peer support including delivery of licenced programmes (STAR and ACES Recovery Toolkit) and Healthy Relationships workshops

RESILIENCE (11+ years old)

- Early Intervention and prevention workshops including Universal delivery & targeted Youth Support sessions

Support is primarily delivered from SMT buildings, including the Teulu MAC Victim Services building and the SMT offices at the Voluntary Action Centre. However, where appropriate, sessions can also be provided in community venues closer to families or within schools if this setting is more conducive to positive outcomes for children and young people.

The support offered includes initial safety planning, advocacy, court support, and tailored, ongoing sessional work. Key themes addressed through group and one-to-one support include, but are not limited to, the following:

- What is domestic abuse?

- Safety

- Body Safety

- Support networks

- Changes

- Self esteem

- Feelings

In addition to group and one-to-one programmes, Play Therapy is offered to children and young people, providing a safe and supportive environment tailored to their emotional needs. Delivered by a qualified Play Therapist, this non-directive therapeutic approach allows children to express themselves freely and at their own pace. The sessions aim to:

- Build rapport and trust through empathic engagement

- Support the child in processing difficult thoughts and emotions, such as guilt resulting from family breakdown

- Assist in the development of a personalised safety plan

- Create opportunities for the child to experience joy and simply be themselves

SMT also delivers Healthy Relationships and Resilience programmes within both school and youth/community settings, targeting young people aged 11 to 17. These sessions align with current curriculum changes through Personal and Social Education (PSE) and provide an opportunity to identify knowledge gaps and individuals who may benefit from additional support.

As part of our universal delivery, the following key themes are covered:

- Healthy relationships

- Understanding domestic abuse

- Staying safe

- Consent

- Sexual exploitation

- Sexting

- Personal safety

- Coping strategies

- Human needs and rights

- The link between domestic abuse and human rights

- Gender inequality, consent, grooming, and child sexual exploitation

Comets and Rockets - Positive Engagements

Throughout 2024/2025, the Comets and Rockets programme delivered a wide range of interventions across the Cwm Taf Morgannwg (CTM) region, achieving the following levels of engagement:

- Comets and Rockets Groups (Ages 4-11, CTM) - 49 children and young people (CYP)

- Play Therapy (CTM) - 64 CYP

- Child-Parent Relationship Therapy (CTM) - 8 parents/carers

- Heart to Heart (CTM) - 10 CYP and 11 parents/carers

- Child IDVA Support (Merthyr & Bridgend) - 234 CYP

- ACE's Recovery Toolkit (Merthyr) - 20 CYP

- STAR Programme (Merthyr) - 67 CYP

- Healthy Relationships Workshops (Merthyr) - 224 CYP

- Resilience Programme (Universal Delivery & Youth Support) - 822 CYP

Staff Achievements 2024 - 2025

RECRUITMENT - Following the departure of the Bridgend Child IDVA, who moved to a new SMT project (Family Court Pathfinder), a new Child IDVA was successfully recruited with minimal disruption to service delivery.

Additional staffing changes occurred in October 2024 following SMT's successful retender in Bridgend County Borough Council (BCBC). As a result, Bridgend delivery is now supported by:

- 2 part-time Children and Young Person Workers

- 1 full-time Children and Young Person Worker

- 1 part-time Play Therapist

Delivery in Cwm Taf is currently supported by:

- 2 part-time Play Therapists

- 4 part-time Children and Young Person Support Workers (including 1 vacant 28hr post)

- 1 Child IDVA

TRAINING - Staff learning & Development continued, most notably with one staff member successfully completing Safe Lives CHILD IDVA training. All staff completed Safeguarding Children, Fire Safety, Manual handling. Other training completed by staff in 2024 - 2025 - STAR, Level 3 Coercive and Controlling Behaviour, First Aid, Child and Adolescent to Parent Violence Abuse.

EVENTS ATTENDED - SMT maintained active participation in Safeguarding Week and the 16 Days of Activism campaigns. Comets and Rockets staff played a key role in the delivery of several community events, including Merthyr Pride where an Information Stand and activity table was provided.

STAFF WELLBEING - Supporting the personal and professional well-being of staff is considered equally important as meeting the needs of service users. To this end, SMT continued to provide access to additional clinical supervision, as needed and/or as stipulated for play therapists by BAPT. This support enabled staff to maintain professional boundaries, manage the risk of countertransference, and prioritize self-care while working with complex and emotionally demanding cases-ultimately helping to prevent burnout and vicarious trauma.

DOMESTIC ABUSE RESOURCE TEAM (DART)

The team delivers a wide range of services through the Teulu Multi Agency Centre - a central 'one-stop-shop' located in Merthyr Tydfil - as well as through community-based outreach posts and in-home support for individuals.

DART works in collaboration with other SMT projects to provide holistic support services for families affected by domestic abuse. These services are fully integrated into DART's wider programme of work, allowing the focus to move beyond crisis-driven, risk-led responses. This approach empowers victims and their families by equipping them with the tools and support needed to access appropriate services and work towards greater self-sufficiency. Ultimately, this model aims to break the cycle of repeat victimization-often referred to as the 'revolving door'-and to highlight the resilience and potential of survivors.

The aim of the project is to provide a holistic approach to supporting those affected by domestic abuse aged 16+ and their children.

We also aim to:

- Encourage victims to report domestic abuse.

- Provide practical help and support to victims of domestic abuse and their families.

- Coordinate and improve services to adults and children experiencing domestic abuse through multi-agency working.

- Raise public awareness of domestic abuse and its consequences.

- Provide a range of Recovery Programmes and activities.

DART Community Support 2024 - 2025

A total of 1255 referrals were received and processed, with our successful contacts resulting in 599 survivors of domestic abuse accessing support. These individuals were provided with tailored support, delivered on an ongoing, single-session, or triage basis according to their individual needs.

During the 2024-2025 period, the DART team comprised one full-time Manager, one full-time Operational Lead, two full-time Independent Domestic Violence Advisors (IDVAs), one part-time IDVA, and one part-time administrative worker. However, the team experienced a vacancy for over four months due to recruitment challenges, which placed additional pressure on existing staff. Despite these constraints, the team continued to deliver their core services and operated a daily Drop-In service at the Teulu Multi Agency Centre (MAC). This service provided timely support to individuals presenting in crisis without prior appointments, helping to reduce immediate risk and facilitating access to ongoing support where required.

Referral and engagement data from the 2024-2025 period demonstrates that, on average, each full-time equivalent frontline staff member supported approximately 200 victims of domestic abuse. This support encompassed a range of interventions, including single-contact sessions, short-term assistance, and longer-term engagement focused on risk reduction and needs management.

DART Court Support 2024 - 2025

Court IDVA attended a total of 44 weekly Special Domestic Violence Court at Merthyr Tydfil Combined Court Centre, including Family Court and Criminal Justice Proceedings, supporting and advocating for a total of 144 victims at plea hearings, Trials, and sentencing hearings - 3 additional victims utilized our Safe Video Evidence Site located at Teulu MAC, where they were able to provide best evidence in Criminal, Civil, and Family Court proceedings.

The effectiveness of the role ensured outcomes were met despite challenges beyond our control:

- 141/144 reported improved health and wellbeing following Court IDVA Support

- 140/144 reported increased feelings of safety following Court IDVA Support

- 142/144 reported feeling better informed and empowered to cope with aspects of daily life following Court IDVA Support

- 142/144 reported feeling better able to cope and build resilience to move forward with daily life following Court IDVA Support

Women's Recovery Programmes 2024-2025

In September 2024, SMT was successful in securing the tender to continue delivering Recovery support services in Bridgend. This outcome also supported the ongoing delivery of services in Merthyr Tydfil, where funding for the Recovery element of support is absorbed by DART.

