Hopian started from very humble beginnings to become the thriving charity that has supported many for over half a decade.
From a single refuge supported by donated food and volunteer drivers to a coordinated, trauma-informed community response, Hopian’s story has always been one of adaptation.
The names have changed: Battered Wives, Rotherham Women’s Refuge, Rotherham Rise, and now Hopian, but the purpose has remained the same: to stand alongside people affected by domestic and sexual abuse and exploitation, and to keep building safer futures.
The beginning
Hopian’s story began on 1 July 1976, when the first refuge in Rotherham opened its doors to women and children fleeing domestic abuse. At the time, referrals could only be made through the Samaritans, and the refuge operated on trust, practicality and community goodwill.
Staff acted as housekeepers, keeping shared reception rooms clean and cooking meals for residents. Marks & Spencer donated food, volunteers helped with weekly shopping, and volunteer drivers, including Peter Short, transported women safely to and from the refuge. Rosemary, one of the early volunteers, carried out the weekly shopping, ensuring families had what they needed.
It was modest, and resourceful, and it worked because people gave their time, care and commitment where it was needed most.
A difficult decision
By the mid-1990s, the refuge had been open for 20 years and had supported hundreds of women and children. However, the building itself was becoming run-down, and its location was increasingly well-known locally, creating serious safety concerns.
At the same time, the organisation was looking to become part of the wider Women’s Aid federation, which required an all-female management committee and staff team. In 1996, an all-female management committee was formed, chaired by Evelyn Milne. With great sadness, the organisation said goodbye to the men who had given years of time and support.
Taking all of this into account, it was agreed in 1997 that the refuge should close, with the intention of rebuilding something safer, stronger and better aligned to women’s needs. This decision led to staff redundancies, and for a short time, Rotherham had no refuge provision at all.
It was a pause – but not an ending.
A new start
In 1999, a new refuge opened, able to accommodate four women and up to six children and young people. From the outset, the focus was on creating a quality, supportive and homely environment.
Staff worked intensively to help families move on into permanent accommodation and begin rebuilding their lives free from violence. Feedback consistently highlighted not only the standard of accommodation, but the value of the support provided — support that made a real difference.
This period laid the foundations for everything that followed.
Children at the centre
In 2000, Tracey was appointed as the Children and Young People’s Development Worker, marking a clear commitment to recognising children as individuals with their own experiences and needs.
Although plans for a children’s playroom had to be abandoned due to serious subsidence risk in the building, forcing the temporary evacuation of the refuge, staff adapted creatively and with resilience, establishing a children and young people’s service.
Volunteer Service
By 2001–2002, a volunteer service had developed, an additional children’s worker was appointed, and Kerry Albiston took on the role of Director.
Violence Free Relationships
In 2002–2003, the Violence Free Relationships programme launched, alongside the appointment of outreach, refuge and finance roles, a signal that services were expanding beyond accommodation alone.
A purpose-built refuge
In 2005, a major milestone was reached. Through strong leadership and partnership working, funding was secured for a purpose-built refuge in Rotherham.
This new refuge offered:
– Predominantly self-contained accommodation
– Dedicated children’s spaces
– Disability-accessible units
– Capacity for up to 27 children and young people
In addition, services included:Â
– 1 RMBC move on the propertyÂ
– Outreach support for up to 10 women
This was a step change in what could be offered locally.
Independent Domestic Violence Advocate (IDVA)
In 2007, Hopian (then Rotherham Women’s Refuge) began hosting the first Rotherham Independent Domestic Violence Advocate (IDVA) service, providing specialist, independent support to women assessed as being at high risk of domestic abuse. The service accepted referrals from both statutory and voluntary agencies and used the SPECSS+ risk assessment tool to inform intervention. During its first year, the service supported 227 women, reflecting a clear local need for dedicated domestic abuse advocacy.
Around 2009, responsibility for the IDVA service transferred to Rotherham Metropolitan Borough Council (RMBC). At the time, strong representations were made in support of retaining an independent, specialist advocacy model. Over the subsequent years, the local delivery model continued to evolve. In 2022, the standalone IDVA function was absorbed into a wider outreach contract that offered support across all risk levels. Alongside this, RMBC retained an in‑house advocacy function integrated within the local domestic abuse pathway.
Activism
In 2010, Rotherham Says No was launched, working with partners to raise awareness of violence against women and girls. Activities included:
– A pop-up shop and gallery on Wellgate
– Theatre productions
– A Question Time–style public event
A planned march was disrupted by heavy snow, but a lively gathering still took place outside the pop-up shop.
In 2011, against a backdrop of funding and service changes, the organisation underwent restructuring, and Kerry Albiston left her role. However, she continued to advocate for women’s rights and continues to support the charity.
That same year, a survivors’ conference was facilitated, giving women a platform to question and challenge representatives from the council and police. Later that year, the organisation took part in the Million Women Rise march in London.
Rotherham Rise
In 2015, the charity became Rotherham Rise, reflecting both growth and a broader vision. Staff numbers increased from 10 to 30, and services expanded significantly, including:
– Post-Child Sexual Exploitation (CSE) support and counselling.
– A major expansion of outreach domestic abuse services (from 10 to 50 people).
– Specialist Black and Minority Ethnic (BME) domestic abuse provision.
– Specialist children and young people’s outreach.
Working with men through the outreach domestic abuse services.
The organisation also supported a post-CSE research project and began securing premises for a Women’s Centre.
