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2021-09-30-accounts

Annual Report and Financial Statements

Improving the life chances of children and young people

October 2020 – September 2021

A note from the Chair, Nicola Hannam

the National Nurturing Schools Programme and Boxall Profile® Online ; all of which exceeded targets. We also adapted our programme content and delivery to ensure we could meet the bespoke needs of the Violence Reduction Programmes – a brilliant example of early intervention in the lives of children and young people to tackle challenging societal issues.

This annual report covers the first full academic year of the Covid-19 pandemic, a period of uncertainty and upheaval across the country. Even as the summer holidays came to a close there was confusion over how schools would operate and we had to respond and adapt to the changing situation.

Contents

Early tough decisions to cut overheads and furlough some staff helped us weather the uncertainty and restructuring enabled us to streamline and improve our positioning. Despite the challenges we closed the year in a positive financial position with a refreshed strategy and a strong, expanding team.

Why nurture? 03

We appointed three new trustees who bring a depth of experience and increase the Board’s digital and financial expertise:

What is nurture? 04

A nurturing year 06

Financial summary 10

Success stories 12

Nurturing Kent Programme 15

This was Arti Sharma’s first full year in post as CEO; despite both the Board and staff team working virtually she has established her leadership and galvanised the team to refresh the culture and focus. Our business recovery plan focused on stabilising, sustaining and then strengthening the charity in three distinct areas; Finance, Delivery and People. The reduced team and repurposed roles set out to deliver against our strategic and financial objectives.

The commitment from staff, trustees and continued support from educational professionals and partners resulted in the strongest income year to date and a surplus that will enable us to invest in the future, expanding our reach and impact – an amazing feat by all involved.

Violence Reduction Programme 16

Investing in Nurture Education 18

Annual Accounts 20

Additional Information 29

With the positive upturn in finances, delivery and team we had the confidence to look to the future and reassess our priorities in the light of a fundamentally changed operating context. Within our trustees’ annual report we have set out our new five year strategy with the long term goals to grow and embed nurturing education across the UK.

Independent Auditor’s Report 32

We continued to deliver online content, as well as developing new webinars and virtual training

Administrative Information 36

and consultancy opportunities, so that we could still meet the needs of our educational professionals through varying iterations of national lockdowns. We also saw a surge in demand for our publications,

After a difficult year I am excited about the future for nurture uk and our potential to change lives.

Board of Trustees:

Angeliki Kallitsoglou

Chris Dean (appointed 5th May 2021) Nicola Hannam (Chair)

Alison Betts

Paul Pugh (appointed 5th May 2021) Bridget Robson

Alan Leaman (Vice Chair) Catherine Pope (resigned 31st March 2021)

Jacqueline Brooks (resigned 31st July 2021) Michael Clifford (Hon. Treasurer)

Claire Hersey (appointed 5th May 2021)

Life President: Mark Turner

Why nurture?

Our vision is to see a world where:

Here at nurture uk , we are committed to improving the life chances of every child and young person by promoting nurture across the whole education system and beyond.

1. Child development isn’t limited by lack of nurture in education.

2. Adults working with and caring for children and young people are supported and equipped with evidence-based tools to help them flourish and learn.

We are proud of being a charity and being driven by purpose, and the development of children and young people is at the heart of everything we do.

We are dedicated to improving the social, emotional, mental health and wellbeing of children and young people (CYP). We have been at the forefront of the nurture movement for over 50 years, and today – with ever more children and young people affected by issues that can impact their learning – our work is more vital than ever.

We want to amplify the benefits of nurture for every child and young person within and beyond the classroom. Our approach is evidence-based and practice-led, following the six principles of nurture.

In the last year:

188,000 4,300 pupils practitioners reached supported

2,200 schools engaged

500

training sessions delivered

03

02 A note from the Chair

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Why nurture?

What is nurture?

The nurture story began in 1969, when educational psychologist Marjorie Boxall first developed the concept of the nurture group. Following the success of her pilot, the nurture movement grew steadily over the following decades and gained wider recognition.

The concept of nurture is rooted in Attachment Theory and Neuroscience of the developing brain. It highlights the importance of social environments and its significant influence on social and emotional skills, as well as wellbeing and behaviour. A nurturing ethos in an education environment is empathetic, structured and fair for all.

“Nurture is the foundation

on which everything is built. Without a true understanding of children and where they are coming from in their lives, we cannot begin to get it right for them. If we cannot do this, then they will not be in the right place to learn, build relationships and develop skills which will benefit them throughout their lives.” – Brimmond School, Aberdeen

At nurture uk , we have spent 50 years building our evidence-based The six approach and today we have a principles of reputation for delivering expert nurturing practice in schools. nurture Everything we do is guided by best practice in the classroom through the Six Principles of Nurture.

----- Start of picture text -----
The
classroom
offers a
safe base Children’s
learning is
understood
developmentally
All behaviour is
communication
The
importance
of nurture for the
development of
wellbeing
----- End of picture text -----

Language is a vital means of communication

The importance of transitions in children’s lives

nurturing intervention strategies are put in place to help children and young people develop social and emotional skills. The final stage of the graduated approach is the implementation of Boxall Nurture Groups™ for the most vulnerable children and young people.

Our Graduated Approach to Nurture

Our graduated approach to nurture ensures that every child in the school has the opportunity to flourish in their education, by having access to the support they need, when they need it. Whether they enter the education system with early childhood trauma, or experience it during their time in education, we work to measure and support the social, emotional and mental health of all children, so that no child falls through the cracks.

“As a practitioner, I cannot emphasise the impact Nurture Groups have upon pupils, and I would go as far as to say that having a Nurture Group and adopting a nurturing ethos has transformed our whole school; children, staff and parents.” Landsdowne Primary School, Kent

The graduated approach begins with using the Boxall Profile® to identify early indications of any social, emotional, behavioural and/or mental health concerns amongst the children and young people. The whole-school nurture approach is then applied, and

Nurture Plus

For the most vulnerable children and young people

Nurture Groups

Boxall Nurture Group® classic

Nurturing Interventions

Strategies to support children and young people to develop social and emotional skills

Nurture Principles

Whole School Approach to Nurture

Boxall Profile® for all children and young people and nurture principles are embedded

The Boxall Profile®

Early idetification of potential social, emotional, behavioural and/or mental health concerns

04

What is nurture? 05

What is nurture?

