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