bibic" Transforming lives through developmental therapy 7" Annual report and financial statements For the year rch 2024 iJJni/i "//t_¥gi**t.: Contents 151w.Jxn Welcome Trustees Report (Incorporating the strategic report) Financial statements 36 Independent examiner's report 37 Statement of financial activities 38 Balance sheet 39 Cash flow statement 41 Notes to the cash flow statement 42 Notes to the financial statements Structure, governance and management 56 Reference and administration 62 ?iP Welcome Dear Friends and Supporters of bibic, From the Chair of Trustees l am honoured to step into the role of Chair of Trustees for bibic as of August 1st 2024. It is with great respect and admiration that l acknowledge the incredible dedication and support of Laura, who has led our board with unwavering commitment. On behalf of the entire board, l extend our gratitude to Laura for her outstanding leadership and tireless efforts in advancing our mission. Laura, your contributions have been invaluable, and i am acutely aware that I have big shoes to fill. Looking ahead, my vision for bibic is to navigate this period of financial uncertainty by building a strong funding pipeline and ensuring that every penny spent has a good return on investment. For everything we do well to raise funds, we'll look to see how we can do it better. On activities where we're not seeing good growth generation, we'll look to adapt. It was a hard decision to step down from the Board given how important the charity is to so many families and how critical the work is. However, after over eight years on the Board and nearly four as the Chair, I felt it was the right time to bring in some new leadership and set bibic up for the next chapter. In Caroline, I had found the perfect person to take over and I know she will do an amazing job along with the other dedicated Trustees on the Board. Caroline has been on the Board for well over a year and brings a wealth of experience and insights. We have been working together for six months to ensure a smooth handover and continuity in leadership and knowledge. A big thank you to the therapists and the wider team at bibic who are among the most hard working and dedicated people you can find. I will continue to support bibic as a volunteer and donor, but as I step down from my official role on the Board, I do so safe in the knowledge that the best days for bibic lie ahead of it. The wider bibic team continues to work tirelessly and passionately to do this vital work. Our focus remains on providing the best service available to those who depend on us. Together, we will strive to meet the growing needs of our community and ensure that every child and young adult receives the support they need to thrive. As a seasoned marketeer, I bring a wealth of experience from a business perspective. Key to success is the ability to understand the vision and deliver through a range of strategies and approaches, working seamlessly with other stakeholders. Moreover, l use my ability to think creatively and strategically combined with a 'let's make it happen, focus. As I reflect on the last eight years, it is wonderful to think of everything bibic has achieved and the difference it has made. It has been nothing but privilege to be involved and a real honour to have met some of the amazing children and family we support. l encourage you to stay involved and continue supporting our mission in any way you can. Whether through donations, volunteering, or spreading the word about our work, your involvement makes a significant difference. Thank you for your continued support and belief in our mission. Together, we can transform lives. Laura Voyle, Chair of Trustees In my spare time, I have been a fundraiser for similar charities to bibic as a result of my youngest child being born prematurely and later diagnosed with Cerebral Palsy. I fully understand a parent's perspective of having a child with a neurological condition and the need for them (and us as parents) to help achieve their full potential. It can be daunting at times, but when you get the right support, it can also be amazing for all involved. l am deeply committed to our cause and excited to bring my experience and passion to this role. Without bibic, the lives of hundreds of children every year would be more difficult, more lonely, more confusing, and more chaotic. The therapy and the support we provide transforms children and young adults, lives. It dramatically improves family life. It results in less school exclusions and better educational outcomes. It reduces anxiety, depression, self-harm and suicidal thoughts. It is quite literally life changing. Caroline Jameson, New Chair of Trustees As we navigate these challenging times, it is clear that the children and young adults we support are among those most affected by the ongoing cost-of- living situation we face in the UK today. This crisis has placed additional strain on the most vulnerable in our society, and the demand for our services remains exceptionally high. Despite these challenges, our commitment to providing essential support and making a positive impact on the lives of those we serve remains steadfast. With that in mind, I would urge anyone and everyone who can to support this wonderful, impactful charity. It has a big job to do, and it can only do it with the help of others. To all those who have already supported bibic, thank you so much and please keep goingl To anyone who is new to bibic, please know your donation, be it time or money, will make a huge difference. The current economic environment has made fundraising particularly difficult, and I want to extend heartfelt thank you to all who have donated and raised funds for bibic. Your generosity and efforts are deeply appreciated and crucial to our ability to continue our work. Our purpose What we do Our core service: Two day assessment, bespoke therapy programme and support package Why we exist,- Holistic bibic is the UK'S sole organisation offering such a personalised and comprehensive therapy approach. We assess the individual as a whole, crafting a tailored therapy plan that addresses the unique needs of each child or young adult. This plan combines sensory, cognitive, behavioural, emotional, developmental, and physical exercises, along with practical strategies for home, school, and everyday life. Children and young adults with disabilities and additional needs often face multiple diagnoses or overlapping challenges, requiring specialised and thorough therapy. Our "whole person" approach ensures more effective and lasting positive outcomes. Day one We offer holistic therapy to children and young adults with neurological, behavioural, and developmental challenges, enabling them to understand themselves and the world around them. We champion their perspective, helping others to see it too. Together we transform families, lives so they can thrive. Our Therapists collaborate closely with the child or young adult, conducting a variety of tests, screeners, exercises, and observations. By listening attentively to the entire family's concerns, they gain a comprehensive understanding of the challenges and needs involved. From this insight, they develop a customised developmental therapy programme tailored to address the specific needs of the child or young adult. 360° Children and young adults with disabilities and additional needs are often unsupported and excluded from society because there is a lack of understanding about their needs and how they can be met. At bibic, we passionately believe that every child and young adult deserves to thrive, contribute in their community and live happy lives. Increasingly we see children and young adults with less understood, hidden health or behavioural needs as well as those with profound disabilities or special educational needs. With or without a diagnosis, we're here to help them overcome their challenges. Transformative This core service represents 50Yo of the work we do. Our holistic assessments and therapies are both bespoke to each child or young adult and as individual as they are. We support the whole family, not just the child or young adult we are working with. Day two On the second day, we equip parents and carers to take on the role of therapist by thoroughly explaining the therapy plan, providing training, and offering ongoing support to help them implement it at home. bibic's detailed report helps families access further support from the NHS, local authorities, at nursery, school, or college and through other organisations. Every full assessment package costs around £2,145. The family is asked to contribute £650 and bibic fundraises the remaining É1,495. Families can find themselves in crisis. We stand by their side to help them understand their child's needs, empowering them with strategies to support their daily life and long-term development. Nurturing Public benefit statement The Trustees confirm that they have paid due regard to the Charity Commission's general guidance on public benefit under the Charities Act 2011. 64% of the children and young adults we support have no diagnosis. In particular, they consider how planned activities will contribute to the aims and objectives of the charity and are satisfied that all activities continue to be related to its purpose as set out in the governing document. Keyworking We maintain close communication over an agreed period, offering ongoing support through regular scheduled calls whenever needed. At the six- month mark, we conduct a formal progress evaluation and continuously introduce new therapies and strategies to align with their ongoing development. Progressive The charity exists to benefit children and young adults with a wide range of additional needs and disabilities and their families. Our public benefit is best understood through the words of the families themselves and we have shared as many as possible with you within this report. We have a special fund to help cover the £650 contribution for families with a low income, keeping true to our founding vision of never turning away a child or young adult who needs our support. Thanks to the support of several donors, including Irorfin Mitchell LLP, Disa's Fund and Somerset Community Foundation (Wessex Water Community Fund), this year our fee-waiver fund helped twenty-five families access crucial support. After six months, we invite families back for a reassessment and additional sUPPOrt if needed. Our post-serrfice support sessions and tailored consultations offer families greater flexibility. Many families continue to receive our support for years, ensuring long-term care for children and young adults. bibic strategic priorities Strategic pillars and objectives 2023 - 2028 Mission Statement Pillar I We offer holistic therapy to children and young adults with neurological, behavioural, and developmental challenges, enabling them to understand themselves and the world around them. We champion their perspective, helping others to see it too. Together we transform families, lives so they can thrive. Expand bibic's reach to more families i. Review and implement efficiencies in the delivery of bibic therapy. 2. Continue to deliver clear and bespoke offers to families. 3. Continue to improve impact measurement building on Impact Report recommendations. 4. Expand and enhance digital offer to increase income generation through therapy. 5. Develop and implement bibic's EDI vision across the whole organisation. About bibic bibic is a small national charity making a big difference. Since 1972, we have evolved into a national charity supporting not only those with brain injuries but a wide range of disabilities, developmental conditions and learning difficulties; bibic passionately believes that every child and young adult deserves to reach their potential and live a fulfilling life. h4L., biL. We deliver assessments and bespoke developmental therapy to children and young adults and training to parents and professionals. We see them with or without a diagnosis and support a wide range of difficulties, including conditions such as autism, ADHD, cerebral palsy, global developmental delay, Down's syndrome, sensory processing difficulties and many more. IL.,1 Pillar 2 Grow sustainable income streams i. Adhere to the Fundraising Strategy and action plans as per each financial year. 2. Prioritise diverse fundraising income streams and build sustainable income. 