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2024-03-31-accounts

2023-24

Annual Report Incorporating the report and financial for the period ended 31 March 2024

Contents

Contents
Foreword (CEO) 3
Foreword (Chair of Trustees) 5
About us 7
Report of the trustees 9
Aims and achievements 2023-24 10
Looking forward: aims for 2024-25 21
Structure, governance and management 25
Report of the independent auditors 28
Statement offinancial activities 32
Balance sheet 33
Cash flow statement 34
Notestothefinancialstatements 36

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FOREWORD

Verity Glasgow, CEO

At a time where misinformation can move quickly, evidence worked from an evidence base, building trust and credibility matters more than ever. For over fifty years, OnePlusOne has

are not based on beliefs or opinions. They are based in what the evidence tells us is most likely to help. We adapt as we learn.

By demonstrating and teaching relational skills, we empower people to take action towards strengthening the relationships

promotes positive outcomes for all involved. This type of proactive support allows people to forge their own paths, using skills and knowledge to build healthy relationships and make positive choices about the way they relate to others – at home, at work, or online.

This year we have expanded our focus from the family home to the workplace, recognising the

Research shows that 72% percent of people would be more likely to stay at a job where they feel supported and valued than a job where they don’t feel valued but are paid 30% more. When colleagues build strong and respectful connections, it leads to better communication, collaboration, and trust. This is why we have focused our efforts on bringing our relational capability expertise to the workplace.

Separating better app has brought together decades

process of separation with the wellbeing of all family members in mind. As well as providing muchneeded support, our evaluation will provide insights into how we can adapt and improve our service as it evolves.

We have continued our work with local authorities, providing digital behaviour change interventions to support families in their local communities and training over 1,000 practitioners to deliver this critical work. We look forward to working with the new government and are urging them to fund resources nationally, allowing practitioners everywhere to have these resources in their toolkit and ending the postcode lottery for the families who need them.

As we look to the year ahead, we are embracing technological advances while using evidence

these new and exciting innovations.

One Plus One Marriage & Partnership Research

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We have always excelled at translating research evidence into tools that people can use in their everyday lives. Part of our role is to apply this research to real-life settings, furthering the evidence base as we employ new developments in our interventions. Keep an eye on Separating better to see how we are doing this. We will also be carrying out market research around education, healthcare, young people, and beyond – looking at where the need is and what we can do to further our mission of relational capability for all.

CEO

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FOREWORD

Ruth Kennedy, Chair

This Annual Report tells an important story,

to straddle the worlds of academic research, of frontline practice, and of households up and down the country. We remain committed to leveraging research insights to support the development and maintenance of strong, healthy relationships – whether in the workplace or in the living room.

few seem to offer the rigor that OnePlusOne employs. That’s why the launch of our Separating better app is particularly exciting. This resource puts evidence-based tools directly into the hands of parents navigating separation – something as a Board we have aspired to achieve for years. As we assess its usage and gather feedback, we aim to deepen our understanding of what users truly need and what helps them most.

As trustees we remain deeply grateful for the dedication and energy of the OnePlusOne team that lies behind all the achievements and developments laid out in this report. Together with our broader networks, we look forward to continuing to ask thoughtful questions, explore practical solutions and share our learning widely, in pursuit of relational capability for all.

Ruth Kennedy Chair

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It is never too late to learn the skills that can help you have happy and healthy relationships

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ABOUT USs

OnePlusOne�is�a�leading�research�and�innovation�charity�with�over�50�years’�experience�in� relationship�science.�We�create�evidence-based�resources�to�help�people�learn�relationship� skills�that�will�serve�them�throughout�their�lives.�

To develop these innovative resources, we combine evidence from a range of disciplines. Our inclusive co-design process involves the people that the resources are created to support, including parents and practitioners from communities all over the country.

It�is�never�too�late�to�learn�the�skills�that�can�help�you�have�happy�and�healthy�relationships.�Our� research and evaluation contributes to the wider evidence base on how relationships work and their impact on individuals, families, and society.

Vision

Relational capability for all.

Mission

We envisage a world where everyone has the knowledge and skills to form, maintain, and strengthen relationships with the people in their lives. We empower people to do this through evidence-based training and digital resources.

Objectives�for�the�public�bene𿿿t

Our�objectives�for�the�public�bene񯿿t�are:�

Where ‘committed relationship’ means marriage, civil partnership, or an enduring family relationship whether recognised in law or otherwise, and whether or not the relationship is conducted in the same household.

Values

We are inclusive, transparent, evidence-based, relatable, and progressive.

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The team

We are a small, agile organisation with a unique range of expertise. Each member of our team is passionate about our mission and is encouraged to grow and develop with the organisation. Thank�you�to�all�our�core�staff�and�associates!�

Core staff

Associates

Trainers

Placement�students

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REPORT OF THE TRUSTEESs

OnePlusOne Marriage and Partnership Research — for the year ending 31 March 2024.

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present�their�report�with�the�񯿿nancial�statements�of�the�charity�for�the�year�ended�31�March�2024.� The�trustees�have�adopted�the�provisions�of�Accounting�and�Reporting�by�Charities:�Statement�of� Recommended Practice applicable to charities preparing their accounts in accordance with the Financial�Reporting�Standard�applicable�in�the�UK�and�Republic�of�Ireland�(FRS�102) (effective�1�January�2019).�

Public�bene￿t

All our charitable activities focus on providing a broad range of early interventions in support of relationships�and�are�undertaken�to�further�our�charitable�purposes�for�the�public�bene񯿿t.�We�work� in partnership with other organisations and have established online services accessible to the general�public.�This�allows�us�to�greatly�extend�the�reach�of�our�services.�The�Trustees�con񯿿rm� that in exercising their powers and duties, they have complied with their duty to have due regard to the�guidance�on�public�bene񯿿t�published�by�the�Charity�Commission.�

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Aims and Achievements 2023-2024

1. Improve service delivery platform and experience experience

We have continued to license our

and Wales, with 97 local authorities in licence across the year. This includes four local authorities signing up for the first time. and four customers who returned to license.

Marriage Care This year, another charity has licensed our RPC digital

resources for the first time. Marriage Care will use these resources to triage couples awaiting counselling. Marriage Care found that couples on their waiting list were becoming rriage‘oming

the time they were able to access support.

Their aim is to provide interim support, ensuring both parties enter counselling with more self-

Arguing better and Me,

You and Baby Too for intact couples, they have included Getting it right for children for cases where counselling has come too late to restore the relationship.

Lunch & Learns

We have continued to offer Lunch & Learns for local authorities that license our RPC digital package. We have delivered four sessions, with between 60 and 120 attendees at each. This year, we covered topics such as delivering the OnePlusOne digital package in group settings, strategic rollout of RPC products, case studies of families who used the OnePlusOne digital resources, and

local authorities to share their real world examples of working with the OnePlusOne resources.

Coordinators’ events

We continued to host our popular Lunch & Learn events. Each event typically attracts over 100 participants.

Our inaugural RPC coordinators’ event took place in late 2023, with a follow-up event in February 2024. Local authorities have told us that the RPC coordinator role can often feel isolating. These events provide an opportunity to come together by sharing concerns and solutions, creating ideas for delivery, and developing a supportive community.

November’s event focused on understanding the culture change that is needed to roll out RPC pathways, including discussions

around training and Family Hubs. For February’s event, we invited coordinators to talk about their most pressing issues and share ideas for best practice on how to navigate these.

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We launched online coordinators’ events in local authorities where our package is licensed. These attracted an average of 40 practitioners to each event, coming together to share ideas about how to effectively engage parents with our digital interventions.

