DAYBREAK Annual Report and Accounts 2023-2024
Contents Joint Statement.......................................................................................................................... Objectives, Purpose & Key Activities......................................................................................... Achievements and Performance.............................................................................................. Contract Delivery....................................................................................................................... A year in numbers....................................................................................................................10 Tralning............................................................................. .11 New Projects............................................................................................................................ 11 Case Study One........................................................................................................................15 Case Study Two........................................................................................................................ 16 Case Study Three . .17 Achlevements Against Plan......................................................................................................18 Future Plans .................................. .19 Flnanclal Revlew..... .20 Financial Review.......................................................................................................................21 Governance...................................................................................................................................23 Structure, Governance and Management...............................................................................24 Statement of Trustees Responsibilities . .26 Report of the Independent Auditors to the Trustees of Daybreak FGC..................................27 st Statement Of Flnancial Activities For The Year Ended 31 March 2024.................................31 Accounts..................................................................................................................................31 Legal & Administrative Information ..48
Joint Statement Social connectivity is what society is built on, it supports us to be healthy, feel valued and heard. It helps us overcome challenges and problems. However, we often forget that our connections can help us, or we feel, for whatever reason, unable to ask for that help. Participating in a Family Group Conference (FGC) enables people to reach out in a safe and supported way to ask for help and to use the skills, experience and support of that network to help them address and overcome any issues they may be facing. Part of our strategy is to bring FGCS to a wider audience outside of Children's Social Care where they are predominantly used. We have spent the past year beginning to learn and understand where people think an FGC could be helpful. We have engaged with organisations working to tackle homelessness, in the arena of mental health, supporting young people and their families around education, hospitals and those working in criminal justice. Feedback shows that an FGC would bring added value and be helpful in many situations. We also ran a survey, Problem Solving Your Way, to which 171 individuals responded with over 70% saying they would consider an FGC if it were available to help them navigate a variety of challenges they are currently facing. Internally we have been working on improving efficiency, ensuring that our policies, processes and procedures are fit for purpose and provide a solid base from which to deliver our services. We have enjoyed the first full year of having a Chief Operations Officer {COOI as well as a Chief Executive Officer {CEOI; this has really helped us focus on ensuring that we are delivering Services that are of the highest standards, as well as paying full attention to quality assurance and the sharing of good practice. We have made good progress in collecting and analysing feedback from FGC participants, although we still have further improvements to make to ensure the feedback we receive 15 meaningful and acted upon. However, it is wonderful to see that the feedback we are receiving is overwhelmingly positive from children, young people, friends, family and professionals. DAYBREAK We continue to enhance our team, and this year created a Fundraising and Marketing Manager role. This role has had a significant impact on how we present ourselves to wider audiences. We now feel that we have a clear identity that is engaging and accessible. it has raised Daybreak's profile, and we are beginning to see greater
engagement with our work from a wider audience. We have also increased our staff team and network of Independent Coordinators who bring such variety of experience and expertise to their role5, and to our quest for continuous improvement. Whilst we still have a deficit at the end of the financial year, we believe that the Trustees, approach to investing in a COO, Training Manager and Fundraising and Marketing Manager is having a positive effect. Ou r deficit is less than the previous financial year and the investment has supported us to begin to diversify our income and to raise our profile with a wider audience. We know that there is still a lot to do, but we are confident that our decisions are sound and will deliver the desired outcome5. We would like to thank all our employed staff, Independent Coordinators and Trustees for their hard work and commitment over the past year. It is that commitment and hard work that ensures Daybreak makes a difference to those who participate in our services. 44r*JlJ Debbie Burns, CEO Eleanor Emuss, Chairman li¥
Objectives, Purpose & Key Activities Vision and Mission Vision A world where 'families' and communities work together to make decisions and solve problems affecting their lives. 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 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 thi5 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. Purpose Our purpose as set out in our governing document is to: To set up and maintain a 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. 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 purpose5 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. Activities This year we have predominantly delivered our core aims through the provision of FGCS in the Children's Social Care arena. We bring people together to enable them to problem- solve, make decisions and choose what action5 to take to move forward, be safe, and th rive. A FGC is an opportunity to bring a support network together. The group works together to create a safe plan of action to help resolve challenges. What makes a FGC different? It is independent. Our Coordinators are neutral. They are not from a professional body. They aim to empower a family to create their own solutions. They are family-led. The process is voluntary. The key decisions about the Conference are made by the family. The family agrees the plan together using information from professionals to help them. Everyone's voices are heard. The process allows for everyone to have the chance to share their views. Children, young people or individuals who the FGC is aiming to help, are able to share their wishes. FGCS can be used in a wide range of situations. A FGC is useful to resolve a challenge with a proactive plan. Often, they are used in times of crisis or risk. Daybreak currently works alongside Local Authorities receiving referrals for families Wlth children at the edge of care. As part of our Moving Forward Together initiative, we work in partnership with community organisations for individ uals facing other challenges. Throughout our programs, our work relies on the principles of voluntary participation, transparency and openness for all, advocacy for those who need it, and for our work to be facilitative, not prescriptive. This year we relaunched our training programme delivering FGC Coordinator training for those wishing to embark on a new opportunity working with familie5. The training covers: History, principles and objectives of the FGC approach Issues faced by familie5 and children, and the role of different services Your role as a coordinator How to successfully engage support networks How to positively and independently facilitate a FGC How to deliver impact and success for families and their networks
We also developed some online webinars to introduce people to FGCS and how to make the most of the FGC process. Frorn January we began the delivery of the Family Rights Group's programme Lifelong Links with Portsmouth and Wiltshire Local Authorities. Lifelong Links involves working with childi-en in care to reconnect them with people who can offer them support. This could be anyone who has been part of their life. For example, family members, friends, foster carers, teachers, and community members. It aims to bring people together who can offer a young person support into and throughout their adulthood.