3. Implement the new Communications Strategy and Marketing Plan. 4. Restructure the organisation to ensure that fundraising streams are targeted correctly with the right skill set. 5. Recruit a bibic Ambassador to promote bibic externally. Who we exist for Children and young. adults, between the ages of 6 months and 25 years with neurological, behaviovral. and developmental challenges. Our values We have values that encompass everything we do at bibic. Pillar 3 Holistic 360° Nurturing Transformative Progressive411 Maximise value of all resources It's what we do besL We know that th• child or young person and their A blend of sensory, cognitive. emotional. developmental and physical exercises that support a child or young person's specific needs. We go 360 and are for the whole family. We recommend small changes which are achievable and make a big difference. We explore all areas of the individual's development in order to unpi¢k the foundation causes of their challenges and provide strategies to thrive. We offer support with or without diagnosis. We find the answers familie5 are searching for and explain them in terms that everyone can understand, no question is too silly. Always learning and always improving. stress, isolation and exhaustion. We stsnd by their side to help them understand the specific needs. empowering them with strategies to support daily lrfe and long-term development. Care shines here. i. Continue to develop leadership and senior expertise. 2. Review and implement opportunities to develop partnerships with other likeminded organisations. Split assessment Our other services A split assessment can be an alternative to the 2-day bibic assessment. This is achieved by booking two standalone assessments. Initially, in most cases, a digital assessment which is approximately 3 hours and then an in person, I day assessment. We also have a range of other services that families can access at varying prices ensuring our services are accessible to all. These services can be standalone or combined to offer bespoke packages that still align to our values. These services are usually delivered digitally but can also be delivered face to face, aside from dyslexia, Irlen and Johansen which can only be delivered in person. The digital assessment can include one or two of the following: ADHD and related needs, autism and related needs, sensory processing and related needs or wellbeing and related needs. The i-day assessment can cover areas such as underlying ability, language, working memory, processing and visual perception, however, the Therapist will choose the appropriate assessments and tests at their discretion and based on their professional judgement after the history element of the assessment. Short assessments Screeners Some families find that splitting the assessment is more manageable. This is a result of feedback from all the complete tests and the corresponding recommendations being spread out over two appointments. We offer short assessments to look at a specific difficulty around behaviour, wellbeing, early years development or sensory processing. Therapists will collect evidence from the parents, children or young people listening to all their concerns and difficulties. From this the therapists can evaluate these difficulties to see if they align to any specific condition and then provide strategies for the families, children, or young people to carry out at home to alleviate these struggles. Our Therapists carry out screening tools for Autism, Attention Deficit Hyperactivity Disorder, dyspraxia, dyslexia, and sensory processing difficulties. Our detailed reports can provide supporting evidence to help families gain a diagnosis. Most importantly, strategies are also given to support the family, child or individual in managing these associated diff iculties. Families are provided with a designated period of bibic key working, determined based on their assessment. The family services team have implemented split assessments to decrease waiting times for families. By utilising shorter assessments, which only require half a day, we can accommodate more appointments. Additionally, we have increased availability for full-day assessments as they are less time-intensive. This approach allows us to optimise our scheduling. As a result, parents can receive support more swiftly, culminating in a total of nine months of key working. The information provided regarding their child and support strategies is delivered in two parts, making it easier for parents to understand and effectively process the information. "We feel completely seen and heardfor the first time. The Therapists are fantastic and the focus on practical strategies and tools give us knowledge and confidence to better support the children. Johansen Individualised Auditory Training seminars and Stimulation (JIAS) webinars li This six-to-eighteen-month programme involves listening to specifically composed synthesised music that is proven to stimulate the neural pathways of the brain that deal with language and auditory information. Many individuals see improvements in noise sensitivity, expressive language, processing speed, word finding skills as well as memory, listening, concentration, language comprehension and self- esteem. These sessions bring together both parents/ carers and professionals, covering topics such as managing challenging behaviour including ADHD, sensory processing, developing independence, working memory and processing, dyslexia, dyspraxia and dysgraphia, social and emotional development, language development, visual processing, typical child development and autism. They help increase understanding of the needs of children and young adults with disabilities and additional needs and how best to meet them. We also provide bespoke training for other organisations such as schools, voluntary organisations, and prisons. School Liaison Irlen syndrome screening bibic Therapists often liaise directly with professionals at nursery, school or college about an individual child or young adult. This may include joining families for meetings with teachers or attending Educational Health and Care Plan and multidisciplinary meetings. We also visit schools to carry out our full assessment for a child within the classroom setting if that is where they are experiencing significant difficulties. We can also assess whole class groups to support teachers in managing and supporting the whole group's sensory needs. This crucial support helps families access more support for their child and helps teaching staff to better understand the child's needs so they can enable them to thrive and reach their potential. This service specifically investigates visual processing. Visual processing can impact on reading, writing, attention and concentration, headaches, light sensitivity and many more. It can affect people of all ages and can change and shift over time. The assessment consists of looking at different images and observing the varying amounts of discomfort they can cause. From this specific-coloured overlays will then be given which can have a huge impact on a person's ability to complete certain tasks. Irlen can be delivered alongside other services to gain a better more holistic picture of an individual as well. Additional Support Parents, or a young adult themselves, can book regular or ad hoc telephone or video consultations Wlth a therapist to discuss specific issues in depth and support their ongoing development. Our post-diagnosis support sessions provide specific strategies for children and young adults who have been given a diagnosis. Our Support and Advice Line (SAL) provides immediate telephone, text and email support for parents, carers and teachers, or a young adult themselves. Whether it is for advice with day-to-day concerns, handling behaviours and meltdowns, questions about our therapies or signposting other support, we are here when they need us. Our post-serrfice support sessions deliver a flexible service for families that have completed their six months of key working support after a full assessment, but who do not need a re- assessment and a further key working period. This year we have continued to deliver interactive, live online Q&A sessions to provide regular and free access to Therapist support. These sessions provide immediate support for families on our waiting list or those who are currently working with a therapist. They will also give us a platform to significantly increase our reach, accessibility, and impact with more families across the UK. Who we support We support children and young adults across the UK bibic sUPPOrts children and young adults (aged 6 months to 25 years) with a vast range of disabilities and additional needs. In 2023/24 this included over 50 different diagnoses or suspected diagnoses, including but not limited to acquired brain injury, autism, attention deficit disorder, attention deficit hyperactivity disorder IADHD), global developmental delay, cerebral palsy, Down's syndrome, sensory processing difficulties, dyslexia, and dyscalculia. 82/1 o of the children and young adults we support come to us without a diagnosis The average age we support is live within the South West near our National Therapy Centre in Somerset and we see clusters in areas of deprivation and urban areas. 10 years old Most children we support are Their needs are often complex, with symptoms or difficulties overlapping. Some have profound and multiple neurological disabilities and others have difficulties that severely impact their daily lives. We increasingly see children and young adults with less understood, hidden difficulties such as behavioural, sensory, developmental, communication or mental health difficulties caused by unmanaged conditions. Many parents cannot get their concerns heard and come to us desperate for help for their children and young adults. They describe intense family stress including stress to siblings, exhaustion, social isolation, and parental separation. Our holistic approach aims to support the whole family, not just the child or young adult. The wellbeing of the whole family is at the heart of our approach. aged 3_16 years old "I cannot thank you enough, the therapists went above and beyond with my child, they really took their time and really understood my child and our issues. There is not enough words to say how grateful we are, bibic is worth its weight in goldi" During each year we not only support the families who come to us for one of our services, but also families we have already worked with who are still receiving key working support after an assessment during the previous year. This year we have directly helped a total of 1,980 people. "It was fabulous in every respect. We camefor answers and got them with a full, clear and understandable explanation and reasonedfeedback was given in an 'easy to take in, manner." children and 544 young adults were supported within our assessments in 2023 - 2024 "I think you're providing a wonderful, important service and plan to bring my daughter too in future. I want you to know that we have reflected a lot of what was said and the tactics suggested, it was so affirming to know that it wasn't all in my head and it will give me both conviction with dealing with health professionals and will also be taken more seriously because it's a professional report." 544 children and young adults 899 parents and carers Girls tend to present in wider ranging/subtle ways, particularly for autism. They tend to mask behaviours and have better social integration skills. Early intervention is vital, and we work with healthcare and education professionals to help improve early identification. 45% i/ female o non-binary 533 sibl. Ings 4%- Note: Our previous Annual Report's figures included only children and young adults who received their first service within the year. We recognised that this does not accurately reflect our impact. The figures above now include those who are still receiving key working support after their first assessment in the previous period. "Very friendly & helpful team. l always felt comfortable to ask questions and felt listened to. Everyone was friendly to my child." io We delivered 270 of these were our two day assessments - a Activities delivered this year 544 assessments and other services This year, for the first time since the pandemic, we saw a decrease in enquiries with 911 families getting in touch to discuss our support. The waiting list for a two-day assessment still stood at 68 weeks at year end. Despite the slight decrease in enquiries the demand for our services still outweighs our current capacity. Growing sustainable income to support the demand remains our greatest strategic challenge. 39 % ,..,.... on the previous year Enquiries received 691 in 2020-21 12 children and young adults had a re-assessment and a further six months of key working support after their initial two day assessment, therapy and support. 1,059 in 2021-22 1,315 in 2022-23 73 children and young adults benefitted from the powerful intervention provided by Johansen Individualised Auditory Stimulation and 25 were able to benefit from our Irlen Syndrome screener. 911 in 2023-24 Our two day assessment, therapeutic and ongoing support programme represents around 50% of what we do. 159 children and young adults were helped through our other services. These include our one-day assessments, screeners, consultations, post-service and post-diagnosis sessions, as well as our shorter assessments focused on wellbeing, behavioural, early years development and sensory needs. "Relaxed, friendly. In-depth assessments providing a lot of clear and helpful knowledge on my child as an individual case (not just 'autistic'). It is good to find a service that offers bespoke advice and programmes for individuals." A further people participated in bibic training sessions and 486 attended our workplace training sessions. 