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Train the Trainer

the Reducing parental conflict digital intervention training to their teams. We revamped this training to better assist the practitioner’s learning journey. We also included a section for delegates to devise their own personalised training plans.

current programme includes mixed-cohort follow-up sessions three months after training, where newly trained facilitators can share their learning experiences and receive further support from OnePlusOne colleagues. Feedback has been positive and we have been encouraged to hear how the programme has been effective, embedding the knowledge and skills within the workforce, ensuring greater sustainability.

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Over the year,
we ran 25 TTT
courses for 139
practitioners
across 35 local
authorities.
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This year a number of local authorities invited us to speak at remote and in-person seminars to raise awareness around the importance

We have attended events with practitioners from Derby, Gloucester, Hampshire, and Cambridgeshire.

To build and maintain positive relationships, it’s essential to make time to speak directly with practitioners who are using our resources or may use them in future. By attending these seminars, we offer the opportunity to raise the

the impact of our work in this area.

New areas

We are excited to be helping families in four

North East Lincolnshire, and Newcastle. We also welcomed back families from four areas that have returned to OnePlusOne

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Translating our Getting on Better cards

We now offer our Getting on Better and Getting it right for children cards in 13 languages. These are currently being used by nine English local authorities, with the most popular languages being Polish, Arabic, and Urdu. Local authorities in Wales all have access to Welsh language versions of the cards at no additional cost. This was made possible with support from Helo Blod.

Middlesborough, and Lancashire.

licenses. We have received commitments from Hackney, Halton, Sutton, and Trafford for the financial year 2024-25. Given the uncertainty around local authority funding beyond were pleased to see commitment from these new authorities.

2. Build on research, investment, and experience

platform. After researching these systems, it was concluded that none would be able to meet our requirements. In order to meet them, we would need to build something bespoke which would be too costly and require more time than we had.

These included adding more analytics options and providing new ways to gather data, which were high on our list of priorities. These improvements help us to continue having a better understanding of our user engagement and performance, with greater insights into how they’re progressing

using the best out-of-the-box software for our requirements.

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Separating better

Our successful application to the DWP Challenge

year on Separating better, our app for separating parents. All development work for the app was completed before launching Separating better at the end of March 2024 for testing in the following

Separating better has been developed to provide practical and emotional support to parents who are thinking of separating, are in the process of separating, or have recently separated or divorced. The hope is that this will help them navigate the complexities of separation while minimising the negative impact on themselves and their children. Separating better features advice and guidance articles, a budgeting tool, a parenting plan, local support service signposting, and domestic abuse signposting, with a digital behaviour change

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Separating
better
Discover
Separating
better
manigene
your co-parenting
companion
Are you a parent who is Download our
navigating life changes? FREE app and start your journey on a
Our FREE app is just healthier path
for you. oneplusone.org.uk/Visit
What Separating better offers: separating-better
or scan the
l SELF-GUIDED SUPPORT QR code
expert emotional advice and practical tips
such as childcare and financial arrangements
l PROGRESS TRACKING
easily monitor your journey and
achievements as you navigate separation
l EMOTIONAL READINESS QUIZ
get a sense of where you are in your
separation journey with our quiz
l CO-PARENTING TIPS
stay organised and communicate effectively
with your co-parent
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communication resolution skills for their co-parenting journey.

Quarter 1 (June-August 2023) focused on preparation and development with three separate

separating and divorcing parents’ use of technology, and one on where separating and divorcing parents go for support in the UK. We also established the project team including recruiting new staff members to support with the project, established an advisory board of experts, began development of our marketing and communications strategy, and completed our evaluation

Northumberland.

We recruited parents as part of our co-production strategy and spoke with 11 mums and three dads about their experiences of separation. These sessions allowed us to better understand the experiences of separating parents, the kinds of things

language they use when discussing their co-parenting relationships, and how they communicate with each other in general. This ensures our content is relevant to parents who use the app. We then developed the wireframes and interactive prototype for Separating better and commenced production with our development agency, Holdens.

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Quarter 2 (September-November 2023) we focused on content development for Separating

this was Work it out

and communication skills grounded in relational capability. Our content team wrote the scripts, consulted on casting, and worked with Blackbarn Media to produce the videos. During this quarter, we also made progress on developing a budgeting tool and a parenting plan section.

By Quarter 3 (December-February 2024) we began piloting the test version of Separating better in our two pilot local authorities. Throughout the pilot phase, we analysed preliminary demographic and baseline data of pilot app users and reviewed this alongside feedback from stakeholders to provide an enhanced iteration of the app. Adaptations were also made, with 12 updates released in the pilot phase.

Due to the time constraints of the project funding and the desire to achieve the maximum number of downloads and users, we used paid media marketing to promote engagement. Our CEO Verity Glasgow was featured on a TV news piece for the BBC. The app was also covered in a news article about the piloting stage, and on the radio for Wave 105, giving us wider reach and awareness.

Separating better

"I absolutely love this app and have been using it with families and professionals already." A practitioner from Dorset talking about the app shortly after it launched

As of September 2024, it has since been downloaded 3,548 times and is being actively recommended by local authorities to families who are going through a separation or divorce.

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Divorce Podcast

Odell was a guest on the Divorce Podcast, hosted by Kate Daly. The podcast covers a wide range of discussions around various issues surrounding divorce and coparenting. This particular episode focused on ‘Separation in the workplace’ which tied in with OnePlusOne’s Relational leaders work, upskilling managers to support staff through tough times at home.

Jimi was a guest alongside Tesco’s Mustafa Faruqi and James Hayhurst, founder of the Positive Parenting Alliance. They talked about how employers can support staff during a separation and how a relational approach to work-life balance can help people to feel better both at home and at work.

The episode is available from The Divorce Podcast's website or wherever you get your podcasts.

3. Develop new Relational capability training

Relational capability is our new evidence-based programme designed to help frontline practitioners build effective relationships with their service users. The programme has been developed from evidence drawn together from the health and social care sector over the last decade about what makes for an effective helping interaction.

We collaborated with practitioners, researchers, and training experts to

“I hope this training is taught everywhere and anywhere possible. It’s vital for people to learn about this topic.”

A practitioner from Sutton talking about our Relational capability training

l An initial consultation with the lead commissioners or managers. l The full two-day course for 10 practitioners with subsequent

l Three-month follow-ups to help embed learning.

own casework observations and a practitioner handbook. These resources serve as training summaries and tools for additional learning.

The three core elements of the programme help to build skills in emotional competence, communication, and mentalisation. The course allows practitioners to develop and practice these

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working in a wide variety of settings, including family hubs, children’s centres, early help, and social care.

pilot delivered by OnePlusOne’s training manager, Stephanie Millward. Further programmes have trialled a hybrid model, combining a face-to-face workshop with a digital follow-up. In total, 38 practitioners have taken part in the Relational capability programme.

Feedback from the pilot programmes has been overwhelmingly positive. Many participants and

4. Reach out to new markets

Relational leaders

Over the last year, we continued our work with subject matter experts to review our existing programmes which have the potential for reach into new markets.

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Relational
leaders
handbook
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We spent some months reviewing previous material including our B.E.S.T. course, a short workplace version of Brief Encounters®. The consensus was to use the relational capability research to adapt this course to an organisational setting. We worked in collaboration with Dr Clare Murray, a relationship therapist, organisational psychologist and leadership coach; and Clive Hyland, a previous CEO, business coach, and organisational trainer, to develop a programme for leaders and managers in the corporate sector.

