2024-12-31-accounts

Annual Report For the year to 31 December 2024

Care for the Family- Annual Report For the Year to 31 December 2024 Contents Charit Information Welcome from Chair of Trustee5 Re ort of the Council of Mana ement 5-15 Re ort of the Inde endent Auditors 16-18 Statement of Financial Activities 19 Balance Sheet 20 Statement of Cash Flows 21 Notes to the Accounts 22-36

Care forthe Family-Annual Report For the Year to 31 December 2024 Charity Information Charity Name.. Care for the Family Registered Numbers.. Company Number.. Charity Number: OSCR Number: 3482910 1066905 SC038497 Registered Office: Tovey House Cleppa Park Newport, NPIO 8BA Website Address.. www.cff.org.uk Council of Management.. John O'Brien Norman Adams Nick Andrews Samantha Callan Paul Francis Yolanda Ibbett Sally Jones-Evans (Chairl {Appointed l June 20251 (Appointed l April 2025) Executive Team: Robin Vincent Rob Parsons, OBE Katharine Hill Paula Pridham Andrew Firth Philip Jinadu (Chief Executive) (Founder) (From 2 September 2024} Registered Auditors: Menzies LLP 5th Floor Hodge House 114-116 St Mary Street Cardiff, CFIO IDY Bankers: Lloyds Bank plc 45 Newport Road Cardiff, CF24 OTW CAF BANK Ltd Kings Hill West Malling Kent, ME19 4TA

Care for the Family-Annual Report For the Year to 31 December 2024 Chair of Trustee5' Welcome As I write this, we have just received a letter from someone who has donated regularly to Care for the Family'5 work over the years. She wrote.. '1 have supported Care for the Family for many years but never imagined I would need to be supported by you. In desperation, I called earlier this year Iyour supportl enabled me to put into words feelings and grief that I had suppressed. Suppressed because there was never time to process one event before another event came along or because the demands of my life don't allow much space for that. I will be forever grateful to Care for the Family for walking beside me for those months. Thank you. As I read those words, I was moved. Here was a lady who was glad to give faithfully towards our work, strengthening family life and providing for others- never thinking that one day she would be the one who needed that support. For charities who work in fields such as providing overseas aid, or caring for animals, there's perhaps an obvious divide between those who enable that work, and those who benefit from it. Not so at Care for the Family. Whether it's our donors, our volunteers, or indeed our very staff team or trustees- we can all sometimes find ourselves facing challenging circumstances and feeling in need of the charity'5 support. It's a valuable reminder that none of us are immune from such pressures. Whether it's a traumatic bereavement. struggles with parenting, or a breakdown in a relationship, life can change very suddenly. But such times of brokenness don't disqualify us from supporting others- in fact, those very experiences are often what enable us to impact others in a significant way. Our incredible befriending volunteers work in this very way. Their experience of raising a child with additional needs, losing a child, or being widowed at a young age, enables them to help other5 in a way that no-one else could. As one befriendee said, alking to someone else who understood me completely has helped hugely. None of my friends or family have experienced this loss which can leave me feeling very isolated in my grief. Speaking to Imy befrienderl reallv helped. She got why I found certain things so difficult and she also made me feel hopeful for the future by sharing her own personal experience of how she has coped. Many of those who run our parenting courses, train others in bereavement support, or help at our single parent holidays, are also motivated by their own experiences of difficult times, and now want to come alongside other5. We are so grateful to everyone who help5 to deliver the charity's support in these ways. often at personal cost to themselves - and also to the generous and faithful donors and Partners who make this all possible. John O'Brien Chair of Trustees

Care forthe Family-Annual Report For the Year to 31 December 2024 Report of the Council of Management For the Year to 31 December 2024 The trustees present their report and the audited financial statements of the charity for the year ended 31 December 2024, which are also prepared to meet the requirements for a directors, report and accounts for Companies Act purposes. The trustees have adopted the provisions of the Statement of Recommended Practice1SORPI "Accounting and Reporting by Charities" Objectives and Activities Care for the Family's purpose is to strengthen and support family life enabling families to find help during challenging times, and encouragement in the good times. We provide relationship education and support in three central areas of family life.. couple support, parenting and bereavement. Our initiatives include.. An engaging programme of event5 Wlth teaching on family life topics Subsidised relationship-building activity holidays for single parent families Parent training courses delivered by a network of trained facilitators Resources and courses to support couple relationships Bereavement Care Awareness days delivered through local community initiatives Networks of trained volunteer befrienders in more specialised areas of family life support Writing and producing books, videos, podcasts and other accessible resources to strengthen family life Focused projects to meet specific need5, for example those parenting alone or with children with additional needs Achievements and Performance In the last Annual Report, we identified some specific goals for 2024, and here we indicate our progress against those goals. Specific Objectives Trlal the provision of a Time Outfor Parents.. Additional Needs course online, for parents of children with complex and challenging needs. Measured Progress/Success/Achievements The trial was successful and a second course was run in the autumn, with both being fully booked. Parents valued the chance to meet with others and learn new parentin8 approache5, in an accessible way in their own homes. Two more courses will be run online in 2025, with a volunteer trained facilitator helplng to sent the material. This wa5 successfully completed and handed over to the Media Production team in June 2024. It has been used to broadcast two live evening events, record new episodes of The Dod Cove podcast, and work on a number of other video projects. The studio enables us to work efficiently and to record and turn around content much more quickly than was previously possible. The content for two new events was created,, one for couples (Golng the Distance) and one for parents (Big Parenting Questions). Events took place throughout the year at different locations un the UK and were well received b those who attended. Unfortunately team capacity and other pressing priorities did not allow us to make progress with this goal during 2024. However we did hold nine support days and weekends for the bereaved, with a mixture of online and in-person events. Complete the construction of a new studio facility, enabling the charity to create more video content to support families. Jn two new core events at locatlons around the UK.. one to support couples in their relationship, and one for parent5 raising children through the -t£on trAJ]5 Develop and pilot some new events for those who have been bereaved, on specific tOPlCs such as how to help your children through grief.

Care for the Family- Annual Report For the Year to 31 December 2024 WIIthD8th'4 Wotkng A way book to help men who are in prison to engage wlth their parentin8 role and maintain the relationship with their children. W• e•r*l•d ¥xlt4 lum t•vlslon ￿ update ofthe Contents written 20 years ago), redesigned and publlshed the book in November. Copies have been distributed to a number of prisons and inltial feedback from both prison staff and prisoner5 has been Events, conferences and training A key way that Care for the Family engages with families to achieve our charitable objectives is through events and training- both online and in person. Events and conferences The following events took place in person, at various venues around the UK, helping more than 5,000 people: 'Has really impacted how I think I will parentwhen my kids become teenagers., Parent1￿..QUestIO childhood to adolescence Ing the D"lst(iric Practical ideas for couples in how to commu nicate well, deepen connection and build a lasting relationship art of_Communiwtlod- Unpacking methods to help public speakers to better grasp how to speak not only to the head, but to the heart Ind of Thelr Equipping parents to support their child's wellbeing Help for parents in navigating the leap from Parent, Big Parenting Questions '1 have always felt we have lived alongside each other, not wlth each other, and this feels Ilke a key/tool to heal that., Rob shares from his experiences how we can make the best of our circumstances, gifts, opportunities and relationships ytlme NatlonolConferen¢e:- A mix of plenary sessions and specialist workshops to inspire and equip church toddler groups in their work supporting parents of young children Attendee. Going the Distonce We also provided a programme of seminars at various festivals and independent conferences, reaching over 3,000 people with family-building content. In addition Katharine Hill spoke at two parenting groups, a school, and two conferences, on the topic of Left to Their Own Devices- Confident Parenting in o World of Screens- equipping nearly 3,000 parents in total on issues including the impact of screen time, social media, gaming, online bullying and pornography. In partnership with Min-y-Don outdoor activity centre we organised a weekend called Mountoin Dad. A group of dads and their children stayed at the centre and climbed a local mountain creating the opportunity to achieve a challenge together and build family bonds. Feedback from those who attended was very positive. Other more targeted events included four online sessions for parents of children with additional needs, enabling parents to connect with others who understand, discuss the challenges and find positive ways forward. We also provided events for bereaved parents, bereaved siblings and those widowed at an early age, offering in-depth peer support and specialist help to those attending. Some of these were held online, and others in person. These included specially-filmed video content, live talks, and the use of small facilitated breakout discussion groups, where the bereaved are carefully placed alongside others with similar experiences. We were able to hold nine such event5 during 2024, including two weekend events. One bereaved parent said, 'It wa5 so reassuring to be with people who understood how I was feeling and spent time listening to me. Training A key element of our work is providing training to those who wish to support people in their local communities. This includes individuals from local authorities, schools, community groups and churches. Our training is high quality and draws on proven research-based theory. 'Excited about the dlfference thi5 trdinlng could make to the parents I'm in contsct with- and then hopefully the knock-on effect on children's family life., During the year we trained over 100 new facilitators who are now fully licensed and equipped to run the range of Time Outfor Parents courses in their settings. This included a number of local authorities requesting in-house training,. staff working for Family Hubs; and also prison chaplains, volunteers and prison staff wanting to run the Dods and Hondling Anger in the Fomily courses within prisons. Facilitator