- FREEDOM PROGRAMME: a twelve-session domestic violence programme to inform women of behaviours and tactics utilized by male perpetrators to exert power and control over their partners / ex-partners.

- OWN MY LIFE: a twelve-session programme for women who have been subjected to domestic abuse to enable women to regain ownership of their lives after they have been in a relationship with someone who has hurt them.

- RECOVERY TOOLKIT: a twelve-session programme for women who have been subjected to domestic abuse and who have separated from their abuser to assist women in looking at ways to develop positive coping strategies to deal with the psychological distress cause by the abuse.

We received 445 referrals for Recovery support, with 183 individuals accessing support. We delivered 10 groups during 2024-2025, including 4 Freedom Programme, 4 Own My Life, and 2 Recovery Toolkit. In line with the wishes of survivors, Recovery Toolkit was offered as self-study with 1-1 conciliation support for the Spring and Autumn period. All survivors who accessed our service were supported to address their Recovery needs, with many accessing multiple programmes in furtherance of their recovery following domestic abuse.

Following completion of the Recovery Programmes, survivors reported positive outcomes including:

99% agree support has resulted in positive change.

92% feel more confident following support.

91% report benefitting from meeting other victims.

89% feel hopeful about the future.

91% feel more assertive.

91% report now being able to make sense of their abuser's behaviour.

99% now expected to be respected in a relationship.

99% feel able to respond to abusive behaviour safely.

99% now feel less alone in their experience of domestic abuse.

95% no longer blame themselves for their abuser's behaviour.

99% can now recognize an unhealthy relationship.

Staff Achievements 2024 - 2025

RECRUITMENT - One full time IDVA recruited. All accessed relevant training in line with their role and personal development plan.

TRAINING - Staff learning & Development continued, most notably with one staff member successfully completing Safe Lives IDVA training. All staff completed Safeguarding Children, Fire Safety, Manual handling. Other training completed by staff in 2024 - 2025 -

Understanding Economic Abuse, Understanding Sexual Violence, Understanding Experiences and Effects of VAWDASV on Deaf Survivors, BAROD Training, Understanding Economic Abuse, First Aid, Child and Adolescent to parent violence

TRAINING DELIVERY - 4 sessions of Level 3 Coercive Control Training were delivered both online and face-to-face to partner agencies across Cwm Taf, including housing, education, social care, and police sectors. The training was aligned with the Social Care Calendar and the CTM Safeguarding Board's training delivery plan.

EVENTS ATTENDED - SMT maintained active participation in Safeguarding Week and the 16 Days of Activism campaigns. DART staff played a key role in the delivery of several community events, including Merthyr Pride where a Drop-In and Information Stand was provided, and DART management were key in the planning of the Merthyr Tydfil White Ribbon Day event, although this was cancelled on the day due to adverse weather.

STAFF WELLBEING - Supporting the personal and professional well-being of staff is considered equally important as meeting the needs of service users. To this end, SMT continued to provide access to additional clinical supervision, as needed. This support enabled staff to maintain professional boundaries, manage the risk of countertransference, and prioritize self-care while working with complex and emotionally demanding cases-ultimately helping to prevent burnout and vicarious trauma.

IRIS (Identification and Referral to Improve Safety)

The IRIS programme is an evidence-based, effective, and cost-effective intervention to improve the primary care response to domestic abuse and is nationally recognised. It improves the General Practice response to domestic abuse and essentially improves the safety, quality of life and wellbeing of survivors.

IRIS is a collaboration between primary care and third sector organisations specialising in domestic abuse. Core areas of the programme include ongoing training, education and consultancy for GP practice based clinical teams and administrative staff, care pathways for primary health care practitioners and an enhanced referral pathway to specialist domestic abuse services for patients with experience of domestic abuse.

Support for practices:

- In-house specialist domestic abuse training sessions to become better equipped to respond to concerns and disclosures of domestic abuse from all patients including perpetrators. This includes training for all clinicians, as well as reception and administrative teams.

- Ongoing support and domestic abuse consultancy after training is completed from a named Advocate Educator.

- Literature (posters and cards) for practices explaining that they are a domestic abuse aware practice.

- Developed and enhanced safeguarding responses to both children and adults.

- A simple referral pathway for patients to a named Advocate Educator, reducing time required from GPs and practices to respond to disclosures and related issues.

- A certificate for each clinician who attends training, counting towards their CPD points.

- Regular attendance from the Advocate Educator at practice meetings to remind staff about the service and provide support with challenging cases.

Support for patients:

- Emotional support, a safe place to talk about how domestic abuse has affected them and the impact this can have on their emotional and physical well-being. The Advocate Educator works in a patient centred way, at the patient's pace, outlining options and choices.

- Practical support, including advice around finances/benefits, referrals into counselling/group work, housing, legal advice, safety planning, referrals to MARAC/safeguarding, support reporting to Police or attending court.

IRIS is delivered across the Cwm Taf Morgannwg region by Safer Merthyr Tydfil in Merthyr Tydfil, Cynon and Bridgend areas and RCT Domestic Abuse Services in Rhondda and Taff.

IRIS has been operating in Cwm Taf since September 2015 and was extended to incorporate Bridgend practices from February 2021.

In the year prior to IRIS delivery domestic abuse services received a total of only 5 referrals from GP practices in relation to accessing specialist support for domestic abuse victims.

Since 2015 we have received 1794 referrals in total; an average of 179 patients per annum supported in managing the health impacts of current and/or historic abuse.

During 2024-25 265 patients were referred to IRIS, continuing the year on year increase.

The patient engagement rate for IRIS referrals is 89%, significantly higher than the 35-40% engagement rate typically seen in community-based domestic abuse services. This stark contrast highlights the unique and trusted relationship between patients and IRIS-trained GPs and clinicians, who are often the first health professionals able to recognise symptoms linked to both current and historic domestic abuse trauma. Through this trusted connection, patients are sensitively and safely referred to specialist DVA support via the practice's allocated Advocate Educator.

Notably, the majority of patients referred into IRIS have never previously accessed support for their experiences of abuse. As a result, trauma often remains unaddressed, continuing to impact their physical and mental health, confidence, self-esteem, and day-to-day functioning. The IRIS programme plays a critical role in breaking this cycle, offering a pathway to recovery, safety, and long-term wellbeing.

Victims of domestic abuse experience not only immediate physical injuries, but also a wide range of long-term health consequences that can persist for years after the abuse has ended.

Early intervention and access to trauma-informed care is therefore essential to mitigate long-term harm, promote healing, and support survivors on a path to sustained recovery and resilience.

IRIS Outputs and Outcomes 2024-25

265 patients were referred for specialist support over the year, an increase of 13 compared to the previous year, highlighting ongoing and rising demand for intervention.

The three Advocate Educators collectively managed an average caseload of 133 patients, a significant rise from 94 in 2023-24.

- The highest caseload was recorded in Quarter 3 with 142 patients, reflecting a sustained and prolonged need for support among those accessing the service.

A total of 472 onward referrals were made for additional support, 130 more than the previous year, demonstrating the service's expanding role in coordinating holistic care. These referrals addressed a wide range of critical needs, including:

- 1 child safeguarding referral

- 52 counselling referrals

- 17 referrals to Independent Domestic Violence Advisors (IDVAs)

- 4 MARAC referrals for patients at high risk of serious harm or homicide

- 66 enrolments in recovery programmes

- 8 referrals to sexual abuse support agencies

- 24 referrals for legal advice

- 22 target hardening requests to improve safety at home

Through IRIS support, 168 children were more effectively safeguarded, highlighting the broader family-level outcomes of early identification and specialist referral.