Achievements and Performance DAYBREAK
Contract Delivery FGCS 84 Reviews Reflections We were delighted to be successful in retaining the contract to deliver FGCS for Bromley. The contract is for 5 years and is for an additional 25 FGCS per year taking the contract to 100 meetings per year. Bromley Dorset 72 We were disappointed to be told by Dorset that they would be taking their service in house as part of their Children's Service Pathfinder Programme. The contract was terminated at the end of July 2023, however, we continued to deliver services for Dorset for the remainder of the financial year. Hackney 65 11 We continue to deliver our service in Hackney, and to seek to better understand some of the local communities who are less likely to participate in an FGC. Portsmouth 83 Our contract with Portsmouth was extended by 12 months to March 2025. We also delivered 6 Lifelong Links meetings for care experienced young people in the city. Reading 59 18 We had an extremely successful year in Reading exceeding our contracted number of FGCS by 22%. Wiltshire 125 Our contract with Wiltshire was extended by 12 months to March 2025. Hillingdon 15 These meetings relate to the previous contract with Hillingdon but were not completed until this year.
A year in numbers 48 Review meetings 6 Lifelong Links meetings 518 FGCS An increase on 2022-2023 despite a reduction in contracted numbers with the loss of the Hillingdon contract 97 less than last year for both our Wiltshire and Portsmouth contracts 998 children subject of an FGC 4.9 Average number of participants 776 Parents attending 2003 Family and friends attending This is only 28 less than last year, indicating a greater number of FGCS involving more than one child This f igure is slightly lower than last year's figure of 5.4 191 (36/) Children aged 5+ attended their FGC 275 {52Yo) children aged 5+ who had their views given 89 FGCS for unborn babies parents attending are fathers This is a significant increase on last year's figure of 28Yo This would be via an advocate/support person 390A of FGCS involved domestic violence 480A of FGCS involved substance misuse 610A of FGCS involved parents experiencing poor mental health This is a significant increase on last yearfs 17.9% This includes alcohol and/or drugs and is up from 26% last year 10
Training Daybreak's training offer had lapsed over the previous couple of years with limited capacity to deliver. In April 2023 we refocused our attention on delivering impact through training. We appointed a part-time Training Manager and began the proce55 of reinvigorating our offer. The first 6 months were predominantly focused on developing the training offer ensuring it met current needs. Over the course of the year, we: Delivered 4-day in-person FGC Coordinator training for Homestart Portsmouth who had been successful in securing the tender to deliver Family Hubs in Portsmouth. We trained their staff with very positive feedback. This was the first time we had delivered training to a voluntary sector organisation. Delivered FGC Coordinator training for three cohorts attended by 14 people in total, 7 of whom were Daybreak staff. Developed a range of webinars to promote the FGC model and improve outcomes. From launch in November 2023, 39 people attended webinars covering topics inc5uding: o Introduction to the FGC Coordinator Role o Enabling Impactful Participation o Recipe for Success in FGC Plans When Can an FGC Help? Put on a special Voice of the Child webinar celebrating UN Voice of the Child Day. New Projects Lifelong Links ' Lifelong In December 2023 Portsmouth and Wiltshire Local Authorities successfully secured Farnilv finding, befriending and mentoring programmes for children in care and care leavers funding from the DfE with Daybreak as the delivery partner. The funding 15 used to engage young people with the Family Rights Group Lifelong Links programme. The project is funded to March 2025 and we will be working with 70 young people in Portsmouth and 42 in Wiltshire. Lifelong Links involves working with children in care to reconnect them with people who can offer them support. This could be anyone who has been part of their life. For example, family members, friends, foster carers, teacher5, and community members. It aims to bring people together who can offer a young person support into and throughout their adulthood. li
By March 2024 we had recruited and trained team5 in both areas and were beginning to take referrals to the programme. NHS Royal Berkshire Hospital Royal Berkshire Reading 011[n(lI S Founddvgn Till51 We successfully secured funding to deliver a pilot project with the Royal Berkshire Hospital. We are funded to work with 10 referred individuals over a 12-month period who need support to enable discharge from the hospital, and where challenges exist using the usual methods to ensure safe discharge. It seeks to address inequalities surrounding the issues of 'social connectedness, for individuals, by enabling enhanced and robust social networks for support. Feedback In 2023-2024 we began to focus on feedback, which had not been systematically collected and analysed for a few years. Whilst this is the beginning of a journey to improve our impact practice we are pleased with the early results. The tables below show the feedback collected at the end of the FGC meeting. We did not meet our targets for collection. Over the course of the year, we received the following: Feedback from 32% of professionals involved in FGCS; this rises to 58% if we assume responses are mainly from referring Social Workers Feedback from 39% of family and friends (including parents) participating in an FGC Of the 6-11 year olds attending their FGC this year 39% provided feedback and for 12-18 year olds the response rate was 28%. For professionals, all bar one of the statements receive 95Yo+ Posltive feedback and this will now be our standard moving into next year. The weakest response is in the belief that the child's/young person's views were considered when making the plan, which sits at 91Y.. For friends and family, the feedback is very positive at 95%+ apart from the views of the child/young person being considered, which stands at 88%. Responses from children and young people are generally le5S POSltive than those from adults participating in the process, with 12-18 year olds more positive than 6-11 year olds. 12
Family & Friends Ih•lth• Prof essioDaLs lLythththl Ffjc Ikhwpwi•d4fidpr•pwodbylh•Dryknili•• puipM• ollhim••ihwthd4vrnbl•tot•M•W¥JtthaW iTrJ 13
ch'Ldreh 19 I90n1¢S 111*11sl•rnd loo Youn9 People 331•5punyJs I h1iiisnld io 14
