2023-03-31-accounts

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Docusign Envelope ID". F4A80B2249FD4813-BEC2-7A85A03E6FAA DAYBREAK Family Group Conferences Trustees Annual Report 2022-2023

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A Message From Our Objectives, Purpose & Chair & CEO Key Activities

Achievements & Future Financial Performance Plans Review

Structure, Auditors Financial Governance & Report Statements Management

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 01 Message from the Chair and CEO DAYBREAK

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A Message From Our Chair

I am delighted to commend this report to you on behalf of Daybreak’s Board of Trustees.

This year, working with the staff of Daybreak, and ably led by our new CEO, Debbie, we have invested time and effort in revising our objectives, purpose and key activities, not so much as to change what we are seeking to undertake as a charity but more so as to try to make our enterprise and mission more easily understood; you will be able to judge how far we have succeeded in that by reading section two.

I am very proud of the achievements and performance of Daybreak across our seven key geographical areas, and you will see for yourself the detail of what has been accomplished on our page titled “A year in numbers”. If, like me, the statistics do not convey the real story of our successes, then may I commend to you the case studies which are included below. It is heartening to realise that children like Casey and Donny can be given the support they need to live their better lives through the process of family group conferences, operated on the Daybreak model.

If you know anything about this charity, you will be aware that it has never been content to rest on its laurels and simply plan to do only more of the same. Our section on Future Plans gives a clear picture of how we are going to move forward and build on the experience and expertise we cherish in-house as well as recruit and expand where we can bring greater influence and contribution to benefit those we will work with and for.

I will be stepping down as Chair of the Board this year and so I thank all colleagues with whom I have worked for the support and opportunity they have afforded me in my role and I wish Daybreak and all who are associated with it, every success going forward.

Max Bullough - Chair

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A Message From Our CEO

I am delighted to have been appointed as Daybreak’s CEO after the retirement of Richard Chalmers. It has been a very busy year, and I would like to thank all the staff and trustees who have made me feel so welcome.

As someone who had not previously been involved in Family Group Conferences, I undertook the 3-day Daybreak FGC training; what an eye opener! The simplicity of the concept belies the complexities of getting an FGC to fruition. I have great admiration for our team of Coordinators who have immense skill and work so hard to prepare families to be able to engage fully in the process. The effort that goes into preparing families means that the outcomes are significant: giving families agency, improving confidence in their own ability to affect change, increasing resilience, and improving self-esteem.

This year we have enabled over 1,000 children and young people to benefit from an FGC, bringing over 3,500 adults together to use their strengths as wider family networks to develop supportive and robust plans to keep those children safe. The plans also support parents with a range of issues including poor mental health, which we have seen as a growing issue over the past year.

We know that the current economic climate means that there are difficult financial times ahead for the charity sector, and for those who benefit from our services. We want to ensure that we have impact for our beneficiaries both now and, in the future, and we have spent time this year developing our 20232028 strategic plan to meet that ambition. We are determined to diversify our funding streams and develop our services to meet the multiple challenges facing society. It is going to be a tough task, but having spent a year with the team at Daybreak I know that it is one that we are up to.

Debbie Burns - CEO

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 02 Objectives, Purpose and Key Activities DAYBREAK

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Objectives, Purpose & Key Activities

Vision, Mission & Values

Our Vision

A world where 'families' and communities work together to make decisions and solve problems affecting their lives.

Our Mission

By engaging people with their wider networks, we aim to help them make informed decisions that improve their quality of life.

Our Values

We are professional

We act with integrity and are transparent in our actions. We are reliable and care about our responsibilities. We hold ourselves to account and take responsibility for our actions, using experiences as opportunities to learn and grow. We are dedicated and committed to making a difference through all that we do.

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"Thank you for
being so
professional.
Excellent
communication
and done in a
timely manner."
Social Worker
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We are Respectful

We do not judge others and are inclusive, celebrating and embracing our differences. We actively listen to and value opinions and ideas equally because we know that this supports our learning and strengthens the difference we make.