Careforthe Family-Annual Report For the Year to 31 December 2024 In addition, 56 people completed the training to deliver the Children with Additional Needs course, and a further 101 facilitators attended our free relicensing training for those who need a refresher session in order to ensure their skills and knowledge are up to date, and were relicensed to run courses. 'It Was a great eye-opener to all these different parts of parenting that I've never even thought of. Temperament lesson changed our Hundreds of parenting courses were run during the year by licensed facilitators, reaching approximately 4,000 parents across the UK - up from 2,700 in the previous year. The top four courses run were Children with Additionol Need5, Handling Anger in the Family, The Teenoge Yeors and The Primary Years. Parent, Tlme Outfor Parents.. The Primary Years During the year we created a number of new training videos, consisting of a series of interviews with parents of children with additional needs. This will support facilitators in their training and delivery of content to parents. Bereovement Core Awareness training sessions are delivered in-person or online, to equip people to feel confident to support those who have been bereaved. Sessions are presented by a small team of trained volunteer facilitators. In total, the volunteer facilitators delivered 42 training events in 2024. 18 of these were online, enabling delegates from all parts of the country to join, and 24 took place in locations around the UK. These were attended by 798 delegates- an increase of one-third on the previous year. 'Thank you so much for the tralning! In my ministry this has been the BESTthinE to enable me to reach outto and support membets ofthe community outside the church.. We also provided a number of follow-up sessions online for churches and other organisations who had hosted in-house training, to give additional specific support as they planned their next steps in the light of the training they had received. One group shared an example of the impact that they are now able to have thanks to the training, saying, 'A young man who lost his partner to cancer two years ago feels he can come to our sessions and talk about her when no one else wants to listen any more. Attendee, Bereovement Care Awureness Training The training material was reviewed and refreshed during the year to ensure it remains current and up-to-date. Exploratory conversations were held with prison chaplains to assess whether the training might be useful in a prison context, and one pilot session was run, which was well received. This avenue of operation will be evaluated further in 2025. Family-building breaks Single parent families often encounter unique challenges. and our Take A Break multi-activity adventure holidays are designed to provide a much-needed break from the stresses of daily life. These special weeks foster stronger family connections, enhance relationships, boost the confidence of both parents and children, offer hope and create opportunities for families to bond with other families facing similar circumstances, helping them to feel less alone. In 2024 we hosted four such holidays across three activity centres in North Wales, Scotland, and Essex, welcoming 40 families including 40 parents and 57 children. 'We have not had a proper holiday since mywife passed away nearly five years ago. To meet others who are raising children on thelr own and some of whom were widows Ilke myself made the holiday very speclal indeed. To be able to talk to other parents about all aspects of being a lone parent was invaluable. You could See the children gainlng confidence day by day and after every activity. Without your sUPPOrt. a holiday Ilke thls would not have been possible. l just. cannot thankyou enough., Single parent. Tuke A Break holiday Resources and courses Care for the Family's books, digital courses and other materials give help to many families across the UK and beyond, providing encouragement and practical support to help strengthen family life. Some of the resources produced in 2024 are outlined below.

Care for the Family-Annual Report For the Year to 31 December 2024 Following extensive preparation. writing and production, The Pre-morrioge Sessions pack was released in the spring. This is a four-session video-based marriage preparation course that equips couples with the tools they need to bLsild a strong and healthy marriage that can last a lifetime. An additional bolt-on session explores topics relevant to remarriage and blended families. PFIE-MARFIIAGE SESSIONS Afour-sessk)nrnzrrla9e pr¢paraUoncourse We also updated The Marriage Sessions- a four-session course to strengthen marriages- making it available as physical pack and digital resource (rather than a DVD pack). In April we published The GriefJourney- a brand-new book to help all who are grieving. Designed as a practical and compassionate guide to navigating the initial weeks and months following loss, while providing hope for the longer journey, this is a significant addition to our support for the bereaved. THE GRIEF THF HEAR Y OF MARRIAGE IOURNEY The Heart of Marriage was made available as a magazine-style booklet, containing chapters from a collection of trusted and insightful writers. As mentioned earlier, a full revision of Doddy's Working Awoy- helping men who are in prison to engage with their parenting role and maintain the relationship with their children was carried out in 2024, and the book published in the autumn. In November, A Knock at the Door by Rob Parsons was published in hardback by William Collins. Extracts were serialised in the Daily Telegraph and Daily Mail, and Rob was intetviewed about the book on BBC Radio 5 Live, BBC Radio Wales and many other outlets. The book te115 the story of the founding of Care for the Family, Rob and Dianne'5 life, and that of Ronnie - the homeless man who grew up in care but then lived as part of their family for over 45 years. As well as highlighting the challenges facing children in care. the book brings a compelling message of the power of love and acceptance, and that we can all make a difference in the lives of others- even when we feel we have little to offer. ROB PARSONS A Knock 'It the Dooi" 'A true story that Is a remarkable combination of heartbreaking and heartwarmlng. None of the team that worked on thls feature remalned dry-eyed after readlng It.. Dolly Telegraph Online support and media coverage Seeking support online is an accessible and non-threatening way for many people to find information and help. Our website consistently receives tens of thousands of views each month, with the most frequently visited pages being those about our live events, parent support and courses, and bereavement support. In 2024 we made active use of a charity Google advertising grant, to reach new and existing contacts with targeted advertising online to help raise awareness of our website and encourage more use of it. These adverts generated an additional 11,000 clicks through to landing pages on the website. In total the website was visited 280,000 times during the year- an increase of IO% on 2023. Short-form video content is increasingly one of the main ways that people like to access content. 17 videos have been created to support parents of children aged 8-13, as a supplement to our new event, Big P(Jrenting Questions. Experts were filmed on a variety of topics such as child brain development, managing anxiety, pornography, additional needs, and what to do in a mental health crisis. Twelve new episodes of The Dod Cave podcast were produced and released during the year. In its new format, the whole podcast is available in audio, whilst a shorter video clip from the interview lapprox. 4-7 min51 is up102ded to YouTube. A video 'short' lapprox. 30 seconds) is also used on YouTube, Facebook and Instagram Reels. Subjects covered during the year included dealing with financial pressures; facing burnout,. and being a dad when you've lost your dad.