Case Study One All names hove been changed The purpose of the FGC referral was to identify family members relating to practical support for Lucy to care for her child Johnny and to keep Johnny safe. The FGC plan would look at identifying family members if parenting assessments required alternative family care. The referral was made due to concerns about domestic abuse and misuse of alcohol. This family participated in an initial FGC and a review FGC. The family were able to come up with a plan that identified respite for Lucy and transport to appointments. All family members agreed to notify the local authority and the police if they were worried about safeguarding, and they agreed with the FGC plan to remove the child from any scary situations, if or when they occurred. At the review huge amounts of progress had been made; at the time of the referral Lucy and Johnny were living with an aunt under Interim Care Order but by the time of the review Lucy was awaiting keys to her own flat. Since the original FGC Lucy and Donny Idadl shared there had been a disagreement, but they utilized what had been agreed in their FGC plan to ensure it did not escalate and Johnny was not impacted; Donny walked away and left the house so as not to argue. The family had commented on how they have also noticed the change in both parents. The referrer also commented on how the family had stuck to their plan and made significant improvement through the support of the FGC. "They are not only thinking about themselves but also Johnny, and they communicate so much better now than before" 15
Case Study Two All names have been changed Three children were subject to a Child Protection Plan and had been for over a year. The children had a150 recently been placed in the Public Law Outline arena. The concerns centred around poor home conditions, lack of boundaries, parents not consistently engaging positively with professionals, children's unmet medical needs, the children being exposed to their mum's poor emotional regulation and poor school attendance. The purpose of the FGC was to address the issues and identify a safe and robust plan to keep the children safe and enable them to move forward. A plan was needed to support parents to sustain and maintain positive changes. As a result of the FGC 10 family members came together to identify a plan of support along with 5 professionals. The Children were able to attend the meeting and shared their views with the family. The children's views were listened to and included within the family plan. The family identified a plan that included who mum can reach out to when she is struggling and who the children can talk to if they are worried about Mum or feel unsafe. The family also put plans in place to ensure the children attended all appointments and to improve their school attendance. The children were able to share how they can help to keep their roorns tidy to help with the home conditions. The family made plans to clear the garden and boxes in the home with a tip run. The family came up with a plan for family member5 to do check ins on home conditions and would talk to parents if they were worried. Following the initial FGC the family came back together and participated in a review meeting. As a result of the FGC the condition of the house had significantly improved, so rnuch so that the allocated social worker had no concerns whatsoever with the interior of the house. Mum had support with her budgeting and all appointments were attended. The children's School attendance had improved along with communication between home and schools. Mum was now meeting with the schools to discuss the children's behaviour and attendance; this showed that she was being much more proactive than before the FGC. 16
Case Study Three All names have been changed The reason for the referral to a FGC was due to Isla's mental health and substance misuse. The local authority was concerned about poor home conditions, limited support network available and school attendance. Isla's daughter Lily had disclosed that she didn't want to go home because the house was messy, dirty, and smelly and there were cat faeces everywhere, that her mum was smoking cannabis in front of her and that she shouted and screamed at her. Additionally, Lily disclosed that Isla told her not to tell anyone what was going on at home or they would take her away and she would never see her again. The purpose of the FGC was to identify practical support to maintain good home conditions, support to ensure Isla remained free from substance misuse, as well as emotional support for Lily to ensure She is not socially isolated and is safe. As a result of the FGC the family produced a robust plan for sUPPOrt for both Isla and Lily. Isla had a clear network of people she can reach out to when she is struggling emotionally. The family made plans for Lily to attend activities and outlined who would do drop offs and pickups. Isla agreed to put in place a daily schedule for cleaning to support with maintaining the home environment and ensure the house is clean and tidy. She decided to start sharing a digital diary with a member of the support network to ensure all appointments are attended including her meetings to support her with her substance misuse. Following the initial FGC the family came back together for a review. The allocated Social Worker shared with the family that since the initial FGC meeting things had been going in a positive direction. Isla had a clear routine and had been proactive and did not need to be prompted by anyone. Isla was cannabis free, and social isolation was reducing. Lily was doing brilliantly and was completely different to when she attended the FGC. She was thriving and more confident. A family friend was also being assessed to offer short-term care for Lily, if this were to be required in the future. 17
Achievements Against Plan The focus areas for our Year One Action Plan were: Recruit a Fundraising Manager to focus on generating trusts & grants income 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 We recruited a Fundraising & Marketing Manager in August 2022. Their main focus initially was getting to know the organisation and rejuvenating our communications. Towards the latter part of the year applications began to be submitted; despite a very difficult climate we were delighted to be successful with the new projects detailed above. The progress made on training has been outlined in the previous section. As previously mentioned, we began the process of collecting more regular feedback to help track the impact of FGCS. This process is in the early stages and needs further development. Capacity issues meant that we did not have time to focus on exploring digital platforms to support more efficient an effective engagement with our beneficiaries. We held our first annual Staff Survey and a slightly amended version for Independent Coordinators. The response rate was very positive at 83% for staff and 76Yo for