We are Trustworthy

We are dependable and can be counted on to do what we say we will do, building genuine relationships with others to achieve this.

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Purpose, Core Aims & Activities

Purpose

Our purpose as set out in our governing document is:

To set up and maintain a Family Group Conference (“FGC”) facility to assist children, young people and adults in danger, suffering or being abused physically, sexually or mentally or whose social conditions are such that they require support to enable them and their families to make effective decisions for themselves.

Activities

This year we have delivered our core aims through the provision of Family Group Conferences (FGC) in the Children’s Social Care arena. Families are referred for an FGC when there is concern for the safety or wellbeing of a child or children within the family. Children are often already subject to a Child Protection Plan and are at risk of being taken into the care of the Local Authority. The FGC is completely voluntary and families are never forced to participate.

To benefit the community with a view to enhancing the responsibility of such children, young people and adults, their families and extended networks, enriching family life and undertaking any charitable purposes for their benefit.

To advance the education of the community by improving the skills and knowledge of FGC and other related practitioners through the provision of training programmes, workshops, conferences, consultation and advice.

Our Core Aims

Harness the power of families and communities to solve problems. Empower people to proactively engage in decisions that affect them.

Champion the voice of children, young people, and adults who might otherwise remain unheard.

An FGC brings the wider network of family and friends together to develop a plan to address the issues they face. The FGC builds on the strengths within the family network that can be used to support the child or young person and the adults involved. The decision making is taken from the professionals and put back into the hands of the family. Families generally know more about their situation than professionals and are often able to make better decisions for their children.

Daybreak co-ordinators engage with the family explaining how the FGC works and exploring who in their wider network might be able to support and should, therefore, be invited to the FGC. The coordinator meets with all participants beforehand to ensure that they understand the process. They organise the meeting at a time and place decided by the family.

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The FGC itself is in three parts:

Information Sharing : The concerns for the child or young person are reiterated by the referrer and resources available to support the family are shared.

Private Family Time: The family meet in private without any professionals in attendance. During this time they discuss the information they have heard and work out and agree a plan. They also decide on who will be responsible for monitoring the plan and what support they may need.

Agreeing the Plan: The family share the plan with the referrer and the co-ordinator. The plan is accepted unless the referrer feels that the child or young person is still at risk. The plan is written up by the co-ordinator, who takes care to ensure that the family’s words are used; the plan is then shared with all participants.

We have also been piloting a small number of Contextual Safeguarding FGCs, where young people are at risk outside the home. This could be because they are vulnerable to sexual or criminal exploitation or are engaged in behaviours that put them at risk. We are in the early stages of delivery, with Wiltshire Council and have had some interest from one other local authority, which we will be exploring next year.

The work carried out by Daybreak is done so in accordance with the charity’s purpose, for the public benefit with regard to the Charity Commission’s public benefit guidance, and in accordance with the general framework for trustee decision-making.

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Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 03 Achievements and Performance DAYBREAK

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Achievements & Performance

Portsmouth

Wiltshire

Hillingdon

Dorset

Hackney

Bromley

Reading

We were disappointed not to have retained the Hillingdon contract when it was retendered in March 2023. However, we are exceptionally pleased to have delivered the full number of FGCs in the first year of our contract in Reading.

*Conversion rate refers to the number of referrals that reach conference. The average conversion rate across England is 68%

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A Year in Numbers

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818 referrals received 615 initial FGCs held 40 review meetings
2567 family & friends
1062 children subject to 973 parents attending an 46.2% paternal & 53.8%
an FGC FGC maternal
5.4
Average number of Fathers in attendance at 164 children (28%) aged
5+ attended their FGC
participants 63.7% of FGCs
17.9% of FGCs involved
88 unborn children 36.3% parents suffering domestic violence
mental health issues
£896.63
12.1% of FGCs involved drug 13.7% of FGCs involved Average cost per child
abuse alcohol abuse supported
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Research

Feedback

The evaluation report ‘Randomised controlled trial of FAMILY GROUP CONFERENCING AT PREPROCEEDINGS STAGE’, in which Daybreak was the practice lead and a key delivery partner, was published in June 2023 by Foundations: What Works Centre For Children & Families. The key findings were:

Children whose families were referred for an FGC were less likely to go into care twelve months after the pre-proceedings letter was issued. Just over a third of children (36.2%) whose families were referred to a family group conference were taken into care, compared to 44.8% of children who were not referred.