Care for the Family- Annual Report For the Year to 31 December 2024 Facebook remains our most engaged social channel with 32,000 followers, with 8,000 on Instagram. These are valuable channels for raising awareness of the charity and sharing bite-sized encouragement or tips for different aspects of family life. During the year we experimented more with different types of content on social media, working on creating short reels that use engaging ways to communicate information. We have made multiple short videos responding to topical news articles such as the effect of smartphones on children, or new research on mental well-being, and these have been well received with 2,000+ views per video. Reaching a new, younger audience is also an important part of our strategy which means our focus has primarily been on Instagram, and in the future we will look more at Using TikTok. Sharing family-building material through radio, TV and press enables us to reach many thousands of people with helpful content. During 2024 our Directors and other key staff contributed to many programmes and publications, including for example speaking on BBC Radio Scotland (about increasing violence among pupils in schools), BBC Radio London (about the challenges of being a muml. and on BBC Radio 5 Live (about the pros and cons of parents 'tracking' their children vla their phone). Volunteer networks and befriending CareLine and befrlending CareLine- our telephone support and signposting service- provides more in- depth support for people facing particularly complex or traumatic challenges in their family life. Issues addressed included bereavement, divorce, parenting, addictions, sexual Issues and mental health. During the year nearly 600 new clients were supported in this way, including referrals from statutory bodies such as GPS and social services. 'Non-judgmental, carlng support for me and my husband. Reallv helped us to thlnk through our issues . got us talking more., CareLine caller One respondent said, The support I have received has been really excellent and totally invaluable. IThe CareLine advisor'sl professionalism, great care and understanding, and depth of expertise and experience has been transformative. l am deeply grateful. We were very proud that our CareLine Coordinator was awarded a British Empire Medal in the King's New Year Honours list for his services to counselling, with Care for the Family mentioned in his citation. Our telephone befriending services provided peer-to-peer support from the team of 126 trained volunteer befrienders in three specialist areas: parents of children with additional needs, bereaved parent5, and those widowed young. Many hundreds were supported in this way through either one-off or ongoing befriending. One woman said, '1 know l am not the only one to have been widowed by suicide but to be able to chat to someone who is also on this unexpected unwanted journey is so helpful and means more than you can know., 'IMy befrienderl Bives me concrete and tangible ways that help me cope in the everyday. He also helps me look at the bigger picture rather than belng stuck in the everyday struggle., Befriendee Other networks Resourcing local groups to reach out to familie5 in their communitie5 enables us to have an impact across the UK. We were delighted that 11 new Who Let The Dads OutP groups were established during the year, making a total of 167 registered groups altogether which are providing a welcoming environment for fathers and father-figures and their children to spend dedicated time together and strengthen their relationships. We continue to equip churches as they support families in their congregations and wider communities. In the spring we published a new resource, Children's Faith.. A Whole Church Approach to Family Ministry, consisting of a substantial booklet with development tools, supporting videos and downloadable resources. One leader said, 'A fantastic resource. I have worked in education and church contexts for many years, and I think this is one of the best documents I have read. It has not just inspired change but also equipped me with tools to help me along the way., This was followed by an online learning community, where leaders were invited to join a series of three monthly sessions to work through the material and discuss how to apply it in their context. 80 places were made available and the sessions sold out, so a second series of sessions were held in the autumn, for which a further 96 people signed up. We had a significant presence at the Big Church Festival in May, which was attended by about 25,000 people. A grant provided by the Douglas Trust enabled us to be featured through the craft tent and 50ft play tent, full page advert in the programme and repeated video adverts on the main stage screen. The soft play and craft were very popular and

Care for the Family- Annual Report For the Year to 31 December 2024 provided opportunities for families to have conversations with us and browse free parenting literature, while their children played. We have been able to provide keynote speakers for events, conferences and training days within a number of Church of England dioceses, including Sheffield, Canterbury, Liverpool, Southwark and many others. We have worked with Bristol Baptist College to incorporate our material into their programme for new ministers and they also invited us to deliver teaching to their students around the value of family ministry. We also provided support for leaders of church-based parent and toddler groups as they come alongside parents of young children. The Playtime National Conference, with a theme of 'Untapped.. Releasing your toddler group's potential. took place in Bradford in September with 230 delegates attending. In addition we created a new resource to help disseminate new research findings to groups, sharing information about how toddler groups can effectively nurture children through elements such as building a Sense of belonging, facilitating connections with the natural world, creating a sense of wonder, and exploring spirituality together in an open way. We have delivered presentations at several seminars for headteachers in North Wales. Each headteacher who attended lapprox. 251 received a copy of the two-hour video-based session A Mind of Their Own, along with a box of other CFF resources. The prison work continues to increase, with the team supporting personnel in nine prisons delivering our parenting courses and sessions. HMP Wormwood Scrubs have Streamed Porentolk to prisoners in-cell via Wayout TV. We have updated our portal for those who work in prisons Icff.org.uk/prisonsl to include a selection of our content which has been specifically edited for prisons, and produced a new Dad Cave podcast on 'Being a dad in prison, This content has now been added to in-cell devices in 19 prisons. Also in the autumn of 2024, as mentioned in the Resource5 section, we published a fully updated edition of our book, Daddy's WorkingAway.' A Guide to 8eing a Good Dadin Prison. Public benefit The Trustees have paid due regard to the Charity Commission guidance on public benefit in deciding what activities the charity should undertake. The paragraphs above provide further information. Plans for Future Periods During 2025 we aim to continue to support families through a mix of events, resource production, befriending, breaks for single parent families, and training both online and in person. We are also aiming to achieve several specific new goals during the year: Bui5d on our provision for single parent families by offering a new type of holiday for those who may have difficulty with the more physically demanding activitie5 (such as zip wires and canoeing) on our existing breaks. Create and launch a new series of podcasts, as well as a YouTube show, providing content and resources for couples to strengthen their relationship. Complete a thorough update and full rewrite of the Time Outfor Porent5.' Additional Needs course, to reflect the most current understanding of children's needs and how parents can best care for them. Develop the content for a new event to inform and equip parents and carers, provisionally titled Left to Their Own Devices? Confident Parenting in a Digital World. Research and write a book for stepfamilies, supporting them in their couple relationship and parenting Iready for publication in 20261. Structure, Governance and Management Governing document The organisation 15 a charitable company limited by guarantee, incorporated on 12 December 1997 and registered as a charity on 17 December 1997. The company was incorporated under a Memorandum of Association which established the objects and powers of the charitable company and it is governed under its Articles of Association. In the event of the company being wound up, members are required to contribute an amount not exceeding £10. The Articles of Association were reviewed and amended in 2018. All necessary filings and submissions have been completed in this respect. 10