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

A nurturing year

- a message from CEO, Arti Sharma

Having begun my post as CEO within the early months of the pandemic it became clear early on that a nurturing approach in education and within the charity itself would be needed more than ever.

Like many others in the sector, overnight we had to adapt to the changing rules and regulations and set out a business recovery plan that focused on creating robust foundations to ensure long term sustainability across three distinct areas; finance, delivery and people.

We saw many changes over the year including; moving from 100% face to face to completely delivering all our training and consultancy online; changing our working methods to become 100% remote across the country; we reduced the team and repurposed roles to deliver against our strategic and financial objectives; and internally, a new culture was created so staff could manage their own personal lives through the pandemic.

Our priority was to ensure we were ready to support educational professionals and in turn children and young people through the pandemic as best we could.

Despite the many challenges, the nurture uk team worked incredibly hard to make huge strides compared to last year and experienced many ‘firsts’ across the charity that had not been done before.

I am incredibly proud of what we have achieved for the charity and our beneficiaries in my first full year in post.

The year in numbers:

We launched a new modular online version of the National Nurturing Schools programme in October 2020, which was timely due to the pandemic impact on the school environment.

We received 224 submissions for The Theory and Practice of Nurture Groups – slightly down from the year before due to the pandemic.

We delivered the Nurture ABC online for the first time this year.

We won our biggest contract in July to deliver the whole-school approach to nurture to 300 schools across Kent over the next three years.

We were able to distribute 4,000 bereavement boxes in February 2021 after receiving £100,000 from Barclays Covid-19 fund – our largest corporate funding to date.

Following the success of the London Violence Reduction Unit, we secured a new contract with Kent Violence Reduction Unit .

We created and delivered our first ever Parental Engagement programme for both Kent Violence Reduction Unit and our National Nurturing Schools Programmes .

Boxall Profile® Online (BPO)

We estimate that the Boxall Profile® impacted 9,335 children and young people between November 2020 – October 2021, as a result of over 1,700 subscriptions to the platform. We also reached a milestone for the Boxall Profile® Online , generating income of over £500,000 for the first time. This increase in demand was largely due to the impact of Covid-19 on the social, emotional and mental health and wellbeing of children and young people. Over the next year, we are looking to upgrade the online platform and content to make it easier for educational professionals to integrate the tool in their school’s nurturing activities.

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07

A nurturing year

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Mini Summer Conference

Adapting and increasing our training and consultancy support

Moving from 100% face to face to 100% online is an approach that we had to adapt to quickly during the last financial year. Speaking to school staff and partners, we sought to find innovative ways to support them during the turbulent year and have included some of our highlights below:

“This has been an excellent course. I was

initially worried about the online sessions, as I prefer face to face learning, however it worked very well! The small group has made me more confident about speaking and asking questions. The trainer was so knowledgeable and helpful, and made this an excellent experience. I look forward to taking all of the advice, strategies and great ideas back to school and having a positive impact of the children who really need nurture.” – Theory and Practice of Nurture Groups attendee

“I have thoroughly enjoyed all three days and found it a very positive experience. The quality of training and delivery was first class, and I feel the resources will support me going forward, both with running my groups and completing the assignment.” – Theory and Practice of Nurture Groups attendee

“I just wanted to say a massive thank you for your training. It was one of the best courses I have been on, and I feel so much more confident about my venture into nurture now!” – Theory and Practice of Nurture Groups attendee

We are all aware of how hard the last year has been for schools and their staff, dealing with constant changes, bereavements, staggered starts and increased workload, to name just a few! We wanted to do something for them, and decided to repurpose our long-standing five day Summer School into an online summer conference, focusing on practical and meaningful ways to nurture their own mental health and wellbeing. The event was well received, with over 60 delegates attending, and we look forward to offering more online events in the coming year.

“The summer conference gave me time for reflection and to experience some of the strategies in real time – I never have time for this! It was so refreshing to have time with like-minded people at the end of a very trying year.” – Conference Delegate

Adapting the charity

As part of our business recovery plan, we also realised that we need to change internally to ensure we could support more and more children and young people in the future.

We upgraded and developed new digital systems, including our website and customer service systems, and the introduction of Salesforce, to ensure our customers and visitors received the support they needed. With most of us operating in a virtual environment, it became imperative that we created seamless systems to meet their needs. We plan to continue investing in these areas to create robust and easy to use platforms for schools, local authorities and partners to access training, consultancy, publications, resources, research, and materials they need to embed the nurturing approach within their institutions.

Despite a year of change for all, nurture uk was able to stabilise and sustain its momentum across its delivery and finances. We are now looking to the future, and have set ambitious goals to improve the life chances of children and young people by promoting nurture across the whole education system and beyond.

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08

A nurturing year

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Financial summary

----- Start of picture text -----
2020–2021
Income
Donations and legacies: £39,678
Charitable activities: £1,784,739
CJRS grant income: £12,392
Other grant income: £110,850
Total income: £1,947,659
Expenditure
Raising funds: £110,379
Charitable activities:
• Training and standards: £1,079,437
• Policy and public affairs: £55,542
• Research: £29,140
• Other: £167,252
Total expenditure: £1,441,750
----- End of picture text -----

In 2020-21 despite continuing to operate in an extremely challenging and constrained market, we were able to stabilise the Charity across its delivery, finance and staffing, which is clearly demonstrable in the positive outturn position reached for the Financial Year. nurture uk closed the year with our highest revenue performance ever; generating income of £1,948k, and a significantly strengthened reserve position of £720k that protects the Charity’s sustainability against further concerns. The total surplus generated within the year was £506k which is a positive variance of £587k when compared to the prior year deficit of £81k.

The year-end balance sheet includes trade debtors of £541k (2020 £323k) comprising a large volume of small balances. Prompt recovery of debtors has been challenging during the lockdowns and periods of remote working. During the year and since the year-end the nurture uk team have reviewed and improved invoicing and customer payment systems and controls. A detailed review of the aged debtor profile, with targeted recovery, is underway, which may result in some write-off of debt in 2021-22, impacting the reserves balance.

Reserves Policy

In light of the strong trading year, our total funds increased from £215k to £720k. This is a vital recovery in our reserves, offering further buffers against difficult headwinds in the market, and bringing target reserves in the range of £330k to £495k as outlined in our Reserves Policy. Available additional reserves will offer the opportunity to invest in key areas of growth for the Charity to strengthen our offerings and impact including: Boxall Profile® Online, impact and evidence evaluations, our training and consultancy, and membership offer.