Over the past couple of years when the pandemic has impacted on the delivery of the organic FGC model we have not systematically collected and analysed feedback from FGC participants; therefore, we are unable to provide outcome data for the past year. However, we do know that of the 40 reviews that were commissioned by Local Authorities children were all either still with or had been returned to the family home; families were still working to plans even though not all actions were successful.

The RCT found that children referred for family group conferences were less likely to go to court for decisions about their care. At the end of the study, 59% of children referred for family group conferences had care proceedings issued, compared to 72% of children who were not referred.

The RCT found that children referred for family group conferences spent less time in care. Six months after the pre-proceedings letter, children whose families had been referred for family group conferences, and subsequently went into care, had spent an average of 87 days in care, compared to 115 days for children who were not referred.

"It means we are all on the same page and know what is expected of us in the future, so it will be easier for us to move forward."

Parent

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Case Study One

Casey* was 3 years old when her family was referred to Daybreak for an FGC. Casey’s mum had been known to Social Services for three years. She suffered from poor mental health, and feared that she would harm Casey. When Casey was a year old her maternal grandmother was living with the family, providing enough protective factors for Social Services to close the case.

However, at the point the family was referred to Daybreak her maternal grandmother was no longer living with the family and was unable to provide support due to poor health. Casey’s mum had been raped and sexually assaulted leading to a decline in her mental health and fears for Casey’s safety. Her mum’s mental health issues were also impacting on Casey’s behaviour. Casey was placed with her paternal grandmother whilst her mum sought help for her mental health. The relationship between family members was strained and they were struggling.

The family group conference was to address the following questions:

What plan can be put in place to ensure Casey is safe, well and that her basic care and developmental needs are consistently met? What will Casey’s visits/time with each parent look like and how can the family ensure that it is a consistent and positive experience for everyone?
Who can the parents reach out to for support during difficult times or if they were to be feeling overwhelmed?
Who can help support the parents to continue with their engagement with services and attend all meetings and appointments if needed?
Would family/friends notice a decline in the wellbeing of the parents and if they had any worries or concerns about care, safety and wellbeing of Casey what would they do?
If for any reason parents were unable to care for Casey, who within the family and friends network is willing to complete an assessment in order to care for Casey in the short or long term?

The FGC was attended by Casey’s mum, maternal grandmother, three maternal second cousins and mum’s support worker. At the end of the FGC the family had drawn up a plan that addressed each of the questions asked of them in both for the short and the long term.

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Case Study One Continued

A review meeting was held three months later. Casey was now back with her mum and regularly attending nursery for 4 afternoons per week. She had regular family days out and overnight stays with her maternal second cousins. She was also staying with her maternal grandmother once a month. Two maternal family friends were also providing support both practical and emotional for Casey’s parents.

Mum was actively engaged with her therapy and had completed her recovery courses. There was a lot of support from family and friends, and everyone was alert to any decline in mum’s mental health.

The social worker was impressed with how the FGC plan had been implemented. She felt that the family network had gone beyond the support they had said they would provide.

Plans were in place for Casey to spend one night per month with her dad at her paternal grandmother’s home once all risk and medical assessments were completed.

Case Study Two

When Donny’s* family was referred for a Family Group Conference, Donny was 14 years old. He had been on a child protection plan for 8 months due to increasing numbers of missing episodes, where nobody knew where he was; there were serious concerns that he was at risk of exploitation during these episodes.