Independent Coordinators. The results were overwhelmingly positive. both sets of surveys show that people are proud to work and deliver seniices for Daybreak, are satisfied with their experience with Daybreak and would recommend Daybreak to others as an employer. The recruitment of a Fundraising and Marketing Manager has enabled us to develop our website and our communications making them more engaging, more relevant and in the case of our communications more frequent. In a short space of time, we have been able to reach a much wider audience and generate interest from a range of stakeholders in our services. In February 2024, we completed a survey of the public exploring the challenges people face, and their approach to seeking assistance. Of the 171 respondents. in the past 12 months, the following challenges were cited: 67Yo reported poor mental health 63% were impacted by financial or cost-of-living challenges 48% reported poor physical health 36% were impacted by unemployment or the risk of 34% were impacted by caring responsibilities Of those facing challenges, only 38% asked for help. When asked, 81% would consider an FGC as a route to obtaining help from their support network. This survey has helped us to evidence the need for FGCS and the areas in which they may be helpful. 18
Future Plans Plans for 2024-2025 are linked to the S-year strategy. The main areas of focus for the coming year are: Increase range of seniices on offer with a particular aim of securing funding for a community-based project, widening access to FGCs to families not involved with Children's Social Care. Increasing income generated through training, by broadening our offer and improving our marketing and promotion of training. Developing partnerships with other voluntary sector organisations where FGCS can add value to service provision. Improving our impact practice seeking to generate more evidence of the benefits for those participating in FGCS. 19
Financial Review DAY8REAK
Financial Review Summary 2024 2023 Income from charitable activities Income from Investments £693,283 £26,767 £720,050 £821,137 £12.696 £833,833 Expendlture from charitable actlvities £846,810 £976.035 Net Income/Expenditure -£126.760 -£142.202 Income LA Contract5 Granl Income • Income from Training * Investment Income i Other Income Expenditure Independent Coordinator Costs Direci Staff Cost5 Training Costs Indirect staff Costs Cfverhead Costs 21
In 2023-2024 Daybreak's income was £720,050 a 14% reduction on 2022-20231£833,833). This reduction in income is a result of not retaining the Hillingdon contract when it was retendered in the previous financial year. Expenditure for the year was £846,810, a 13% reduction on 2022-2023 (£976,035). Trustees invested in the recruitment of a Fundraising & Marketing Manager and a dedicated Training Manager in line with the strategic ambition to diversify income to increase financial sustainability. Reserves Policv As part of our annual financial review the Board considered the appropriate level of reserves required to enable the Charity to be managed efficiently and effectively. Daybreak holds reserve5 to: allow the management sufficient time to consider and implement how to replace funding or change activities in the event of unexpected drops in income allow the charity to navigate a period of growth as demand on services increases allow confident financial planning where there is little flexibility to costs without impacti ng on charitable activities allow the charity to navigate unexpected events that cause significant business disruption enable engagement with unanticipated strategic opportunities and action against critical threats allow the charity to fulfil contractual obligations in the event of unanticipated financial stress The Board has established a reserves policy to hold at least three months 'free reserves,, expressed as a proportion of overhead costs for the coming year 2024-2025, this would represent a requirement of unrestricted funds of at least £167,000 (2023-2024, £160,000). 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, after designated funds, as at 31 March 2024 of £614,941 {£756,701 at 31 March 20231 meets the requirements of the Reserves Policy for the coming year. The Trustees regularly review how to best utilise reserves whi15t 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,. Change of Auditors During the year Knight Goodhead were appointed as Auditors, replacing Fiander Tovell. 22
Governance DAYBREAK
Structure, Governance and Management Governing Document Daybreak is a charitable company limited by guarantee, registered in England and Wales; 5t the charity was established on l June 1999 and it is governed by its Articles of Association. Board of Trustees The Trustees have ultimate responsibility for the effective and efficient running of the cha rity, ensuring that it is delivering against its charitable objects and providing public benefit. The Trustee5 of Daybreak 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 a5 Trustee, but they may be reimbursed for reasonable and necessary expenses. 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 Trustee5 may be nominated, sought out or volunteer thernselves 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 (the "Board") by a majority vote at a meeting of Trustees. The full trustee status occurs once a DBS check has been obtained. 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 their meetings held within a period of six months and that the Trustee5 resolve that his/her office be vacated. Trustee Induction & Training The CEO oversees the induction of new Trustees. Trustee induction is divided into four key areas of knowledge and understanding: l. The Nature of the Charity 2. Role of the Trustee 3. Board155ues 4. Building a Link with our People All Trustees are also required to undertake Safeguarding training and are encouraged to attend a short training overview of the FGC process. this enables 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. 24