500 Our Therapy team spoke with 7 1 families through our free Support and Advice Line. li 12 How we make a d" fer How we measure success What parents and carers told us Our evaluation processes are much more enhanced and ensure we receive feedback from the parents, children, and young adults. We are now getting better response rates (14% increase on the previous year) and higher quality data and feedback. These new systems also more effectively involve children and young adults (if developmentally able), especially younger children. To add to this, we have introduced "Brains of bibic" a service user forum for children and young adults that bibic have supported. It enables them to give their view on what went well during their assessment and what could have been improved. The families, children, and young adults we support face a wide range of challenges, each one as unique as their circumstances. Through our tailored therapeutic interventions, we make a meaningful impact, delivering life-changing outcomes such as: 97/ o agree or strongly agree that bibic helped them better understand their child and their needs A reduction in mental health challenges linked to neurodiversity, including anxiety, depression, obsessive behaviours, hyperactivity, self-harm, aggression, and suicidal thoughts. •ri Enhanced self-esteem, confidence, self-awareness, and independence, empowering individuals to thrive. Strengthened family bonds and cohesion. Improved chances of receiving accurate diagnoses through our comprehensive assessments. We use robust, nationally recognised tools to capture evidence of the difference we make. These tools measure changes in wellbeing, independence, engagement with education, behaviour, and family stress. They allow us to gain real depth of understanding and regular monitoring enables new exercises and strategies to be introduced in line with the child or young adult's development. 82 % said that the goals set during the assessment had been achieved Decreased incidents of school exclusion and refusal, with many successfully reintegrating into educational settings. Easier access to essential support seprfices from local authorities, the NHS, nurseries, schools, colleges, and universities, facilitated by our expert liaison. Improved cognitive abilities, comprehension, and communication, leading to better engagement in learning environments. 81 / agreed or strongly agreed that bibic's support helped to reduce family stress Greater concentration, academic performance, and active participation in school. Our approach includes: Our Theory of change, implemented in late 2022, ensures that the goals set at the start of each therapy plan are directly linked to measurable, positive outcomes, including: Goal Based Outcomes (GBOS): A ten-point scale outcome measure for children and young adults with additional needs/disabilities. Goals are identified at assessment and measured at least twice afterwards. Significant progress in gross and fine motor skills, alongside improved coordination, and movement. 75 % feel their child is happier after bibic's support Advancements in speech and language capabilities. A deeper understanding of specific needs. Better management of functional behaviours like sleep, eating, and toileting. Improved mental well-being. Parent/carer and children/young adult surveys: Different versions of surveys which provide a baseline from initial assessment and after six months. Greater independence and life skills. 73 % think the school better understand their child's needs after bibic's support An increased ability to form and maintain social relationships. Increased engagement with education. Experience of service questionnaire: To capture feedback about the experience of bibic after assessment, with different versions for the parents/carers and the child or young adult. Enhanced community involvement and collaborative group work. Fewer instances of challenging behaviour. Reduced family stress. 67% think that bibic's support helped them to get a diagnosis for their child Recognised as a recommended specialist service across numerous Local Authorities who signpost families to bibic; this helps our reports to be used as evidence to help support children and young adults to access statutory support through Education, Health, and Care plan5 (EHCPS). Each of these achievements allows families, children, and young people with neurodiversity and additional needs to play an integral role in society, live fulfilling ves, and reach their full potential. Over the past 50 ars, our Therapists have empowered more than ,000 children, young adults, and their families, Iping them transform challenges into opportunities or grovrth and success. The statistics shown are based on feedback from a parent and carers survey completed during 2023-2024 13 Equity, diversity a inclusion (EDI) Case Study: Ben's Journey: From Challenges to Triumphs Over the past year we have achieved some key goals in this area, however there is still much work to do to ensure that we are as inclusive as we can be in all aspects of our work. Our future plans are to: Recruit two Young Ambassadors who are neurodiverse to report to the Board on service development and fundraising and marketing development. This year we have: •Jy Reviewed, updated, and shared our new language policy - this policy is embedded in all of the language that we use at bibic. Develop a Youth Network for young adults who have been to bibic to support service development and delivery. Ben came to bibic facing a myriad of challenges that were affecting his daily life and development. Concerns had been raised about his sensory processing difficulties, his ability to express language, his independence, and his capacity to manage in a classroom environment. Ben's thorough assessment at bibic quickly revealed significant sensory needs that were impeding his language development. Alongside these sensory difficulties, Ben also struggled with a speech delay, which was impacting his social interactions and overall development. Added Pronouns to our Email signatures. Continue to expand awareness of our work outside of the Southwest to ensure that we are accessible for families that need us, particularly within deprived and urban areas. Trained our Therapy Team up to Level 4 in Makaton. Reviewed our online services to ensure that they meet the needs of those who are being assessed, including Parents and Carers. Together with Ben's family, goals were established to be reviewed at the end of their key working sessions. These goals included improving Ben's communication with adults outside the home, reducing the frequency of meltdowns, and helping Ben to better regulate his sensory system. Add photo descriptions and subtitles to our social media content. Held eight weekly EDI meetings with our EDI working group which includes representatives f rom all of our departments. Join the 'My Name Is, Campaign and add phonetic spellings of our names to the website and our email signatures. Despite these challenges, it was evident that Ben possessed a natural intelligence and had the capability to handle work appropriate for his age and beyond. Ben's family sought help from bibic to understand whether Ben's behaviours might be due to neurodiversity. The assessment explored various areas, and although Ben displayed traits of autism, it was considered that these could stem from his complex sensory needs and speech delay. These factors appeared to mimic some autistic traits, and it was observed that Ben also exhibited behaviours potentially aligned with ADHD. Ben's therapist advised the family to pursue further evaluation if they wished to clarify these aspects. The progress Ben has made since the assessment is remarkable. His school reported significant improvements in his speech,. he is now speaking more clearly, using a wider range of words, and beginning to blend words with phonics. Ben has also achieved greater independence, going to the toilet on his own with fewer accidents and freely engaging in tasks of his choice. His sleep has improved dramatically, and meltdowns have become much shorter and easier to manage. Ben even had his first haircut, milestone that seemed unattainable before. Held our Brains of bibic Service User Forum to understand the feedback from younger children who have attended bibic and adapted our services accordingly. Consider the possibility and costs of training a Developmental Therapist in British Sign Language. Promoted our bibic values in all that we do and embedded these values in our day-to-day work. Review our Unconscious Bias training and ensure that all staff have their training renewed. Regularly reviewed and updated our EDI Action Plan. Continue to celebrate the work that we do and the diversity of those we exist for. Reviewed the fee waiver policy to ensure that all families are able to access our fee waiver pot to support with assessment costs. Our support for Ben is ongoing, and his family continues to receive strategies to help him thrive. The improvements seen in Ben have been immense, thanks to the understanding and techniques provided by bibic, coupled with the love and perseverance of his family. Witnessing Ben's progress has been incredibly rewarding, and his journey from challenges to triumphs serves as a testament to the power of dedicated support and At bibic, our goal is to help families gain understanding and provide effective strategies, regardless of the diagnostic outcome. Ben's family received strategies to better manage his behaviours at home, which had become increasingly challenging, and to ensure his safety. They also sought advice on supporting Ben's future integration into school, expressing concerns about this transition, even though Ben's current school had been very svpportive. "This year, our EDI efforts at bibic are focusing on fairness, diversity, and inclusion to create a more welcoming environment where every voice is heard, understood, and respected. We've improved our communication support resources within assessments by incorporating Makaton and Widget, to ensure equal opportunities for those with communication challenges. Our unconscious bias training is helping us build a more respectFul workplace, and we're constantly updating our language policies to maintain inclusivity. We are in process of introducing phonetic spelling through the #mynameis movement, to ensure that everyone's name is pronounced correctly, honouring their identity and heritage. As we move forward, we aim to keep ensuring our services are accessible to all. 'Not real name. child's name has been kept anonymous charis, Developmental Therapist, EDI Lead. 16 Our Strategic Pillars 2023 - 2028 Pillar 2 Achievements Progress against strategic objectives for Year I Developed a clear application pipeline for Grants and Trusts to ensure that applications were admitted in a timely and focussed manner. Pillar I Expand bibic's reach to more families. Restructured the Fundraising and Marketing Team to ensure that skills met all areas of diverse fundraising. Recruited a Fundraising and Events Officer to lead on areas of income growth including Individual Giving, Community and Events. Reviewed our fundraising strategy to ensure it could fit the current climate across the sector. Achievements Developed our brand through a clearer and more focussed marketing plan - developing the language in our ask to donors. Reviewed and redesigned the enquiry process for families to enquire about bibic serrfices ensuring that families are responded to in a timely manner. Lessons learnt Reduced the waiting list from 68 weeks to 54 weeks by creating a split assessment to ensure that we are making the most of our available therapeutic sessions. The unpredictability of the sector led to concerns around financial growth so we had to look at ways to reduce costs moving into 2024-2025 and beyond while also increasing income to ensure steady and sustainable growth in a difficult climate. Delivered key working sessions to young adults who were able to meet one to one with their Therapist without parental support, increasing engagement and therefore making strategies used more likely to support with individual needs. Aligned our reports to statutory services ensuring continuity and consistency across the sector. Continued our Free Support and Advice line to support more families at a direct point of need. Pillar 3 Maximise value of all resources Developed our online services for shorter assessment to ensure access to our services in the timeliest manner. Continued to review our EDI Action Plan making our service delivery as inclusive as possible. Achievements planned the recruitment of two Youth Ambassadors to report to our Board of Trustees to develop bibic's services and ensure inclusivity and diversity. Invested in staff training and development to support internal skill progression. Delivered a clinic in the West Midlands to support families local to that area who could not travel to the bibic centre. Reached several organisations with our bespoke bibic training including corporate organisations, schools, parent groups and the NHS. Used our social media platforms to reach families all over the UK and beyond. For the third year running bibic were runner up in the 2024 Somerset Business Awards, Charity of the Year category. Lessons Learnt Delivered our first service user forum for young children engaging them in feedback about bibic's services and how to develop them. Reach doesn't just include geographical reach it also includes the type of assessments we deliver and the conditions that we support- we have seen a grovrth in support for young girls with sensory and behaviours difficulties which are having a major impact on their mental wellbeing. Developed strategic decision-making skills. Created the role of Deputy Senior Therapist to support Therapy development during maternity leave. Impact measurement, including reporting on goals, relies greatly on family communication and this is an area we need to develop at the point of feedback to ensure that we are delivering the best services possible to all families. Lessons learnt Learnt that our live Q& As could be delivered in a more efficient way in the form of a podcast - developed plans to Start these in the Autumn/Winter of 2024. 