Presenting Issues and Abuse Typologies - Ongoing Impact on Patient Health

-Depression, anxiety, and isolation remain the most prevalent presenting issues, highlighting the enduring emotional toll experienced by patients.

- Patients consistently report experiencing physical, psychological, and financial abuse both in current and historic relationships.

These forms of abuse continue to have a profound and lasting impact on their mental and physical wellbeing, further compounding their overall health needs.

Patient outcomes:

- 88% of patients reported they accessed their GP less as a result of engagement with IRIS

- 93.5% of patients reported feeling safer and more able to cope

- 88% of patients reported their physical and mental health had improved

- 92% of patients reported feeling more positive about their future

- 100% of patients reported they felt listened to

- 99% had better access to support

Feedback from patients is integral to the development and quality of our service. It shapes how we deliver support, ensuring our approach remains trauma-informed, responsive, and centred on the real needs of those we serve. Patient insights directly drive service improvements, helping us identify gaps, strengthen outcomes, and maintain a consistently high standard of care.

Patient feedback quotes:

"For many years I was unaware of the support that was out there and felt no one could help. I now know that there is help and not to be afraid of asking. My GP and support worker have been very helpful".

"Having someone to talk to has been life saving, I thought no one would believe me but they did, which is a massive relief. I'm going to classes and have done the Freedom group and met loads of nice people, my life is much better."

IRIS Training

A total of 42 GPs and clinicians and 76 reception and admin staff from 13 practices completed IRIS training during this year. Requests for onsite training have increased compared to the previous year, indicating a shift in delivery preferences.

98% of GPs and clinicians who attended training reported an increased understanding of the complexities of DVA and 100% felt more confident using targeted enquiry to identify DVA.

Feedback received:

"I feel much more equipped to tackle this issue and sensitively enquire with patients. Having a dedicated resource is invaluable."

"A good overview of issues within DVA, including covering some of the more modern ways in which

people may experience abuse."

"Expertly facilitated-thank you."

In conclusion

Over the past year, 265 patients were identified by GPs and clinicians as requiring specialist domestic abuse support representing a 5% increase (n=13) from the previous year. This rise reflects the ongoing demand for intervention, as well as continued vigilance and awareness among healthcare professionals.

The engagement rate for patients referred into the IRIS programme remained strong at 89%, underscoring the trusted and confidential relationship between GPs and patients. Clinicians are often uniquely positioned to identify signs of past or ongoing trauma related to domestic abuse, enabling early and sensitive intervention. Through this trusted connection, patients are safely and appropriately referred to the allocated Advocate Educator.

Effective multi-agency collaboration remains a cornerstone of domestic abuse response. Coordinated working across health, safeguarding, and specialist sectors is essential not only to increase safety and achieve improved health outcomes, but also to safeguard children living in environments where parental or familial abuse is present.

THE DRIVE PROJECT

The DRIVE project is a national response to high risk and high harm perpetrators of domestic abuse identified through the MARAC (Multi Agency Risk Assessment Conference) process. The service aims to prevent the use of abusive behaviours whilst victim survivor and associated children safety is paramount. DRIVE advocates a multi-agency approach to case management, linking with all key partner agencies to develop a bespoke intervention strategy tailored to the needs of service users. Collaboration with IDVA services is central to the model, with the victim survivors' voice being at the centre of the intervention. The intervention is multi-faceted, and interlaces support interventions to reduce risk, one to one behaviour change intervention and disrupt interventions.

The intervention continues to operate across the South Wales Polic force area offering our community DRIVE service, and also incorporates the HMP Swansea Pilot and the Police Perpetrated DA Pilot (PPDA).

During 2024 - 2025, DRIVE has worked with 287 high risk high harm perpetrators across the South Wales police force area, with a total of 311 victim survivors and 599 associated children. 52% of these (150) were identified as serial perpetrators with 7% (21) having multiple victim survivors. 276 perpetrators were male and 11 female, with ages ranging from 16- 69. 95% (294) of victim survivors were female, and 5% (17) victim survivors were male.

To date, DRIVE have delivered intervention to 1,812 perpetrators, 2,074 victim survivors and 3,798 associated children and young people.

This has been a year of significant staffing changes across the area, but despite the challenges that this has raised we have continued to deliver a high standard of intervention, often dealing with the hardest to reach members of society. With new staff, we have seen the teams develop with a number of positive changes occurring across the police force area. Significant progress has been made with South Wales Police colleagues, particularly in the Western bay area, meaning that we now have effective and streamlined partnership working which is central to risk management and safeguarding. Multi agency working remains paramount to the delivery of a whole systems approach to domestic abuse with 13,917 multi agency contacts taking place across the project during this financial year. DRIVE have also secured the first case in South Wales that has been issued with a Stalking Prevention Order (SPO) which had DRIVE engagement listed as a requirement. This has been a significant achievement, in particular due to the nature of stalking cases. This case specifically had previously been known to DRIVE although contact was deemed unsafe due to the risk that the SU posed and the lack of effective levers to facilitate engagement. The SPO has allowed for contact with a high risk perpetrator without increasing risk to the victim survivor, allowing intensive behaviour change and robust risk management. The relationship with the stalking prevention coordinator continues to strengthen and it is hoped that this can be replicated in the coming financial year, further evidencing the high regard in which the service is held.

Stalking and harassment and coercive and controlling behaviour are noted to be increasing across the area, and these behaviours are often more entrenched and insidious, making them more complex to challenge and promote behaviour change. Case managers continue to utilise HMPPS case formulation, clinical supervisors and practice advisors in order to ensure appropriate and robust intervention is delivered. There has also been an increase in neurodiversity amongst our service suers, with case managers continually utilising varied support service and interventions to make positive change.

Victim survivors and associated children remain priority as part of the intervention, with a key focus on risk reduction. The Severity of Abuse Grid, (SOAG), is key to measuring the impact of the intervention, and the below table provides an overview of the risk reduction evidenced across the four key abuse types measured by the SOAG.

% Reduction of each Abuse Type

HIGH

MODERATE

STANDARD

Physical Abuse

89%

78%

69%

Sexual Abuse

90%

95%

53%

Harassment and Stalking

78%

48%

12%

Jealous, controlling or coercive behaviour

84%

43%

-17%

* This negative figure indicates that the number of standard risk cases has in fact increased, however this is a result of the number of cases that have moved from high risk at intake to standard risk at exit, supporting the reports from case managers that this behaviour is often more entrenched and complex to eradicate.

Our aim for 2025 - 2026 is to continue to build on the well established service, developing new ways of working in the ever changing field of perpetration of domestic abuse whilst holding victim survivor voice at the forefront of the intervention. As staffing stabilises, we are confident that we can build on the number of people who benefit from the intervention ad the evidenced reduction in risk that it offers.

HMP Swansea

The HMP pilot has continued to gain traction and has been extended in line with the community element of DRIVE. The pilot was created in response to an identified need following the launch of the short-term sentence model in August 2000. It was identified that the cohort falling under this model consisted of a high volume of high-risk high harm domestic abuse perpetrators, and due to the nature of short term sentences, the ability to complete comprehensive assessments and risk management was negatively impacted. In response to this, Safer Merthyr Tydfil has collaborated with South Wales OPCC, HMPPS and The DRIVE partnership to develop the intervention at HMP.