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 rneetings through the Balanced Scorecard. The Senior Leadership Team consists of: Chief Operating Officer Finance Manager Office & Impact Data Manager Pay & Remuneration Daybreak place5 all job roles within a salary range. these are reviewed on an annual basis, based on comparable sector benchmarkin& 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 Trustee5 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: Serious data breach The most likely form of serious data breach would be through unauthorised access to our IT systems; whilst we do all that we can to ensure that this does not happen including retaining the services of an IT company, we have limited control over IT used by our Independent Co-ordinators. Whilst we use a secure system (DMIS} for beneficiary data, we have a cloud service for all other data, which could be breached if someone were determined to do so. Inability to secure new contracts We currently only deliver FGCs- the opportunity to apply for new contracts is severely limited with such a restricted service offer. Until such time as we have developed our service offer the likelihood of being unable to secure new contracts remains high. Expenditure greater than income Our current position is to invest in building future resilience, whilst we are doing this ou r expenditure will exceed income. We also have issues where some contracts are not meeting budget due to poor referrals and failure of employed staff to deliver required number of FGCS to warrant their salaries; until this has been resolved expenditure will continue to exceed income. 25
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 cornpany 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 conslstently; observe the methods and principles in the Charities Statement of Recommended Practice (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 adeqLJate 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 15 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 15 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. Eleanor Emuss On behalf of the Trustees Date: 10 24- 26
Report of the Independent Auditors to the Trustees of Daybreak FGC Opinion We have audited the financial statements of Daybreak Family Group Conferences for the year ended 31 March 2024, which comprise the Statement of Financial Activities, Balance Sheet, Cashflow Statement and the related note5. 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 to the UK and 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 March 2024, and of 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. Basis of opinion We conducted our audit in accordance with International Standards on Auditing (UK) 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 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. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or col lectively, may cast significa nt doubt on the charitable company's ability to continue as a going concern for a period of at least 12 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 Trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our 27
auditor's report 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. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statement5 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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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. Matters on which we are required to report by exception We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion: the company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by u5; or the company's 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 exemption in preparing the Trustees, Annual Report and take advantage of the small companies exemption from the requirement to prepare a strategic report. Responsibilities of the Trustees As explained more fully in the report of the executive committee, the Trustees 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 a5 they 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 charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unle55 the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 28
Auditor's responsibilities for the audit of the financial statements We have been appointed as auditor under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effect thereunder. 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. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatement5 in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.. 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 charitable company through discussions with Trustees and other management and we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence. We assessed the susceptibility of the charitable 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 and considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations. 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 and investigated the rationale behind signif icant or unusual transactions. In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: agreeing financial statement disclosures to underlying supporting documentation; reading the minutes of meetings of those charged with governance; and enquiring of management as to actual and potential litigation and claims; 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 29
required to identify non-compliance with laws and regulations to enquiry of the Trustees 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. A fu rther description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: https',//www.frc.org.uk/auditorsresponsibilities. This description form5 part of our auditor's report. Knight Goodhead Limited is eligible for appointment as auditor of the charitable company by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006. 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 rnatters we are required to state to them in an auditorfs 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's members as a body, for our audit work, for this report, or for the opinions we have formed. CJ GOODHEAD FCA Senior Statutory Auditor Knight Goodhead Limited Dated: INJ0 3£>'ZF Chartered Accountants and Statutory Auditors 7 Bournemouth Road, Chandler's Ford, Eastleigh, Hampshire, S053 3DA 30
Accounts DAYBREAK
DAYBREAK FAMILY GROUP CONFERENCES STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED ST 31 MARCH 2024 Notes Unrestricted Restricted Total Total Funds Funds 2024 2023 Income and endowments from.. Cha ritable activities 619.527 73,756 693,283 821,137 Investment Income 26,767 26,767 12,696 Tota I 646,294 73,756 720,050 833,833 Resources Expended Raising Funds 11,526 11,526 12,063 Charitable Activities 767,073 58.756 825.829 957,660 Other 9,455 9,455 6,312 Total 788,054 58,756 846,810 976,035 Net (Resources Expended)/lncoming Resources (141,760} Is,0 (126.7601 1142,2021 Transfer between Funds Net {Resources Expendedl/lncomin8 Resources after transfer between Funds (141,760) 15,000 1126,760} 1142,2021 Net Movement in Funds: Fund balances brought forward at I, April 2023 756,701 756,701 898,903 Fund balances carried forward at 31, M3rch 2024 18 614,941 15.(YJO 629,941 756,701 32