Donny was involved in offending behaviour including threats of violence, suspected robbery, fighting and carrying a knife. His school attendance was less than 50% and he was finally excluded for threatening behaviour with a knife; he was transferred to an Alternative Provision. There were ongoing care proceedings, and the Local Authority were searching for a placement for Donny.

Donny was placed into foster care aged 1 and stayed until he was 4 years old when he went to live with his dad and his stepfamily. There were concerns that his dad was not supporting Donny or working with professionals to keep him safe.

Donny’s bail conditions mandated living and sleeping at his dad’s house, and only visiting his mum, who was using drugs and had poor mental health, one day per week. Donny was breaking those conditions and regularly staying at his mum’s.

The Family Group Conference was to address several questions:

What arrangements could the family make to ensure Donny had regular but structured contact with his mum?
How could family members ensure good communication between family members to ensure Donny was always safe and accounted? How could the family support Donny to attend sports and leisure activities, including attendance at a local mentoring scheme and what would this look like?

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Case Study Two Continued

Donny attended the meeting along with his mum, paternal aunt, step-mum, stepsister, half-brother; an advocate, and mum’s support worker from Pact (charity). During their private time, the family drew up a plan to address the above questions.

A review meeting was held five months later and showed some very positive progress for Donny despite concerns about remaining in contact with his mum. The contact had not been structured and Donny had witnessed his mum’s drug and alcohol misuse leading to him being upset and concerned about her wellbeing. Another plan was agreed to resolve this. Communication between the family had improved slightly but not as well as hoped.

Donny was regularly attending the local mentoring project once a week; he was going boxing once a week and had joined a gym, which he attended regularly. With support from his mentor, he was also beginning to engage in more activities. Donny was attending his Alternative Provision and had also started mainstream college where his timetable was gradually increasing. He had a 1:1 tutor at school and was doing well. Donny was still living with his dad.

*all names have been changed

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 04 Future Plans DAYBREAK

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Future Plans

At the core of our work is empowering people to proactively engage in decisions that affect them. Good decisions are based on accurate information and trusting relationships; our services are therefore open, honest, and based on mutual respect.

We currently deliver Family Group Conferences in the arena of Children’s Social Care, enabling families to develop plans to keep their children safe and within the family unit. We aim to grow our impact in this field through the development of new services and a revitalized training arm.

Society is facing multiple challenges including an aging population, a mental health crisis, an NHS that is overwhelmed and a growing prison population. It is our ambition to deliver services in some of these or other areas where we believe they will make a difference to individuals, families, and communities.

"They listened to my ideas and how I felt."

We have developed a new 5-year strategy for 2023-2028, with three key objectives:

Objective One

To grow and develop sustainably to have impact now and in the future

We want to ensure that Daybreak continues to make a difference to the lives of children, young people, and adults facing challenges. We want to enable more people to have access to our services that we know will have a positive impact on their lives. We will do this by:

Increasing the range of services that we offer Increasing and diversifying our funding Increasing the number of partnerships we have with a variety of different organisations Broadening the areas in which we deliver our services Ensuring the Board is relevant for both now and the future

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Objective Two

To create a culture of learning that improves the difference we make

We want to ensure that our services are relevant and effective in making the most difference possible to our beneficiaries. We want to be as effective and efficient as possible in delivering on our mission. We will do this by:

Developing the effectiveness of our impact practice Developing opportunities for our beneficiaries to engage and enhance our learning Increasing engagement with our staff team

Prioritising staff development and learning opportunities Creating a culture of learning and reflection at Board level

Objective Three

To raise awareness of Daybreak’s services to a wider audience

We want more people to be aware of the difference we make for our beneficiaries. We want to celebrate and engage stakeholders with our successes and grow our supporter base. We will do this by:

Developing the effectiveness of our impact practice

Developing and implementing a marketing and communications strategy Promoting the difference we make to our stakeholders

Key Activities for 2023 - 2024

Recruit a Fundraising Manager to focus on generating income through grants and trusts Focus on developing our training offer with a dedicated Training Manager