40th Anniversary & Women’s Centre
In 2016, marking 40 years, the Women’s Centre opened in the former Post Office on Main Street. Thanks to public support, competition funding and donations, a corporate interior was transformed into a welcoming space. It was used for groups, meetings and community activity, alongside a smaller Men’s Centre on Percy Street.
The Women’s Centre held many events, including very popular comedy nights, because laughter is an important part of healing and bringing people together.Â
Funding pressures briefly threatened children and young people’s services, and then a further grant enabled them to continue.
Whole-family approach
In 2017, funding enabled a whole-family pilot, including work with those who used abusive behaviours within the family.
Staff were trained in Up2U – Creating Healthy Relationships, in partnership with Amy Ford. The pilot was highly successful, but funding ended afterwards despite attempts to secure additional support.
A move to expand
By 2019, it was clear that a further move was needed. There was a need to remain in the town centre to provide accessibility for the borough, space for groups, and bring services together under one roof. The organisation moved to High Street, investing in trauma-informed spaces for service users and staff office space.
This move also created the opportunity to open a community café, Hygge, building on earlier women’s centre work. When Hopain moved into the building, it was under receivership. Hopian took a bold step, securing social investment loans to purchase it and ensure the charity’s long-term stability.
This period marked a shift toward a more integrated, community-connected model that combined specialist support with informal, relationship-based engagement.
COVID19
When COVID19 hit in 2020, Hopian adapted rapidly. Outreach staff moved almost overnight to remote work, requiring major infrastructure changes and new ways to support people who had previously relied on face-to-face contact. Refuge staff continued to attend in person, ensuring residents remained safe and supported.
The community café, which had been open for only a short time, was forced to close. It reopened briefly, then closed again as restrictions returned. Despite the disruption, remote working with service users proved effective and has since become a lasting part of how support is offered.
With central government funding and in partnership with Target Housing, Hopian expanded refuge provision across 10 dispersed properties, increasing capacity at a time of heightened need. Funding also enabled the purchase of an electric seven-seater vehicle, improving access and flexibility for families living in refuge accommodation.
At the same time, demand increased sharply. A new outreach contract brought higher-risk cases, and referrals rose quickly. Waiting lists grew, and the organisation worked hard to adapt assessment, prioritisation and support pathways to manage both volume and risk, ensuring people received the right help at the right point in their journey.
Holding steady through building failure
In 2023, Hopian faced one of its most complex operational challenges. After prolonged heavy rainfall, staff arrived to find the front section of the High Street building had flooded from the roof, with water passing through all three floors. At the same time, the boiler system failed, leaving the building without heating.
The impact was immediate. All front-facing areas, including the café, had to close, and large parts of the building became unusable. Staff adapted quickly, working from much smaller spaces, reorganising services and maintaining support while damage was assessed and repairs planned.
Bringing the building back into full use took time. Funding was secured to replace the heating system and to undertake extensive repair work.
The café remained closed for just over a year, not due to lack of commitment, but because reopening needed to be safe, sustainable and purposeful.
When the café reopened, it did so under a new name: Frith Space, marking a new chapter, with a clearer focus on community connection, inclusion and engagement. This reflected learning from the previous years: that informal, welcoming spaces can play a powerful role in reducing isolation and supporting recovery alongside specialist services.
Growth
Hopian continued to develop its services and organisational culture, not just respond to crisis.
A strong emphasis has been placed on embedding trauma-informed practice across the organisation through training, reflective supervision and shared ways of working. This approach shapes not only direct service delivery but also the support for staff, volunteers, and students.
Counselling services have continued to grow, providing space for longer-term recovery and emotional safety. Placement students and volunteers remain an important part of Hopian’s work, bringing additional capacity and learning while being carefully supported within clear safeguarding and supervision frameworks.
Acknowledging our journey with renewal
In 2024, the charity took an important and considered step by changing its name from Rotherham Rise to Hopian.
This change was not about stepping away from history, but about finding a name that better reflected who the organisation had become and the values that had consistently underpinned its work. Hopian draws from Old English, connected to the idea of hope as something active: hope that is built, practised and sustained, even in difficult circumstances.
At the same time, the community café and activities hub reopened under the name Frith Space, also from Old English, “Frith” meaning a place of safety, refuge and protection. The choice of Frith Space marked a renewed commitment to creating welcoming, trauma-informed community spaces that sit alongside specialist services, helping people feel connected, visible and supported.
Besides the name change, the organisation took time to strengthen its foundations. The Articles of Association were revised to ensure governance arrangements align with how the charity now operates and its future ambitions. More recently, Hopian has reviewed and updated its Vision, Mission and Values, creating a shared language that reflects trauma-informed practice, specialist expertise and a prevention-focused future.
These changes brought clarity rather than change in direction, reaffirming what has always been central to the organisation’s purpose, while ensuring it remains strong, accountable and fit for the years ahead.
Volunteer Helpline service
In 2026, the charity took another significant step forward with the launch of the Volunteer Helpline service. The helpline strengthens Hopian’s first point of contact, ensuring people receive a calm, compassionate and informed response when they reach out. Volunteers work alongside experienced staff, extending capacity while maintaining safety, quality and care.
Looking ahead… our next chapter
As Hopian enters its next phase, the focus is clear:
Continuing to strengthen high-risk specialist domestic abuse support.
Investing further in trauma-informed practice and workforce development.
Expanding prevention and early intervention, particularly for children and young people.
Building on the role of community spaces like Frith Space to reduce isolation and stigma.
Developing volunteer and student pathways that are safe, supported and meaningful.
Ensuring the organisation remains financially resilient and values-led.