The aim of this model is to:

- Identify and respond to high risk of serious harm perpetrators of domestic abuse that receive sentences* less than 6 months; improving safety for their associated victims and children.

- Build motivation and facilitate access to RNR informed, specialist domestic abuse behaviour change interventions for the high risk of serious harm perpetrators of domestic abuse perpetrator.

- Provide continuity of access to specialist domestic abuse behaviour change interventions for the high risk of serious harm perpetrators of domestic abuse perpetrator prior to, during the transitionary period from custody, and after, into the community.

- Reduce repeat and serial incidents of domestic abuse in the same, or in future, relationships.

- Prevent recidivism and domestic abuse offending and the return to HMP.

*offenders/perpetrators that have not been sentenced on a DA related offence but have a high risk-harm DA offending profile should be considered too.

During this reporting period we have seen a change of staffing within the HMP Pilot, with a new HMP Case Manager appointed in February 2025. Due to the lengthy process of police and prison vetting, we have had a period where there has been no designated HMP Case Manager. Despite this, referrals continued to be received and processed and DAPP Panels held.

To date, the HMP Pilot has worked with 35 Service Users, 36 victim survivors and 76 associated children and young people, with 100% of these service users having progressed to direct contact with a case manager, with the average length of intervention spanning 276 days. Due to the nature of the role, all of these SU's have been make, with the majority of these falling between the age of 21 and 49. We have seen 2 SU's in the 60+ age bracket who have both presented with additional health needs. The excellent multi agency working taking place within this pilot has seen one of these cases being allocated a social worker and being offered supported accommodation. This intervention focused on addressing support needs as a means of managing the risk posed, and the victim survivor reported feeling supported and pleased with the outcome, feeling safer and that the risk had reduced whilst also confident that her partner was receiving appropriate support.

In addition to IDVA there is a CHIDVA allocated to the HMP Pilot to deliver intervention to the associated children and young people identified, and below is some of the feedback that has been obtained from the CYP's supported through this process:

" I can't thank you enough for everything that you have done , no matter the outcome I am so grateful to have

you as my support worker. I am really grateful for everything you have done to support me'.

" I think that this is helpful as it is someone you can open up to about my situation. There are some

things that I wouldn't have opened up to my mum that I could with my CHIDVA , I am thankful for that. "

As we enter the new financial year and new staff become imbedded in their roles we hope to regain a level of stability and consistency, with a new HMP Case Manager in place and a Community Transition worker within the SNPT team to offer a seamless transition between HMP and community. There are continuing challenges with changes to sentencing guidelines, however with a positive and multi agency approach to this it is hoped that we can continue with the positive outcomes that we have seen to date.

Suite of perpetrator interventions:

SMT are the service provider for DRIVE Project, Driving Change and CLEAR, a suite of perpetrator interventions that provide risk-based, tiered levels of support across Cardiff and The Vale, and Cwm Taff Morganwg. The aim of the model of work/delivery model is an integrated approach that will improve the public sector response to violence against women, domestic abuse and sexual violence by reducing the number of victims, holding perpetrators to account for their behaviour, and promoting a desire for significant attitudinal and behavioural change in perpetrators.

By hosting the suite of interventions, we are able to offer services across risk levels and have developed a "step up / step down" approach across the interventions, targeted to meet the needs of service users, with victim and CYP safety at its core. During this reporting period we have seen a number of cases move through the suite of interventions, with a number of cases being referred from CLEAR into Driving Change for longer term intervention, cases from Driving Change being escalated to DRIVE following an identification of an increase in risk, and a number of DRIVE cases being stepped down into Driving Change for continued behaviour change intervention where required. This is a timely and smooth transition, with joint appointments being held for the SU.

CLEAR

Early Intervention CLEAR is a 6-week course which facilitates men to identify their abusive tactics, take responsibility for them, and learn new tools and strategies that can be used to promote a healthier relationship. 6 sessions are run weekly on a one-to-one basis and are tailored to meet the needs of each individual, with a key focus on: -

- Raising awareness of violence against women and girls

- Identifying the impact of abusive behaviour on others

- Gendered inequalities

- Abusive tactics - identifying these behaviours within their own relationships

- Tools to promote healthier relationships - e.g., Time out

- Goal setting - to promote wellbeing and healthier relationships

DRIVING CHANGE

Responding to Tertiary prevention, Driving Change is a RESPECT accredited fully integrated domestic abuse perpetrator programme (DAPP) to provide risk based, tiered levels of support to standard and medium risk cases, where men have been violent or abusive towards their partners. The core aim of the programme is to support and maintain the safety and wellbeing of all women and children, whilst holding perpetrators of domestic violence and abuse to account for their behaviour. Driving Change provides challenge and also support to enable individuals to cease their violent and abusive behaviour with a view to them developing respectful, loving and responsible attitudes towards not only those around them but also towards themselves. Driving Change combines both one-to-one and group-based work, adopting a cognitive-behavioural and feminist approach within an explicit emotional and feeling framework rooted in psychotherapeutic and spiritual practice. As in DRIVE, Driving Change will work very closely with partner support services.

During this financial year the referral process has been streamlined, with a single point of referral for both services. This has made the process less complex for partner agencies, removing the need for them to determine which service is more appropriate, and allowing the services to offer a thorough assessment process, build rapport with the SU's and identify the most appropriate intervention for the SU. Integrated partner support is a central element to the intervention and frequent case reviews are held with ISS to ensure the safety of victim survivors within the service delivery. Referral numbers have remained consistent in Cardiff and The Vale, who are now well established within the area. CTM have seen an increase in referrals during this time in comparison to previous years and is now firmly embedded within the area.

The teams actively promote the service and liaise with services and agencies across the regions, building new relationships and enhancing the referral pathway. A number of presentations and briefings have been offered to key partners such as Children's Services, providing information on the services and as such we have seen the number of appropriate referrals progressing to engagement increasing. The table below offers a breakdown of the referrals received into ach service by locality for the year 2024 - 2025:

CTM

Cardiff and The Vale

CLEAR

57

41

Driving Change

86

81

During this year group work programmes have been delivered across Cardiff, Bridgend, Rhondda Cynon Taff and Merthyr Tydfil, and have been a variety of day and evening groups to accommodate the needs of our service users.

As we enter the new financial year we hope to continue with the increased number of referrals and continue to build and strengthen working relationships across the regions.

CARA

Cautioning and Relationship Abuse (CARA), is an intervention developed by Hampton Trust which has been rolled out across the South Wales and Gwent Police force areas. Recent policy reform to the 2-Tier Out of Court Disposal framework places an expectation on police forces to offer proportionate interventions for offenders who have received a conditional caution. With CARA, South Wales and Gwent police are able to use conditional cautioning for intimate and familial domestic abuse where the perpetrator, with the victim's consent, will be required to attend and engage with the two-phase CARA programme

CARA sits within the criminal justice system as an early 'awareness raising' behaviour changes intervention targeting alleged first-time, low/standard risk domestic abuse offenders who have received a conditional caution.

In order to be eligible for a CARA conditional caution, the service user must

- Be a male, female and/or LGBTQ adult, over 18

- First-time reported domestic abuse offender or no previous convictions or cautions for domestic abuse in

the previous two years.

- Not currently serving a community-based sentence or order

- Be in an intimate relationship with the victim or family member

- Have fully admitted the offence and signed an MG14 form accepting the conditional caution with relevant

conditions.

- DASH risk assessed as STANDARD RISK. Medium and high risk are not suitable for CARA

intervention.

