Leeds Women’s Aid are undergoing a dramatic transformation, including re-modelling their shared refuge accommodation into self-contained units. Rosie Robinson explains why. 

Within the voluntary sector we have all had to adapt to many changes over the past few years, but few of us can say that we have undergone the kind of major change that Leeds Women's Aid (LWA) is currently going through. And what's more they are planning a continuous programme of change for the next three years.

Their Development Manager, Rosie Robinson, says “LWA is reviewing every aspect of its services to women and children experiencing domestic violence. As we look critically at those services and consult with service users, staff, trustees and with other key agencies, we are re-modelling our services to reflect service users expectations and to meet unmet need in the city.”

So what does that actually mean?

• Negotiations are underway with the Housing Corporation to secure the capital funding to re-model their out-dated shared refuge accommodation into self-contained 1,2,3 and 4 bedroom flats.   
• The introduction of 24-hour staff cover from the beginning of April 2002 in order to work with the increasing number of women who come with complex support needs around substance use, self-harm and mental health issues as well as violence and abuse.
• The development of fully accessible refuge space for disabled women.   
• The introduction of dispersed houses for women who don't want to access mainstream refuge provision.

“We are already making considerable headway with our plans, and that is really because of help from key agencies, in particular Leeds City Council Supporting People Team, the Drugs Action Team and the Mental Health Forum. We have deliberately adopted a pro-active approach to linking up with other agencies such as Sure Start Projects, Family Service Unit, the Police and West Leeds Drugs Service. We are getting help with everything from planning, policy formulation and staff training.

”The force for change has come from a number of sources. “The main push for change has come from our residents who have consistently told us they want more support and more privacy. Our old refuges have really outlived their usefulness, and managing shared housing for people with complex support needs can have a demoralising effect on staff. At the same time we’ve got to shape up to meet the increasingly complex new demands of the Supporting People funding regime, the Ofsted regulations (for our children’s support service) and the new DTLR standards for refuges."

LWA’s 3 year business plan sets out an ambitious programme of change including:   

• Securing an office base for its 21 staff that are all currently working in cramped conditions in the refuges (not good for residents or staff). They will all be “homeless” when building works hopefully commence in April 2003   
• The development of new outreach support services for disabled women and other socially excluded groups   
• The continuous training and development of its staff, trustees and volunteers   
• The remodelling of all LWA refuges
• And ultimately the development of a centrally based Women's Resource Centre for all women of Leeds, providing a community focus for its work.    

Managing change on this scale is both time-consuming and expensive. Haven’t LWA possibly bitten off more than they can chew?“

The trustees of LWA thought about this carefully and had the foresight to fundraise for a special post to be created to plan, process and deliver on all of these changes. With the support of the Lloyds TSB Foundation and another large trust they were able to do just that, and I started in post last September. Managing change at this rate is a demanding full-time job, and the trusts who have supported us in this recognised that the only way LWA was going to get from where it was to where it wanted to get to, was to separate it out from operational management.”

“For 2002-2003 our fundraising target is over £1m. That on its own is a full-time, and often deeply depressing, responsibility. But I am an optimist, and I know that our vision for a new Leeds Women’s Aid will become a reality because it's shared by our service users, staff, trustees and increasingly by our funders. It probably won’t come exactly when and how we would like it to, but LWA’s strength comes from its flexibility and its history of struggle and innovation.”

And the Manager, Sue Hall, who was amongst the group of women that established LWA 30 years ago should know. “I think that LWA is extremely brave to embark on this process of critical review and programme of change. I think it is a sign of a mature organisation that can look critically at itself and ask others to. And it's no coincidence that this year is our 30th birthday. We’re letting go of a lot of things with all these changes, but one thing that's not changing is our belief that women and children are survivors, and our feminist philosophy which we've recently reaffirmed within our business plan.”

She adds with a twinkle in her eye “And I think it will be a long, long time before we can give up the struggle for justice and resources to work with women and children. And in that way I guess some things never change.”