17 18 We could not support the hundreds of families we do each year without YOU! Thank you! In memory Ii'i. £*,, We would like to pay special tribute to Judith Freer who gifted large legacy to bibic in her Will in memory of her late sister, Betty Peach. lebrate and honour this remarkable gift we ave purchased a peach tree and commemorative que which sit dly outside our office in Id Kelway angport. T tree serves as a ontinuous r Inder of the generous support and dedication we have eived over the years towards o rity. We cannot thank our generous supporters enough for allowing us to help so many families this year. We would not be able to do our work without our incredible volunteers or the people and organisations who support us with funding. We are so very grateful for those that have given both their time and money to ensure that we can continue to support the families who reach out for our help. This derfully gener donation is being used to support the salary costs of a Developmental Therapist and one of our Family Services team, amon st many other elements of our work. Fundraising The team of both staff and volunteers at bibic have worked tirelessly this year to raise the funds needed to support the running costs of bibic. The current economic climate and cost-of-living crisis have created a difficult fundraising landscape for us to navigate. Our dedicated supporters have ensured that we can continue to support families at an elevated level whilst keeping costs as low as we can for families. Additionally, we have been able to continue to offer fee waiver support to ensure that no family faces a financial barrier to receiving our support. This year we have been able to offer more free resources than ever before- a testament to the support we have received this year. tree d asset to bibic and ery grateful to udith Freer and her family onderful gift. This year: £107k was received from grant making organisations. £80k , A special Thank You Together we have raised over We would like to give a special ,, thank you to The Postcode Local Trust, Garfield Weston Foundation, Disa's Fund, The Talent Fund. John James Bristol Foundation, and many more who have supported us this year. was raised and donated by individuals and our events. Thank you to our wonderful families £31k £529k ,, was raised through the fundraising efforts of community led groups. Thank you to the families of the children and young adults who access our services each year and allow us to share their bibic stories and photographs on social media, on our website, within appeals for support and in our Annual Reports. We would also like to say a special thank you to the families that are part of our Sponsor a bibic Child regular giving programme who have allowed us to document their journey over many years. Being able to share such wonderful stories allows our supporters to see the difference their donation makes. You have helped us reach more families in need and shown them the difference we can and do make. We simply could not do this without your support. Thank you for making it possible. £50k was donated by businesses through fundraising events or by their staff raisi ney for us. (including £iok Gift Aid) Almost £251k This is a 28% increase on 2022/23 in which we raised a total of £4￿K. This growth is due to a large legacy donation we received. The 2022/23 total represented a 7% increase on 2021/22. was received from people who kindly chose to remember bibic in their will. In total this year you have helped us to raise incredible £529k- including £iok in gift aid. We are so thankful to each and every one of our supporters for enabling us to do our crucial work. We could not do it without you. 20 The bibic Ball 2024 Thank you to the Brett family for all of their ongoing support In Marc is was a fab ov iting also for all t stay at The atw dtH rate anising ear gratef o you all. ally Therapy and Bu 21 22 "All the staff have bee lovely and very informative. Thank you for making it such great experience!11 Rebekah - Student placement Case Study: Grace's Journey "Volunteering with bibic has been a really lovely experience. Seeing the change in the children as they go through their tests, opening up to the very patient, talented and caring therapists is amazing. The office is a warm and welcoming environment where everyone is patient and kind. I look forward to coming each week and itfeels like they definitely make a difference to the lives of thefamilies that come lookingfor help and answers." Pollie, Volunteer Grace, a 12-year-old with a diagnosis of dyspraxia and suspected autism and dysgraphia, faces unique challenges, particularly in social interactions, sensory processing, and academic settings. Grace is highly talkative but Struggles With two-way conversations, interprets language literally, and has difficulty understanding jokes. The transition from a small junior school to a larger senior school has been especially challenging for Grace, exacerbating existing difficulties and affecting their mental health. The larger, more complex environment led to heightened anxiety, sensory overwhelm, and frustration. Sensory sensitivities further complicated Ren's experience. For instance, Grace chooses clothing based on texture rather than colour and experiences distress if not wearing something on their torso at bedtime. Unexpected noises, such as fireworks, cause significant anxiety, and certain strong smells and tastes can be both stimulating and overwhelming. bibic has been instrumental in recognising the importance of movement for Grace, particularly at the end of the day. Grace now uses large exercise balls to help regulate sensory needs, which has significantly reduced stress and anxiety. Fidget tools have also been introduced to help manage sensory overload, providing Grace with a means to self-regulate in challenging situations. bibic would like to extend its deepest gratitude to all volunteers for the incredible dedication and hard work they have contributed. Their unwavering commitment, whether it's supporting our assessments, assisting with admin tasks, or driving our fundraising efforts, have made a profound difference in the lives of the children and families we serve. Without their tireless efforts, our organisation could not achieve the level of impact that we do. In fundraising, their contributions are equally vital. The energy and creativity they bring to our initiatives help secure the resources needed to continue our work. whether organising events, reaching out to potential donors, or spreading the word about bibic, their efforts make it possible to reach more children and families in need. Every pound raised through their hard work directly impacts the lives of those we serve, and bibic sincerely thanks them for making this possible. Grace's journey is ongoing, but several positive outcomes have emerged from the tailored support they have received. Grace has developed a deeper understanding of their neurodiversities, which has allowed for more targeted support, although acceptance remains a work in progress. The introduction of movement-based activities and fidget tools has helped Grace manage sensory overload more effectively, leading to a calmer and more focused experience in school. For those involved in assessments, their compassionate approach and meticulous attention to detail ensure that every child and family receives the support they need. Their behind-the-scenes efforts keep operations running smoothly. Their organisational skills and dedication allow our team to focus on delivering the best possible services to our families, and bibic is incredibly grateful for their support. Special appreciation is also extended to our trustees. Their guidance, strategic thinking, and governance ensure that bibic remains true to its mission while operating with integrity and effectiveness. The countless hours they dedicate to overseeing the organisation's direction, managing risks, and ensuring compliance are often unseen but are absolutely essential to our success. bibic is incredibly fortunate to have such a committed and capable board of trustees, whose leadership inspires us all. Grace's case underscores the importance of a holistic approach to supporting neurodiverse individuals, especially during challenging transitions like moving to a new school. The collaboration between Grace's family, school, and healthcare providers has been essential in creating an environment where Grace can gradually learn to manage their sensory and emotional needs. bibic's involvement has been particularly impactful, demonstrating the value of compassionate and knowledgeable support in helping neurodiverse individuals navigate their complex worlds. While Grace's journey is far from over, the progress made so far offers hope and valuable insights for supporting other neurodiverse adolescents facing similar challenges. Executive function deficits, such as struggling with time concepts, contribute to Grace's anxiety, particularly when they are late. Despite being able to follow instructions, Grace resists being told what to do, which can lead to frustration and conflict. These challenges are compounded by a deep sense of embarrassment about their dyspraxia and reluctance to accept their neurodiversities. Mental health concerns have become increasingly prominent, with Grace experiencing suicidal ideation and hallucinations involving threatening figures. yy Thank you to all our volunteers for everything they do for bibic. Their passion, generosity, and commitment make a world of difference, and our organisation is incredibly fortunate to have them as part of the team. Together, we are making a lasting impact on the lives of children and families, and this success would not be possible without their invaluable contributions. "I've been fortunate enough to volunteer with bibic since June 2024. During this time, I've been placed with the Developmental Therapy Team and the Fundraising and Marketing Team. This has allowed me to observe how the different areas work within bibic and to see firsthand how dedicated all of the staff are to making a positive difference to the lives of children, young adults and their families. I have felt encouraged to learn about the different conditions that bibic support, as well as the assessments and therapies offered. I look foKwaid.