Develop a process for longer term engagement with families to track impact of FGCs Explore digital platforms for more efficient ways of engaging with our beneficiaries Focus on our ability to effectively communicate with our wider stakeholders

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 05 Financial Review DAYBREAK

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Financial Review

Summary

Summary
	2023	2022
		As restated
Income From Charitable Activities	£821,137	£975,787
Income From Investments	£12,696	£3,602
	£833,833	£979,389
Expenditure On Charitable Activities	£976,305	£959,088
Net Income/Expenditure	-£142,202	£20,301

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Income
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Expenditure

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Training Grants Overheads
2% 3% 8%
Direct Staff
30%
Indirect Staff
24%
Training
1%
Contracts Independent Coordinators
37%
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Contracts
92%
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Review

Reserves

Our income has reduced by 15% on 2021-2022, which is due to the end of the DfE research grant.

The deficit for this year is in part a result of the Board of Trustees taking a decision to invest some of the reserves into bolstering the core of the organisation. When Richard Chalmers announced his intention to retire the Trustees decided to not only replace the CEO but to appoint a COO. This allows the organisation to not only focus on strategic direction and growth, but also on operational excellence.

We have also recognised the effect of the cost of living crisis on our staff and have tried to ensure that our salaries remain competitive. This has, inevitably, affected the cost of delivering our services, which has not been reflected in financial increases in our current contracts.

The Board has established a reserves policy to enable the Charity to be managed efficiently and to allow the management sufficient time to find new sources of income if all major pieces of work were to cease. The policy is to hold unrestricted funds to a level that allows between three and six months to generate new funding and if necessary to instigate an orderly closure of the business.

The level of unrestricted operating expenditure is monitored on an ongoing basis throughout the year to ensure that it meets the requirements of the Reserves Policy. The Reserves Policy is reviewed annually by the Board.

The level of unrestricted funds as at 31 March 2023 meets the requirements of the Reserves Policy for the coming year. The Trustees regularly review how to best utilise reserves whilst considering the fact that the Charity needs to access new funding sources for the future. However, currently this position gives the Charity the opportunity to continue to explore new ways of fulfilling its obligations under its Articles of Association for the benefit of the public and these are explored further under ‘Plans for Future Periods’ below.

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We feel extremely supported knowing that there are organisations who are prepared to listen and assist.

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 06 Structure, Governance and Management DAYBREAK

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Structure, Governance & Management

Governing Document

Daybreak is a charitable company limited by guarantee, registered in England and Wales; the charity was established on 1st June 1999. It is governed by its Articles of Association.

Board of Trustees

The Trustees have ultimate responsibility for the effective and efficient running of the charity, ensuring that it is delivering against its charitable objects and providing public benefit.

their meetings held within a period of six months and that the Trustees resolve that his/her office be vacated.

Trustee Induction & Training

The CEO oversees the induction of new Trustees. Induction is divided into four key areas of knowledge and understanding:

1.The Nature of the Charity
2.Role of the Trustee
3.Board Issues

The Trustees are Directors of Daybreak for the purposes of company law. No Trustee has any financial interest in the charity. No Trustee receives any remuneration for their services as Trustee, but they may be reimbursed for reasonable and necessary expenses.

4.Building a Link with our People

All Trustees undertake Safeguarding training and are invited to training on the FGC process, enabling them to have a better understanding of the nature of FGCs. They are also encouraged to attend an FGC where permission can be sought from families involved.

Recruitment & Appointment of

Trustees

With regards, to the recruitment of new trustees, we ensure that we follow our Safer Recruitment Policy as for all other roles. Potential trustees may be nominated, sought out or volunteer themselves for consideration. The Chair of Trustees and the Chief Executive meet with and interview potential trustees and then decide whether to invite them to a Trustees’ meeting.

The potential trustees are voted on to the Board of Trustees by a majority vote at a meeting of Trustees. The full trustee status occurs once a DBS check has been obtained.