DAYBREAK FAMILY GROUP CONFERENCES ST BALANCE SHEET AS AT 31 MARCH 2024 Notes 2024 2023 Fixed Assets Ta ngible Assets io Current Assets Debtors Cash at Bank and in Hand li 184.174 621.266 82,862 815,339 805,440 898,201 Creditors: amounts falling due within one year 12 1137,3971 198,305) Net Current Assets 668,043 668.043 799,896 799,896 Total Assets less Current Lia bilities Creditors: amounts falling due after more than one year 14 14.4321 {3,6001 Provisions for liabillties and charges 15 (33,6701 139,5951 Net Assets 629,941 756.701 Funds: U nrestricted Funds Genera l unrestricted funds 614.941 614,941 756,701 756,701 Restricted Funds Is,000 Tota l Funds 18 629,941 756.701 These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. The financial statements (pages 32 to 47) were approved by the trustees on behalf by: and signed on their Eleanor Emuss, Chair of Trustee5 Geoff Millard. Treasurer Company Registration No. 3780726 33
DAYBREAK FAMILY GROUP CONFERENCES ST CASH FLOW FOR THE YEAR ENDED 31 MARCH 2024 2024 2023 Cash flows from operating activities: Net cash provided by operating activities Cash flou from Investing activities I nterest received Purchase of Equipment 1220,840) 1200,9171 26,767 12,696 Net cash provided by investing actlvitie5 26,767 12.696 Cash flows from financing activities Net Cash provided by f inancing activities Change In cash and cash equlvalents In the reportlng perlod 1194.0731 1188, 2211 Cash and cash equivalents at the beginning of the reporting period 815,339 1,003,560 Change in cash and cash equlvalents due to exchange rate movements Cash and cash equ ivalents at the end of the reporting period 621.266 815,339 Reconciliation of net income/(expenditure) to net cash flow from operating actlvltles Net income/lexpenditurel for the reportlng period {as per the statement of financial activitie5} Adjusted for: Depreciation cha rges Dividends, interest and rents from investments 11 ncreasel/decrease in debtors I ncrea5e/ldecrease} in creditors 1126.7601 1142,2021 3,224 112, 6961 50,269 {99,5121 126, 767) 1101, 312) 33,999 Net cash provided by operating activities (220,8401 1200.9171 Analysis of cash and cash equivalents Cash in hand Notice deposits {less than 3 months) 621,266 815,339 621,266 815,339 34
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 ACCOUNTING POLICIES The principal accou nting policies are summarised below. The accounting policies have been applied consistently throughout the year and in the preceding year. Accountin convention These accounts have been prepared in accordance with FR5 102 '*he Financial Reporting Standard applicable in the UK and Republic of Ireland" {"FRS 102"), "Accounting and Reporting by Charities" the Statement of Recommended Practice for charities applying FRS 102, the Companies Act 2006 and UK Generally Accepted Accounting Practice as It applies from l January 2015. The charitable company is a Public Benefit Entity as defined by FRS 102. The accounts are prepared in sterling IGBPI, which is the functional currency of the charitable company, Monetary amount5 in these financial statements are rounded to the nearest £. The accounts have been prepared on the historical cost convention. The principal accountin8 policies adopted are set out below. bl Com an Status The Charlty Is a prlvate Ilmlted company limited by guarantee incorporated in England and Wales. The members of the company are the Trustees named on page 48. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The reElstered office of the Charity is detailed on page 48. Goin concern Working in a sector where funding continues to be ti8ht, Daybreak continue to apply for alternative sources of funding and reduce costs where necessary. This will enable the charitable company to continue to provide Local Authorities with the best possible service with the Ilmited f und5 avallable. At the ti me of approving the accounts, the Trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable futu re. Thus, the charitable company continues to adopt the going concern basis of accountin8 in preparing the accounts. dl Fund Accountin U nrestricted f unds are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. Designated funds com prise funds which have been set aside at the discretion of the trustees for Specific purposes. The purposes and uses of the designated funds are set out in the notes to the accounts. Restricted funds are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular pu rposes. The cost of raising and administering such f u nds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial Statements. 35
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 Incomin Resources All incoming resources are recognised when the Charity is legally entitled to the income and the amount can be quantified with reasona ble accuracy. The following specific policies are applied to particular categories of income: Grants, including Government Grants and contracts, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant. Incoming resources from grants, including government grants and contracts, where related to performance and specif ic deliverables, are accounted for as the charity earns the right to consideration by its performance. Income is deferred when the monies being paid over are specifically designated for a future time period. Donated services and facilities are included at the value to the charity where this ca n be quantified. No amou nts are included in the financial statements for Services donated by volunteers. Investment income is included when receivable. fl Resources Ex ended Expenditure is reco8ni5ed on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates. Costs of generating funds comprise the costs associated with submitting applications for new funding. Charitable expenditure comprises 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 costs of an indirect nature necessary to support them, All costs are allocated between the expenditure categories of the Statement of Flnancial Activities ISOFAI on basis designed to ref lect the use of the resource. Costs relatin8 to a particular activity are allocated directly with the exception of the cost of fund raising which has been split as a percentage of the general staff costs and expenses within the Support Costs category. Organi5ational overheads are allocated directly to an overhead cost centre. The individual projects make a contribution to cover these costs by way of a transfer. The details are set out in note 6. gl Tan ible Fixed Assets Ta ngible fixed assets are stated at cost less accumulated depreciation. Assets costing less than £500 a re not capita lised. Depreciation is provided at rates calculated to write off the cost of each asset on a straight line basis over its expected useful economic life which in all case5 is estimated at 3 yea rs. The gain or loss arising on the disposal of a n asset is determined a5 the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financidl activitie5. 36