-t￿,GO.nt1￿ue volunteering at bibic., 'Not real name. Child's name has been kept anonymous "The team that make up bibic are so welcoming and have been encouraging me all week to ensure that I get the most experience throughout the week." _ Ralph. Student Placement .1 enjoyed being at bibic and appreciate the different aspects that I was able to experience." _ Charlotte, Student Placement Mia, Vo nteer Jy 23 24 Financial performance Where our income came from 2023/24 Total income for the year Total expenditure Operational deficit £805k £36k Grants from Trusts & Foundations £107k (2022/23: £204k) Donations from individuals incl events £8ok (2022/23: £13ok) Community incl events £31k (2022/23: £22k) Corporate incl events £5ok (2022/23: £25k) Legacies £25ik (2022/23: £14k) Gift aid £iok (2022/23: £18k) 2022/23 £769k £647k 2022/23 2022/23 £733k £86k , Income from donations and legacies Income from charitable activities therapy related income Other income Total from fundraising £529k (2022/23: £413k) £529k £226k £14k Therapy £226k (2022/23: £220k) Other (being grants from DWP & interest rec'd) £14k (2022/23: £14k) 2022/23 2022/23 2022/23 £413k £220k £14k Total income £769k (2022/23: £647k) How we spent the money Although the impact of the pandemic on our charity has lessened and we are able to run Fundraising events, the past year has seen different issues arise, and that is the impact of the political climate and the cost-of-living crisis. This will always remain our priority and to enable us to do this, we need to focus and rebuild our income from donations, Trusts, and events. Our plan is to diversify the ways in which people can support the charity and appeal to a larger network of donors. Charitable activities £524k (2022/23: £46ik) Raising funds £209k (2022/23: £214k) Governance/other costs £72k (2022/23: £58k) bibic has seen a major impact on our Fundraising income due to delays in Grants and Trusts decision outcomes and the difficulty in securing regular giving from donors. We have seen a drop in our individual giving, including our appeals, but we have seen an increase in our corporate and community giving. Both our income and expenditure were higher than in 2022-2023 but the deficit decreased from -£86k to £36k. Total spend £805k (2022/23: £733k) Total income for the year was £769k (2022/23: £647k). This comprised: Income from donations and legacies amounted to É529k (2022/23: £4￿k). Income from charitable activities (therapy related income) amounted to £226k (2022/23: £220k); and other income was ￿￿k (2022/23: £￿k). We received a significant legacy in September 2023 which has allowed the charity to designate funds to support two salaries within the Therapy team and run a Therapy clinic. Therapy income has grown slightly in the last year, and we anticipate this will continue to do so into the future. Total expenditure for the year was £805k (2022/23: £733k). This resulted in an operational deficit of £-36k (2022- 23 £-86k deficit). The Therapy team have continued to work exceptionally hard to ensure that we are continuing to meet the ever-rising demand for bibic's therapeutic work. 25 Reserves Safeguarding The Trustees maintain unrestricted funds to reduce dependency on any of the charity's income streams, particularly fundraised income which is subject to fluctuation. The charity is committed to the children, young adults and families who receive support for a minimum of six months, but often many years. The Trustees therefore feel it is important to maintain free reserves at a level which ensures continuity of bibic's unique service and to fund projects that improve services for children and young adults all over the UK. Designated funds are unrestricted funds that have been put aside by the Trustees for planned activities. Designations covering key fixed assets and potential exit costs amount to £45k. Designations for planned activities amount to £5ok and include fee waivers and staff employment costs for two Staff. With the exception of exit costs, it is the Trustees intention that designated funds are spent within a period of 12- 36 months, as appropriate for the planned activity. We safeguard in all that we do at bibic... Our dedication to safeguarding encompasses not only the children and young adults we support but also their families, our supporters and donors, our volunteers, our staff, and all individuals we engage with in the course of our work. Pip Buckley (CEO) holds over all safeguarding responsibility, and the safeguarding panel is led by Chelsey Oxley (Head of Therapy and Business Development) and Claire Williams (Senior Therapist). Deputy Lead is Natalie German. All of the panel have completed full training and this is reviewed annually. Chair of trustees, Caroline Jameson, provides safeguarding leadership at Board level. We also have created a safeguarding panel within the board so there are now two other trustees who are also responsible for safeguarding, one of which is a Parent Trustee and the other a medical professional. bibic's reserve policy was developed on the basis of the inherent level of risk within our business model. This model delivers high committed costs/low flexible costs, alongside a blend of unpredictable fundraised income and sustainable therapy income. The Trustees review the policy annually" taking into consideration the principal risks faced by the charity and their mitigations together with likely projected income and expenditure. As a result of this work, the Trustees considered that the current reserves policy was still satisfactory and they aim to maintain a target range of free reserves of between five and eight months of our risk premium, which represents £26ok to É418k. The charity sector continues to face uncertainty and the aim of many of the designated projects is to improve efficiency and performance to provide enhanced services and facilities to the children, young adults and families. Free reserves are in place to protect the charity and will be used to cushion the effect of the expected fall in fundraised income in the short to medium term so as to ensure the continuity of services. During the past year we saw a decrease in safeguarding concerns. We made nine safeguarding logs all of which were managed without escalation. There was one concern that was dealt with regarding gaining consent from both parents when there is accusations of domestic abuse. Part of managing this case we made the decision to only gain consent from one parent which is now included in our policy. The reason for this decrease in safeguarding concerns is unknown to bibic. During the year we: There continues to be a need for small charities to use their reserves pot to be able to sustain their work, especially when waiting on large application outcomes from Grants and Trusts, which are taking longer than usual to make a decision and have more applicants than ever before. Continued to review safeguarding frequently in therapy team meetings, leadership meetings, supervision sessions and at all board meetings. Delivered annual update training to all bibic staff and trained new staff joining the charity, further training will be carried out in 2024/2025 Managed, reviewed and reported to trustees zero (2022/23: four) cases of concern within families and nine (2022/23: two) cases of concern in other groups (e.g. donors, staff, volunteers). At 31 March 2024, total funds held amounted to £313k (2022/23: £349k) The Trustees will continue to consider the balance of risk and thus the level of free reserves appropriate for the needs of the charity in light of forecasts and future requirements. The charity's position against the reserves policy is monitored by the senior leadership team and Trustees on a bi-monthly basis. Provided additional support to more families who are requesting regular check ins with the therapist and more session with young people themselves for check ins. Of these, restricted funds were £32k (2022/23: £lllk) For 2023 - 2028 we aim to: Designated funds were Continue to enhance the teams learning around safeguarding and look at ways to better support families through the whole of the UK. £95k (2022/23: £57k) Develop our safeguarding monitoring tools and sign up to safeguarding systems that are used across schools and local authorities. (Currently seeking funding for this) The charity's free reserves were £186k (2022/23: £181k) Continue to review our policy annually and add additional updates from regular local authority training. Free reserves comprise the total funds available to the charity, less those reserves whose uses are restricted or designated for specific purposes. Meet regularly to review all safeguarding cases at our safeguarding panel meetings. Ensure that all of our donor work is underpinned by safeguarding policy. Restricted funds are those that must be spent in accordance with the donor's specific instructions or which have been raised by the charity for a specific purpose. Information about restricted funds is at note 18 in the financial statements. Each restricted gift has a timescale for spend, usually within 12 months. The charity operates a detailed restricted funds register to track and report spend against each gift. Ensure that all of our team understand the difference between safeguarding, confidentiality and consent and how they link to each other. Ensure that we continue to keep children and young adults safe in all areas of our work Set up a safeguarding working group including members of the therapy team who are safeguarding leads, and two members from the board including a paediatrician and a parent. 27 28 Risk Nature of risk The Trustees are responsible for regularly reviewing and The risk register is reviewed and assessed monthly by assessing (and planning for the management of) risks the Senior Leadership Team and Bi-monthly by the Board. and uncertainties that may have a significant impact on A full review is conducted annually by the CEO. the charity's operations, thus beneficiaries. bibic Significant new risks or those which have increased in operates a detailed risk register to review the strategic, likelihood/impact are promptly brought to the attention operational and project related risks the charity may of the Board by the CEO. The charity encourages all face. the likelihood/impact of those risks and the employees to be actively engaged in risk identification mitigation controls/plans in place in line with CC26 and risk management activity. guidance issued by the Charity Commission. Staff retention and staff sickness - losing staff in specif ic roles (single points of failure). Control plans Wellbeing support - Mental Health First Aiders, regular supervisions, regular team meetings, employee assistance programme and CEO drop-in sessions. Pay and rewards review. Investment in staff training and development. Current Top Risks for bibic Internal coaching and development plans for staff promoted internally. Regular workload reviews to assess workload management. Additional benefits such as working from home and flexible working. Longer term workforce planning and succession planning. Nature of risk Access to work and reasonable adjustments. Insufficient income driven through fundraising strategy to achieve our charitable objects, strategic objectives and maintain operations. There are ongoing concerns over the political and economic climate and the cost-of-living crisis which is impacting on charitable giving. Stress risk assessment as and where required. Further commentary bibic believes in staff development and creating opportunities for internally promoting staff as and where roles allow, and staff have the right skill set. bibic invests in its staff via our training and development budget and also supports around wellbeing and creating a positive work life balance. Staff have regular supervisions and wellbeing check ins and are encouraged to support their own wellbeing both inside and outside of work. Control Plans Review of the Fundraising Strategy to ensure that time is being spent on areas with the highest return on investment (ROI). Review of regular and individual giving focussing on bringing in a new generation of givers. Better and more personal stewardship of regular givers including those who give to our appeals and other campaigns. Investing in the Fundraising Team's development and increasing expertise in house. Nature of risk Safeguarding issue resulting in harm to a vulnerable child or adult. Utilising our highly experienced consultant for large multi-year grants with high likelihood of success. Focus on local events to raise bibic's profile and generate new corporate and personal relationships for giving. Control plans Diversifying streams of income across all areas of fundraising with a focus being on Major Donors, Corporate organisations and multi-year grants and trusts Increase in Therapeutic income via an increase in family contributions to ensure long term sustainability. Raised awareness in the Fundraising and Marketing team regarding safeguarding concerns. All staff safeguarding trained, with updates every two years. Applying for multiyear grants for Therapist salaries and core costs. Developing training packages for schools, corporates, the NHS and other companies to support fundraising income via therapy income. Two leads, a Deputy Lead and a Trustee Lead for safeguarding and child protection in place. A second lead has been added within the Therapy team. Safeguarding process and procedures regularly reviewed and effectively implemented. Ongoing relationships in place with Social Care, NHS, and other relevant services. Further commentary Ongoing safeguarding meetings with the panel to review and assess risk. The current climate is extremely difficult for fundraising however bibic will continue to diversify over all donor areas. Focus has also been on bringing in more income through therapy including via training and other additional services. The Trustees are aware that the cost-of-living crisis could continue into 2025 and beyond and that fundraising giving may have to be more focussed on higher net-worth individuals and major donors. Focus remains on long term sustainability via multi-year grant applications and more personal and individualised stewardship of current donors. Further commentary Safeguarding is an incredibly important part of bibic's work, an area that is taken very seriously. All safeguarding issues are managed with great care and bibic ensure that all the Leads are trained to the highest standard and have regular updates as and when policy changes. bibic will continue to review our policies every year and update as and when required by law. 29 30 Future plans Our Team Recruitment and Development Training and Seminars Equity, diversity inclusion (EDI) and Ongoing Celebration and Thank You We aim to make our training package the 'go to, training for the local area and to roll this out across all sectors that are interested in purchasing it. At bibic we celebrate diversity and want to always be mindful of being inclusive in all that we do. We will continue to celebrate our work and our donors who contribute to the running of the charity. We plan to share appreciation post on social media and make regular phone calls to our donors to thank them for all that they do for bibic. Our Therapists lie at the heart of all that we do, and we want to be able to continue to develop them during their time at bibic The knowledge that is held within bibic is second to none and we want to be able to share this knowledge through the sector. Over the next year we plan to develop our EDI work including: Our plan is to train all Therapists in the next level of Makaton. We will also continue to develop the team with further trauma training, domestic abuse training, nutritional advice for families and many other areas. Our workplace training programme has been piloted and reviewed, and supported by HR professional, Debbie Morris, The HR Detective. We are now able to roll this out to organisations who are wanting to develop their understanding of managing and supporting those who are neurodivergent. Developing social stories for our website and resources page. Developing surveys to better understand the motivations of our donors so we can appreciate them for their motivations to give to bibic. We want to share the knowledge of our team and continue our 'Meet The Team, posts so families get to see who we are and why we do what we do. Enhance the website with more accessible resources via our resource page. 