Decision Making and Management

Structure

The Board of Trustees agree the strategy and the annual budget linked to it. They then delegate the day to day management of the charity to the CEO and through them to the Senior Leadership Team. Performance is measured at the quarterly Board meetings through the Balanced Scorecard.

The Senior Leadership Team consists of:

Chief Operating Officer
Finance Manager
Office & Impact Data Manager

Trustees retire by rotation over a three year cycle. In accordance with the Articles of Association, a Trustee shall cease to hold office if he/she is absent without the permission of the Trustees from all

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Pay & Remuneration

Daybreak places all job roles within a salary range; these are reviewed on an annual basis, based on comparable sector benchmarking, inflation, and our financial position. There is clear guidance for setting salaries and recommending salary increases, which is used in conjunction with annual appraisals.

The Board of Trustees reviews the remuneration of the Senior Leadership Team annually in conjunction with annual appraisals.

Risk Management

The Board of Trustees has overarching responsibility for assessing risks faced by the charity, and delegates management of such risk to the Senior Leadership Team. Major risks have been reviewed and systems established to mitigate these risks. The risk register is regularly reviewed by the Senior Leadership Team and Trustees.

The principal risks facing the charity are:

Financial Sustainability

Currently, Daybreak is reliant on contracts with Local Authorities for its income. The cost of delivering our services has increased; current contracts do not reflect the current levels of inflation. The Trustees have agreed to use some of the charity’s reserves to recruit a Fundraising Manager and a Training Manager to help diversify funding streams.

Reputational Risk

Our reputation is one of our key assets. The Board and Senior Leadership Team ensure that we have policies and procedures that enable us to deliver our services in a way that helps us achieve our charitable impact and help us protect our reputation. These include robust financial controls and safeguarding processes.

Recruitment & Retention of Staff

Our staff are our most valuable asset. Recruitment is difficult in the current climate, and we need to ensure that we have the number and quality of staff we need to deliver the quality of services that our beneficiaries deserve. The benefits of working for Daybreak are a focus for recruitment as well as salaries that are sector comparable.

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Statement of Trustees Responsibilities

The Trustees (who are also Directors of Daybreak Family Group Conferences for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees 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 the incoming resources and application of resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements, the Trustees are 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 reasonable and prudent;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Statement As To Disclosure of

Information To Auditors

Each Trustee has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.

This report has been prepared in accordance with the special provisions relating to small companies within Part 15 of the Companies Act 2006.

And finally

Heartfelt thanks are offered by the Trustees to all those involved in our work, whether they are employees, independent contractors, volunteers or other supporters.

Max Bullough, Chair of Trustees On behalf of the Trustees

Date: ��

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 07 Auditorfs Report DAYBREAK

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Auditor's Report

Report of the Independent Auditors to the Trustees of Daybreak FGC

Opinion

We have audited the financial statements of Daybreak Family Group Conferences (the ‘charity’) for the year ended 31 March 2023 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including 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 Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

We are independent of the charity 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 Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

In our opinion the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 31 March 2023 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.

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 charity’s ability to continue as a 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

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) 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.

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. 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.

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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. 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 course of 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 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

the information given in the Trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
the directors' report included within the Trustees' report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to

report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the Trustees' report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

adequate 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 trustees' remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit; or the Trustees 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 Trustees' report and from the requirement to prepare a strategic report.

Responsibilities of Trustees

As explained more fully in the statement of Trustees' responsibilities, the Trustees, who are also the directors of the charity for the purpose of company law, 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 Trustees 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 Trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees 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

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements 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.

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The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

Extent to which the audit was considered capable of detecting

irregularities, including fraud

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations.

we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience.
we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including the Companies Act 2006, taxation legislation, data protection, employment, environmental and health and safety legislation.
we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management.