Care for the Family- Annual Report For the Year to 31 December 2024 Recruitment and appointment of the Council of Management The directors of the company are also charity trustee5 for the purposes of charity law and under the company'5 Articles are known as Members of the Council of Management. Under the requirements of the Memorandum and Articles of Association the Members of the Council of Management can only be elected from the membership of the charity. The number c105est to one third of the Members of the Council of Management retire by strict rotation and, being eligible, can offer themselves for re-election at the next Annual General Meeting. Care is taken to ensure that the Council of Management includes experience in financial, legal and educational fields. Induction and training of Trustees New trustees are given an introduction to the work of Care for the Family by the Chair of Trustees and the executive team. Trustees are kept informed through regular internal reports (including financial reports) and samples of produced materials. All trustees are encouraged to tour the main offices of Care for the Family, as well as attending events that the charity organises. In addition, the organisation holds two staff conferences each year to which trustees are invited and where they have opportunitie5 to be updated on the charity's work and mix with members of staff. Upon appointment trustees are informed of their obligations in law as a trustee of a charity, and are encouraged to acquaint themselves with the publications and guidance available from the Charity Commission. Organisational structure The Council of Management meets three times a year and oversees finances, the present work and the future development of the charity. They have regard for the advice of the executive team, to whom the management of the work of Care for the Family and the day-to-day operational decisions have been delegated. The Council of Management all give of their time freely in their role as trustees, and during the year Samantha Callan provided consultancy services to the charity, which was compliant with our conflict of interest policy. Transactions with related parties are disclosed in note 20 of these accounts. Remuneration of the executive team is approved by the Council of Management and is reviewed annually. The Council of Management benchmark the executive team pay against pay levels in other charities of a similar size and activity to ensure that the remuneration set is fair and appropriate. The remuneration of all other staff is set by the executive team in consultation with the Council of Management. The executive team withdraw from any discussion of their own terms of service. The average number of full-time equivalent staff employed by the charity during the year wa5 66 with consultants and casual staff assisting as appropriate. During 2024 we had a total of 216 active volunteers. This was made up of 126 befrienders, 3 Bereaved Adult Sibling5 volunteers, 30 area coordinators for the parenting network, 40 volunteers who run Bereuvement Core A wareness courses, 4 who help with office administration and 13 area representatives for Who LetThe Dads Out? Risk management Overview The members of the Council of Management recognise that they have overall responsibility for ensuring that they implement an appropriate system for the management of risk, whether financial or otherwise, to which the charitable company may be exposed. For this reason the Council of Management has charged the executive team with the task of ensuring that internal controls and the exposure to risk are reviewed on a regular basis. A strategic risk summary has been produced, which include5 the key risks identified, a 'traffic light, assessment, and details of mitigations that are in place. This is reviewed regularly by the executive team, and is included as a standing item at all Council of Management meetings. In addition, relevant staff, who are drawn from a wide cross-section of the charitable company and who have responsibility in key areas, meet at least twice yearly to consider operational risks, including: The types of risk to which the charitable company may be exposed The level of risk that is considered acceptable The likelihood of each risk materializing Our ability to reduce the incidence and impact on the business of risks that do materialise The costs of control relative to the benefit obtained

Care for the Family- Annual Report For the Year to 31 December 2024 The Risk Management meetings are the forum where new risks are identified, discussed and any risk plan is assigned or formulated as appropriate. The results of these regular reviews are reported back to the Council of Management by the executive team. Risk plans have been developed to reduce the risk and mitigate the effects of any of the above. All risk plans are reviewed annually and have two designated staff to prevent unintentional omission due to staff turnover. Data securlty During 2024 we increased our focus on the risks associated with data security. It continues to be our practice for our CEO to meet with the Operations Director, Head of Department Operations and Systems Manager every three weeks in order to review any threat or weaknesses in our data security, and to keep this topic constantly high on our agenda. By the end of 2025 we plan to have achieved Cyber Essentials certification to evidence that we operate to high cybersecurity standards and are protecting sensitive data and our digital assets. We continue to experience phishing attacks via email and social engineering. Consequently, we have commenced additional preventative measures which includes simulation5 of phishing, spear phishing and whaling attacks on our staff to determine points of weaknesses and to provide an individual monthly cyber training plan for each employee. Fina ncia l Review Income This year the charity received funds of £4.16m. with expenditure of £4.07m. Voluntary income for the year was £3.90m. This consisted of regular payments received via bank standing orders and direct debits of £2.98m, ad hoc giving of £0.86m and legacy income of EO.06m. Regular donations by direct debit & Standing order (incl Gift Aid} Other ad hoc donations (incl Gift Aid) Legacies Resource sales, event & training income Other income Expenditure The net cost to the charity of running events, conferences and training events was £1.79m. Running family-building breaks resulted in a net cost to the charity of £0.27m. These cost5 include not only the direct costs of the event itself, but also content definition, research and preparation, event marketing, promotion and publicity, event management and post-event contact with delegates throughout the year. Providin8 resources resulted in a net cost to the charity of £0.65m. This sum includes the cost of producing new resources, as well as providing resources free of charge to those who cannot afford them. The charity a150 provided support to families through a range of befriender and support networks, a counselling referral service and through our website. The cost to the charity of providing these services was £0.84m. 12

Care for the Family-Annual Report For the Year to 31 December 2024 Fundraising and associated publicity are important aspects of any charitws operation, and £0.33m has been spent in this area, amounting to 8.1% of the total expenditure. Events, conferences & training Family-bu ilding breaks Resources & courses Volunteer networks & befriending Raising funds Principal funding sources Care for the Family is primarily funded by donations from the general public. Partner5 of Care for the Family support the charity through regular donations via standing order and direct debit. In 2024 720A of the charity's income came from Partners. This provides a strong and stable base for future development and the charity's aim to increase its net Partner numbers during the year was achieved. The remainder came from ad hoc donations and other funding sou rce5 which included grants from charitable trusts. Care for the Family Seeks to maximi5e the potential of donated income by securing a gift aid declaration where possible, which increases the value of the donation by 25Y.. While there is income from resource sales and seminar tickets, these activities could not take place without the generosity of our Partners and other donors. Material expenditure incurred within the reporting period achieves a positive net return of raised income within the same period. Therefore, the charity does not find it necessary to consider the effect this expenditure has on any future period. Fundraising practices Care for the Family's family-strengthening events Iwhether 'on tour, or online) typically include a brief financial appeal, giving an opportunity for attenders to contribute to the work of the charity with regular donation5 via direct debit if they wish. We also produce a biannual fundraising letter which is sent to a selection of our supporters. These events and mailings are organised and coordinated by Care for the Family staff and we do not use professional fundraisers or commercial participators. Supporters of the charity undertake fundraising activity on our behalf Ifor example sponsored walks), but do so independently and voluntarily. Care for the Family has signed up to the Fundraising Regulator's Code of Fundraising Practice, and is committed to operating in line with its standards. Staff involved with fundraising keep up to date with guidelines from the Fundraising Regulator. One complaint was received in 2024 about the charity's fundraising activities, from a donor who was unhappy about a specific area of work that our appeal letter mentioned with regard to our funding needs. In line with our policy and practice, the feedback was logged as a complaint, and relevant staff informed, including our Executive Leadership Team. We spoke to the donor, apologised for any upset. and sent further information by email. We manage all of our mailings and correspondence with supporters in line with their communication preferences. All correspondence provides the recipient with information about how they can be removed from our mailing lists. We do 13