'It is great to be part of the bibic teaml Everyone works so closely together to not only support all of our wonderful families, but our bibic team members too. It is so rewarding to work somewhere that has such a positive impact on so many people's lives., Our 360 Tour offer a range of more inclusive events so that everyone can get involved in supporting bibic. We have launched our 360 Tour of bibic's premises so that families can see where they are coming before they visit. This will decrease anxiety for some children and young adults and hopefully will make the bibic experience all the better for them. Diversify our income streams and enhance our training offer to be accessible to all via face to face, seminars and online self-learning Refresh our unconscious bias training for all team members Continue to offer online assessments or home assessments for those families who cannot attend the bibic centre and ci We are planning the continued development of our website and also are considering a bibic app to make access easier for bibic families. This app will store handouts, reports and other information for bibic families. Fay Coleman Finance Administrator (See more on page 15 and meet our EDI Lead) We have also developed a resources page on our website so that families have access to commonly used handouts, and also videos and information regarding legal advice from some of our partners. We also are planning to start a bibic podcast which will discuss all areas of the work that we do, plus we will have guests joining us to talk all things SEND. qlli I bibic Families thi 31 "l am grateful I was able to have an assessment with bibic for my child, I have previously had my other children assessed through bibic and the serrfice is as brilliant now as it was 5 years ago, this will be a huge help in my child's struggle with school as they will now be able to have a better understanding of where my child needs sUPPOrt." What our families say... 'Incredibly comprehensive and tailored to our situation and needs." Very approachable and good understanding also listened and took parents opinions. 'How comprehensive it is. Particularly the six-month support following the assessment. This is very comforting to know we have this for ongoing conversations, questions, and support as we put into place the therapy plan. li "The understanding the professional had about the behaviours my child expresses & the support they gave. My child was happy within the setting, it was nice to see her relaxed, thriving, and happy. Hospital / doctors, appointments are normally a trigger. li "Relaxed, friendly. In-depth assessments providing a lot of clear and helpful knowledge on my child as an individual case (not just 'autistic'). It is good to find service that offers bespoke advice and programmes for individuals. "Wonderful, friendly, knowledgeable team. Professional yet relaxed enough to help you feel at ease. Thank you." Iir "I want to thank you from the bottom of my heart. Three years ago I took my daughter to you. I was totally clueless as to how to help her as were the school. Your guidance towards ADHD meant we got an NHS diagnosis and a situation that got really, really, bad (e.g. self-harming at 6/7 years old) got dramatically better. You started a chain of events that saved my family. Thank you." "The therapist had great knowledge & understanding of the challenges my daughter has and is good at listening & explaining. The facilities are sufficient and appropriate for my child's needs and making her feel more relaxed. "Thank you. This has been incredible & life changing. li '1 really like that there was an all-round assessment and not just one area covered." 'It felt personalised and not stressful. There was a flexibility / lack of formality in approach which we really appreciated. "Made to feel very comfortable, could ask anything. Very knowledgeable and lots of information provided to help" "Therapist was very friendly and gave me time to provide lots of information about my daughter. The session stuck to time and with an appropriate break. The resources provided were plentiful and well suited to my daughter's needs." 'Fantastic information shared. Real insight that was explained without jargon so easy to understand. Therapist was fantastic with my child, made him feel at ease and built-up trust with him by taking an interest of his hobbies, etc." "Very detailed. Covered lots of areas. Great environment. Lovely therapists. Very useful consolidation of things we already know, with plenty of practical suggestions of techniques to implement." 33 Brains of This year we launched our first ever Sep4ice User Forum at bibic called 'Brains of bibic,. The aim of this forum was to give the children and young adults, who have accessed our support previously, a platform to discuss their experiences and how they think we can improve our services in the future. This is a crucial element of the work we do at bibic to ensure we are constantly evolving and adapting our services to more effectively support the families that reach out for our help. Children and young adults were invited to attend a session every three months at the National Therapy Centre in Langport. During the hour long sessions, they had the opportunity to engage in fun activities whilst giving us the chance to talk to them about their time at bibic and how they felt we could improve. We had five children involved in this year-long programme, aged 8 to 12. During these sessions parents and carers were also able to meet other families who had accessed our services over refreshments. Financial statements Whilst it was wonderful to welcome back families into the National Therapy Centre the engagement could have been improved in this programme. To get more comprehensive feedback we would have liked to have seen a greater breadth of ages at the sessions to give us a greater insight into our services. Additionally, feedback from the conversations with the children most frequently resulted in positive feedback for bibic. It is wonderful to hear that so many individuals had a positive experience with us however, we understand fully the importance of having an insight into areas where we can still improve. This is an element to work on before beginning another Service User Forum Programme. We are already exploring ways to make this possible. The sessions highlighted some of the fantastic work we are doing at bibic and the real difference this has made in families lives. Some of the feedback we received was: "bibic helped me understand myself." "I didn't know what autism was before bibic but now I "bibic really helped me with being with everyone." "Before bibic family didn't really understand me, all the family were the same as each other and not me. Now they understand me." "I feel really comfortable at bibic. A common theme throughout the sessions was that the individuals all experienced a certain amount of nerves or anxiety before coming into the centre for the first time. This is an area we will look to improve on in the near future to ensure that children and young adults feel as comfortable as possible before coming to bibic. Providing families with a new 360 virtual tour of bibic will give families the opportunity to look at the centre and have a greater understanding of what to expect on the day. Brains of bibic was a fantastic way to reconnect with some of our past service users. There is still some work to be done to ensure this programme can assist us in improving the services we provide families, but we feel that the first year was Positive and we look forward to inviting more families to take part in the future. 35 36 Independent Examiner's Report to the Trustees of bibic Statement of Financial Activities (Incorporating an Income and Expenditure Account) for the Year Ended 31 March 2024 Unrestricted fvnds (£) Notes Designated funds (£) Restricted funds (£) 2024 Total funds (£) 2023 Tot funds (£) Independent examiner's statement Income and endowments from Independent examiner's report to the trustees of bibic ('the Company,) I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2024. Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that l am qualified to undertake the examination because l am a member of the Institute of chartered Accountants in England and Wales, which is one of the listed bodies. Donations and legacies 425,004 74,300 499,304 347,501 Charitable Activities Therapy Provision 225,102 344 225,446 219,801 Responsibilities and basis of report As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act,). Therapy support 750 750 I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: Other trading activities 41,497 41,497 79,193 Investment income 2,298 2,298 503 Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the charities Act 2011 ('the 2011 Act,). In carrying out my examination I have followed the Directions given by the Charity Com accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act., or the accounts do not accord with those records; or the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)). Total 694,651 74,644 769,295 646,998 Expenditure on Raising funds 190,007 1,791 17,317 209,115 214,001 Charitable Activities Therapy Provision 308,103 26,784 125,162 460,049 397,289 Governance costs 65,398 6,879 72,277 58,489 46,215 Therapy support 12,968 4,403 63,586 63,619 Total 609,723 41,543 153,761 805,027 733,398 Net income/ (expenditure) 84,928 (41,543) (79,117) (35,732) (86,400) I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Transfers between funds 18 (80,458) 80,458 Net movement in funds 4,470 38,915 (79,117) (35,732) (86,400) Dick Maule FCA Independent Examiner, 25th November 2024. Reconciliation of funds Total funds brought for¥vard 181,236 56,762 111,132 349,130 435,530 Independent Examiner: Dick Maule FCA, The Cross House, South Woodchester, Gloucestershire, GL5 SEL Total funds carried fOr￿ard 185,706 95,677 32,015 313,398 349,130 37 38 Balance Sheet The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2024. 