Eligible offences for CARA:

- minor assaults categorised by law as common assault and battery,

- criminal damage

- domestic theft related offences

- threatening behaviour

The CARA programme is delivered through two group work sessions. Initially as the intervention began to embed within the region, referrals were small in number and as a result the interventions were being delivered on a 1:1 basis either via telephone intervention or face to face, depending on the SU needs. During the final quarter of the financial year however the number of referrals increased, and we were able to deliver via group work programmes. A group cohort rota has now been created, with the aim of delivering at least one group every month for the coming year. Female and non IPV referrals continue to be smaller in number, and to date have been delivered on a 1:1 basis. Victim survivor contact is made in the weeks between the first and second sessions to offer support to victims and to obtain their views on the CARA process.

During 2024 - 2025, 33 referrals were received.

Male

Female

Intimate Partner Violence (IPV)

24

4

Non-Intimate Partner Violence (Non IPV)

4

1

Of these 33 referrals, 14 referrals were completed at year end and 18 victim contacts completed. Due to the intervention spanning a number of weeks, there will be completions and additional victim contacts falling into the next financial year. Upon completion of the programme, feedback forms are completed with the SU's which incorporate an assessment of the impact of the intervention on the individual's self-awareness and the responses obtained are outlined below:

No Impact

A little Impact

Some Impact

A lot of Impact

Impact on awareness of Domestic Abuse

1

0

2

11

Impact on how you view your family relationships

1

1

3

9

Impact on how you view your own behaviour

3

0

4

8

Impact on your motivation to make positive changes

1

1

1

11

A number of onward referrals have been made from the CARA process, including to our own suite of perpetrator interventions, MARAC referrals, adult safeguarding referrals and referral for IDVA interventions have also been made. In addition, signposting and referral has been offered to agencies such as mental health services, substance misuse, housing and counselling, evidencing the commitment to a multi-agency and holistic approach to addressing domestic abuse.

PARTICIPATION PROJECT

Project overview:

This initiative is commissioned to Safer Merthyr Tydfil by Merthyr Tydfil County Borough Council. Its primary goal is to empower young individuals in Merthyr Tydfil to engage in the decision-making processes regarding services that impact their lives. All young people aged 11-25, living or studying in the borough, can get involved in the Merthyr Tydfil Borough Wide Youth Forum (MTBWYF). They also have the chance to serve as a Youth Cabinet member or be elected through a democratic process as the Youth Mayor or Deputy Youth Mayor of Merthyr Tydfil. Currently, there is an active Youth Mayor, Deputy Youth Mayor, and a Youth Cabinet, who have defined their roles in the local community as follows:

- Representing the perspectives of local young people to decision-makers

- Campaigning on issues that are of importance to young people

- Evaluating local youth services

- Providing feedback to the local council or conducting local consultations on their behalf.

Highlights:

The Youth Mayor and Deputy Youth Mayor have consistently participated in youth forums and Snakes 'N' Ladders strategic Board meetings throughout the year. Their commitment ensures that the perspectives of young people are acknowledged and that effective actions are taken in their roles as the primary representatives of the young people in our borough. They have both engaged well with the young people of Merthyr Tydfil and shown themselves to be a fantastic inspiration to many. Key engagements undertaken by both the Youth Mayor (Dylan Morgan Thomas) and Deputy Youth Mayor (Jacob Bridges) include the following:

- The Youth Mayor attended both the Inauguration of John Thomas as Mayor of Merthyr Tydfil and his Civic service.

- The Youth Mayor and Deputy Youth Mayor attended this year's Voluntary Action Merthyr Tydfil awards evening. Our outgoing Youth Mayor, Katy Richards, was the recipient of this year's "Young Volunteer of the Year" award, the incoming Youth Mayor, Dylan Thomas, had the honor of presenting Katy with her award during the ceremony.

- The Youth Mayor and Deputy Youth Mayor attended two primary schools to promote the UNCRC and future MTBWYF opportunities with their year six pupils. They also accompanied the Participation staff at several of the annual High School assemblies to give direct insight into the roles they undertake and the work of the Youth Cabinet/MTBWYF.

- The Youth Mayor attended Eisteddfod and was joined by the Deputy Youth Mayor for a number of local "Diwrnod Shwmae" events to promote the use of Welsh language amongst their peers.

- The Youth Mayor and Deputy Youth Mayor both attended the filming of this year's Hustings candidates and the final count announcement.

- The Deputy Youth Mayor attended the opening event of the youth support room at Cyfarthfa High school following a successful funding bid placed by members of the Snakes 'n' Ladders project.

- The Youth Mayor a number of Participation organized events including that annual Academy of Success awards and a dual launch event celebrating the Youth Cabinet's Covid-19 and Eco projects.

The remarkable dedication and hard work of our youth cabinet members have shone through on numerous occasions this year. We've witnessed their growth in confidence and skills, both as a collective and as individuals. It's noteworthy how effectively these young advocates communicate with external visitors, representing their peers in the broader youth communities of Merthyr Tydfil. Thanks to their efforts, we proudly highlight the following achievements from this year:

- The accomplishments of Merthyr Tydfil's young people were once again showcased at the annual Academy of Success Active Citizen and Participation Awards.

- The Youth Mayor, Deputy Youth Mayor, and Youth Cabinet members have remained actively involved with the Snakes 'n' Ladders project, with both the Youth Mayor and Deputy Youth Mayor serving on the project's Strategic Partnership Board.

- Youth Cabinet members participated on the panel for the 2024 Youth Led funding initiative. Among the five successful grant applicants, the Snakes 'n' Ladders project received funding to enhance a new open-access support area at Cyfarthfa High School.

- Following another successful funding application, we continued our project celebrating equality and diversity within Merthyr Tydfil's LGBT+ youth communities. This funding enabled young people to create a positive visual impact at the 2024 Merthyr Pride event with their self-designed T-shirts and banner. Their goal is to utilize this banner at future events to promote their continued inclusion and support for Merthyr's LGBT+ community.

- The Youth Cabinet successfully premiered both the Covid-19 "Lockdown Through Our Eyes" and environmental

-Greener Hearts" documentaries at a dual viewing event, coinciding with the fifth anniversary of the first lockdown. Among the attendees, we were thrilled that former First Minister Mark Drakeford returned after being interviewed for the Covid documentary at its inception. The dedication to this project earned the Youth Cabinet second place at the 2025 High Sheriff of Mid-Glamorgan awards.

- This year, the Youth Cabinet also engaged in various consultations, ensuring that not only their own experiences were voiced, but also the perspectives and opinions of the wider youth population of Merthyr Tydfil were acknowledged by our external visitors.

Priorities for 2025-2026:

- Enhance Partnerships: Strengthen the cohesive approach to partnership working across the borough by sharing-best practices and providing opportunities for young people to engage actively. Collaborate with the Merthyr Tydfil Youth Service to develop a more integrated strategy that meets key targets through the facilitation of the youth forum.

- Support Youth Cabinet Initiatives: Assist the Youth Cabinet in crafting and executing their new project aimed at-boosting youth employment rates and easing access to the workforce and the completion of remaining projects (i.e. "Stand Together" a young people's guide to hate crime, the forms it may take and how to make reports). Continue to support MTBWYF members in progressing their ongoing efforts with the Snakes 'N' Ladders project.

- Training: Organize in-house training sessions for a new cohort of Youth Cabinet members and aid them-in-delivering the "What Young People Say" training to external partners.

- Engagement with Schools and Councils: Continue to collaborate with local High Schools and Merthyr Tydfil-College to enhance voter turnout in this year's hustings for the election of the new Youth Mayor. Begin to research implementation methods for online voting to ensure the long-term sustainability of this democratic process.