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 h) a irment At each reporting end date, the charitable company reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have Suffered an impairment loss. If any such indication exi5t5, the recoverable amount of the asset is estimated in order to determine the extent of the impairment1055 (if any). Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Cash and cash e uSvalents Cash and cash equlvalents include cash in hand. deposits held at call with banks, other short-term liquld investments wlth oriEinal maturities of three months or less, and bank overdrafts. Bank overdrafts are shown wlthin borrowings in current liabilities. kl Creditors Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due. Flnanclal instruments The Charity only has financial assets arbd financial liabilities of a kind that qualify as basic f ina ncial instruments. Basic f inancial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Basic fina ncial assets Basic fina ncial assets, wh ich include debtor5, cash and bank balances, are initially measured at transaction price including transaction costs. These a re subsequently carried at amortised cost using the effective interest method, un less the arrangement constitutes a financing transaction. Where the transaction is measu red at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. Basis fina ncial liabilities Basic financial liabilities, including creditor5 and bank loans are initially recognised at transaction price unless the arrangement con5titute5 a *inancial transaction. Where the debt instrument is measured at the present value of the futu re receipt5 discounted at a market rate of interest. Financial liabilities classified as payable within one year are Dot amortised. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. 37
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 Pension Costs The Charlty contributes to either an employee's individual pension plan or to a stakeholder ponsion scheme wh ich Daybrea k administers on behalf of its employees. Expenditure is charged on an accruals basis in accordance with the employee's contract of employment. pl eratin Leases Rentals payable under operating leases are charged against income on a stra ight line basi5 over the period of the lease. ql Provisions Provlsions are recognised when the charitable company has a legal or constructive present obligation as a resu It of a past event, it is probable that the charitable company will be required to settle that obligation a nd a reliable estimate can be made of the amount of the obligation. The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the reporting end date, taking into account the risks and uncertainties surrounding the obligation. Where the effect of the time value of money is material. the amount expected to be required to settle the obligation is recognised at present value. When a provision is measured at present value the unwinding of the discou nt is recognised as a f inance cost in net incomellexpenditurel in the period it arises. ee benefits The cost of any u nused holSday entitlement is recognised In the perlod in which the employee's services are received. Termination benefits are recognised immediately as an expense when the charitable company is demonstrably committed to terminate the employment of an employee or to provide termination benefits. Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. ESTIMATES AND JUDGEMENTS In the application of the charitable company's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on h istorical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affect5 only that period, or in the period of the revision and f uture periods where the revision affects both current and future periods. There were no key estimates or judgements that would materially affect the accounts. 38
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 GRANTS AND CONTRACTS 2024 2023 Income arising from the provision of Family Group Conferences and related activities 693.283 821,137 Represented by". Restricted Income Unrestricted Income 73,756 619,527 821,137 INVESTMENT INCOME 2024 2023 Interest received 26,767 12,696 Investment income was unresticted in both current and prior years GOVERNMENT GRANTS 2024 2023 Deferred Income b/fwd Income received from Government Grants Amount released to income Deferred Income clfwd 15,000 (15,000) This Grant is from Reading Borough Council for a pilot with the Royal Berkshire Hospital Discharge Team, this is part of the discharge pathway planning to prevent readmission5. 39
DAYBREAK FAMILY GROUP CONFERENCE5 NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 TOTAL RESOURCES EXPENDED 2024 2023 Costs d irectly allocated to activities Staff costs and expenses C05t of family meetin85 Office costs Audit fees 217,297 331.897 4,522 9,241 214 296,078 367,013 4,522 6,282 30 Trustee & regulatory Support costs to which the projects make a contribution General staff costs & expenses Office costs Lega l & profe5slona I Bank charges I nsurance 230.523 41,310 7,189 2,370 2,247 241,266 46,555 6,781 2,293 1,991 3,224 Depreciation Total Resources expended 846, 810 976,035 Represented by,. Restricted Expenditure Unrestricted Expenditure 58,756 788,054 23,813 952,222 846,810 976,035 NET INCOMING RESOURCES FOR THE YEAR 2024 2023 Total Resources expended include- Auditors, Fees: Audit Other Services Depreciation 9,241 1.656 6,282 1,656 3,224
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 STAFF COSTS 2024 2023 Wages and Salaries Social Security costs Pension costs 383.874 33,033 24,987 450,835 47,911 30,430 441,894 529,176 Total remuneration and benefits of Key Management Personnel was £201,501 {2023 £183,562>. One employee received emoluments of £60,000 to £70,000 p.a. The average monthly number of employees during the year was 1412023 - 151 2024 2023 io Full Time Staff Part Time staff Full Time equivalents li 13 Retirement benefit schemes Defined contribution schemes The charitable company operates a defined pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charitable company in an independently administered fund, The charge to income and expenditure in respect of defined contribution schemes is £24,98712023 - £30,430) of these £2,98512023- £2,906) contributions are unpaid as at the balance sheet date. TRUSTEE REMUNERATION & RELATED PARIV TRANSACTIONS There are no related party transactions in the year. No Trustees received any remuneration during the year whilst in office12023 - £nil). One Trustees12023 - nil) received reimbursement of travel and accommodatlon expenses of £214. No Trustee or other person related to the charity had any personal interest in a ny contract or transaction entered into by the charity. 41