Care for the Family- Annual Report For the Year to 31 December 2024 not buy data or share our data with others, do not undertake telephone fundraising, and we ensure that our fundraisin8 requests are sensitive and made without pressure. Fixed assets The charity has for its headquarters a recently-refurbished building based in Newport. It is a substantial property of over 20,000 sq ft. Reserves policy The Council of Management has considered the charity's requirements for reserves in light of the main risks to which it is exposed. While much of the charity's income is of a regular nature there is still a considerable reliance on ad hoc donations which by their nature are unpredictable. In addition, there is a continuing need to develop new resources and undertake new projects, all of which require investment with no ultimate guarantee of increases in income. For these and other reasons the Council of Management believes that it is appropriate to have minimum free reserves (that is, unrestricted funds net of funds already designatedl of six months, core operating costs, which currentlv amounts to approximately £1.50m. At the year end the free reserves amounted to £3,522k. These reserves stood above the minimum level defined by our policy. This is primarily due to the aftereffects of the Covid-19 pandemic, during which restrictions upon activity, notablv live events, resulted in significant reductions to expenditure, which caused an increase in reserves. The policy reflects a minimum appropriate level, and the Trustees believe the current figure held is reasonable in view of the charity's context and main risks to which it is exposed, such as the general economic backdrop and challenging fundraising environment that is being faced by UK charities at present. Investment policy The Council of Management has the power to invest in such assets as they see fit. The charity has adopted a tiered approach to risk across two portfolios. In the first, the investment objective is to generate a real return exceeding the rate of GBP inflation, while accepting a level of risk similar to the long-run historical risks of investing in a blended portfolio of 50% bonds and 50Yo equities. In the second, the investment objective is to preserve purchasing power relative to the rate of inflation, while accepting a relatively lower level of risk similar to the long-run historical risks of investing in a blended portfolio of 75Y. bonds and 25Yo equities. The investment manager is directed to give due consideration to the appropriateness for the charity of any investment and its consistency with the charity's aims and objectives. Responsibilities of the Council of Management The Council of Management Ithe members of which are also directors of Care for the Family for the purposes of company lawl is responsible for preparing the Report of the Council of Management and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Council of Management to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including income and expenditure. In preparing these financial statement5, the Council of Management is required to: Select suitable accounting policies and then apply them consistently Observe the methods and principles in the Charities SORP Make judgements and estimates that are prudent and reasonable State where applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation The Council of Management is responsible for maintaining adequate accounting records which disc105e 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, the Charities and Trustee Investment1Scotlandl Act 2005 and the Charities Accounts Iscotlandl Regulations 2006 las amended). The Council of Management is also responsible for 14

Care for the Family- Annual Report For the Year to 31 December 2024 safeguarding the assets of the charitable company and hence for taking reasonable Steps for the prevention and detection of fraud and other irregularities. Members of the Council of Management Members of the Council of Management, who are directors for the purpose of company law and trustees for the purpose of charity law, who served during the year and up to the date of this report are set out on page 3. Disclosure of information to the auditors We, the directors of the company who held office at the date of approv31 of these Financial Statements as set out above each confirm, so far as we are aware, that: There is no relevant audit information of which the charitable company's auditors are unaware; and We have taken all the steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the charity's auditors are aware of that information. This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2017 relating to small companies. Independent Auditors A resolution to appoint Menzies LLP as independent auditors for the ensuing year will be proposed at the Annual General Meeting. Approved by the Council of Management on 17th July 2025 and signed on its behalf by: John O'Brien Chair of Trustees 15

Care for the Family-Annual Report For the Year to 31 December 2024 Independent Auditor's Report To the Members of Care for the Family For the Year to 31 December 2024 Opinion We have audited the financial statements of Care for the Family (the 'charitable company'l for the year ended 31 December 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financiol Reporting Standord applicable in the UK und Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 December 2024, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice,. and have been prepared In accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotlandl Act 2005 and regulation 8 of the Charities Account5 Iscotlandl Regulations 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the Council of Management's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other information The Council of Management are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statement5 and our Report of the Independent Auditors thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in 16

Care for the Family-Annual Report For the Year to 31 December 2024 the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the Council of Management's report (incorporating the director5 report) for the financial year for which the financial statements are prepared is consistent with the financial statements,. and the Report of the Council of Management report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors, report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts Iscotlandl Regulations 2006 require us to report to you if. in our opinion.. adequate and proper accounting records have not been kept. or returns adequate for our audit have not been received from branches not visited by us; or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of directors, remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audit; or the Council of Management were not entitled to prepare the financial statements in accordance with the small companies, regime and take advantage of the small companies, exemptions in preparing the directors, report and from the requirement to prepare a strategic report. Responsibilities of the Council of Management As explained more fully in the CoLtncil of Management's responsibilities statement, the Council of Management (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Council of Management determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Council of Management are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, 8s applicable, matters related to going concern and using the going concern basis of accounting unless the Council of Management either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements We have been appointed as auditor under section 44llllcl of the Charities and Trustee Investment Iscotlandl Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts. Our objectives are to obtain reasonable assurance about whether the financial statement5 as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that include5 our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material misstatement when it exists. Misstatement5 can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: Our planning procedures identify the legal and regulatory frameworks applicable to the operations and financial statements of the group. These are reviewed internally with the audit team including relevant industry experience and expectations as well as externally with the client management. The key laws and regulations we considered in this context were the Companies Act 2006, Charities Act 2011. Charities and Trustee Investment (Scotlandl Act 2005 and relevant tax legislation. 17

Care for the Family-Annual Report For the Year to 31 December 2024 Once identified, we assess the risks of material misstatements in relation to the laws and regulations, irregularities. including fraud and adjust our testing accordingly. Our audit procedures include: Discussing with the management which areas of the business they believe to be more susceptible to fraud, and whether they have any knowledge or suspicion of fraudulent activities,. Obtaining an understanding of the key controls put in place by the group to address risks identified, assessing the effectiveness of those and discussing how these are maintained and monitored internallv; Assessing the risk of management override and review and testing of journal entries made into the accounting System; Discussions with management the legal and regulatory obligations of the business and whether they have any knowledge or suspicion of non-compliance. Despite the audit being planned and conducted in accordance with ISA5 IUKI there remains an unavoidable risk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audit, and that by their very nature, any such instances of fraud or irregularities likely involve collusion, forgery, intentional misrepresentation, or the override of internal controls. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company's Council of Management, as a body, in accordance with Regulation 10 of the Charities Accounts Iscotlandl Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company's members and Council of Management those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company, the charitable company's members as a body and the charitable company's Council of Management as a body, for our audit work, for this report, or for the opinions we have formed. Victoria Carter1Senior Statutory Auditor) Menzies LLP, Statutory Auditors 5th Floor Hodge House 114-116 St Mary Street, Cardiff, CFIO IDY Date.. i¥h rtM8LISk 1025 18

Care for the Fami5y-Annual Report For the Year to 31 December 2024 Statement of Financial Activities (including income and expenditure account) For the Year Ended 31 December 2024 Unrestricted funds Restricted funds Total 2024 Total 2023 Notes Income from: Donations and legacies 3,873,461 22,473 3,895,934 4,100,595 Charitable activities 188,498 188,498 199,151 Investments Bank interest received Dividend income 22,005 41,079 22,005 41,079 25,171 27,511 Other 17,163 17,163 24,867 Total Income 4,142,206 22,473 4,164,679 4,377,295 Expenditure on.. Ralslng funds 330,913 330,913 327,233 Charitable attivities 3,715,912 26,079 3,741,991 3,738,239 Total Expenditure 4,046,825 26,079 4,072,904 4,065,472 Net gain on investments 115,570 115,570 112,236 Net income and Net movement in fund5 before transfers 210,951 13,6061 207,345 424.059 Transfers between funds 5,172 15,1721 Net income and Net movement in funds 216,123 18.7781 207,345 424,059 Reconclllatlon of funds Total funds brought forward 7,724,138 35,230 7,759,368 7,335,309 ta s carr orwar The notes on pages 22 to 36 form part of these financial statements. 19

Care for the Family- Annual Report For the Year to 31 December 2024 Balance Sheet at 31 December 2024 2024 2023 Notes Fixed assets Intangible assets Tangible assets Investments 287,319 3,652,077 2,533,975 336,158 3,396,644 2,399,600 io Total fixed assets 6,473,371 6,132,402 Current assets Stocks Debtors Cash at bank and in hand li 12 89,365 203,825 1,379,859 95,082 243,983 1,560,841 1,673,049 1.899,906 Creditors.. Amounts falling due within one year 13 1179,7071 1272,9401 Net current assets 1,493,342 1,626,966 Total assets less current liabilities Creditors.. Amounts falling due after more than one year 7,966,713 7,759,368 Net assets 7,966,713 7,759,368 Represented by: Unrestricted funds Restricted funds 15 7,940,261 26,452 7,724,138 35,230 17 7,966,713 7,759,368 These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small charitable companies. These financial statements were approved and authorised for issue by the Council of Management on 17th July 2025 and signed on their behalf bv.. Joh O'Brlen Chair of Trustees 20