This new Relational leaders

face-to-face days with coaching-based action learning sessions taking place some weeks after the initial training, and additional meetings with organisational sponsors.

Our research team provided new research into corporate and organisational settings. With support from our associate Jenny Reynolds, we have created a handbook and an ‘Action learning journal’ to use in the pilot programme. We are developing a marketing and communications strategy targeting the corporate sector to help introduce us to this new market.

Relational leaders equips participants with skills based on three core areas for successful

training is based on building trust and psychological safety within teams, to positively impact performance, productivity, strategic partnerships, and organisational creativity.

Evidence shows that when line managers and leaders demonstrate effective relational skills, it improves employee wellbeing and staff retention. The pilot programme acknowledges the recent changes to workplace settings, including the impact of hybrid working and the environmental challenges that organisations face. Dr Clare Murray will deliver the pilots, tailoring the programme for organisations, and providing a personalised approach to suit team or away days.

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We envisage a world where everyone has the knowledge and skills to form, maintain, and strengthen relationships with the people in their lives

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Other business

Recruitment

To help with our Challenge Fund project and support with ongoing business, we recruited six new roles:�

l�Communications�o�cer��

l�UX�o�cer��

Equality, diversity, and inclusion

Following the success of the previous year’s pilot, we implemented a blind recruitment process for these roles. Personal information such as name, gender, nationality, and educational institutions are removed from applications to minimise unconscious bias in the hiring process. Panels are encouraged to evaluate applications based on skills and ability to carry out the role.

As part of our recruitment process, we offer to make reasonable adjustments to accommodate candidates with disabilities.

Mental health

OnePlusOne offers various forms of support to its staff, including an employee assistance programme,��exible�working�arrangements,�and�the�option�to�reduce�working�hours�for�those�who� wish to do so. Regular discussions are held with all staff members to promote and maintain a healthy work-life balance.

Ties with academic partners

We have maintained our relationships with academic partners, including the Centre for Behavioural Science�and�Applied�Psychology�(CeBSAP)�on�our�emotional�readiness�work�and�She�eld�Hallam� University through participation in their student placement programme.

This year, OnePlusOne has been involved in a number of research funding applications for academic partners. These include being an impact partner for the University of Surrey’s ESRC (Economic�and�Social�Research�Council)�bid�investigating�nostalgia,�a�cross-university�research� group application for University of Surrey and University of Southampton investigating the ‘digital good’ in relationships, and being included as a stakeholder partner for a potential research project at the University of Cambridge Centre for Child and Family Research.

OnePlusOne’s research lead, Dr Shannon Hirst, was also part of the successful bid for the 2026 International�Association�for�Relationship�Research�(IARR)�conference�that�will�be�held�in�Glasgow.�

Partnership with Emotional Health Alliance

The Emotional Health Alliance is a collaborative organisation run by the Centre for Emotional Health, focused on improving mental and emotional wellbeing of families. OnePlusOne is proud to�be�a�part�of�the�Emotional�Health�Alliance.�As�a�collective,�the�alliance�aims�to�in�uence�policy� to create a more emotionally healthy society. There are approximately 47 members from across different areas of support, understanding the importance of good emotional health.

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Seasonal Christmas social media campaign: 12 winter warmers

OnePlusOne had the opportunity to create a seasonal campaign in alignment with our pro-social behaviour change work. With the Christmas holidays being a time for relationships, connections, and ‘get togethers’ for so many, it seemed like the perfect time of year to engage.

Until this point, we had never created a dedicated seasonal, cohesive campaign spanning over a month as part of a series. A Christmas campaign proved to be a great opportunity to promote evidence-based research around behaviour change tips and guidance by linking back to the holiday season.

Our Communications team worked closely with our Research team to ensure all messaging was evidencebased and supported by previous research. This led to the creation of 12 clear, actionable bite-sized behaviour change gestures for people to try out over the Christmas period. These were aimed at improving relationships and communication, hopefully lessening feelings of loneliness, grief, and conflict over the Christmas holidays.

This was an organic campaign, pushed out via social media with our brand awareness in mind and engagement objectives outlined. This campaign was staggered across the month of December, culminating reach, engagement and content interactions, and over the holiday period. It was successful in increasing receiving post shares and user generated content (UGC), particularly on Facebook.

Although this was not the objective, we also saw a 2% increase in social media followers across our channels during this campaign. The campaign increased reach

something that had become challenging due to the changing nature of the platform.

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Looking forward

Aims for 2024-2025

  1. Further develop and implement a strategic approach for entering new markets with innovative products that enhance and nurture both personal and professional relationships. This approach will leverage market research, customer insights, and tailored marketing strategies to effectively meet the unique needs and preferences of diverse target audiences, fostering strong customer relationships and driving sustainable growth of the organisation.

  2. Expand the evidence base through re-igniting our partnerships with academic institutions, applying the latest research in our innovative products and content while sharing knowledge and expertise. The comprehensive evaluations of our products will inform continuous improvement, drive innovation, and support evidence-based decision making. This will enhance the quality and effectiveness of our resources and cement our reputation as industry experts and thought leaders in this area of applied research. We will reinforce ourselves as the go-to applied relationship research experts and producing not only our own research but also partnering with academics�to�create�impact�by�sharing�their�񯿿ndings�with�our�users.�

  3. Develop and promote a compelling narrative that underscores the importance of early intervention in relationships. This narrative will be grounded in evidence-based research and real�life�stories,�highlighting�the�bene񯿿ts�of�proactive�support�in�fostering�healthy,�resilient� relationships. By effectively communicating this message through various channels we aim to raise awareness, encourage timely action, and ultimately contribute to the wellbeing of individuals and communities – while increasing brand awareness.

  4. Consolidate the public-facing and professional websites into a single, cohesive online platform to�effectively�serve�the�diverse�needs�of�the�charity’s�stakeholders.�This�uni񯿿ed�website�will� enhance user experience, streamline access to information and resources, and strengthen our brand identity.

Success criteria

As�we�work�towards�these�aims,�we�will�measure�our�success�on�a�range�of�criteria:�

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Financial review

The results for the year are shown in the Statement of Financial Activities on page 32 and the 񯿿nancial�position�is�shown�in�the�Balance�Sheet�on�page�33.�In�2023-2024�a�surplus�of�£337k� (£153k�surplus�2022-2023)�was�recorded,�a�continuation�of�the�improvement�in�pro񯿿tability.�

Reserves policy

It�is�the�Trustees’�general�view�that�the�desirable�level�of�immediately�available�unrestricted� reserves�is�three�months’�operating�costs.�This�ensures�the�charity�can�cash�ow�its�activities� without recourse to drawing on longer term cash deposits if there are delays in payment from funders or clients and allows current activities to continue in the short term. Three months’ operating�costs�during�2023-24�were�£280k�and�the�balance�held�on�instant�access�with�Lloyds� Bank�Plc�was�£280k�at�the�year�end.�Trustees�regularly�review�the�reserves�policy�and�continue�to� maintain this position, at 31 March 2024.

Reserves which may be applied at the discretion of trustees comprised of the general fund, expendable�endowment,�and�funds�designated�by�trustees,�in�total�£753k.

Reserves�designated�for�development�and�delivery�of�services�and�the�general�fund�total�£617k,� with�a�further�£136k�available�at�trustees’�discretion�held�as�the�expendable�endowment.�Trustees� go�beyond�reviewing�the�level�of�reserves�by�regularly�reviewing�the�cash�ow�forecast�and� measuring�against�actuals�to�ensure�any�anomalies�or�cash-related�pressure�is�quickly�identi񯿿ed� and resolved.