- Celebrate Youth Achievements: Acknowledge the successes of young people in the borough through platforms-such as the 2026 Academy of Success, Volunteering Awards, and High Sheriff Awards, utilizing social media and other available avenues.

- Youth Mayor and Deputy Youth Mayor Support: Provide ongoing support to the new Youth Mayor in fulfilling his pledges. Work with staff at Greenfields School to ensure the incoming Deputy Youth Mayor receives optimal support as he begins his term. Empower both young leaders to represent a united youth voice within the borough.

SNAKES 'N' LADDERS

Safer Merthyr Tydfil has a history of strong partnership working with the local authority and with our committed third sector partners who work on the young people's agenda and who are strong advocates of the UNCRC Rights of the Child and particularly of Article 12. The Council commissioned Safer Merthyr Tydfil to deliver its Participation Service contract which facilitates the Borough Wide Youth Forum, leads on the youth Mayor initiative, supports the Youth Mayor, Deputy Youth Mayor and the Youth Cabinet. The Snakes 'N' Ladders Project slots nicely into the Participation agenda and is suitable placed in Safer Merthyr Tydfil to work in Symbiosis with the successful participation project.

Snakes 'n' Ladders - The Other Pandemic is a coproduction project about empowering young people aged between 11 and 25 from across Merthyr Tydfil County Borough (MTCB) to inform the development of support and services that enable them to build resilience and maintain their mental wellbeing. The aim of the project is to reach as many young people as possible to enable them to share their lived experiences so that others learn from them. Their voices will be heard to develop any changes to be made to the current services available and to identify any gaps.

The Snakes 'N' Ladders the Other Pandemic project commenced on the 1st of September 2022. It is funded by the Mind Our Future Lottery Fund, the funding is £1.2 million spread over the next 5 years. This coproduction project is about young people's mental health, wellbeing and resilience. It is young people led, young people take a place on the Strategic Board and there is also a Youth Advisory Panel.

The role and purpose of the partnership is to ensure young people are front and centre in design, delivery and management of the grant and to create opportunities for young people's voices to be heard. It will ensure that change is enacted upon only following intensive consultation and engagement with them. The partnership will work with young people to ensure that services are delivered and developed in a way that meets their needs and that young people get the support needed at the right place, at the right time.

The Strategic Project Board has changed slightly since the inception of the project, but this has improved the scope of the partnership not detracted from it. The partners and Youth Advisory panel ensure that the project is accountable and meets the needs of the young people in the borough. There is also an expectation for new partners and support from other agencies during the life of the project.

Partners:

We continue to work with our original partners and along the way we have developed working relationships with a new partner, Cwm Taf Morgannwg Health Board. The Stephens and George Charity are no longer part of the partnership board.

A requirement of the Lottery funding is that a thorough evaluation takes place over the duration of the life of the project, project partners were approached to see if they had the capacity to undertake the evaluation. None of the partners were able to take on this role so the evaluation went out to tender. The University of South Wales were successful with their bid, and they are working with us to put robust systems in place to evaluate the project.

The Lead/Partner/applicant is Merthyr Tydfil County Borough Council, and they are the overall project managers and host the Administration worker.

Safer Merthyr Tydfil -Host the Project Development Co-ordinator and a Consultation and Engagement Worker, Lead support agency to MTBWYF and the Youth Cabinet.

Barnardo's Host a Consultation and Engagement Worker and are the Lead for delivering training and coaching to young people via the Voice & Influence Team

Voluntary Action Merthyr Tydfil Representative Body for Third and Community Sector organisations in Merthyr Tydfil, Assist co-ordinate responses and engagement of Third Sector groups as potential additional project partners. They are also the Host for the Lloyds Bank Foundation Local Implementation Lead for their People & Communities Programme.

The Youth Advisory panel continues to meet once a month and lead on the project. Young people attend the Strategic partnership board meetings and can have their say and influence the project.

The Conference in December 2023 saw many organisations, schools and professionals sign up to support the Snakes N Ladder project with the development of Pilot projects and task and finish groups in the Merthyr Tydfil Borough.

This year, the second year of the five-year project, we have begun work on some of the Pilot project areas identified by the young people's findings.

Relationships Building Trust

Social Media

Access to Information

Body Image

Being Listened to

Champions from the Borough have been appointed for each of the Pilot projects that have been identified.

Social media resources about what young people can expect, the What, why, When, Where and How when they access services are also in the process of being developed

This year the young people are looking at transition, building relationships and trust during the move to Secondary school. In May, June and July the engagement officers worked with year 7 students and Primary school students to ascertain what was information and resources were required to help them with transition.

A video was developed for Afon Taf and BCA about key points of contact for help in the school, the pilot project is being undertaken with two schools Afon Taf high school and two feeder schools and with Blessed Carlos Acutis and two feeder schools. The Youth Advisory panel oversaw the work undertaken, some were involved in the filming some attending the task and finish groups and others helped with the development of the young people's resource booklet.

The intervention took place in July 2024 in the Primary schools, evaluation by the engagement officers and the University of South Wales has since taken place. Results from the findings are awaiting approval but they look promising. The next steps are to consolidate the work by running the Pilot again, discussion are underway with Ysgol Rhydywaun Secondary School two Merthyr Tydfil Primary feeder schools.

The Open Access Pilot has begun in Cyfarthfa High School the purpose of it is that young people can access the support they need when they need it without needing to be referred.

What have we done:

- Raised awareness around LGBTQ+ by participating in the Merthyr Pride event.

- Worked with young people to design two resource booklets for transition for pupils in Abercanaid Primary School, Troedyrhiw Primary School, St Mary's Catholic Primary School and St Joseph's Catholic Primary Catholic School (Rhymney).

- Developed the scripts and been involved in the developing and filming of a video for transition pupils for Afon Taf and BCA schools.

- Approached Ysgol Rhydywaun to consolidate the learning of the transition pilot by re running in with them and the Merthyr Feeder schools.

- Worked with Public Health Wales to help in the development of a series of videos for young people about how to access the sexual health clinic and what to expect.

- Commissioned Mee Creative to lead on the development of videos for social media about approximately 8 services that the Youth Advisory Panel have identified.

- Developed a new marketing film about joining the Youth Advisory panel during a residential weekend.

- Supported young people to attend and participate in the Strategic Project Board group that meets monthly.

- Engaged with 2 Secondary schools and 4 feeder schools to participate in the transition pilot project.

- Developed safeguarding awareness raising training for young people.

- Recruited 10 young people to the Youth Advisory Panel in Cyfarthfa High School

- Supported the Youth Advisory Panel to successful apply £1700 to furnish the allocated rooms for Open Access in Cyfarthfa High School.

- Supported the Youth Advisory Panel to develop two videos to market the new Open Access Service.

- Worked with the Youth Services to develop a job description for the Youth Worker for the Open Access Project

- Held a launch in Cyfarthfa High School to launch the new Service.

- Continuing to develop peer led safeguarding training.

- Developed a young person version of the year 2 annual delivery report.

On the 28th April the Youth Advisory Panel will be meeting with some cabinet members who are involved in the Scrutiny panels to share highlights of the Snakes N Ladders project with them.

Future date to save -Thursday 25th September 2025 a Midway conference will take place in the Orbit Centre in Merthyr Tydfil to share our journey.

South-East Wales Family Court Pathfinder 2024-2025

BACKGROUND - Following the publication of the Harm Panel Report in 2020, improving the family justice system became a key priority for the Ministry of Justice. One of the measures introduced to address this was the development of the Family Court Pathfinder Model, which includes a dedicated Pathfinder IDVA Service. The model aims to promote a culture of safety and protection from harm within the family justice system, ensuring that children's needs and the impact of domestic abuse are central considerations. It also seeks to ensure that victims and survivors feel heard, respected, and supported throughout the court process.