DAYBREAK FAMILY GROUP CONFERENCES NOTE5 FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 io. TANGIBLE FIXED ASSETS Project and Office Softwa re Development Total Equipment Cost At 1st April 2023 Additions 9.669 21,060 30,729 At 31st March 2024 9.669 21,060 30,729 De reciation At 1st April 2023 Charge for year 9,669 21,060 30,729 At 31st March 2024 9.669 21,060 30,729 Net Book Value At 31st March 2023 At 31st March 2024 I ncluded in the above are assets held under hire purchase contracts wlth net book value of £ Nil 12023 £nill and depreciation charged in the year of £nil (2023 £3,224). Software Development is a Management Information System that has been developed and went live in April 2019. This is being depreciated over 3 years in accordance with the Tangible Fixed Assets accounting policy. 11. DEBTORS 2024 2023 Grants & Contracts Receivable Prepayments and accrued income 146,986 37,188 51,949 30,913 184,174 82,862 42
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31. MARCH 2024 12. CREDITOR5'. AMOUNTS FALLING DUE WITHIN ONE YEAR Trade Creditors Taxation and Social Security costs N et Obligations under hire purchase contracts Other creditors Accruals and deferred income 20,881 8,868 2,400 4,701 100,547 21,028 8,212 1,800 1,524 65,741 137,397 98,305 Net obligations under hire purchase contracts are secured on the assets concerned. 13. DEFERRED INCOME Deferred income comprises monies received in advance for activities that are specified to take place in a future accounting perlod. Ba lance as at l April 2023 Amounts released to incoming resources Amount deferred in year 49,882 149,882) 86,103 Balance as at 31 March 2024 86,103 14. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR Net obligations under hire purchase contracts 2024 2023 Repayable within one year Repayable within one and five years 2,400 4,432 1,800 3,600 6,832 12,4001 5,400 11,8001 I ncluded in lia bilities falling due within one year 4,432 3,600 Net obligations under hire purchase contracts are secured on the assets concerned. 43
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 15. PROVISIONS FOR LIABILITIES AND CHARGES Balance as at l April 2023 Amount5 released to incomin8 resources Amount deferred in year 39,595 {39,595) 33,670 Balance as at 31 March 2024 33,670 The provision relates to family group conferences and associated work that has been commissioned prior to the year end. The exact cost of each family meetin8 can vary, and the provis ion is calculated using best estimates. 16. FINANCIAL COMMITMENTS At 31 March 2024, the charitable company was committed to makin8 the following payments under non-cancella ble operating leases. 2024 2023 Operating leases which expire: Less than l year Between l and 2 years Between 2 and Syears Over 5 years 2,400 2,008 2,424 1,004 6,832 1.004 Total operating lease payments in the year were £2,40012023 £2,400). 17. FINANCIAL INSTRUMENTS Ca rrying amount of financial assets: Debt instruments measured at amortised cost 768,252 867,289 Ca rrying amount of financial liabilities: Measured at amortised cost 27,713 26,428 44
DAYBREAK FAMILYGROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 18, MOVEMENT IN FUNDS Notes At 1st April 2023 At 31st March 2024 I ncome Expenditure Transfers Restricted Funds: Government Grant Lifelong Links 18.2 15,000 58,756 15,000 18.3 (58,7561 Total Restricted Funds 73,756 158,756} 15,000 Unrestricted Funds Designated Funds 756,701 646,294 (788,054) 614,941 Total Funds 756,701 720,050 1846,810) 629,941 Notes At 1st April 2022 At 31st March 2023 Income Expenditure Transfers Re5trlcted Funds: Government Grant 18.1 23,813 123,8131 Tota l Restricted Funds 23,813 {23,813) Unrestricted Funds Designated Funds 875,090 833,833 {952,2221 756,701 Total Funds 898,903 833,833 {976.0351 756,701 18,1 Grant from the Department for Education to implement the role out of the Innovations model of FGC to 22 Local Authorities across England. 18,2 Grant from Reading Borough Council for a pilot with the Royal Berkshire Hospital Discha rge Team, thi5 15 part of the discharge pathway planning to prevent readmissions. 18.3 Funding for Lifelong Links projects in Portsmouth and Wiltshire to work with children in care to reconnect them with people who can offer them support. 45
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31" MARCH 2024 19. ANALYSIS OF NET ASSETS BFfwEEN FUNDS Unrestricted Funds Restricted Tota I Funds Fund balancesat 31st March 2024 are represented by: Tangible Fixed Assets Net Current Assets 653.043 {4.4321 133,6701 15,000 668,043 14,4321 133,6701 Creditors due after more than one year Provisions for liabilities and charges Total Net Assets 614,941 15,000 629,941 Unrestricted Funds Restrlcted Funds Tota I Fund balances at 31st March 2023 are represented by: Tangible Fixed Assets Net Current Assets Creditors due after more than one year Provisions for1Sabilities and cha rges 799.896 (3,600) 139,5951 799,896 {3.6001 139,5951 Total Net Assets 756,701 756,701 46
DAYBREAK FAMILY GROUP CONFERENCES NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31sI MARCH 2024 20. COMPARATIVE STATEMENT OF FINANCIAL AcfiviTY Notes Unrestricted Restricted Total Funds Funds 2023 Income and endowments from: Charita ble activities 821,137 821,137 Investment I ncome 12,696 12,696 Total 833,833 833,833 Resources Expended Raising Funds 12,063 12,063 Charitable Activities 933,847 23,813 957,660 Other 6,312 6,312 Total 952,222 23,813 976,035 Net (Resources Expendedlnncoming Resources {118,3891 23,813 1142,202) Transfer between Funds Net (Resources Expendedlllncoming Resources after transfer between Funds (118,389} 23,813 {142,2021 Net Movement in Funds.. Fund bala nces brought forward at I" April 2023 875,090 23.813 898,903 Fund balances carried forward at 31, March 2024 18 756,701 756,701 47
Legal & Administrative Information Board of Trustees Chair,. th Max Bullough (Resigned 24 October 2023) Eleanor Emuss {Elected 24th October 2023) Geoffrey Millard Donna Hill (Appointed 18 April 2023, Elected 24 October 2023) Vic Stenning Henrietta Lacey-Gutsell (Appointed 18th April 20231 Tutu Ariyo (Appointed 18th April 2023) Treasurer: Vice Chair: th th th Wendy Eves {Appointed 24 January 2024) Andrew Pease Secretary: Senior Leadership Team CEO: Debbie Burns coo: Karen Brown Andrew Pease Finance Manager: Office & Impact Data Manager: Anna Coad Registered Office Address: Wessex House Upper Market Street Eastleigh Hampshire S050 9FD 02380 696644 headoffice Tel: Email: breakf c.or .uk Charity Number: 1077607 Company Number., 3780726 Registered Auditors Name., Address: Knight Goodhead Limited 7 Bournemouth Road Chandler's Ford Eastleigh S053 3DA Bankers Name.. Address: Lloyd5 Bank Eastleigh Branch PO Box 1000 Hampshire BXI ILT 48
DAYBREAK SubJerib• www.daybreakfgGorg.uk I head0ffi@daYbreakf8c.or8.uk l @daybreakcharlty We55ex House, Upper Market Street, Eastleigh. Hampshire, S050 9FD1023 80 696 644 Registered Charity No.. 1077607 Company No.. 37807261 Reglsteced in England and Wales. Limited by guarantee