Principal funding sources

The�charity’s�main�sources�of�funding�are�listed�above.�There�has�been�a�signi񯿿cant�change�in� funding�from�the�Welsh�Authorities�and�whilst�continuing�as�a�signi񯿿cant�contributor,�this�is�now� accessed through direct sales to local authorities rather than via grants which ended in March 2023.

OPO�were�awarded�grant�funding�via�a�Challenge�Fund�from�the�DWP�(England)�for�a�digital� intervention test and learn project to run from June 2023 to February 2025. This has provided a signi񯿿cant�source�of�income�although�offset�with�associated�expenditure.�

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Source 2023-2024 2022-2023
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Source 2023-2024 2022-2023
DWP - Welshgrant NIL £110,000
LA trainingand licence £776,764 £621,789
DWP Challenge fundgrant £473,424 NIL

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Financial position and going concern

At�the�balance�sheet�date,�OnePlusOne�had�unrestricted�reserves�of�£753k�(£416k�2022-2023)�and� restricted�reserves�of�£10k�(£10k�2022-2023).�Cash�at�bank�amounted�to�£1,174k�(£1,051k�20222023).

A focus on developing new products for 2024-25 will give us the opportunity to develop and investigate different income streams to support our strategic direction in broadening our reach and customer base beyond working with local authorities. This will primarily be within employee wellbeing,�public�and�commercial�sectors.�Beyond�this�year,�OnePlusOne’s�񯿿ve�year�strategy� focuses on bringing relational capability and leadership skills to different sectors such as health, social care, and commercial organisations, where there is a market.

Delivering�the�񯿿nal�evaluation�for�the�Challenge�Fund�Grant�in�this�year�will�offer�new�opportunities� for OnePlusOne in the divorce and separation market. An election during the year is likely to cause some delayed decision making for central and local government which we will keep a watching brief on and work closely with our current local authority customer base to ensure as much as we can that our workforce training and licensed digital products are a sustainable option.

With a combination of robust cash reserves and strong position forecast for the Reducing Parental Con�ict�opportunity�along�with�the�Challenge�Fund�grant�funded�project�trustees�are�of�the�view� that OnePlusOne remains able to meet its liabilities as they fall due in the twelve months ahead.

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Risk statement

The trustees consider the risks to the charity on a regular basis, in particular those related to the governance�and�management,�operations�and�񯿿nances�of�the�charity.�Risks�are�identi񯿿ed�and� assessed�for�their�likelihood�and�their�impact�on�both�reputation�and�񯿿nances.�Systems�are�in� place�for�mitigation�and�their�e�cacy�is�reviewed�by�the�CEO,�񯿿nance�manager,�and�trustees.

----- Start of picture text -----
Risk at 31 March 2024 Actions to mitigategateate
----- End of picture text -----

1.�DWP are committed to RPC until March l Central Government have been committed Central Government have been committed 2025�this�represents�a�signi񯿿cant�proportion� to supporting relationships within the UK of OPO’s income and was agreed under a since�the�1970s,�irrespective�of�which�party� previous parliament. There is a risk with a is leading. OPO remain a member of the new government in place, parliamentary Relationship Alliance who are continuing to objectives will be reviewed as part of the work to affect policy at this time of change. spending review and the impact of any change could downgrade RPC as a priority in the way is has been to date. 2.�OPO has experienced rapid expansion l OPO will utilise temporary contracts where OPO will utilise temporary contracts where especially�within�sta�ng�numbers�in�order�to� possible. facilitate grant awards. This could represent a l Further development of strategic goals, Further development of strategic goals, longer�term�񯿿nancial�risk�񯿿nancing�employees� such as new products to increase longer beyond the life of the project. term revenues beyond the life of the DWP funded project. 3.�Failure�to�deliver�the�񯿿nal�project� l Project manager function in place for the Project manager function in place for the evaluations could result in the non payment length of the project to oversee all key goals. of remaining grant claims by DWP and impact l Monthly project board meetings are held to Monthly project board meetings are held to future sustainability. assess any risks to project delivery and how to resolve. l Weekly maintenance of project risk register Weekly maintenance of project risk register to facilitate planning. l Monthly update meetings with the DWP. Monthly update meetings with the DWP. l The existing licensing model is being The existing licensing model is being reviewed to support sustainability considerations.

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Structure, governance and management

Governance

One�Plus�One�Marriage�and�Partnership�Research�was�originally�registered�as�a�charity�in�1971.� It�is�now�a�charitable�private�company�limited�by�guarantee,�as�de񯿿ned�by�the�Companies�Act� 2006.�It�was�incorporated�on�29�December�2000�and�registered�as�a�charity�on�13�August�2001.� It�commenced�activities�on�1�January�2002�with�the�transfer�of�operations�from�the�unincorporated� charity.

The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association.

Registered Charity Number:�1087994� Registered Company Number:�04133340

Registered�O�ce:�c/o�MHA�MacIntyre�Hudson,�6th�Floor�,�2�London�Wall�Place,�London�EC2Y�5AU

Trustees

The charity is governed by a board of Trustees, who are also directors under company law. The board�consists�of�three�to�񯿿fteen�persons�elected�by�the�membership�and�up�to�񯿿ve�members�coopted by the Trustees. The charity has a policy that the members are all directors. The recruitment for the Trustees is conducted by the senior Trustees and the senior staff and is based on an evaluation of the skills required to govern the charity.

Newly appointed Trustees receive a letter of appointment and a pack of information about the charity, their fellow Trustees, and their responsibilities as Trustees. They are invited to away days and additional training is provided as requested. Trustees are elected for a three-year period and may be re-elected for further three-year periods.

The Trustees and key management personnel serving during the year and since the year end were as�follows:�

Trustees and directors

Ms Ruth Kennedy,�Director,�ThePublicO�ce,�Chair

Ms�Katharine�Landells,�Lawyer, Deputy Chair

Ms�Eleanor�Alison�Boase,�Digital management, Treasurer

Ms Emma Ries, Lawyer

Gavin�Peter�Hartland-Shaw,�Accountant

Simon James Eckstein, Product lead, Deloitte Digital

Jonathan�Richard�Marston�Slater,�Consultant Ms Karen Ritchie, Financial Planner (appointed 7 November 2023)

Mr Pravin Somasundram, Deputy CFO Homerton Healthcare NHS Trust (appointed 7 November 2023)

Ms�Sarah�Healey�(resigned 23 May 2023)

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Bankers

Lloyds Bank Plc 25 Gresham Street London EC2V 7HN

Triodos Bank UK Limited Deanery Road Bristol BS1 5AS Redwood Bank The Nexus Building Broadway Letchworth Garden City Hertfordshire SG6 3TA

Solicitors

EARM Services Limited Unit 4 Vista Place Coy Pond Business Park Ingworth Road Poole BH12 1JY

Auditors and Accountants

Ward Goodman Audit Services Limited Statutory Auditor 4 Cedar Park Cobham Road Ferndown Industrial Estate Wimborne Dorset BH21 7SF

Insignis Asset Management SJIC Cowley Road Cambridge CB4 0WS

Professional advisers

Senior management team

Verity�Glasgow,�CEO Jennifer Cameron BFP FCA, Head�of�񯿿nance Chantal�Savignon,�Company secretary

Organisational structure

The�Trustees�meet�on�a�quarterly�basis�to�monitor�the�strategic�objectives,�񯿿nancial� data and operational activities.