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Financial summary

Financial summary

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Success stories

We believe that the whole-school nurturing approach is the most effective way to support the social, emotional and mental health needs of all children, including those with adverse childhood experiences. We have seen many schools succeed in embedding a nurturing culture, and have included three success stories below:

Sandilands Primary School, Manchester – The perfect example of a nurture group

ensure other pupils in the school achieve well.”

The school has a long-running nurture group which has been praised repeatedly by Ofsted. A short Ofsted inspection in 2017 states that the nurture group “offers care and support to some of your most vulnerable pupils. In this environment, pupils thrive and return to their classrooms with self-belief and confidence.”

Crucially, the report notes the whole school and all pupils benefit from the improvements in behaviour that the nurture group brings. The school received a Marjorie Boxall Quality Mark Award in recognition of the high standards of its nurture group and is part of the National Nurturing Schools Programme, taking the principles of nurture groups and applying them throughout the school.

“Because of this provision, the school is able to tackle the needs of very vulnerable young people; it is able to re-integrate disruptive pupils back into mainstream class and is able to

Marsh Green Primary School, Wigan – A success story of inclusion and attainment

In 2004, Marsh Green Primary school in Wigan had 32 children at risk of exclusion. Since adopting nurture interventions in 2005, the number of exclusions at the schools has dropped dramatically: in 2018 the school had just one day of temporary exclusion for a pupil. In February 2019 Marsh Green was congratulated in a letter from the Secretary of State for Education and Minister of State for School Standards as, in terms of progress made between Key Stage 1 and the end of Key Stage 2, Marsh Green was in the top 3% of schools nationally.

“Nurture has been absolutely instrumental in the reduction in exclusions and in the success we’ve had recently. When there’s so much focus on results it takes a lot of bravery to recognise that in order to get those results, you need to prioritise children’s social, emotional and mental health needs” says Headteacher Gill Leigh.

Nurture teacher Jill Weatherston says: “If pupils don’t feel happy and safe within school, they won’t learn anyway, so you can all carry on teaching till your heart’s content but they won’t take it in if they don’t feel happy, secure and the basic needs aren’t being met.”

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Success stories

Success stories

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Wilds Lodge School, Oakham – A tribute to Robin Lee and his dedication to nurture

The perfect example of a school that has embedded a wholeschool nurturing culture is Wilds Lodge School in Oakham. This school has created a strong ethos which has been developed by the staff and they have focused on building meaningful relationships with the pupils. This is the vision that the founder of the school, Robin Lee, had in mind when he opened the school in 2007.

Last year, the school opened Robin’s Nest, a new nurture building named in memory of the school’s founder who sadly passed away in early 2021. Robin was a keen advocate for nurture and wanted every child to have the opportunity to flourish with their education. Wilds Lodge Nurture Group Coordinator, Cherida Gibson, commented:

“Robin was an incredible person, whose vision has led to so many children and young people with SEMH difficulties getting the support that they so desperately needed. Robin was always the biggest supporter of our nurture provision, and I was so proud to name the new building ‘Robin’s Nest’ after him in September. We will be forever grateful for everything he did for us at Wilds Lodge School, and we will ensure that we continue the amazing work that he started.”

Wilds Lodge School is an independent specialist boarding and day provision for boys aged between 5 and 18 who have social, emotional and behavioural difficulties. Every pupil has a Statement of SEN or Education Health and Care Plan (EHCP). The main needs of pupils who have SEN at the school are social, emotional and behavioural difficulties, Autistic Spectrum Disorder and Moderate Learning Difficulties.

Cherida is responsible for leading the nurture groups at the school and she works closely with every child to ensure that their needs are met. Cherida is trained in the Theory & Practice of Nurture Groups programme and she also holds a certificate in Therapeutic Play. She uses the Boxall Profile® assessment tool to assess pupil’s social and emotional needs, as well as supporting the classroom referral and transition process.

Robin’s Nest

Nurturing Kent Programme

Nurture uk have been commissioned by Kent County Council to create the country’s first nurturing county, where all schools will be adopting a nurturing approach to teaching and learning. During this three year programme, nurture uk will be working with Kent County Council to embed a whole-school nurturing approach across 300 mainstream Primary and Secondary schools in the county. The aim is to promote inclusion across the county and support pupils with special educational needs to access and enjoy education.

The fully funded programme will support schools in helping the most vulnerable pupils in need of additional special educational needs support, reducing fixedterm and permanent exclusions, and increasing positive communication and effective working between schools, parents and other services.

Training

Outcomes

The design of the programme will recognise that each school will have slightly different needs and requirements. Flexibility within the programme delivery model means nurture uk can provide a bespoke service and work alongside staff and pupils within each school to achieve the best results, together creating a culture where young people can thrive and achieve through their education.

We are delivering training and consultancy for schools in Kent to help them to develop and implement their own whole-school approaches to nurture, building upon their existing strengths, and leading to school-level accreditation. Each school will have access to and receive training on the following:

Schools who participate in the programme will see outcomes such as reduced fixed term and permanent exclusions, improved relationships between pupils, parents, teachers and other staff, improved access to support and improved understanding of pupils with SEN, better networking opportunities and best practice across the county, and more effective spending of school budgets to meet the needs of pupils.

Through embedding the six principles of nurture and using the Boxall Profile® across the whole school, schools can identify children and young people who need additional, more focused support through nurturing interventions, or as part of a nurture group. We look forward to following the nurture journey of these schools in Kent and seeing an improvement in the life chances of children and young people.

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Success stories

Nurturing Kent Programme

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Violence Reduction Programme

Nurture uk has been working with the London Violence Reduction Unit (VRU) since January 2020 to create more inclusive schools, reduce pupil exclusions, and support young Londoners to thrive. Through the project, we have delivered bespoke consultancy and training to support schools to implement the whole-school nurturing approach and build strategies to meet the specific needs of their pupils.

One of our London schools joined the project following an increase in unsettled behaviour and requests for counselling services since the start of the Covid-19 pandemic:

“Both are indicators of poor mental health, and we wanted to use the nurturing approach to offset some of the trauma created by the pandemic, and to start building more positive relationships with our young people.”