Care for the Family- Annual Report For the Year to 31 December 2024 Statement of Cash Flows For the Year Ended 31 December 2024 2024 2023 Cash flows from operating activities Net income for the financial year 207,345 424,059 Adjustments for: Amortisation of intangible assets Depreciation of tangible assets Interest received 48,839 5,698 155,131 147,560 122,0051 141,0791 125,1711 Dividends received 127,5111 (Deduct gainsllAdd back losses on investments Decrease in trade and other debtors 1115,5701 1112,2361 40,158 21,757 Decrease in stocks 5,717 8,165 IDecreasel/lncrease in trade and other creditors 193,2331 131,331 Cash from operations 185,303 573,652 Cash flows from investing activities Purchase of investments 1466,7051 11,921,109) Proceeds from sale of investments 477,785 739,043 Purchase of tangible assets 1410,5641 1519,7621 Purchase of intangible assets Interest received 1341,8561 22,005 25,171 Dividends received 41,079 27,511 Net cash from Investlng actlvltles 1336,4001 11,991,002) Cash flows from financing a¢tivitles (Repayment) of loans Net cash used in financing activities Net (decrease} in cash and cash equivalents Cash and cash equivalents at start of year 1151,0971 11,417,350) 1,642,296 3,059,646 Cash and cash equlvalents at end of year 1,491,199 1,642,296 "Cash and cash eouivalents" cons1St of "Cash at bank and In hand" £1,379,85912023.. £1,560,841) and 'Cash held as part of the Investment portfolio" £111,34012023.. £81,455). For "Analysis of Changes in Net Debt" see Note 22. 21

Care for the Family-Annual Report For the Year to 31 December 2024 Notes to the Accounts For the Year Ended 31 December 2024 Company informatlon Care for the Family 15 a company limited by guarantee and registered in England and Wales, registration number 3482910, and a charity registered in England and Wales number 1066905, in Scotland number SC038497 and in the Isle of Man 1231 Iceased 25, April 20231. The registered office is Tovey House, Cleppa Park, Newport, NPIO 8BA. Basls of preparation of flnancial statements The financial statements have been prepared in accordance with 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 IFRS1021 leffective January 20191- (Charities SORP IFRS10211, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS1021 and the Companies Act 2006. Care for the Family meet5 the definition of a public benefit entity under FRSIO2. These financial statements have been prepared in compliance with SORP IFRS 1021. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. Regular income has remained stable and the trustees continue to pursue strategies to increase the number of Partners committed to givin8 to the charity on a monthly basis, and hence these accounts have been prepared on a Going Concern basis. The financial statements are prepared in sterling (£1. and rounded to the nearest pound. Incoming resources All income is recogni5ed in the Statement of Financial Activities when the charity has entitlement to the funds, it 15 probable that the income will be received and the amount can be reliably measured. Donations, legacies and similar incoming resources are reported gross and the related fundraising costs are reported in costs of generating funds. Legacy entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. Income from government and other grants, whether'capital" or "revenue" grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be reliably measured and is not deferred. Grants from the government and other agencies have been included in incoming resources from charitable activities where these amount to a contract for services, but as donations where the money is given in response to an appeal or with greater freedom of use, for example government block grants. Deferred income represents amounts received for future periods and is released to incoming resources in the period for which it has been received. Interest on funds held on deposlt is included when receivable and the amount can be measured reliably by the charity; this Is normally upon notification of the interest paid or payable. 22

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts forthe Year Ended 31 December 2024 Resources expended All expenditure is included on an accruals basis and is recognised when there is a legal or constructive obligation to pay. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.. Raisingfunds represents expenditure incurred in motivating the individual supporters, trusts and other organisations to contribute to the work of the charity,. investment management costs. Choritable activities represents those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those of an indirect nature necessary to support them. Governance represents those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity. All costs including support costs are allocated between the expenditure categorie5 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 the basis of an estimate of the proportion of time spent by staff on the activity. Support Costs are those costs which do not in themselves constitute an activity,. instead they enable output creating activities to be undertaken. This cost category includes the central or regional office functions such as general management, human resources and payroll administration, budgeting and accounting, and information technology. Charitable actlvities Expenditure on charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries.. Events, Conference5 and Troining are a range of events organised across the UK which cover a range of family-related topics. Family-Building Breaks are week or weekend courses designed to foster deeper relationships between parents and children. Resources ond Courses are the provision of resources to further the family-strengthening aims of the charity. Volunteer Networks ond Befriending are resources and services designed to provide support to those who are experiencing new or challenging family life situations. Fund accountlng The charity maintain5 various types of funds as follows: General unrestrictedfunds represent income which can be used in accordance with the charitable objects at the discretion of the Council of Management. Designatedfunds represent income set aside by the Council of Management out of general unrestricted funds for specific future purposes or projects. Restrictedfunds represent income to be used in accordance with specific restrictions imposed by donors or which has been raised by the charity for particular purposes. 23

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 Intangible a55ets Intangible assets are measured at C05t less accumulated amortisation and any accumulated impairment losses. Software development costs are recosnised as an intangible asset when all of the following criteria are demonstrated.. The technical feasibility of completing the software so that it will be available for use or sale. The intention to complete the software and use or sell it. The ability to use the software or to sell it. How the software will generate probable future economic benefits. The availability of adequate technical, financial and other resources to complete the development and to use or sell the software. The ability to measure reliably the expenditure attributable to the software during its development. Amortisation is charged so as to allocate the cost of intangibles less their residual values over their estimated useful lives, using the straight-line method. The intangible assets are amortised over the following useful economic lives.. Software 10-20% per annum of cost If there is an indication that there has been a significant change in amortisation rate or residual value of an asset, the amort15ation of that asset is revised prospectively to reflect the new expectations. If the net fair value of the identifiable assets and liabilities acquired exceeds the cost of a business combination, the excess up to the fair value of non-monetary assets acquired is recognised in profit or loss in the periods in which the non-monetary assets are recovered. Any excess exceeding the fair value of non-monetary assets acquired is recognised in profit or loss in the periods expected to be benefitted. Flxed assets and depreciation The threshold for capitalisation of assets is set at £1,000 per item. Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value. over the useful economic life of that a55et as follows.. Freehold Building Freehold Land General Office Equipment Motor Vehicles DVD Production 2% per annum of cost Not depreciated 10-25% per annum ofcost 20-SOYo per annum of cost 20-50Yo per annum of cost (the expected sales life of the DVD concerned) Fixed Asset Investments Investments are included at market value at the balance sheet date. Realised and unrealised gains or losses on investments are shown separately on the face of the statement of financial activities. Stocks Stocks are valued at the lower of cost and net realisable value, after making due allowances for obsolete and slow moving item5. 24