31st March 2024 Unrestricted funds {£) The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2024 in accordance with Section 476 of the Companies Act 2006. Notes Designated fund5 (£) Restricted funds (£) 2024 Total fvnds (£) 2025 Total funds (£) The trustees acknowledge their responsibilities for (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. Fixed assets Intangible assets 1,025 1,025 1,325 Tangible assets 15 26,025 2,889 28,914 45,744 Total 27,050 2,889 29,939 47,069 The financial statements were approved by the Board of Trustees and authorised for issue on 25th November 2024 and were signed on its behalf by: Current assets Debtors 16 I68,￿2 2,500 170,642 203,059 Prepayments and accrued income 13,841 ,841 16,696 Caroline Jameson, Chair of Trustees Cash at bank 204,727 95,677 26,626 327,030 342,395 Tota I 386,710 95,677 29,126 511,513 562,150 Creditors Amounts falling due within one year 17 (228,054) (228,054) (260,089) Net current assets 158,656 95,677 29,126 283,459 302,061 Total assets less current liabilities 185,706 95,677 32,015 313,398 349,130 Net assets 185,706 95,677 32,015 313,398 349,130 Funds 18 Unrestricted funds 281,383 237,998 Restricted funds 32,015 111,132 Totsl funds 313,398 349,130 bibic ' 39 Cash Flow Statement For the year ended 31st March 2024 Notes to the Cash Flow Statement For the year ended 31st March 2024 Notes 2024 Total hjnds (£) 2023 Total funds (£) 2024 Total funds (£) 2023 Total funds (£) Cash flow from operating activities i. Reconciliation of net (expenditure)/ income to net cash flow from operating activities Cash generated from operations (￿,210) (87,866) Net cash (used in)/provided by operating activities (￿,210) (87,866) Net (expenditure)/ income for the reporting period (as per the Statement of Financial Activities) (35,732) (86,400) Cash flow from investing activitie5 Purchase of intangible fixed assets (1,500) Adjustments for Depreciation charges 20,583 Purchase of tangible fixed assets 18,571 (5,280) (11,193) Interest received (2,298) ts03) Sale of tangible fixed assets 1,827 187 Decrease/(increase) in debtors 35,272 (66,753) Interest received 2,298 503 Net cash used in investing activities {1,155) (12,003) (Decrease)/increase in creditors (32,035) 47,219 Change in cash and cash equivalents in the reporting period Net cash (used in)/provided by operations (￿,210) (87,866) (￿,365) (99,869) Cash and cash equivalents at the beginning of the reporting period 342,395 442,264 At 1.4.23 Cash flow At 31.3.24 2. Analysis of changes in net funds Cash and cash equivalents at the end of the reporting period 327,030 342,395 Net cash Cash at bank 342,395 (15,365) 327,030 Total 342,395 (15,365) 327,030 Notes to the Financial Statements For the year ended 31st March 2024 Trade mark development costs Amortisation is charged to write off the capitalized cost over 60 months (5 years) on a straight-line basis. i. Accounting Policies Basis of preparing the financial statements Tangible fixed assets Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the charities SORP (FRS 102) '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 i January 2019)., Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, and the Companies Act 2006. The financial statements have been prepared under the historical cost convention. Improvements to property in accordance with the property Plant and machinery io% on cost Fixtures and fittings at varying rates of costs Income Computer equipment 33% on cost All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received, and the amount can be measured reliably. Taxation Income received by way of donations and gifts is included in full in the Statement of Financial Activities when receivable. Income from grants, where entitlement is not conditional on the delivery of a specific performance by the charity, is recognised when the charity becomes unconditionally entitled to the grant. Income from grants, where related to performance and specific deliverables, is accounted for as the charity earns the right to consideration by its performance. Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included in these accounts. Income from charitable activities is accounted for when earned. Investment income is included when receivable. The charity is exempt from corporation tax on its charitable activities. Fund accounting Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Designated funds are unrestricted funds earmarked by the Finance Management Committee for particular purposes. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Expenditure Hire purchase and leasing commitments Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of resources. Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the period of the lease. Pension costs and other post-retirement benefits Expenditure includes any VAT that cannot be fully recovered. Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficia ries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. Allocation and apportionment of costs All costs are allocated between the expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis. IIL. 2. Donation and legacies 2024 (£) 2023 (£) 6. Raising funds Raising donations and legacies 2024 (£) 2023 (£) Donations & appeals 120,293 98,357 Staff costs 104,505 116,874 Gift aid 9,672 18,442 Sundries 28,692 37,080 Legacies 251,142 ,829 Support costs 75,918 60,047 Grants 118,026 216,873 Total 209,115 214,001 Donated services and facilities 171 Total 499,304 347,501 7. Charitable activities costs Direct costs (£) (See note 8) Support costs (£) (See note 9) Totals (£) Grants received, included in the above, are as follows: Therapy provision 350,307 109,742 460,049 Trusts and Foundations 106,620 203,563 Governance costs 72,277 72,277 Access To Work grants from DWP 11,406 13,310 Therapy support 63,586 63,586 Total 118,026 216,873 Totsl 4￿,893 182,019 595,912 3. Other trading activities 2024 (£) 2023 (£) 8. Direct costs of charitable activities 2024 (£) 2023 (£) Fundraising events 37,701 78,342 Staff costs 338,928 280,142 Social lotteries 3,796 851 Other operating leases 17,533 17,533 Total 41,497 79,193 Insurance 561 520 Light and heat 6,579 4,559 4. Investment income 2024 (£) 2023 (£) Sundries 38,874 34,320 Deposit account interest 2,298 503 Depreciation 11,418 11,418 5. Income from charitable activities Activity 2024 (£) 2023 (£) Total 4￿,893 348,492 Therapy provision & training Therapy provision 225,446 219,801 Therapy provision & training Therapy Support 750 Total 226,196 219,801 45 9. Support Costs Management (£) Finance (£) Information technology (£) 12. Staff costs 2024 (£) 2023 (£) Raising donations and legacies 17,288 7,151 4,549 Wages and salaries 510,365 420,670 Therapy provision 17,288 7.910 16,302 Social security costs 38,641 37,461 Governance costs 26,289 10.625 3,899 Other pension costs 26,054 21,131 Tota I 60,865 25,686 24,750 Total 575,060 479,262 The key management personnel of the Charity comprise the Trustees, the CEO and members of the Senior Leadership Team being Head of Therapy, Head of Fundraising and Marketing, and Finance Manager. The total employee benefits of the key management personnel of the Charity were £130,364 (2023 £118,942). No employees received emoluments in excess of £60,000. Human resources (£) Governance Other (£) costs (£) Totals (£) Raising donations and legacies 460 46,470 75,918 The average monthly number of employees during the year was as follows: 2024 2023 Therapy provision 459 67,783 109,742 Therapy & Therapy support 12 Governance costs 4,868 21,007 5,589 72,277 Fundraising & Marketing Tota I 5,787 135,260 5,589 257, 937 Finance & Administration Management io. N@t ineom•/(eXDonditure) Net income/(expenditure) is stated after charging/(crediting): Total 23 19 2024 (£) 2023 (£) Average number of full-time staff was 15 (2023: 14) and average number of part-time staff was 8 (2023: 5). The full-time equivalent of the part-time staff was 5 (2023: 3). Depreciation owned assets 20,283 18,396 Hire of plant and machinery 3,506 3,866 Other operating leases 31,268 31,268 Trade Mark development costs amortisation 300 175 Independent Examiner Fees 1,000 1,000 ii. Trustees, remuneration and benefits There were no trustees, remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023. Trustees, expenses There were no trustees, expenses paid for the year ended 31 March 2024 nor for the year ended 31 March 2023. 47 48 13. Comparatives for the statement of financial activities 15. Tangible fixed assets Improvements to property (£) Plant and machinery (£) rixtures and fittings (£) Computer equipment (£) Income and endowments from Unrestricted funds (£) Designated fvnds (£) Restricted fvnds (£) Total funds (£) Total (£) Donations and legacies 175,986 Cost 171,515 347,501 At i April 2023 25,416 23,527 21,804 38,031 108,778 Charitable activities Additions 1,330 3,950 5,280 Therapy provision 219,801 219,801 Disposals (2,383) (2,383) At 31 March 2024 5,416 23,527 20,751 41,981 111,675 Other trading activities 22,488 56,705 79,193 Depreciation Investment income 503 503 At i April 2023 12,550 10,103 10,311 30,070 63,034 Tota I 414,307 232,691 646,998 Charge for year 8,472 2,946 3,712 5,153 20,283 Expenditure on Eliminated on disposal (556) (556) Raising funds 186,976 10,852 16,173 214,001 At 31 March 2024 21,022 13,049 13,467 35,223 82,761 Charitsble activities Net book value Therapy provision At 31 March 2024 245,967 6,415 4,394 144,907 397,289 10,478 7,284 6,758 28,914 Governance costs 48,491 2,298 At 31 March 2023 7,700 58,489 12,866 13,424 11,493 7,961 45,744 Therapy support 59,544 1,978 2,097 63,619 16 Debtors: amounts falling due within one year 2024 (£) 2023 (£) Total 540,978 26,945 165,475 733,398 Trade debtors 153,238 174,326 Net income/(expenditure) (126,671) (26,945) 67,216 (86,400) Other debtors 17,404 28,733 Transfers between funds 23,998 (23,998) Total 170,642 203,059 Net movement in funds (102,673) (50,943) 67,216 (86,400) 17. Creditors: amounts falling due within one year 2024 (£) 2023 (£) Reconciliation of funds Trade creditors 2,421 6,088 Total funds brought forward 283,909 107,705 43,916 435,530 Social security and other taxes 7,597 6,379 Total funds carried forward 181,236 56,762 111,132 349,130 Other creditors 6,168 10,410 i¥ Intangible fixed assets Trade Mark development costs (£) Accruals and deferred income 209,003 234,540 Cost Accrued expenses 2,865 2,672 At i April 2023 and 31 March 2024 1,500 Total 228,054 260,089 Amortisation At i April 2023 Charge for year At 31 March 2024 175 300 Net book value At 31 March 2024 1,025 At 31 March 2023 1,325 50 18. Movement in funds Net movement in funds, included in the above are as follows: Incoming resources Resources expended Movement in funds Net movement in funds (£) Transfer between funds (£) (£) (£) (£) Unrestricted funds At 1.4.23 (£) At 31.&24 (£) Unrestricted fvnds General fund 694,651 (609,723) 84,928 General fund 181,236 84,928 (80,458) 185,706 Monitoring & evaluation (3,975) (3,975) Monitoring & evaluation 3,115 (3,975) 860 Marketing & communication (1,722) (1,722) Marketing & communication 5,453 (1,722) {3,000) 731 Other matters Fundraising strategy & programme (35,846) (35,846) 902 (902) Total 694,651 (651,266) 43,385 Other matters 1,992 (35,846) 83,500 49,646 Fixed assets & exit costs 45,300 45,300 Total 237,998 43,385 281,383 Restricted funds BBC Children In Need (3,099) (3,099) Garfield Weston Foundation 25,000 (30,600) (5,600) Restricted funds Others 49,644 (85,957) (36,313) BBC children In Need 3,099 (3,099) Jemima Layzell Trvst (1,082) (1,082) Garfield Weston Foundation 25,000 ts,600) 19,400 50th Anniversary Lunch Event (33,023) (33,023) Others 46,038 (36,3￿) 9,725 Total 74,644 (￿3,761) (79,117) Jemima Layzell Trust 3,972 (1,082) 2,890 Total funds 769,295 (805,207) (35,732) 50th Anniversary Lunch Event 33,023 (33,023) Tota I 111,132 (79,117) 32,015 Total funds 349,130 (35,732) 313,398 51 52 18. Movement in funds - continued Comparatives for movement in funds Comparative net movement in funds, included in the above are as follows: Incoming resources Resources expended (£) Movement in funds (£) Transfer between funds (£) Net movement in fvnds (£) (£) Unrestricted funds At 1.422 (£) At 31.&23 (£) Unrestricted fvnds General fund 414,307 (540,978) (126,671) General fund 283,909 (126,671) 23,998 181,236 Monitoring & evalvation (960) (960) Monitoring & evaluation 4,075 (960) 3,115 Marketing & communication (9,072) (9,072) Marketing and communication 11,290 (9,072) 3,235 5,453 Staff training (4,718) (4,718) Staff training 4,673 (4,718) Relocate therapy suite (741) (741) Relocate therapy suite 347 (741) 394 Fundraising strategy & programme (1,823) (1,823) Fundraising strategy & programme 6,005 (1,823) ts,280) 902 Other matters (1,947) (1,947) Other matters 439 (1,947) 3,500 1,992 Update & migration of donor record system (729) (729) Fixed assets & exit costs 73,192 (27,892) 45,300 Brand research & update (6,955) (6,955) Total Update & migration of donor record system 414,307 (567,923) (153,616) 729 (729) Brand research & update 6,955 (6,955) Restricted fvnds Tota I 391,6 (153,616) 237,998 BBC children In Need 33,825 (35,217) (1,392) Garfield Weston Foundation 25,000 (1,250) 23,750 Restricted funds Others 113,587 (100,669) 12,918 Jemima Layzell Trust (1,083) (1,083) BBC Children In Need 4,491 (1,392) 3,099 50th Anniversary Lunch Event 60,279 (27,256) 33,023 Garfield Weston Foundation 1,250 23,750 25,000 Total 232,691 (165,475) 67,216 Others 33,120 12,918 46,038 Total fvnds 646,998 (733,398) (86,400) Jemima Layzell Trust 5,055 (1,083) 3,972 50th Anniversary Lunch 33,023 33,023 19. Related party disclosures Total 43,916 67,216 111,132 There were no related party transactions for the year ended 31 March 2024. Totsl funds 435,530 (86,400) 349,130 Ir 53 54 Structure, governance, management and administration details 55 56 Structure, governance and management bibic embraces diversity, recognising this brings different perspectives, ideas and knowledge, and that difference brings strength, supports staff wellbeing and engagement, and helps the charity make better decisions so we can deliver our charitable aims successfully. Our aim is to create a culture which attracts diverse staff, values each person's differences, and encourages individuals to maximise their potential. Relationships and memberships To support robust decision making and enable bibic to maximise outcomes for the community we support, the charity or its CEO are members of a number of self-regulatory and