We have a number of young people who are at risk of criminal exploitation and are also vulnerable to gang involvement. There is quite a big gang network in our area who are evidently trying to recruit some of our young people, and there’s a growing cohort who are involved in drugs.

We have already seen a positive impact for our staff and young people since beginning the project. The little nurture club we are running has been great so far, and has given the cohort a place to be and a group of friends. They have key workers who are able to work with them on their targets and provide check-ins to make sure they are well. The staff have enjoyed working on this, and said the Boxall Profile® is very helpful in clearly identifying the areas to work on.”

Feedback from one of our Kent schools has been just as inspiring:

“It was one of those perfect moments where things somehow all came together at the perfect time; a fully funded place had come up for a school in my area on the nurtureuk project with the Violence Reduction Unit. I was desperate to be a part of the project!

Every training session I attended gave me ideas and inspiration. I knew our kids, I knew how adverse their backgrounds were and I knew this would make a difference for them. My team started attending all the offered training and they were all on board; our pastoral team have been fighting these fires for years and we finally saw something we felt could help our families.

I was keen to show that the best way to engage our most challenging children was to nurture them. I was granted permission to take my new Nurture Group and 3 others of similar reputation off site for two days to do gardening at our local primary school.

Each one flung themselves into it, they worked together as a team, taking turns and supporting each other. I didn’t see a single phone or headphone all day, which with our lot is a genuine measure of success. Until the end when they took pictures to show their mums and I am not really sure there are any words to adequately express how that made me feel.

As we packed away, they all thanked us individually. Their parents emailed us thanking us. The primary kids came out and my kids glowed with pride showing off their flowers. I glowed watching them. I could tell this was the start of something wonderful!”

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Violence Reduction Programme

Violence Reduction Programme

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Investing in Nurturing Education

By 2026 our goal is to see:

• Every child’s education and development embracing nurture

We want to ensure that schools across the UK understand the theory and practice of nurture, and the benefits of nurture accreditation from nurture uk . This includes our aim to work with Ofsted to endorse schools who implement the whole-school approach to nurture.

We are committed to making the Boxall Profile® the national standard tool to assess the social, emotional, and behavioural needs of pupils, and for schools to receive funding from their local authorities to implement its use school-wide.

By campaigning for nurture to be recognised in regulatory frameworks and guidance as crucial to address exclusion, we want nurture to be included as part of teacher training and CPD. We also aim to unlock funding for schools who implement the whole-school approach to nurture.

In order to achieve these goals, we will be focusing on four key areas for the next two years:

Our impact Our profile and evidence and influence

In order to understand our impact and reach within the nurture community, we will be improving our data collection and digital platforms, including our website, CRM system, and the Boxall Profile® Online .

We will be using targeted communications and increased stakeholder engagement to widen the understanding and influence of nurture in education, whilst also creating an influential nurture community through our customer service and support. We will continue to maintain and develop our high quality suite of products and services for existing nurture audiences.

Through our strategic goals, we want to:

Our quality and community

Our service and delivery

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Investing in Nurturing Education

Investing in Nurturing Education

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

The Nurture Group Network Ltd Balance Sheet as at 30 September 2021

Annual Accounts

The Nurture Group Network Ltd

Statement of Financial Activities (incorporating an income and expenditure account) for the year ended 30 September 2021

Notes Unrestricted funds
General
fund
£
Designated
funds
£
Restricted
funds
£
Total funds
2021
£
Total funds
2020
£
Income from:
Donations and legacies
2
Charitable activities
3
CJRS Grant Income
Other Grant Income
4
Income from investments
Total income		 39,678
-
-
39,678
54,737
1,784,739
-
-
1,784,739
1,248,910
12,392
-
-
12,392
166,257
10,850
-
100,000
110,850
2,000
1,847,659
100,000
1,947,659
1,471,984
-
-
-
-
782
1,847,659
-
100,000
1,947,659
1,472,686
Raising funds
5
Charitable activities
6
Training and standards
Policy and public affairs
Research
Other
Total expenditure
Net income/(expenditure)
Transfers between funds
17
Net movements in funds
Funds brought forward at
1 October 2020
Funds carried forward at
30 September 2021
17		 108,224
2,155
-
110,379
187,191
955,200
22,237
102,000
1,079,437
1,045,209
54,400
1,142
-
55,542
73,198
28,540
600
-
29,140
27,706
164,219
3,033
-
167,252
220,923
1,202,359
27,012
102,000
1,331,371
1,367,036
1,310,583
29,167
102,000
1,441,750
1,554,227
537,076
(29,167)
(2,000)
505,909
(81,541)
1,203
(1,203)
-
-
-
538,279
(30,370)
(2,000)
505,909
(81,541)
131,761
80,811
2,000
214,572
296,113
670,040
50,441
-
720,481
214,572

All amounts derive from continuing operations. No other gains/losses occurred during the year other than those included above. The notes on pages 23 to 28 form part of these financial statements.


Notes
2021
2021
2020
2020
£
£
£
£
2021
2021
2020
2020
£
£
£
£
£
Fixed assets
Intangible fixed assets
11
Tangible fixed assets
12
Current assets
Stock
Debtors
13
Cash at bank and in hand
Creditors: amounts falling
due within one year
14
Net current assets
Total assets less current liabiliies		 67,630
13,181
40,914
9,527
50,441
80,811
40,862
361,112
363,000
36,542
556,583
762,130
1,355,255
764,974
(636,156)
(520,435)
719,099
244,539
769,540
325,350
Creditors: amounts falling
due after more than one
year
15
Provision for Liabilities
16
Total net assets		 (49,059)
(73,461)
-
(37,317)
720,481
214,572
Funds
General fund
17
Designated funds
Restricted Funds
Total funds		 670,040
131,761
50,441
80,811
-
2,000
720,481
214,572

The notes on pages 23 to 28 form part of these financial statements.

The financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime with part 15 of the Companies Act 2006.

The financial statements were approved by the trustees and authorised for issue on 11th March 2022.