Care for the Family-Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 i.io Pension costs The charity operate5 a Group Personal Pension Scheme (Money Purchase). Contributions are made to employees, personal pension plans, the majority of which are now within the group scheme. The amount charged to the Statement of Financial Activities represents the contribution5 payable to such schemes in respect of the accounting period and amount to £242,38612023'. £234,501). i.ii Operatlng lease agreements Rentals applicable to operating lease agreements where substantially all the benefits and risks of ownership remain with the lessor are charged against profit on a straight line basis over the period of the lease. 1.12 Foreign currencies Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. Monetary assets and liabilities are retranslated at the rate of exchange prevailing at the balance sheet date. All differences are taken to the Statement of Financial Activitie5. 1.13 Non-derivative financial instruments Non-derivative financial instruments comprise trade and other debtors, cash and cash equivalents and trade and other creditors. 1.14 Debtors and creditor5 receivablelpayable wlthin one year Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in the statement of financial activities. 1.15 Cash and cash equlvalents Cash and cash equivalents in the balance sheet comprise cash at bank and in hand. For the purpose of the cash flow statement, cash and cash equivalents are net of bank overdrafts which are payable on demand. Net incomel{expendlture) 2024 2023 The net income/lexpenditurel for year is stated after charging.. Audit fee 5,250 5,250 Depreciation and other amounts written off tangible fixed assets.. Owned assets 155, 131 147,560 Profit on disposal of f￿Xed assets 3,417 4,583 Staff pension costs 242,386 234,501 25

Care for the Family-Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 Donatlons and Legacies Unrestricted funds Restricted funds Total 2024 Total 2023 Regular donations Ad hoc donations Legacies 2,977,483 839,805 56,173 2,977,483 862,278 56,173 2,957,048 1,109,348 34,199 22,473 3,873,461 22,473 3,895,934 4,100,59 Regular Donations is the income received by bank standing order or direct debit. Tax recoverable in respect of donations amounted to £507,78712023: £525,264) and this has been included within the relevant categories of income. 4a Total income Total 2024 Total 2023 Donations and legacies Sales of resources and donated goods Fees for seminars and training events Royalties Interest received Other income 3,895,934 75,302 113,196 7,044 22,005 51,198 4,100,595 61,382 137,769 44 25,171 52,334 4b Income from charitable actlvities Unrestricted funds Restricted funds Total 2024 Total 2023 Events, Conferences and Training Family-Building Breaks Resources and Courses 92,176 21,020 75,302 92,176 21,020 75,302 119,082 18,687 61,382 188,49a. . J88,498.._ 199,151 26

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 Cost of charitable activities Unrestricted funds Restricted funds Total 2024 Tothl 2023 Events, Conferences and Training Family-Building Breaks Resources and Courses Volunteer Networks and Befriending 1,871,269 295,181 710,581 838,881 13,040 108 12,716 215 1,884,309 295,289 723,297 839,096 1,776,464 339,100 680,008 942,667 . 3,738,299 -3,715,912 . 26,079 3,741,991 _ 6a Analysis of total resources expended Staff costs Other costs Total 2024 Total 2023 Cost of raising funds.. Cost of generating voluntary income Investment management costs 178,789 126,181 25,943 152,124 304,970 25,943 330,913 309,582 17,651 327,233 178,789 Charitable activities.. Events, Conferences and Training Family-Building Breaks Resources and Courses Volunteer Networks and Befriending 991,737 189,092 468,765 597,827 892,574 l(E,196 254,531 241,269 1,884,311 295,288 723,296 839,096 1,776,464 339,100 680,008 942,667 2,426,210 1,646,694 4,072,904 4,065,472 6b Analysis of support costs Management & Accounting Information Technology Human Total 2024 Governance Resour￿$ Cost of generating funds.. Voluntary income 14,940 4,484 25,402 4,061 48,887 Charitable activities.. Events, Conferences and Training Family-Building Breaks Resource5 and Courses Volunteer Networks and Befriending 87,441 16,169 39,929 50,814 26,412 4,866 12,012 15,282 163,765 28,706 70,392 89,227 24,183 4,428 10,922 13,889 301,801 54,169 133,255 169,212 209,293 63,056 377,492 707,324 27

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts forthe Year Ended 31 December 2024 Staff numbers and cost 2024 2023 The average number of staff employed during the year was 8512023.. 821. The average number of full time equivalent staff employed by the charity during the year, analysed by category, including support Staff was as follows: Number Number Events, Conferences and Training Family-Building Breaks Resources and Courses Other Programmes Activities for Generating Funds Management & Admin Support 26 23 io li 13 15 Wages and Salaries Social security costs Pension costs 2,020,807 163,017 242,386 24,703 2,001,540 165,480 234,501 29,989 Benefits in kind 2 450 913 È:. 510 2024 2023 Number Number £60,000- £70,000 £70,000 - £80,000 £80,000 - £90,000 No trustee received any remuneration during the year for their services as a trustee12023.' nill. Trustees received reimbursement of expenses during the year of £83412023.. £2631. The total number of trustees who were paid expenses was 312023.. 11. The total employment benefits, including employer pension contributions, of the key management personnel of the charity were £434,87712023'. £395,7801. 28

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts forthe Year Ended 31 December 2024 Fixed assets Intangible Computer Software Total Assets Cost At ljan 2024 341,856 341,856 Additions Disposals At 31 Dec 2024 341,856 341,856 Depreclatlon At l Jan 2024 5,698 48,839 5,698 48,839 Charge for the year Disposals At 31 Dec 2024 54,537 54,537 Net Book Value At 31 Dec 2024 287,319 287,319 At 31 Dec 2023 336,158 336,158 Flxed assets - Tangible Freehold Motor Office Total Property Vehicles Equipment sets Cost At ljan 2024 3,537,893 301,408 174,771 501,316 109,156 190,575 4,213,980 410,564 1105,5901 Additions Disposals 115,0151 At 31 Dec 2024 3,839,301 159,756 519,897 4,518,954 Depreclation At l Jan 2024 Charge for the year Disposals 269,218 67,786 126,980 30,898 115,0151 421.138 56,447 190,5751 817,336 155,131 1105,5901 At 31 Dec 2024 337,004 142,863 387,010 866,877 Net Book Value At 31 Dec 2024 3,502,297 16,893 132,887 3,652,077 At 31 Dec 2023 3,268,675 47,791 80,178 3,396,644 Included in Freehold Property are costs of £450,00012023: £450,000) in respect of Freehold Land. 29

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts forthe Year Ended 31 December 2024 io Fixed Asset Investments 2024 2023 Market Value Listed investments: Opening market value Additions 2,318,145 466,705 1477,7851 115,570 1,023,843 1,921,109 1739,0431 112,236 Disposals proceeds Portfolio revaluation 2,422,635 2,318,145 Cash held as part of portfolio 111,340 81,455 Closing market value 2.533,975 2,399,600 Historic c05t at year end 2,271,924 2,233,738 All investments are held primarily to provide an investment return for the charity. li Stock 2024 2023 CDS and DVDS Books 3,630 85,735 89,365 . 3,541 91,541 95.082 Stock written-off during the year as a result of a review of slow moving and obsolete stock was £nil12023'. £nill. 12 Debtors 2024 2023 Due within one year: Trade debtors Prepayments and accrued income VAT Gift Aid Tax recovery receivable Other 10,840 65,151 33,611 92,105 2,118 22,277 109,901 27,234 84,113 458 30

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 13 Creditors: Amounts falllng due within one year 2024 2023 Due within one year Trade creditors PAYE and National Snsurance Pensions contributions payable Accruals and deferred income Other creditors 56,479 47,670 34,549 17,339 23,670 155,605 43,848 20,350 29,467 23,670 179 707 272,940 Included in Accruals is deferred income of £35212023.. £8611 a5 follows.. 2024 2023 Brought forward Additions 861 5,545 861 352 Credit to the income and expenditure account 18611 15,5451 rrled forward 352 861 The deferred income relates to events taking place after the year end. 14 Leasing commitments The company's future minimum operating lease payments are as follows.. 2024 2023 Within one year Between one and five years 4,250 2,125 4,428 8,500 The total lease payments recognised as an expense during the year was £7,32812023.. £9,817). 31