The first pilot site in Wales launched in North Wales in February 2022, with plans for further rollout across South-East Wales by April 2024. In February 2024, SMT, in partnership with Phoenix DAS, was successful in securing the contract to deliver the Pathfinder IDVA Service in the region.

IMPLEMENTATION - The Family Court Pathfinder Programme officially launched in South-East Wales on 29 April 2024. The service operates across eleven local authorities within the South Wales and Gwent regions, supported by a dedicated referral pathway through Cafcass Cymru and Children's Services.

The Pathfinder Model is designed to improve outcomes for families affected by domestic abuse and has the following core aims and objectives:

- Improving the Family Court experience for all parties, particularly victims of Domestic Abuse and their Children.

- Delivering a more efficient court process, reducing delays and ensuring orders are all safe and appropriate to the case.

- Reducing the re-traumatization of Domestic Abuse victims, including Children.

- Reducing the number of returning cases through a more sustainable court order.

- Adopting a multi-agency approach between the family court and agencies

STAFFING & RECRUITMENT - The Pathfinder service is delivered through a collaborative partnership between SMT and Phoenix DAS, with both organisations contributing to its strategic and operational leadership. The Victim Services Manager from SMT was appointed as a Strategic Lead alongside the Chief Executive Officer of Phoenix DAS. SMT recruited a new Operational Lead by mid-June 2024, complementing the part-time Operational Lead from Phoenix DAS, and supporting delivery. Four full-time Independent Domestic Violence Advisors (IDVAs) were also appointed-two recruited internally by SMT and two newly employed by Phoenix DAS. During the recruitment period, senior staff from both organisations ensured continuity of service by covering all project duties. By August 2024, the Pathfinder team had reached full staffing capacity.

INTERVENTION - The role and remit of the Pathfinder Independent Domestic Violence Advisor (IDVA) are defined within the Pathfinder Protocol Agreement, which outlines the terms of service delivery and expectations. The Pathfinder IDVA intervention is short-term and time-limited, with support provided over a maximum period of 7-10 days from the point of referral.

Core elements of the Pathfinder IDVA support include:

- Initial safety planning

- Risk assessment using the SafeLives DASH RIC (Domestic Abuse, Stalking and Honour-Based Abuse Risk Indicator Checklist)

- Bespoke counter-allegation assessments, where appropriate, using tools such as DoBASH and the Respect/Dyn Checklist

- Completion of a detailed Pathfinder Summary Report to support family court proceedings

Assessments are primarily conducted via telephone; however, face-to-face appointments are available based on the client's preference or where case complexity presents a barrier to remote engagement. The resulting Pathfinder Summary Report is prepared by the IDVA and shared-with the client's explicit consent-with CAFCASS Cymru or a social worker from one of the eleven local authorities across South-East Wales. This report is then included in the Child Impact Report prepared by the social worker or family court advisor and plays a key role in ensuring the victim's voice is represented throughout the family court process.

The detailed Pathfinder summary report incorporates information on the following:

- Background summary of relationship

- Post separation abuse

- Severity and frequency of abuse

- Patterns of behaviour

- Risk and management

- Family court experience/support or special measures

- Impact of abuse: Victims voice

- Impact of abuse: Child's voice

- Typology of abuse

- Victims wishes/recommendations/what they want from court

- Sharing of information

In addition, Pathfinder IDVAs provide court support to victims in all cases where domestic abuse has been identified, and court proceedings are ongoing. They also make referrals to appropriate community services where further support is required, using a whole-family approach. However, in accordance with Respect Accreditation Standards, referrals for perpetrator intervention programmes cannot be made where abusive parents have been identified.

ACHIEVEMENTS - Given the nature of the intervention - and the fact that every domestic abuse-related application to family court is eligible for support - there has been significant demand for the Pathfinder IDVA service. Despite the challenges presented by the late awarding of the contract and the simultaneous launch of the Family Justice Model on the official 'go-live' date, the service has demonstrated strong early impact.

The following data highlights the effectiveness and responsiveness of the service during its initial implementation phase:

- 759 referrals were received to the project with a total of 875 children linked to parents

- 46% of all referrals that were accepted were counter allegations.

- 690 individuals were successfully contacted by Pathfinder IDVA.

- 630 individuals consented to share their DASH-Ric and Pathfinder Summary report within the family court arena.

- 9 survivors were supported in person at court during family court proceedings.

The success of the South-East Wales (SEW) Pathfinder IDVA service has significantly contributed to building a strong and positive reputation with key stakeholders. As a result, SMT, in collaboration with Thrive DAS, was successfully awarded the contract to deliver the Pathfinder IDVA service in Mid-West Wales. The new service is scheduled to launch on the official 'go-live' date of 3 March 2025.

EVENTS ATTENDED - The Pathfinder IDVA Service actively participated in multiple events hosted by HMCTS and Cafcass Cymru, in alignment with the Family Court Pathfinder Model's communication strategy. These events provided valuable opportunities to strengthen multi-agency collaboration, raise awareness of the service, and support consistent implementation across the family justice system.

STAFF TRAINING - All staff undertook training in relation to Dual Allegations (Respect), Honour-Based Violence (Harmful Practices), Supporting LGBT survivors and perpetrators, Online Abuse, Childrens Safeguarding, and Tackling Abuse of Power.

STAFF WELLBEING - Supporting the personal and professional well-being of staff is considered equally important as meeting the needs of service users. To this end, SMT continued to provide access to additional clinical supervision, as needed. This support enabled staff to maintain professional boundaries, manage the risk of countertransference, and prioritize self-care while working with complex and emotionally demanding cases-ultimately helping to prevent burnout and vicarious trauma.

Fundraising Activities

The charity does not carry out significant fundraising activities.

Financial review

Principal funding sources

The trustees recognise that certain aspects of the charity's activity are reliant on annual grant funding, which hinders longer term planning and is always a major consideration in our risk management strategy. Procurement and tendering have potential to provide the voluntary sector with alternative options and therefore allow for lesser dependence on grant funding, albeit those opportunities are few and competitive. Trustees are committed to continue to explore any and/or all potentials for development of future initiatives.

The principal funding sources for the charity are predominantly through grant income. However, trustees are committed to attaining a varied funding mix where possible.

SMT is enormously grateful for the continued support of all its funders and donors, whether they be large or small, each has a significant importance in assisting SMT to continue its work.

Investment policy and objectives

Under the Charity's Memorandum and Articles of Association, trustees have the power to invest in any way deemed beneficial. The trustees, having regard to the liquidity requirements of maintaining its key programmes of work and, in line with its reserves policy, operates a policy of keeping funds in an interest-bearing deposit account. The trustees seek to achieve a rate of deposit interest which matches or exceeds Bank of England base rates.

Given the current economic climate and higher interest rates which has reflected positively on bank saving accounts SMT has benefited by through its investment in interest bearing deposit accounts in 2024/25. However, the Trustees will continue to monitor and if appropriate review Safer Merthyr Tydfil's investment policy as it does annually for 2025/2026.

Reserves policy

Safer Merthyr Tydfil (SMT) recognises its responsibility for prudent financial management and the requirement to have in place a Reserves Policy Statement for the organisation. It also recognises the need to build adequate reserves for the organisation, to provide for future needs and to cover any deficit in funds.

This Reserves Policy Statement is consistent with the practice recommended by the Charity Commission.