Nicola Hannam Michael Clifford Chair Treasurer

The Nurture Group Network Ltd Company registration number 05562426

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Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Annual Accounts

Annual Accounts

The Nurture Group Network Ltd

The Nurture Group Network Ltd Cash Flow Statement as at 30 September 2021

Notes to the financial statements for the year ended 30 September 2021

The Nurture Group Network Ltd
Cash Flow Statement as at 30 September 2021		 The Nurture Group Network Ltd
Cash Flow Statement as at 30 September 2021		 The Nurture Group Network Ltd
Notes to the financial statements for t
Notes 2021
2020
£
£
425,265
102,379
-
782
-
(868)
-
(4,750)
1,782
1,304
1,782
(3,532)
(22,870)
(3,670)
(5,047)
(6,499)
(27,917)
(10,169)
399,130
88,678
363,000
274,322
762,130
363,000
2021
2020
£
£
762,130
363,000
762,130
363,000
Cash Flows
At 30
September
2021
£
£
399,130
762,130
(1,531)
(24,401)
24,402
(49,059)
422,001
688,670
ACCOUNTING POLICIES
1.1Accounting conventions
The financial statements have been prepared
under the historical cost convention and in
accordance with the Companies Act 2006, the
Charities Act 2011 and the charity’s governing
document.
The financial statements have been prepared
in accordance with the principles set out
in Accounting and Reporting by Charities:
Statement of Recommended Practice
applicable to charities preparing their financial
statements in accordance with the Financial
Reporting Standard applicable in the United
Kingdom and Republic of Ireland (Charities
SORP FRS 102) issued October 2019, the financial
reporting standard applicable in the UK and
Republic of Ireland (FRS 102).
The charity constitutes a public benefit entity as
defined by FRS 102.
The financial statements are presented in
sterling and are rounded to the nearest pound.
1.2Assessment of Going Concern
The Trustees have assessed whether the use
of the going concern basis is appropriate in
preparing these financial statements and have
considered possible events or conditions that
may cast doubt on the ability of the charity
to continue as a going concern. The Covid-19
pandemic has strengthened forecasting and
projections of the Charity’s income; the Charity
generated its strongest revenue performance
to date in the Financial Year 2020-21 through
changing product strategy, delivery models
and services, alongside intentionally enhancing
Free Reserves to buffer the Charity from
future headwinds such as school closures,
restrictions and limitations of activity.
Following due consideration of the Reserves,
trading performance and market conditions
the Trustees have concluded that there is a
reasonable expectation that the Charity has
adequate reserves to continue to operate for
the foreseeable future and accordingly the
Charity has continued to prepare its accounts
as a going concern.
1.3 Fund Accounting
The general fund comprises accumulated
surpluses and deficits on unrestricted and non-
designated funds that are available for use at
the discretion of the trustees in furtherance of
the charity’s mission and objectives.
Designated funds are unrestricted funds that
the trustees have set aside for specific purposes,
although the funds may ultimately be used for
other purposes.
1.4 Critical accounting estimates and areas of
judgement
In preparing the financial statements the
trustees are required to make estimates
and judgements. The matters shown below
are considered the most important in
understanding the judgements that are involved
in preparing the financial statements.
Cash flows from operating activities
Net cash provided by operating activities
21
Cash flows from/(used in) investing activities
Interest from bank deposits
Purchase of tangible fixed assets
Purchase of intangible fixed assets
Proceeds from the disposal of tangible fixed assets
Net cash from/ (used in) investing activities
Cash flows from/(used in) financing activities
Repayment of loans
Interest paid
Net cash/ (used in) financing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at 1 October
B
Cash and cash equivalents at 30 September
B
Notes to the statement of cash flows for the year to 30 September 2021:
A: Analysis of cash and cash equivalents
Cash at bank and in hand
Total cash and cash equivalents
B: Analysis of changes in net debt
Cash
Loans falling due within one year
Loans falling due after more than one year
Total		 At 1
October
2020
£
363,000
(22,870)
(73,461)
266,669

Cost allocation: Support costs not attributable to a single charitable activity are apportioned on a staff time basis, as staff time is the main cost to the charity.

Depreciation and amortisation: When arriving at the useful lives of the tangible and intangible fixed assets, the trustees have used their judgement to decide the length of time over which the fixed asset will be depreciated or amortised over.

1.5 Income recognition

Income is recognised when the charity is entitled to the funds, it is probable the income will be received, the amount can be measured reliably and any performance conditions have been met.

Donations are included in full in the statement of financial activities. At the end of the financial year the charity may have issued invoices to customers which cover a period beyond the balance sheet date. This income is carried forward and disclosed as “income received in advance”. This includes invoices for membership subscriptions as well as customers receiving goods or services.

1.6 Expenditure

Expenditure, including irrecoverable VAT, is accounted for on the accruals basis. Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount can be reliably measured.

1.7 Charitable activities

Charitable activities are grouped under headings representing the three main activities of the charity, namely Training and Standards, Policy & Public Affairs and Research, and Other charitable activities. The expenditure is made up of that spent directly on the activity plus the allocation of support costs.

Training and Standards reflects the costs to the charity in putting on training courses and conferences, in producing publications, administering the Marion Bennathan Quality Mark Awards, delivering nurture consultancy to customers and setting up the national nurturing schools programme.

1.8 Support costs, including governance

Support costs are those costs that cannot be directly attributed to a charitable activity or raising funds. These costs are allocated on the basis of staff time, as staff costs is the main area of expenditure for the charity and is the most appropriate basis. Support costs include expenditure relating to the governance arrangements of the charity, such as external audit fees.

In preparing the financial statements the arrangements of the charity, such as external trustees are required to make estimates audit fees. and judgements. The matters shown below are considered the most important in 1.9 Tangible fixed assets understanding the judgements that are involved in preparing the financial statements. Tangible fixed assets are recorded at cost less accumulated depreciation. All assets costing

more than £1,000 and with an expected useful life of more than one year are capitalised. Depreciation is calculated and charged to the SoFA using the straight line method. Depreciation is calculated at the following rates: Leasehold improvements: over the lease term

Fixtures & equipment: 20% reducing balance

1.10 Intangible fixed assets

Intangible fixed assets are recorded at cost less accumulated amortisation. Amortisation is calculated and charged to the SoFA using the straight line method. Intangible assets such as software will be reviewed periodically, so that any technological advancement which may give rise to impairment can be judged. Costs associated with maintenance of the software or website are recognised in the SoFA as costs are incurred. Amortisation is calculated at the following rate: IT/software: 25% straight line

1.11 Stock

Stock is recognised at the lower of cost or net realisable value.