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 15 Unrestricted funds General Fund Designated Funds Total Balance at l January 2024 7,096,325 627,813 7,724,138 Incoming resources Outgoing resources Investment gain Transfers between funds Transfers from restricted fund 4,142,206 13,868,718) 115,570 169,0001 5,172 4,142,206 14,046,825) 115,570 1178,1071 69,QOO 5,172 7A21,555 16 Designated funds Balance at I lan 2024 Incoming resources Out80ing resources Balance at 31 Dec 2024 Transfers Transition Fund Integrated Systems Framework The Kitchen Table Project Building Development CareLine Web51te Take a Break Renewable Energy Capacity Building Jubilee Fund Supporter Development Resources Online Delivery Development Other Designated Funds 259,056 81,588 38,627 20,000 542 183,6031 12,7601 115,7571 11731 175,453 78,828 22,870 55,827 542 15,000 20,000 6,000 18,682 17,385 11,056 22,063 75,000 36,000 15,000 20,000 19,0001 15,000 40,000 28,000 40,000 25,000 75,000 5,000 121,3181 117,6151 128,9441 12,9371 7,000 15,Cml 627,813 1178,107} 69,000 518,706 Transition Fund- To provide for organisational tran51tion and succession planning. Integrated Systems Framework- To fund the refurbishment of the software infrastructure to meet modern demands due to the use of smart and mobile technology. This fund is set aside to cover the costs of research, review and successful implementation of various cloud-based solutions integral to the day-to-day operations of Care for the Family. The Kitchen Table Project- Equipping Christian parents to support their children's spiritual development. Building Development- To continue to provide for the development of the new building at Tovey House. CareLine- To extend the fixed-term contract of a highly skilled professional counsellor for an additional year. Website- For costs associated with the development of the company website. Take a Break- To support the provision of subsidised family building activity breaks for single parent families. Renewable Energy- To explore and assess potential benefits of renewable energy and other energy efficient strategies. 32

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts forthe Year Ended 31 December 2024 16 Deslgnated funds {¢ontinuedl Capacity Building- To grow our capacity to deliver more partner generating live events through a fixed-term annualised hours contract. Jubilee Fund - For specific employment costs that are significant to organisational culture and to enable response to ad hoc ministry needs. Supporter Development- To support third-party engagement opportunities which offer the potential for broadening supporter engagement. Resources- For the design and production of various physical and digital resources. Online Delivery Development- For the expansion and development of digital resource deliverv. At the end of each financial year the trustees review the balances on the designated funds, plan for new expenditure in future years and make the appropriate transfers between the funds. 17 Restrlcted funds Balance at l Jan 2024 Incoming reSoUr￿S Outgoing resources Balance at 31 Dec 2024 Transfers 8uildin8 Fund The Kitchen Table Project Take a Break Integrated Systems Framework Online Delivery Development Other Funds 4,122 24,999 1,050 15.1721 124,9991 17,581 1,080 17,581 11,0801 6.109 6,109 2,762 2,762 35,230 22,473 126,0791- 15,172) 26,452 Building Fund- To continue to provide for the development of the new building at Tovey House. The Kitchen Table Project- Equipping Christian parents to support their children's spiritual development. Take a Break- To support the provision of subsidised family-building activity breaks for single parent families. Integrated Systems Framework- To cover the costs of research, review and successful implementation of various cloud- based software solutions. Online Delivery Development- For the expansion and development of digital resource delivery. 33

Care for the Family- Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 18 Analysis of net assets between funds Geneial Fund Designated Funds Restricted Funds Total Fund5 2024 Total Funds 2023 Intangible assets Tangible assets Investment assets Cash at bank and in hand Other net current assets/lliabilitiesl 287,319 3,652,077 2,533,975 834,701 113,483 287,319 3,652,077 2,533,975 1,379,859 113,483 336,158 3,396,644 2,399,600 1,560,841 66,125 518,706 26,452 7,421,555 518,706 26,452 7,966,713 7,759,368 19 Taxation As a charity, Care for the Family is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity. 20 Related partie5 Norman Adams, a member ofthe Council of Management, and Rob Parsons, a member of the Executive Team, are trustees of the Salt Trust. During the year the charity paid a donation of £5,000 to the Salt Trust12023'. £5,000). Samantha Callan, a member of the Council of Management, provided specialist consultancy services to the charity, for very reasonable fee, compared to the market value. The total paid to her during the financial year was £2,01312023'. £3,151). The charity owed Samantha Callan £nil12023'. £5001 at the end of the financial year. The total donations made to the charity by related parties was £3,05012023: £2,700). 21 Company Ilmlted by guarantee The company is limited by guarantee and so has no share capital. The members of the charitable company have agreed to contribute up to £10 each in the event of the dissolution of the company. 22 Analysls of Net Debt At ljan 2024 Cashflow At 31 Dec 2024 Net cash.. Cash at bank and in hand 1,560,841 81,455 1180,9821 29,885 1,379,859 111,340 Cash held as part of investments Debt.. Debts falling due within one year Debts falling due after one year 1,642,296 (151,0971 1,491,199 34

Care for the Family-Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 23 Statement of Flnanclal Actlvities (including income and expendlture a¢countl for the year ended 31 December 2023 Unrestricted Fund5 Restricted Funds 2022 Income from: Donations and legacles 3,819,301 281,294 4,100,595 Charitable artivltles 199,151 199,151 Investments: Bank interest received Dividend income 25,171 27,511 25,171 27,511 Other 24,867 24,867 Total income 4,096,001 281,294 4,377,295 Expenditure on: Raislng funds 327.233 327,233 Charitable activitles 3,638,411 99,828 3,738,239 Total Expenditure 3,965,644 99,828 4,065,472 Net loss on Investments 112.236 112,236 Net income/lexpendlturel and Net movement in fund5 before transfers 242,593 181,466 424,059 Transfers between funds 652,297 1652,2971 Net income/{expenditure and Net movement in funds 894,890 1470,8311 424,059 Reconciliation of funds Total funds brought forward 6,829,248 506,061 7,335,309 Total lunds carrled forward 7.724,138 35.230 7,759,36 35

Careforthe Family-Annual Report For the Year to 31 December 2024 Notes to the Accounts for the Year Ended 31 December 2024 24 Deslgnated Funds for the year ended 31 December 2023 Balance at I lan 2023 Incoming resources Outgoing resources Balance at 31 Det 2023 Transfers Transition Fund Integrated Systems Framework The Kitchen Table Project Building Development CareLine Renewable Energy Capacity Building Jubilee Fund Supporter Development Resources Online Delivery Development Other Designated Fund5 270,000 300,000 50,000 12,400 22,500 110,9441 1218,4121 111,3731 11,cfioi 121,9581 259,056 81,588 38,627 20,000 542 15,000 40,000 28,000 40,000 25,000 75,000 5,000 8,660 15,000 40,000 40,000 115,5521 3,552 40,000 7,499 30,000 75,000 5,000 112,4991 844,900 129¥798) 74,711 627,813_ 25 Restricted Funds for the year ended 31 December 2023 Balance l Jan 2023 Incoming resources Outgoing resources Balan￿ at 31 Dec 2023 Transfers Bereaved Parents Network Building Fund Stewardship The Kitchen Table Project Take a Break Integrated Systems Framework Online Delivery Development Other Funds 44,099 222,803 1,221 53,714 4,586 160,459 8,729 10,450 4,594 275,110 148,6931 1493,791 4,122 11,2211 128,7151 15,1861 12,9431 12,6201 110,4501 199,828 24,999 6C(I 990 1158,5061 6,109 506,061 281,294 652,297 36