Throughout the financial year, Ebonista has continued to provide vital emotional and practical support to women, children and families impacted by domestic abuse and/or sexual violence. We remain committed to reaching women who may face additional barriers when accessing mainstream services, particularly women of Black African and Caribbean heritage. Our work is rooted in lived experience, cultural understanding and trauma-informed practice, enabling us to build trust with those who may feel unheard or underserved elsewhere. A significant milestone during this reporting period was the opening of our independent refuge provision in Bedfordshire in November 2024. This was a major achievement for the organisation and a direct response to the ongoing shortage of safe refuge spaces for women and children fleeing abuse. Our refuge can accommodate up to four families within shared accommodation. Survivors entering the refuge receive intensive, person-centred support tailored to their individual needs, risks and goals. This includes safety planning, emotional support, advocacy, practical assistance, support with housing and move-on, and empowering women to rebuild confidence and independence so they can transition into safe long-term living when ready. Our helpline has continued to be a cornerstone of the service and remains consistently busy, and we have seen an increase in referrals from both self-referring survivors and professionals seeking support for clients. Alongside our helpline, our online presence and referral systems have continued to provide accessible routes into support for those who may not feel safe making direct contact by telephone. We have continued to advocate strongly for survivors, ensuring women understand their rights and are supported to navigate complex systems including immigration, housing, safeguarding, police processes, child protection, family court and welfare matters. Our team regularly attends multi-agency meetings and works in partnership with statutory and voluntary sector organisations to ensure joined-up responses which prioritise safety and wellbeing. During the year, we have also attended networking events, conferences and partnership forums to raise awareness of the impact of domestic abuse and sexual violence, promote the work of Ebonista, and strengthen relationships with local stakeholders. These opportunities have helped increase awareness of our culturally responsive service offer and improve referral pathways. We have continued to deliver our group programme for men who have used abusive or harmful behaviours and wish to make positive change. The programme challenges harmful attitudes, increases understanding of the impact of abuse on women and children, and supports men to develop healthier behaviours and relationships. Feedback from participants has been positive, with many reflecting on increased self-awareness, accountability and motivation to change. During this reporting period, we also expanded our staff team in response to increasing demand for our services. Strengthening our workforce has helped improve capacity, responsiveness and continuity of support for clients accessing Ebonista. We recognise that working within the field of domestic abuse and trauma can be emotionally demanding, and we remain committed to staff wellbeing through regular supervision, peer support, training opportunities and promoting a supportive working culture. This helps ensure our team feel valued, resilient and equipped to deliver safe, high-quality services.

Our stakeholders include: - Women, children and families accessing our services - Residents and families accommodated within our refuge provision - Men attending our behaviour change programme - Professionals from social care, police, housing, health, education and the voluntary sector - Commissioners, funders and partner agencies - The wider community, particularly women who may face barriers accessing mainstream services We consult with stakeholders through a range of formal and informal methods to ensure our services remain responsive, effective and rooted in community need. Service users are consulted throughout their time with us via initial intake assessments, regular support sessions, and person-centred support planning. Each client has an individual support plan tailored to their needs, risks and goals, which is reviewed regularly to monitor progress and ensure support remains relevant and empowering. Clients are also invited to provide feedback on completion of support and following participation in group programmes. Feedback this year has consistently highlighted appreciation for our non-judgemental approach, the cultural understanding shown by staff, and the practical advocacy provided during times of crisis. A significant number of women continue to self-refer through word of mouth recommendations from previous clients, family members, friends and community contacts. This demonstrates the trust placed in Ebonista within the community and the positive impact our service is having on those we support. Residents within our refuge provision are consulted through regular house meetings, one-to-one support sessions and move-on planning discussions. Their feedback helps us improve the safety, comfort and practical running of the accommodation, as well as shape the support we provide to families rebuilding their lives. Professionals and partner agencies provide feedback through joint working, referrals, partnership meetings and networking events. This has highlighted the value of our trauma-informed and culturally responsive approach, our accessibility, and our willingness to work collaboratively around complex cases. Men attending our group programme are encouraged to reflect on their experience and provide feedback at the end of sessions. Responses have included increased awareness of the impact of abuse, improved self-reflection and motivation to make positive changes. We use all stakeholder feedback to strengthen service delivery, identify gaps, shape future development and ensure Ebonista remains accountable to the communities we serve.

Directors remuneration = £19,391 (gross) The amount stated reflects the gross salary paid for fulfilling the role of Managing Director during the reporting period. This role involved the strategic and operational management of the service and staff team, direct delivery of group programmes, responding to helpline enquiries where necessary, and holding a client caseload. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for directors’ loss of office, which require disclosure.

No transfer of assets other than for full consideration