1.12 Cash and cash equivalents

Cash and cash equivalents, for the purpose of the statement of cash flows, comprise cash in hand and instant access cash. The charity does not hold fixed term bonds, or deposits or with a maturity date of more than three months.

1.13 Debtors

Debtors are recognised initially at fair value. A provision for impairment of trade debtors is established where there is objective evidence that the charity will not be able to collect all amounts due. Any losses arising from impairment will be recognised in the SoFA.

1.14 Creditors

Short term creditors are measured at the transaction price and are recognised where there is a present obligation resulting from a past event that will probably result in the transfer of funds to a third party.

1.15 Defined contribution pensions

From 1 February 2017 the charity implemented a new workplace pension scheme and continues to comply with all auto-enrolment regulations.

1.16 Leases

Payments made under operating leases are charged to the SoFA as incurred.

1.17 Taxation

The charity is entitled to exemptions from income tax as its income is applied for charitable purposes.

23

22

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Annual Accounts

Annual Accounts

The Nurture Group Network Ltd

Notes to the financial statements for the year ended 30 September 2021

The Nurture Group Network Ltd
Notes to the financial statements for theyear ended 30 September 2021		 The Nurture Group Network Ltd
Notes to the financial statements for theyear ended 30 September 2021
2 Income from donations and legacies 2021
2020
£
£
Membership subscriptions
Other donations
Total		 38,017
30,393
1,661
24,344
39,678
54,737
In 2021 all donations were related to unrestricted funds. In 2020 donations of £2,000 were restricted.
Income from charitable activities		 2021
2020
£
£
3 Charitable activity
Training courses
Conferences & Events
Publications
Nurture consultancy
MB quality mark awards
Nurturing schools programme
Boxall Online
Violence Reduction Units
Norwich Nurture Hub
Total
All income from charitable activities in 2020 and 2021 was unrestricted.		 563,633
415,863
360
-
165,496
134,278
37,148
56,205
395
2,245
259,893
122,904
532,116
396,016
194,762
97,247
30,936
24,152
1,784,739
1,248,910
4 Other Grant Income
Charitable activity
STV Grant
Barclays Wellbeing Fund Grant
Other Grant Income
Total		 –
2,000
100,000
-
10,850
-
110,850
2,000
Grant income of £100,000 related to restricted funds (2020: £2,000).
All othergrant income was unrestricted.
5 Raising funds
2021
Raising funds
2020
Raising funds		 Direct
Other direct
Total direct
staff costs
costs
costs
Support costs
£
£
£
£		 2021
2020
Total
Total
£
£
68,061
137
68,198
42,181		 110,379
187,191
Direct
Other direct
Total direct
staff costs
costs
costs
Support costs
£
£
£
£		 2020
Total
£
122,043
1,954
123,997
63,194		 187,191
6 Expenditure on charitable activities
2021
Charitable activity
Training and standards
Training courses
Publications
Nurture consultancy
MB quality mark awards
Nurturing schools programme
Boxall Online
Violence Reduction Units
Norwich Nurture Hub Costs
Policy and public affairs
Research
Other charitable activities
Total		 Direct
Other direct
Total direct
staff costs
costs
costs
Support costs
£
£
£
£		 2021
2020
Total
Total
£
£
195,382
87,169
282,551
124,658
88,340
176,477
264,817
36,905
22,280
12,948
35,228
14,769
42,677
253
42,930
21,487
31,525
55,868
87,393
17,038
-
26,379
26,379
-
-
124,134
124,134
-
-
1,148
1,148
-		 407,209
422,027
301,722
202,084
49,997
271,221
64,417
79,719
104,431
60,457
26,379
9,701
124,134
-
1,148
-
380,204
484,376
864,580
214,857
24,210
-
24,210
31,332
10,560
1,320
11,880
17,260
82,811
13,806
96,617
70,635		 1,079,437
1,045,209
55,542
73,198
29,140
27,706
167,252
220,923
497,785
499,502
997,287
334,084		 1,331,371
1,367,036
2020 Other direct
Total direct
2020
Staff costs
costs
costs
Support costs
Total
£
£
£
£
£
216,105
94,501
310,606
111,421
422,027
31,153
156,280
187,433
14,652
202,084
113,286
117,896
231,182
40,039
271,221
57,876
1,429
59,305
20,414
79,719
31,141
16,610
47,752
12,706
60,457
-
9,701
9,701
-
9,701
-
-
-
-
-
-
-
-
-
-
449,561
396,417
845,978
199,231
1,045,209
45,002
1,050
46,052
27,146
73,198
12,036
1,296
13,332
14,374
27,706
106,837
11,000
117,837
103,086
220,923
613,436
409,763
1,023,199
343,837
1,367,036
Charitable activity
Training and standards
Training courses
Publications
Nurture consultancy
MB quality mark awards
Nurturing schools programme
Boxall Childhood Projected
Violence Reduction Units
Norwich Nurture Hub Costs
Policy and public affairs
Research
Other charitable activities
Total

The Nurture Group Network Ltd

Notes to the financial statements for the year ended 30 September 2021

Total
613,436
The Nurture Group Network Ltd
Notes to the financial statements for the year		 409,763
1,023,199
343,837
1,367,036
ended 30 September 2021
7 Net income
Net income for the year is stated after charging:
Depreciation of tangible fixed assets
Amortisation of intangible fixed assets
Operating lease commitments
Trustee expenses
Auditor’s remuneration:
Current year audit
Under Accrual In respect ofpreviousyear		 2021
2020
£
£
2,477
3,255
26,716
30,238
38,835
53,508
853
621
9,505
7,000
2,623
3,200
8 Trustee Expenses
Expenses were incurred by trustees, as follows:		 2021
2020
£
£
853
621
Trustee Expenses
Board Insurance
9 Staff costs
Staff costs were as follows:
Salaries and wages
Social security costs
Pension contributions
Temporary and other staff costs
Redundancy costs
Termination costs
Payment in lieu of notice costs
Total staff costs		 2021
2020
£
£
551,375
716,821
55,502
68,279
27,178
32,924
634,055
818,024
16,855
15,787
-
19,906
-
10,000
-
7,411
650,910
871,128
Staff costs have been charged as follows:
Cost of raising funds		 2021
2020
£
£
68,061
122,043
497,785
613,436
85,064
135,649

Charitable activities
650,910
871,128

Key management personnel

The Chief Executive Officer (CEO) has delegated responsibility from the trustees to run the charity day-to-day. The CEO, along with one other SMT member (Director of Operations) are considered to be the Key Management Personnel. (2020: CEO & 1 SMT member). The total employee benefits, including pension contributions, of this group amounted to £153,957 (2020: £170,783).