The�CEO,�head�of�񯿿nance�and�company�secretary�attend�the�main�Trustee�meetings.�

Pay policy for senior staff

The trustee directors of the charity are not remunerated. Details of directors’ expenses are�contained�at�Note�10�to�the�accounts.�In�line�with�the�pay�of�all�staff,�the�pay�of� senior staff is reviewed annually with the aim to maintain staff salaries between the top of the lower quartile and the median of market salaries compared to organisations of a similar size, nature, and location. Trustees consider the rationale and affordability of any cost of living rise, or individual salary adjustment, annually in the light of benchmark reviews.

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Statement of trustees’ responsibilities

give a true and fair view of the state of affairs of the charitable company and of the incoming

presume that the charitable company will continue in operation.

The trustees are responsible for keeping adequate accounting records that disclose with

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 regularities.

Auditors

The auditors, Ward Goodman Audit Services Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 5 November 2024 and signed on the board's behalf by:

Ruth Kennedy and Eleanor Boase .

Ruth Kennedy Chair of Trustees 5 November 2024 Company No 04133340

Treasurer

5 November 2024

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Report of the independent auditors

Opinion

We�have�audited�the�񯿿nancial�statements�of�One�Plus�One�Marriage�&�Partnership�Research�(the� ‘charitable�company’)�for�the�year�ended�31�March�2024�which�comprise�the�Statement�of�Financial� Activities,�the�Balance�Sheet,�the�Cash�Flow�Statement�and�notes�to�the�񯿿nancial�statements,� including�a�summary�of�signi񯿿cant�accounting�policies.�The�񯿿nancial�reporting�framework�that� has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United�Kingdom�Generally�Accepted�Accounting�Practice).�

In�our�opinion�the�񯿿nancial�statements:�

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 Auditors’ responsibilities�for�the�audit�of�the�񯿿nancial�statements�section�of�our�report.��We�are�independent� of the charitable company in accordance with the ethical requirements that are relevant to our audit�of�the�񯿿nancial�statements�in�the�UK,�including�the�FRC’s�Ethical�Standard,�and�we�have� ful񯿿lled�our�other�ethical�responsibilities�in�accordance�with�these�requirements.��We�believe�that� the�audit�evidence�we�have�obtained�is�su�cient�and�appropriate�to�provide�a�basis�for�our�opinion.�

Conclusions relating to going concern

In�auditing�the�񯿿nancial�statements,�we�have�concluded�that�the�trustees’�use�of�the�going�concern� basis�of�accounting�in�the�preparation�of�the�񯿿nancial�statements�is�appropriate.�

Based�on�the�work�we�have�performed,�we�have�not�identi񯿿ed�any�material�uncertainties�relating�to� events�or�conditions�that,�individually�or�collectively,�may�cast�signi񯿿cant�doubt�on�the�charitable� company’s ability to continue as a going concern for a period of at least twelve months from when the�񯿿nancial�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.

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Other information

The trustees are responsible for the other information. The other information comprises the information�included�in�the�Annual�Report,�other�than�the�񯿿nancial�statements�and�our�Report�of� the�Independent�Auditors�thereon.�

Our�opinion�on�the�񯿿nancial�statements�does�not�cover�the�other�information�and,�except�to� the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In�connection�with�our�audit�of�the�񯿿nancial�statements,�our�responsibility�is�to�read�the�other� information and, in doing so, consider whether the other information is materially inconsistent with�the�񯿿nancial�statements�or�our�knowledge�obtained�in�the�audit�or�otherwise�appears� to�be�materially�misstated.�If�we�identify�such�material�inconsistencies�or�apparent�material� misstatements, we are required to determine whether this gives rise to a material misstatement in the�񯿿nancial�statements�themselves.�If,�based�on�the�work�we�have�performed,�we�conclude�that� there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In�our�opinion,�based�on�the�work�undertaken�in�the�course�of�the�audit:

Matters on which we are required to report by exception

In�the�light�of�the�knowledge�and�understanding�of�the�charitable�company�and�its�environment� obtained�in�the�course�of�the�audit,�we�have�not�identi񯿿ed�material�misstatements�in�the�Report�of� the Trustees.

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

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Responsibilities of trustees

As�explained�more�fully�in�the�Statement�of�Trustees’�Responsibilities,�the�trustees�(who�are�also� the�directors�of�the�charitable�company�for�the�purposes�of�company�law)�are�responsible�for�the� preparation�of�the�񯿿nancial�statements�and�for�being�satis񯿿ed�that�they�give�a�true�and�fair�view,� and for such internal control as the trustees determine is necessary to enable the preparation of 񯿿nancial�statements�that�are�free�from�material�misstatement,�whether�due�to�fraud�or�error.�

In�preparing�the�񯿿nancial�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 unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our�responsibilities�for�the�audit�of�the�￿nancial�statements

Our�objectives�are�to�obtain�reasonable�assurance�about�whether�the�񯿿nancial�statements�as�a� whole are free from material misstatement, whether due to fraud or error, and to issue a Report of�the�Independent�Auditors�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 in�uence�the�economic�decisions�of�users�taken�on�the�basis�of�these�񯿿nancial�statements.�

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

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Because of the inherent limitations of an audit, there is a risk that we will not detect all

compliance with regulation. This risk increases the more that compliance with a law or regulation

less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

description forms part of our Report of the Auditors.

Other matters which we are required to address

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 auditors’ 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.

Signed Dated 7 November 2024

I M Rodd BSc FCA FCCA (Senior Statutory Auditor)

for and on behalf of

Statutory Auditor 4 Cedar Park Cobham Road

Wimborne Dorset BH21 7SF

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Statement of Financial Activities for the year ended 31 March 2024

----- Start of picture text -----
Note Unrestricted Restricted Endowment 2024 2023
funds funds fund Total Total
Income and endowments from £ £ £ £ £
Donations and legacies 3 7,623 - - 7,263 8,722
Charitable�activities 5
-
Project initiatives 776,764 473,424 1,250,188 731,789
Investment income 4 23,819 66 - 23,885 3,499
Other income 16,800 - - 16,800 -
Total�income 825,006 473,490 - 1,298,496 744,010
Expenditure�on
Raising funds 6 1,286 - - 1,286 5,835
Charitable�activities 7 -
- -
Core support costs 71,166 71,166 79,050
-
Project initiatives 385,198 473,703 858,901 485,459
- -
Core governance costs 10,679 10,679 14,030
- -
Business Development 19,369 19,369 6,203
Total 487,698 473,703 - 961,401 590,577
-
Net�income/(expenditure) 337,308 (213) 337,095 153,433
Reconciliation�of�funds
Transfer funds brought forward 279,663 9,871 136,239 425,773 272,340
Total�funds�carried�forward 616,971 9,658 136,239 762,868 425,773
----- End of picture text -----

The�notes�form�part�of�these�￿nancial�statements

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Balance sheet as at 31 March 2024

Note
Tangible assets
14
Current assets
Debtors
15
Cash at bank
16
Fixed assets		 Unrestricted
Restricted
Endowment
funds
funds
fund
£
£
£
228
-
-
223,346
-
-
1,027,616
9,658
136,239		 2024
Total
£
228
223,346
1,173,513		 2023
Total
£
499
105,853
1,051,446
Creditors
Amounts falling due within one year
17		 1,250,962
9,658
136,239
(634,219)
-
-		 1,396,859
(634,219)		 1,157,299
(732,025)
Net current assets 616,743
9,658
136,239		 762,640 425,274
Total assets less current liabilities 616,971
9,658
136,239		 762,868 425,773
Net assets 616,971
9,658
136,239		 762,868 425,773
Funds
18
Unrestricted funds
Restricted funds
Endowment funds		 616,971
9,658
136,239		 279,663
9,871
136,239
Total funds 762,868 425,773