support organisations. These include the Chartered Institute of Fundraising, Fundraising Regulator, NCVO, ACEVO, ILM and Somerset Chamber of Commerce. Constitution The term of office is three years after which period a Trustee must seek re-appointment by the Board if they wish to continue. The usual maximum is three terms of office, unless the Board feel there is good reason to extend. New Trustees are offered a programme of induction which includes provision of a range of key documents, a tour of the National Centre, meeting with key members of staff and observing an assessment. bibic is committed to the principle of equal opportunities in employment and recognises its obligations under the Equality Act 2010. The charity is an accredited Living Wage Employer and a Disability Confident Committed Employer. Health and safety are given due attention and employees are provided with appropriate training in accordance with the charity's policies. bibic is a registered charity with the Charity Commission in England and Wales (charity number 1057635) and was incorporated as a private company limited by guarantee (company number 03217418) on 3 June 1996. The charity is governed by a Memorandum and Articles of Association and has no share capital. The charity places great importance on collaborative relationships with a vast range of other organisations (e.g., Ups and Downs South West, Autizma, ESS, Headway, local parent forums) and professionals (e.g., social services, GPS, paediatricians, teachers, speech and language Therapists, youth offending team, behavioural optometrists). These relationships help raise awareness of key issues affecting mutual communities, share learning and enable families to access wider support and information. Our current Board has a diverse breadth of specific skills, knowledge, and experience. The board includes skills such as financial management, marketing and communications, law, paediatric healthcare, mental health, and Autism. Six of our eight Trustees have personal lived experience of the sector, and another has professional experience of working with the community we support, providing leadership with insight. Principal object of the charity Senior management remuneration bibic was established to reduce need and hardship among children and adults with learning difficulties and/or physical disabilities and to provide support and assistance to their families. Senior staff pay is externally benchmarked, set/reviewed by the Trustees and linked to an internal performance appraisal system. No employees had employee benefits in excess of £60,000. Pension costs are allocated to activities in proportion to the related staffing costs incurred. The charity trustees were not paid or received any other benefits from employment with the charity in the year (2023: nil) neither were they reimbursed expenses during the year (2023: nil). No charity trustee received payment for professional or other services supplied to the charity (2023: nil). The key management personnel of the Charity comprise of the trustees, the CEO and the Senior Leadership Team. The total employee benefits of the key management personnel of the Charity were £130,364 (2023: £118,942.) Our fundraising standards Trustees are volunteers and receive no remuneration or benefits from the charity. Out-of-pocket expenses may be claimed on request. bibic is registered with the Fundraising Regulator and is committed to the Code of Fundraising Practice. We make sure our Fundraising team are kept up to date with legislation and best practice and they support people fundraising in the community to uphold these same standards. In the last year we did not receive any complaints about our fundraising and marketing activities. In the situation that a complaint is received, we aim to review and resolve the situation in line with bibic's complaints policies, escalating to external regulators if required. Governance The Directors of the company, unless otherwise stated, are the Trustees of the registered charity. All Trustees named within this report served throughout the year and until the date this report had been signed, unless otherwise stated. The charity is organised so that the Trustees meet collectively 6 times per year to direct the management of its affairs. The finance committee meets 6 times per a year prior to full Board meetings. Strategy days and other sub- committee meetings are also held periodically. On the occasion that there may be the need, the Board may hold interim meetings or increase the frequency of Board meetings to discuss/ address key issues. Organisational structure: management and employees The board delegates responsibility for the management of the charity to the CEO, Pip Buckley, who oversees all operational and strategic matters. Therapy services are provided under the direction of Chesley Oxley, Head of Therapy and Business Development and Fundraising and Marketing is driven by Gemma Pack, Senior Fundraising Officer. The finance function is overseen by Philip Cullum, Finance Manager. The Board is responsible for confirming the appointment of a new Trustee following a clear recruitment and selection policy and procedure. when recruiting new Trustees, the charity aims to attract a diverse range of candidates who have different skills. We value the benefits of having members with different backgrounds, expertise, and experiences. Trustees are recruited through external advertisement and are subject to reference checks before starting with the charity. Registered with FUNDRAISING REGULATOR FR 57 58 Trustees, Statement (Representation letter) We confirm to the best of our knowledge and belief and having made appropriate enquiries of other directors/trustees and officials of the charity, the following representations given to you in connection with your examination of the charity's financial statements for the year ended 31st March 2024. Law and regulations Going concern General Assets and liabilities 14. We believe that the charity's financial statements should be prepared on a going concern basis on the grounds that current and future sources of funding or support will be more than adequate for the charity's needs. We have considered a period of twelve months from the date of approval of the financial statements. We believe that no further disclosures relating to the charity's ability to continue as a going concern need to be made in the financial statements. ii. We have disclosed to you all known instances of non-compliance or suspected non-compliance with laws and regulations whose affects should be considered when preparing the financial statements. We acknowledge as directors/trustees our responsibility under the Companies Act 2006 / Charities Act 2011 for the financial statements which give a true and fair view and for making accurate representations to you. All the accounting records have been made available to you for the purpose of your independent examination and all the transactions undertaken by the charity have been properly reflected and recorded in the accounting records. All other records and related information, including minutes of management meetings, have been made available to you. 5. The charity has satisfactory title to all assets and there are no liens or encumbrances on the charity's assets, except for those that are disclosed in the notes to the financial statements. Related parties 6. We have recorded or disclosed, as appropriate, all liabilities, both actual and contingent, and have disclosed in the notes to the financial statements all guarantees that we have given to third parties. 12. Related party relationships and transactions have been appropriately accounted for and disclosed in the financial statements. We have disclosed to you all relevant information concerning such relationships and transactions and are not aware of any other matters which require disclosure in order to comply with the requirements of the Companies Act 2006 / Charities Act 2011 or the SORP. Grants and donations 7. We have no plans or intentions that may materially alter the carrying value or classification of assets and liabilities reflected in the financial statements. 15. All grants, donations and other income, the receipt of which is subject to specific terms or conditions, have been notified to you. There have been no breaches of terms or conditions in the application of such income. 2. The financial statements are free of material misstatements, including omissions. 3. We believe that the effect of any uncorrected misstatements is immaterial both individually and in total. Accounting estimates Subsequent events 13. All events subsequent to the date of the financial statements which require adjustment or disclosure have been properly accounted for and disclosed. 8. Significant assumptions used by us in making accounting estimates, including those measured at fair value, are reasonable. Yours faithfully, Internal control and fraud Loans and arrangements 4. We acknowledge our responsibility for the design and implementation of internal control systems to prevent and detect fraud and error. We have disclosed to you the results of our risk assessment that the financial statements may be misstated as a result of fraud. We have disclosed to you all instances of known or suspected fraud affecting the entity involving management, employees who have a significant role in internal control or others that could have a material effect on the financial statements. We have also disclosed to you all information in relation to allegations of fraud or suspected fraud affecting the entity's financial statements communicated by current or former employees, analysis, regulators or others. Caroline Jameson Chair of Trustees 9. The charity has not granted any advances or credits to, or made guarantees on behalf of, directors / trustees other than those disclosed in the financial statements. Signed on behalf of the Board of Directors/Trustees bibic Legal claims Date: 25th November 2024 io. We have disclosed to you all claims in connection with litigation that have been, or are expected to be, received and such matters, as appropriate, have been properly accounted for, and disclosed in, the financial statements. 59 Trustees, statement from the Chair of Trustees Reference and administration by Caroline Jameson Charity Number Company Number Registered Office 1057635 3217418 bibic old Kelways, Somerton Road, Langport, Somerset, TAIO 9SJ The Trustees (who are also Directors of bibic for the purposes of company law) are responsible for preparing the Trustees, Annual Report (including the strategic report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions, disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the provision of the charity's constitution. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Directors and Trustees Appointed Resigned Role Laura Voyle 10 Jun 2016 1st August 2024 Chair from 21 Sep 2020 Amit Bali 29 Nov 2017 Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to: Ross Henley 26 July 2021 Hugh Gregory 26 Sep 2022 Treasurer from June 2023 Catherine Lombardo 26 Sep 2022 In so far as each of the Trustees of the charity at the date of approval of this report is aware, there is no relevant audit information (information needed by the charity's auditor in connection with preparing the audit report) of which the charitable company's examiner is unaware. Each Trustee has taken all of the steps that they should have taken as a Trustee to make themselves aware of any relevant audit information and to establish that the charitable company's examiner is aware of that information. This Trustees. Annual Report, incorporating the strategic report, was approved by the board of Trustees on 25th November 2024 and signed on its behalf: Caroline Edwards 5 Dec 2022 20th March 2024 Caroline Jameson 30 Jan 2023 chair from 1st August 2024 Jason Whyte 30 Jan 2023 Select suitable accounting policies and then apply them consistently; Angharad Hughes 30 Jan 2023 observe the methods and principles in the Charities SORP 2015 (FRS 102). Senior Leadership Team CEO Make judgements and estimates that are reasonable and prudent. Philippa Buckley Head of Therapy and Business Development Chelsey Oxley State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements. and Finance Manger Philip Cullum Caroline Jameson, Chair of the Trustees Senior Fundraising Officer Gemma Pack Promoted February 2024 Prepare the financial statements on an going concern basis unless it is inappropriate to presume that the charitable company will continue in business. Independent Examiner Fundraising Consultant Karen Edgington Dick Maule FCA The Cross House, South Woodchester, Gloucestershire GL5 SEL Bankers Barlcays Bank plc, I church place, London Ei4 5HP CAF Bank Ltd, 25 Kings Hill Avenue, West Malling, Kent Mi9 4JU Natwest plc, 8 York Buildings, Cornhill, Bridgwater, Somerset, TA6 38U 61 62 01458 253344 info@bibic.org.uk bibic.org.uk Designed by bibic bibic" Old Kelways, Somerton Road. Langport, Somerset, TAIO 9SJ Registered charity no. 1057635 Registered company no. 03217￿8 Transforming lives through developmental therapy