We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud.
considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

Audit response to risks identified

To address the risk of fraud through management bias and override of controls, we:

performed analytical procedures to identify any unusual or unexpected relationships. tested journal entries to identify unusual transactions.
tested a sample of BACS payments to identify payments being made to unexpected bank accounts.
performed transactional testing on payroll costs in respect of those employees with responsibility or authority in connection with the payroll function.
assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias.
investigated the rationale behind significant or unusual transactions.

In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:

agreeing financial statement disclosures to underlying supporting documentation. enquiring of management as to actual and potential litigation and claims.
reading minutes of those charged with governance.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

report.

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A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

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. Our audit work has been undertaken so that we might state to the charitable company's members 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 and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Adam Buse ACA (Senior Statutory Auditor) for and on behalf of Fiander Tovell Limited

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Chartered Accountants Statutory Auditor

Stag Gates House 63/64 The Avenue Southampton Hampshire SO17 1XS

Docusign Envelope ID." F4A8082249FD4813-BEC2-7A85A03E6FAA 08 Financial Statements DAYBREAK

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Legal & Administrative Information

Board of Trustees

Registered Auditors

Chair: Max Bullough Name: Treasurer: Geoff Millard Address: Stag Gates House Vic Stenning 63/64 The Avenue Eleanor Emuss Southampton Patricia Scott (To 07/12/22) SO17 1XS Henrietta Lacey-Gutsell (From 18/04/23) Tutu Ariyo (From 18/04/23) Bankers Donna Hill (From 18/04/23) Name: Lloyds Bank Secretary: Andrew Pease Address: Eastleigh Branch PO Box 1000 Hampshire BX1 1LT

Fiander Tovell Limited Stag Gates House 63/64 The Avenue Southampton SO17 1XS

Senior Leadership Team

CEO: Richard Chalmers (To 11/11/22) CEO: Debbie Burns (From 15/08/22) COO: Karen Brown (From 25/07/22) Finance Manager: Andrew Pease Office & Impact Data Manager: Anna Coad

Registered Office

Address: Wessex House Upper Market Street Eastleigh Hampshire SO50 9FD Tel: 02380 696644 Email: headoffice@daybreakfgc.org.uk Charity Number: 1077607 Company Number: 3780726

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----- Start of picture text -----
We thank you for your
ongoing support of our
programme
Acknowledgements
----- End of picture text -----

Daybreak Family Group Conferences Wessex House Upper Market Street Eastleigh Hampshire SO50 9FD

Charity Number: 1077607 Company Number: 3780726

Table of Contents

A Message From Our Chair

A Message From Our CEO

Objectives, Purpose & Key Activities

Vision, Mission & Values

Our Vision

Our Mission

Our Values

We are professional

We are Respectful

We are Trustworthy

Purpose, Core Aims & Activities

Purpose

Activities

Our Core Aims

The FGC itself is in three parts:

Achievements & Performance

Portsmouth

Dorset

Reading

A Year in Numbers

Research

Feedback

Case Study One

Case Study One Continued

Case Study Two

Case Study Two Continued

Future Plans

Objective One

To grow and develop sustainably to have impact now and in the future

Objective Two

To create a culture of learning that improves the difference we make

Objective Three

Key Activities for 2023 - 2024

Financial Review

Summary

Expenditure

Review

Reserves

Structure, Governance & Management

Governing Document

Board of Trustees

Trustee Induction & Training

Recruitment & Appointment of

Trustees

Decision Making and Management

Structure

Pay & Remuneration

Risk Management

Financial Sustainability

Reputational Risk

Recruitment & Retention of Staff

Statement of Trustees Responsibilities

Statement As To Disclosure of

Information To Auditors

And finally

Auditor's Report

Report of the Independent Auditors to the Trustees of Daybreak FGC

Opinion

Conclusions relating to going concern

In our opinion the financial statements:

Other information

Basis for opinion

Opinions on other matters prescribed by the Companies Act 2006

Matters on which we are required to

report by exception

Responsibilities of Trustees

Auditor’s responsibilities for the audit of the financial statements

Extent to which the audit was considered capable of detecting

irregularities, including fraud

Audit response to risks identified

Use of our report

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