Ruth Kennedy Chair of Trustees 5th November 2024 Company No 04133340

Treasurer 5th November 2024

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Cash��ow�statement�for�the�year�ended�31�March�2024

Cash�owstatementfortheyearended31March2024
Note
Cash�owsfromoperatingactivities
Cash generated from operations
1
Net cash provided by operating activities
Cash�owsfrominvestingactivities
Interest received
Net cash provided by investing activities
Changeincashandcashequivalentsinthereportingperiod
Cashandcashequivalentsatthebeginningofthereportingperiod
Cashandcashequivalentsattheendofthereportingperiod		 2024
£
2023
£
98,182
503,134
98,182
503,134
23,885
3,499
23,885
3,499
122,067
506,633
1,051,446
544,813
<br>
1,173,513
1,051,446

The�notes�form�part�of�these�￿nancial�statements

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Notes to the Cash Flow Statement

1.Reconciliation�of�net�income�to�net�cash��ow�from�operating�activities��

Net income for the reporting period
(aspertheStatementofFinancialActivities)
Adjustments for:
Depreciation charges
Interest received
(Increase)/decrease in debtors
(Decrease)/increase in creditors
Net cash provided by operations		 2024
£
2023
£
337,095
153,433
271
1,373
(23,885)
(3,499)
(117,493)
87,693
(97,806)
264,134
98,182
503,134

2. Analysis of changes in net funds

Asat1.4.2023 Cash�ow Asat1.4.2024
Net cash £ £ £
Cash at bank 1,051,446 122,067 1,173,513
Total 1,051,446 122,067 1,173,513

The�notes�form�part�of�these�￿nancial�statements

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Notes�to�the�񯿿nancial�statements�for�the�year�ended�31�March�2024

1)�Legal�status

One Plus One Marriage and Partnership Research is a company limited company number 4133340 with the working name One Plus One and is also a registered Charity No. 1087994.

The�registered�o�ce�is�c/o�MHA�MacIntyre�Hudson,�6th�Floor,�2�London�Wall�Place,�London,�EC2Y�5AU

2)�Accounting�policies

a) Basis�of�preparing�the�񯿿nancial�statements

The�񯿿nancial�statements�of�the�charitable�company,�which�is�a�public�bene񯿿t�entity�under�FRS�102,�have�been�prepared� in accordance with the Charities SORP (FRS 102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)’, Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The 񯿿nancial�statements�have�been�prepared�under�the�historical�cost�convention.

b) Going Concern

The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related�to�events�or�conditions�that�may�cast�signi񯿿cant�doubt�on�the�ability�of�the�company�to�continue�as�a�going� concern. The trustees make this assessment in respect of a period of at least one year from the date of authorisation for�issue�of�the�񯿿nancial�statements�and�have�concluded�that�the�charity�has�adequate�resources�to�continue�in� operational existence for the foreseeable future, and thus they continue to adopt the going concern basis of accounting in�preparing�the�񯿿nancial�statements.

c) Income All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

d) Voluntary income

Voluntary�income�is�received�by�way�of�donations�and�gifts�and�is�included�in�full�in�the�statement�of�񯿿nancial�activities� when receivable. Donated goods and services are recognised as an incoming resource at an estimate of the value of the�contribution�to�the�charity,�where�this�can�be�quanti񯿿ed.�Volunteer�time�is�not�included�in�the�񯿿nancial�statements.

e) Grants

Grants,�including�grants�for�the�purchase�of�񯿿xed�assets,�are�recognised�in�full�in�the�statement�of�񯿿nancial�activities�in� the year in which they are received or receivable whichever is the earlier unless:

f) Sales of license packages

Sales of license packages are recognised in line with the license period of each contract signed excepting where components�such�as�training�and�resources�are�delivered�at�the�point�of�sale�or�within�the�񯿿nancial�year�of�the�sale.

g) Resources expended

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to�that�expenditure,�it�is�probable�that�a�transfer�of�economic�bene񯿿ts�will�be�required�in�settlement�and�the�amount� of�the�obligation�can�be�measured�reliably.�Expenditure�is�accounted�for�on�an�accruals�basis�and�has�been�classi񯿿ed� under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources

Any irrecoverable VAT associated with that expenditure appears as a separate line in the accounts. Resources expended are allocated to the particular activity where the cost relates directly to that activity.

h) Expenditure

Support costs, consisting of staff costs and other overheads are allocated between activities on the basis of staff time or�a�base�appropriate�to�the�speci񯿿c�support�cost.�Governance�costs�include�the�management�of�the�charity’s�assets,� organisational�management�and�compliance�with�constitutional�and�statutory�requirements.

i) Debtors

Trade and other debtors are recognised at the settlement date due less and trade discounts offered. Prepayments are valued at the amount pre-paid net of any trade discounts due.”

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j) Tangible Fixed Assets

Depreciation is provided at rates calculated to write down the cost of each asset over its expected useful life. The depreciation rates in use are as follows:

i.� O�ce�equipment�3�years�straight�line

ii. Intangible assets 3 years straight line

Items�of�equipment�are�normally�capitalised�where�the�purchase�price�exceeds�£1,000,�or�where�it�is�clear�that�future� economic�bene񯿿ts�will�be�derived�from�equipment�purchases�of�a�lower�value�which�should�be�recognised�against� future activity. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Intangible assets are recognised where their creation is reasonably expected to result in future revenue generation with the value of direct development cost forming the basis of valuation excluding research and design or staff costs applied to create and manage the assets development. Intangible assets are depreciated once brought into use having reached the stage of minimum viable product. Further enhancements to the assets through development are added to the asset value reported. Intangible assets remaining in use generating license sales although fully depreciated, have not been revalued.

k) Taxation

The charity is exempt from corporation tax on its charitable activities

l) Fund Accounting

Designated�funds�are�funds�set�aside�by�Trustees�from�unrestricted�reserves�to�meet�speci񯿿c�purposes�they�may� de񯿿ne�from�time�to�time.�Funds�are�designated�to�develop�activities�which�are�essential�to�the�sustainability�of�the� organisation’s capacity to deliver its objectives.

Unrestricted funds are donations and other incoming resources receivable or generated for the objects of the charity without�further�speci񯿿ed�purpose�and�are�available�as�general�funds�and�can�be�used�in�accordance�with�the�charitable� objectives at the discretion of the trustees.

The expendable endowment fund is for unrestricted funding purposes which will be approved by the trustees when appropriate.

The cost of generating funds relates to the costs incurred by the charitable company in raising funds for the charitable work.

Further�explanation�of�the�nature�and�purpose�of�each�fund�is�included�in�the�notes�to�the�񯿿nancial�statements.

Exceptional�items�are�recognised�in�the�accounts�where�they�are�material�to�the�understanding�of�񯿿nancial�statements� in relation to continuing activities. They are reported in notes to the accounts so as to highlight within a relevant cost category exceptional activity during the reporting period.

m) Creditors

Creditors and provisions are recognised where the charity has a present obligation as a result of a past event that will probably result in the transfer of funds to a third party and the settlement obligation can be reliably measured or estimated. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. It is the charity’s aim to pay creditors within agreed terms where there is no dispute over liability.

n) Cash

Cash at bank relates to cash held in instant access no penalty accounts.