24 Annual Accounts

25

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Annual Accounts

The Nurture Group Network Ltd Notes to the financial statements for the year ended 30 September 2021

The Nurture Group Network Ltd

The Nurture Group Network Ltd Notes to the financial statements for the year ended 30 September 2021

Notes to the financial statements for the year ended 30 September 2021

----- Start of picture text -----
15 Creditors: amounts falling due after more than one year
10 Support costs 12 Tangible fixed assets 2021 2020
Total 2021 Total 2020
£ £
£ £ Fixtures & fittings Total
£ £ Loans Payable 49,059 73,461
Staff costs 85,064 130,861
Cost
Professional fees 96,901 88,169
At 1 October 2020 64,590 64,590 49,059 73,461
Premises costs 56,523 38,010
IT costs 48,856 23,091 Disposals in the year (1,745) (1,745) Loans payable includes £49,059 (2020: £73,461) relating to a loan repayable to the Charities Aid Foundation.
Interest is charged at 6.5% and monthly capital and interest payments have been made since August 2020
Other administrative costs 88,921 126,900
At 30 September 2021 62,845 62,845 Capital repayments are due as follows:
376,265 407,031 2021 2020
Accumulated depreciation £ £
2021 2020 At 1 October 2020 51,409 51,409
0 - 1 Years 24,401 22,870
Support costs have been charged as follows: £ £ Charge for the year 2,477 2,477 1 - 2 Years 26,036 50,438
Cost of raising funds 42,181 63,194 On disposals in the year (568) (568) 3 - 5 Years 23,023 23,023
Charitable activities At 30 September 2021 53,318 53,318 73,460 96,331
Training and standards
Training courses 124,658 111,421 Net book value 2021 2020
Publications 36,905 14,652 At 30 September 2021 9,527 9,527 16 Provision for Liabilities
Nurture consultancy 14,769 40,039 £ £
MB quality mark awards 21,487 20,414 At 30 September 2020 13,181 13,181 Restructuring Costs - 37,317
Nurturing schools - 37,317
programme 17,038 12,706 13 Debtors 2021 2020
£ £
17 Movements in funds
Policy and public affairs 31,332 27,146 Trade debtors 541,183 323,412 At 1 October Transfers At 30
Research 17,260 14,373 2020 Income Expenditure in/(out) September 2021
Prepayments 15,400 19,195 £ £ £ £ £
Other charitable activities 70,635 103,086 Accrued Income - 18,505 Designated funds
376,265 407,031 Fixed assets fund 80,811 - (29,167) (1,203) 50,441
556,583 361,112
11 Intangible fixed assets Total designated funds 80,811 - (29,167) (1,203) 50,441
14 Creditors: amounts falling
IT Software Total due within one year General fund 131,761 1,847,659 (1,310,583) 1,203 670,040
£ £ 2021 2020 Total unrestricted funds 212,572 1,847,659 (1,339,750) - 720,481
Cost £ £ Restricted Funds
At 1 October 2020 167,683 167,683 Loans Payable 24,401 22,870 STV Appeal 2,000 - (2,000) – –
At 30 September 2021 167,683 167,683 Accruals 49,408 66,848 Barclays Wellbeing Fund - 100,000 (100,000) – –
Total Restricted Funds 2,000 100,000 (102,000) - –
Accumulated amortisation Deferred income 433,854 285,678
Total Funds 214,572 1,947,659 (1,441,750) - 720,481
At 1 October 2020 100,053 100,053 Trade creditors 61,754 30,565
Charge for the year 26,716 26,716 Other creditors 66,739 114,474 Movements in funds - Prior Year Transfers At 30 September
At 1 October 2019 Income Expenditure in/(out) 2020
At 30 September 2021 126,769 126,769 636,156 520,435 £ £ £ £ £
Net book value Loans payable includes £24,401 (2020: £22,870) relating to a loan Designated funds
At 30 September 2021 40,914 40,914 repayable to the Charities Aid Foundation Marion Bennathan memorial fund 6,242 2,377 - (8,619) -
2021 2020
Strategic Fund 70,466 - - (70,466) -
At 30 September 2020 67,630 67,630 Deferred income £ £ -
Operational Fund 2,539 (2,539)
Amortisation of intangible fixed assets is allocated within support costs in the SOFA. Deferred income brought forwardReleased to income (285,678)285,678 (214,839)214,839 CAF Loan Fund 145,65166,404 2,377- ((17,672)17,672) (130,356)(48,732) --
Fixed assets fund 109,990 - (34,286) 5,107 80,811
Additional in the year 433,854 285,678
Total designated funds 255,641 2,377 (51,958) (125,249) 80,811
Total (as per above) 433,854 285,678 General fund 40,472 1,468,309 (1,502,269) 125,249 131,761
Total Funds 296,113 1,470,686 (1,554,227) - 212,572
Restricted Fund - 2,000 - - 2,000
Total Funds 296,113 1,472,686 (1,554,227) - 214,572
----- End of picture text -----

26

27

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Annual Accounts

Annual Accounts

In 2020/2021 the Trustees approved the closure of Marian Bennathan Memorial Fund, Operational and Strategic Fund structure and focusing on rebuilding the reserves to an appropriate level in the range of £330k to £495k as outlined in the Reserves Policy.

Restricted Funds

In 2020/2021 the charity received two restricted funds:

STV Fund

We received £2000 funds from Scottish TV Children’s Appeal to distribute Bereavement Boxes for schools across Glasgow and other cities across Scotland.

Barclays Covid-19 100 x 100 Fund

We received a £100,000 fund from Barclays to distribute 4000 Bereavement Boxes to schools across the UK as part of their commitment to support charities during Covid-19.

The Charity also holds a Fixed Asset Fund:

Fixed Asset Fund

To identify net funds held as fixed assets used in the organisation’s operations, which are not therefore available for working capital.