A reserves policy requires the continued building of reserve funds through the sound management of available resources. SMT's Board of Trustees pro-actively work to build reserves to the required level. This level is monitored regularly.

SMT's Board of Trustees will review the organisations required level of reserves on an annual basis as a part of the annual audit process, and a statement of unrestricted reserve will be published within the Trustee Report and notes of SMT's annual audited accounts.

The Reserves Policy will be reviewed every 2 years or more frequently if appropriate.

The Board of Trustees will also review the financial risks contained within the risk register bi-annually or more frequently if appropriate.

The level of reserves to be accumulated will be based on the following requirements:

- Redundancy payments for eligible staff.

- Salary in lieu of notice.

- Minimum of six months' overheads/running costs.

- Sufficient funds to cover any deficit in resources for restricted projects.

- Cover for core activity that may not be-funded in future.

- To provide for the potential risk of funding being reclaimed

Monitoring & Reviewing:

1. The organisation has in place rigorous financial procedures to ensure income and expenditure is aligned with the budgets set annually. These are reviewed on a quarterly basis so that the potential impact on reserves is understood and mitigated.

2. Each year the Board considers the movement of funds into or out of general reserves consistent with the organisation's strategic plan, action plans and current budgets.

3. On an annual basis, SMT reviews the costs of:

- redundancy for eligible staff.

- salary in lieu of notice.

- Minimum of six months' overheads/running costs.

- funds to cover any deficit in resources for restricted projects or for core activity that may not be funded in future.

4. Updated information is provided to SMT Board of Trustees on an annual basis to enable an appropriate reserve target to be set for the following financial year

5. All decisions made in Board meetings are minuted and the minutes are signed by the Chair once they have been formally adopted by Board Members.

General reserves are held in an interest-bearing deposit account, in line with the charity's investment policy and are needed to meet the working capital requirements of the charity. At this level current activities of the charity would be able to continue if there was a significant drop in short-term funding. SMT currently has £847,974 in general reserves at 31/03/25 against annual turnover of £2,788,475 which equates to 65% of its intended target.

Future plans

SMT's current strategic plan is to 2028; however, this is reviewed annually and is fluid and Trustees recognise that priorities change even in the short term and opportunities in line with organisational aims and objectives emerge. The primary focus for SMT is to continue its current key activities in the forthcoming years and to work closely with its key funders in order to be able to do so. As is usual, for SMT and other third sector organisations all its work is subject to satisfactory funding arrangements, however, in line with its strategic plan SMT does take a very proactive approach in developing and pursuing its opportunities.

Trustees are mindful of ongoing public sector spending constraints and ongoing increased costs which SMT are not immune, indeed the UK Government increase in Employers National Insurance means employment costs have risen by 3.2%. It is critical that the organisation demonstrates its strategic fit in order that it can maintain its existing services at or around their current levels of funding as demand increases, but no or limited uplift in annual funding for the third sector, mean that increase in taxes and other general overhead costs have a real negative impact. On a more positive note, SMT remained stable throughout 2024/2025, looking ahead to 2025/26, this continues, and as we enter the new financial year, we do so with the assurance that all of its project funding is secure to 2026. However, 2024/25 was the last year of multi-annual funding for a significant proportion of programmes and for 25/26 at least, we revert to 100% annual funding. Therefore, a key focus for 2025/26 will be fundraising, data collection and demonstrating and promoting organisation wide impact to secure renewed multi-annual funding.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Furthermore, Safer Merthyr Tydfil is a registered charity, with its governing document its Memorandum and Articles of Association dated 16/04/1997 and amended to allow for current governance arrangement on 12/05/2006.

Safer Merthyr Tydfil was incorporated on 29th April 1997 and in the event of the company being wound up members are required to contribute an amount not exceeding £10.

Recruitment and appointment of new trustees

The directors of the charitable company (the charity) are its trustees for the purpose of charity law and throughout this report are collectively referred to as the Board of Trustees.

Trustees are elected to serve for a period of three years, after which they must be re-elected at the next Annual General Meeting.

One third of the trustees retire by rotation at each year's Annual General Meeting. Those making themselves available for re-appointment and any new nomination (under the terms of governing documents) are then seconded and appointed by a simple majority of those remaining members present at the meeting.

Due to the diversity of the charity an effort is made to maintain representation of our communities. In addition, we also seek to attain a broad skill mix of trustees. In the event of skills being lost due to retirement, suitable individuals are approached to offer themselves for election to the Board. To enhance the scope of recruitment for key positions the charity will also recruit through open advertisement when necessary.

The gendered nature of Domestic Abuse Means that where practicable, SMT actively seeks to recruit female Trustees so there is a balanced gender mix of Trustees, similarly, the organisations policy is supporting a female into at least one of the Officer roles of Chair of Vice Chair.

Furthermore, Trustees are supported by Advisers, who bring specific skills and knowledge to Board meetings but have no voting rights or legal responsibility for the charity. Advisers are nominated annually at the Annual General Meeting and during 2023/24 the Board benefited from the support of 1 Advisers.

Organisational structure

As set out in the Articles of Association Safer Merthyr Tydfil's Board of Trustees consists of not less than three members with (unless otherwise determined by ordinary resolution), no maximum number.

The Board of Trustees meets as minimum on a quarterly basis and is responsible for governance, strategic direction and policy of the charity. The trustees have a variety of professional backgrounds relevant to the work of the charity. A Chief Executive Officer is appointed by the board of trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive Officer has delegated authority, within the terms of delegation approved by the trustees, for operational matters including finance, employment, and all project related activity. The Chief Executive Officer is supported by a Management Team comprising a Deputy Chief Executive Officer, Business Support Officer and 3 Service Managers.

Induction and training of new trustees

Some Trustees may already be familiar with the work of the charity. However, the induction process for any newly appointed trustees comprises initial meetings with the Chief Executive Officer, Chair and Board of Trustees followed by an orientation day to brief them on their legal obligations under charity and company law, the contents of the Memorandum and Articles of Association, the decision-making process, the business strategy, and recent financial performance of the charity (all within a Trustee Handbook). During induction new trustees meet with key employees and familiarise themselves with projects. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role.

Key management remuneration

Within the general trustee board meetings, Safer Merthyr Tydfil review the remuneration framework, terms of employment and any changes, including remuneration, policy and scope for pension arrangements, basis of bonus and bonus awards, incentive and benefit plans etc. as and when it is required.

Related parties

In so far as it complements the charity's objects, the charity is guided by both local and national policy (devolved and non-devolved). At a national level, community safety is governed by the Crime & Disorder Act 1998, at a local level the Public Service Board and delegated strategic fora have responsibility for its implementation. The local partnerships include representatives from Merthyr Tydfil County Borough Council, Rhondda Cynon Taf County Borough Council, Bridgend County Borough Council, South Wales Police, South Wales Police and Crime Commissioner, Cwm Taf Morgannwg Local Health Board, South Wales Fire & Rescue Service, National Probation Service, County Voluntary Councils, and others.

Specialising in Domestic Abuse, SMT ensures its priorities are aligned to that of UK and Welsh Government, Local Authorities and The South Wales and other Police and Crime Commissioner key priorities. SMT is an accredited member of the national organisation Respect and delivers its services in line with their recognised Standards; the organisation is also a member of Welsh Women's Aid the umbrella organisation in Wales for VAWDASV.

Partnership working is fundamental to the work of SMT, and we deliver our services collaboratively with many likeminded organisations who share SMT's values and vice versa. SMT is represented on a number of fora across South East Wales and more recently Mid and West Wales and these fora are aligned to the strategic priorities both locally and nationally.