Cash on deposit relates to cash held in 90-day access accounts and 35 day access accounts where depending on the notice period given there may be a loss of interest on sums withdrawn.

o) Financial Instruments

The�company�only�has�񯿿nancial�assets�and�񯿿nancial�liabilities�of�a�kind�that�qualify�as�basic�񯿿nancial�instruments.� Basic�񯿿nancial�instruments�are�initially�recognised�at�transaction�value�and�subsequently�measured�at�their�settlement� value�with�the�exception�of�bank�loans�which�are�subsequently�measured�at�amortised�cost�using�the�effective�interest� method.

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3)Donationsandlegacies
2024
£
2023
£
Donations
7,623
8,722
4) Investment income
2024
£
2023
£
Deposit account interest
23,885
3,499
5)Incomefromcharitableactivities
Activity
2024
£
2023
£
RPC Product Licensing
Project initiatives
308,821
193,341
Sales of training and resource
Project initiatives
327,825
329,038
Sales of consultancy
Project initiatives
140,118
99,410
Grants
Project initiatives
473,424
110,000
1,250,188
731,789
Grants received, included in the above, are as follows:
2024
£
2023
£
Parents in Wales - Grant
-
110,000
Challenge Fund
473,424
-
473,424
110,000
6)Raisingfunds
Raising donations and legacies
2024
£
2023
£
Staff costs
1,286
5,835
7)Charitableactivitiescosts
Direct costs
£
Support costs (see note 8)
£
Totals
£
Core support costs
-
71,166
71,166
Project initiatives
857,605
1,296
858,901
Core governance costs
-
10,679
10,679
857,605
83,141
940,746		 3)Donationsandlegacies
2024
£
2023
£
Donations
7,623
8,722
4) Investment income
2024
£
2023
£
Deposit account interest
23,885
3,499
5)Incomefromcharitableactivities
Activity
2024
£
2023
£
RPC Product Licensing
Project initiatives
308,821
193,341
Sales of training and resource
Project initiatives
327,825
329,038
Sales of consultancy
Project initiatives
140,118
99,410
Grants
Project initiatives
473,424
110,000
1,250,188
731,789
Grants received, included in the above, are as follows:
2024
£
2023
£
Parents in Wales - Grant
-
110,000
Challenge Fund
473,424
-
473,424
110,000
6)Raisingfunds
Raising donations and legacies
2024
£
2023
£
Staff costs
1,286
5,835
7)Charitableactivitiescosts
Direct costs
£
Support costs (see note 8)
£
Totals
£
Core support costs
-
71,166
71,166
Project initiatives
857,605
1,296
858,901
Core governance costs
-
10,679
10,679
857,605
83,141
940,746		 2024
£
2023
£
7,623
8,722
2024
£
2023
£
23,885
3,499
2024
£
2023
£
308,821
193,341
327,825
329,038
140,118
99,410
473,424
110,000
1,250,188
731,789
2024
£
2023
£
-
110,000
473,424
-
473,424
110,000
2024
£
2023
£
1,286
5,835
857,605
83,141
940,746

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

39

8) Support costs
Management Finance Informationtechnology
£ £ £
Core support costs 33,752 550 22,919
Project initiatives 1,240 53 3
Core governance costs - - -
34,992 603 22,922
Other Governance costs Totals
£ £ £
Core support costs 4,535 9,410 71,166
Project initiatives - - 1,296
Core governance costs - 10,679 10,679
4,535 20,089 83,141

9)�Net�income/(expenditure)

Net income/(expenditure) is stated after charging/(crediting):

Depreciation - owned assets
Auditors remuneration - audit services
Auditors remuneration - non-audit services
Independent examiner - examination fee
Independent examiner - tax advisory		 2024
£
2023
£
271
1,372
10,250
-
1,250
-
-
2,975
-
350

10)�Trustees�remineration�and�bene𿿿ts

There�were�no�trustees’�remuneration�or�other�bene񯿿ts�for�the�year�ended�31�March�2024�nor�for�the�year�ended� 31 March 2023.

Trustees expenses

There were no trustees’ expenses paid for the year ended 31 March 2024 nor for the year ended 31 March 2023.

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research 40

11) Staff costs
Wages and salaries
Social security costs
Other pension costs		 2024
£
2023
£
590,970
401,409
50,917
37,169
33,175
22,613
675,062
461,191

Key management remuneration totalled £122,370 (2023: £115,465). The key management team comprises of the CEO and Head�of�񯿿nance.

The�full�time�equivalent�employee�numbers�are�14�(2023:�9).

The average monthly number of employees during the year was as follows:

Headcount 2024
2023
19
12

The�number�of�employees�whose�employee�bene񯿿ts�(excluding�employer�pension�costs)�exceeded�£60,000�was:

£60,001 - £70,000
£70,001 - £80,000		 2024
2023
-
1
1
-
1
1

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

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12)Comparativesforthestatementof𿿿nancialactivities Unrestricted Restricted Endowment
Total
funds funds fund
funds
INCOMEANDENDOWMENTSFROM £ £ £
£
Donations and legacies 8,722 - -
8,722
Charitable activities
Project initiatives 621,789 110,000 -
731,789
Investment income 3,499 - -
3,499
Total 634,010 110,000 -
744,010
EXPENDITURE ON
Raising funds 5,835 - -
5,835
Charitable activities
Core support costs 79,050 - -
79,050
Project initiatives 373,997 111,462 -
485,459
Core governance costs 14,030 - -
14,030
Business Development 6,203 - -
6,203
Total 479,115 111,462 -
590,577
NET INCOME/(EXPENDITURE) 154,895 (1,462) -
153,433
Transfers between funds (43) 43 -
-
Net movement in funds 154,852 (1,419) -
153,433
RECONCILIATION OF FUNDS
Total funds brought forward 124,811 11,290 136,239
272,340
TOTALFUNDSCARRIEDFORWARD 279,663 9,871 136,239
425,773

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

42

13)�Intangible�𿿿xed�assets

13)Intangible𿿿xedassets
Cost Computer software
£
At1April2023and31March2024 125,000
Amortisation
At1April2023and31March2024 125,000
Net Book Value
At31March2024 -
At31March2023 -

14)�Tangible�𿿿xed�assets

14)Tangible𿿿xedassets 14)Tangible𿿿xedassets 14)Tangible𿿿xedassets 14)Tangible𿿿xedassets
Fixtures&𿿿ttings
£
Computer equipment
£
Totals
£
Cost
At1April2023
15,003
20,262
35,265
Disposals
-
(16,144)
(16,144)
At31March2024
15,003
4,118
19,121
Depreciation
At1April2023
15,003
19,763
34,766
Charge for year
-
271
271
Eliminated on disposal
-
(16,144)
(16,144)
At31March2024
15,003
3,890
18,893
Net Book Value
At31March2024
-
228
228
At31March2023
-
499
499
15)Debtors:amountsfallingduewithinoneyear
2024
£
2023
£
Trade debtors
81,852
100,986
Prepayments and accrued income
141,494
4,867
223,346
105,853
16)Cashatbank
2024
£
2023
£
Cash on deposit
893,293
856,555
Cash at bank and in hand
280,220
194,891
1,173,513
1,051,446
15,003 4,118
19,121
15,003
-
-		 19,763
34,766
271
271
(16,144)
(16,144)
15,003 3,890
18,893
- 228
228
- 499
499
2024
£
2023
£
81,852
100,986
141,494
4,867
223,346
105,853
2024
£
2023
£
893,293
856,555
280,220
194,891
1,173,513
1,051,446

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

43

17)�Creditors:�amounts�falling�due�within�one�year�

17)Creditors:amountsfallingduewithinoneyear
Trade creditors
VAT
Other creditors
Accruals and deferred income		 2024
£
2023
£
4,317
3,682
46,434
88,278
-
5,400
583,468
634,665
634,219
732,025
18) Movement in funds
At1.4.2023 Net movement Transfers At31.3.2024
£ in funds between funds £
£ £
Unrestricted funds
General fund - (57,506) 57,506 -
Development and delivery of service 279,663 (272) 337,580 616,971
Click digital platform - (15,940) 15,940 -
Sales of training and resources - 143,368 (143,368) -
RPC product licensing - 120,505 (120,505) -
Sales of consultancy - 83,563 (83,563) -
Product licensing - Wales - 63,590 (63,590) -
279,663 337,308 - 616,971
Restricted funds
Edith Dominian Memorial Fund 2,712 (213) - 2,499
Appeal fund (digital platform) 7,159 - - 7,159
9,871 (213) - 9,658
Endowment funds
Expendable Endowment 136,239 - - 136,239
TOTAL FUNDS 425,773 337,095 - 762,868

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44

18) Movement in funds contd

Net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 48,050 (105,556) (57,506)
Development and delivery of service - (272) (272)
Click digital platform 192 (16,132) (15,940)
Sales of training and resources 287,951 (144,583) 143,368
RPC product licensing 240,565 (120,060) 120,505
Sales of consultancy 110,518 (26,955) 83,563
Product licensing - Wales 137,730 (74,140) 63,590
825,006 (487,698) 337,308
Restricted funds
Edith Dominian Memorial Fund 67 (280) (213)
Challenge Fund 3 - Digital Project 473,423 (473,423) -
473,490 (473,703) (213)
TOTAL FUNDS 1,298,496 (961,401) 337,095
Comparatives for movement in funds
At1.4.2022 Net movement Transfers At31.3.2023
£ in funds between funds £
£ £
Unrestricted funds
General fund - (92,897) 92,897 -
Development and delivery of service 124,811 - 154,852 279,663
Cafcass - (4,225) 4,225 -
Click digital platform - (16,925) 16,925 -
Family hubs - (200) 200 -
Sales of training and resources - 219,452 (219,452) -
RPC product licensing - (49,720) 49,720 -
Sales of consultancy - 99,410 (99,410) -
124,811 154,895 (43) 279,663
Restricted funds
Edith Dominian Memorial Fund 2,712 - - 2,712
Appeal fund (digital platform) 7,159 - - 7,159
Wales evaluation 1,419 (1,448) 29 -
Product licensing - Wales - (14) 14 -
11,290 (1,462) 43 9,871

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45

18) Movement in funds contd

18) Movement in fundscontd
At1.4.2022 Net movement Transfers At31.3.2023
£ in funds between funds £
£ £
Endowment funds
Expendable Endowment 136,239 - - 136,239
TOTAL FUNDS 272,340 153,433 - 425,773
Comparative net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 12,221 (105,118) (92,897)
Cafcass - (4,225) (4,225)
Click digital platform - (16,925) (16,925)
Family hubs - (200) (200)
Sales of training and resources 329,038 (109,586) 219,452
RPC product licensing 193,341 (243,061) (49,720)
Sales of consultancy 99,410 - 99,410
634,010 (479,115) 154,895
Restricted funds
Wales evaluation - (1,448) (1,448)
Product licensing - Wales 110,000 (110,014) (14)
110,000 (111,462) (1,462)
TOTAL FUNDS 744,010 (590,577) 153,433
A current year 12 months and prior year 12 months combined position A current year 12 months and prior year 12 months combined position is as follows:
At1.4.2022 Net movement Transfers At31.3.2024
£ in funds between funds £
£ £
Unrestricted funds
General fund - (150,403) 150,403 -
Development and delivery of service 124,811 (272) 492,432 616,971
Cafcass - (4,225) 4,225 -
Click digital platform - (32,865) 32,865 -
Family hubs - (200) 200 -
Sales of training and resources - 362,820 (362,820) -
RPC product licensing - 70,785 (70,785) -
Sales of consultancy - 182,973 (182,973) -
Product licensing - Wales - 63,590 (63,590) -
124,811 492,203 (43) 616,971

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

46

18) Movement in funds contd

18) Movement in fundscontd
At1.4.2022 Net movement Transfers At31.3.2024
£ in funds between funds £
£ £
Restricted funds
Edith Dominian Memorial Fund 2,712 (213) - 2,499
Appeal fund (digital platform) 7,159 - - 7,159
Wales evaluation 1,419 (1,448) 29 -
Product licensing - Wales - (14) 14 -
11,290 (1,675) 43 9,658
Endowment funds
Expendable Endowment 136,239 - - 136,239
TOTAL FUNDS 272,340 490,528 - 762,868

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:


as follows:

Unrestricted funds
General fund
Development and delivery of service
Cafcass
Click digital platform
Family hubs
Sales of training and resources
RPC product licensing
Sales of consultancy
Product licensing - Wales
Restricted funds
Edith Dominian Memorial Fund
Wales evaluation
Product licensing - Wales
Challenge Fund 3 - Digital Project
TOTAL FUNDS		 Incoming
resources
£
Resources
expended
£
Movement
in funds
£
60,271
(210,674)
(150,403)
-
(272)
(272)
-
(4,225)
(4,225)
192
(33,057)
(32,865)
-
(200)
(200)
616,989
(254,169)
362,820
433,906
(363,121)
70,785
209,928
(26,955)
182,973
137,730
(74,140)
63,590
1,459,016
(966,813)
492,203
67
(280)
(213)
-
(1,448)
(1,448)
110,000
(110,014)
(14)
473,423
(473,423)
-
583,490
(585,165)
(1,675)
2,042,506
(1,551,978)
490,528

Annual Report and Accounts 2023-24 One Plus One Marriage & Partnership Research

47

18) Movement in funds contd

Designated Funds

Trustees review formally the opportunity to designate funds from resources available and at least annually specify in the light of known funding for at least the next twelve months, what designations to make for future aims and objectives. At the balance sheet date these were as shown below.

Development and delivery of services - recognising the need to maintain core costs for existing services while seeking new funding, and develop those services in response to contract or grant opportunities which arise, together with the cost of�submitting�bids.�At�the�balance�sheet�date�in�the�light�of�known�funding�commitments�no�speci񯿿c�designations�beyond� supporting delivery of existing services could be made.

Restricted Funds

Edith Dominian Memorial Fund - funds restricted to the delivery of a memorial lecture.

Appeal fund�-�speci񯿿c�campaign�to�raise�funds�for�development�costs�of�the�digital�platform�-�Click.��

Product licenses - Wales - In the year 2022 to 2023 the Welsh Government issued and paid a grant so Welsh Local Authorities were able to utilise a years license of OPO digital products. The comparative data recognises the proportion of funding spent by the close of 2023.

Wales - Evaluation - The Welsh government commissioned an assessment of the impact of the three digital interventions on�relationship�quality�outcomes�speci񯿿c�to�each�digital�resource.�

Challenge Fund 3 - Digital Project - funding received from the Department for Work and Pensions to produce a new app for separating parents to self-manage the separation process, thereby reducing pressure on the family court system.

Transfers between funds

Transfers to designated reserves are in line with the accounting policy of setting aside resources for the sustainability of contract services through surpluses generated in contract delivery. Transfers to restricted funds relate to the match funding�brought�to�restricted�activity�from�the�general�reserve.�Transfers�within�general�funds�are�made�to�re�ect�the� funding sources, and application, of the charity’s general activities.

19)�Related�party�disclosures

There were no related party transactions for the year ended 31 March 2024.

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