18 Analysis of total net assets between funds

18 Analysis of total net assets between funds
Tangible fixed assets
Current assets
Current liabilities
Long-term liabilities
Provisions
Total net assets
Analysis of total net assets between
funds - Prior Year
Tangible fixed assets
Current assets
Current liabilities
Long-term liabilities
Provisions
Total net assets		 General fund
Fixed asset
fund
Restricted
funds
Total funds
£
£
£
£
-
50,441
-
50,441
1,355,256
-
-
1,355,256
(636,156)
-
-
(636,156)
(49,059)
-
-
(49,059)
-
-
-
-
670,040
50,441
-
720,481
General
fund
Fixed asset
fund
Restricted
funds
Total
funds
£
£
£
£
-
80,811
-
80,811
762,974
-
2,000
764,974
(520,435)
-
-
(520,435)
(73,461)
-
-
(73,461)
(37,317)
-
-
(37,317)
131,761
80,811
2,000
214,572

19 Operating leases

The charity has the following annual commitments under operating leases for office premises:

Amounts payable within less than one year
Leases expiring between one and five years		 2021
2020
£
£
38,835
38,835
44,744
76,832
83,579
115,667

The above figure includes the rent for the office in Scotland which is on a 12 month rolling basis and the rent for the office in London, where the lease expires on 31 March 2024.

20 Related party transactions

During the year there were no payments to trustees for goods or services (2020: £0). Trustees are encouraged to be members of NGN. During the year the aggregate of membership fees paid was £30 by one trustee (2020: £90 / 3)

21 Reconciliation of net income/(expenditure) to net cash flow from operating activities

Net (expenditure) for the year
Adjustments for:
Profit on disposal of fixed assets
Depreciation and amortisation
Interest from investments
Loan Interest Paid
Decrease in stock
(Increase) in debtors
Increase in creditors
(Decrease) / Increase in provisions
Net cashprovided in operating activities		 2021
2020
£
£
505,909
(81,541)
(606)
29,193
33,493
-
(782)
5,047
6,490
4,320
10,614
(195,471)
(39,997)
114,190
136,785
(37,317)
37,317
425,265
102,379

Additional information

Risk management

Trustees fully recognise their responsibility for the management of risk and determine this duty at two levels, the Finance, Audit and Risk (FAR) Committee, and at Board level. The FAR Committee is charged with identifying, assessing and minimising the major risks (based on likelihood of occurrence and potential impact) to which the Charity is exposed. This group consists of a minimum of two trustees and the Chief Executive. The risk policy is also reviewed by this group annually. In line with the existing Risk Policy, the FAR Committee reviewed the full Risk Register at each meeting with a short discussion held on each risk and evaluation of the existing risk score. Timeframes for mitigating actions are discussed and recorded to provide a residual risk score. Through this process new and emerging risks are also considered for addition to the risk register.

At each Board meeting the highest scoring risks are discussed (amber and red), alongside the mitigations, providing risk management and reporting at the highest governance level. This promotes transparency and accountability for mitigating actions, and all trustees are invited to add and discuss new and emerging risks during the meeting, or at any point in the year directly with the Chief Executive.

The Board considers the system of internal controls that govern its finances and operations to be wellestablished and provide reasonable assurance against any major risks.

Structure, governance and management Structure

The Nurture Group Network Limited (also known as nurture uk ) is a registered charity and a company limited by guarantee, governed by its Memorandum and Articles of Association, updated in 2016.

The Board of Trustees are the directors of the company for the purposes of the Companies Act 2006. The trustees set the strategy, policy and financial framework for the Charity, have the responsibility for its overall direction and control, and ensuring it acts in the best interests of its beneficiaries. Authority for the day-to-day management of operations is delegated to the Chief Executive Officer.

The Board of Trustees meets as a body four times a year. There are three standing subcommittees of the Board:

These committees facilitate the overall governance of the organisation by both allowing Trustees to better use their skills and experience in more targeted ways, as well as allowing more time at meetings of the full Board to discuss the overall strategy and direction of the charity.

We welcome the inclusion of volunteers (other than Trustees) to add their expertise to the committees and are actively seeking volunteers for these roles which we feel could bring a wealth of knowledge and experience to the committee structure.

Governance and management

Under the requirements of the Memorandum and Articles of Association, trustees are elected initially for a three-year term and are able to be re-elected for up to two further periods of three years by the Board, with ratification at the next Annual General Meeting following re-election. As such, nine years is the maximum a Trustee can serve on the Board. Trustees are required to register their interests with the Chief Executive Officer. Any new interest and interests relevant to agenda items must be declared at the start of every Board meeting. An annual declaration of interests is completed in order to keep the register up to date.

Fundraising Activities

The charity does not engage in active fundraising and does not use professional fundraisers. No complaints were received in respect of the charity’s fundraising practises during the year under review.

Trustee Recruitment and Training

New Trustees are recruited and co-opted by the existing trustees, in accordance with the governing documents. Trustee vacancies are advertised externally, including directly to members, with the desired areas of expertise explicitly stated. Applications are reviewed and interviews are conducted by a panel of Board members along with the CEO, the make-up of which is dependent upon the expertise being sought.

An induction programme has been implemented, alongside a Trustee Handbook. New trustees are given a ‘buddy’ in the first few months to assist with integrating into the Board and the organisation. Relevant papers and guidance are provided in order that Trustees are able to fulfil their duties.

As part of the induction programme, newly appointed trustees are encouraged to meet staff,

29

28 Annual Accounts

Additional information

Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

and wherever possible, visit a nurture group in their area to gain an in-depth appreciation of the work that the Charity supports and promotes.

Trustee training

Training opportunities are circulated to all Board members, who are encouraged to attend any relevant courses as appropriate. A budget is provided for this purpose within the annual budget setting process. nurture uk is a member of CFG and NCVO and utilises both organisation’s resources and networks to maintain current sector finance and governance knowledge.

Key Management Personnel

The key management personnel are the Trustees, who are not paid for their work, the CEO and the Director of Operations. The trustees delegate responsibility for the day to day running of the Charity to the CEO.

Remuneration policy

The annual pay review of the CEO is performed by the Remuneration Committee, comprising a minimum of the Chair of Trustees, Treasurer and Secretary. Other trustees may be invited by the Chair to attend, as required. The committee review the annual appraisal of the CEO, which is performed by the Chair. nurture uk remuneration policy states that “we aim to pay competitively in order to attract and retain high quality employees. The reward package for the Chief Executive is regularly benchmarked against other comparable organisations, aims to reflect the knowledge skills, responsibility and competencies and is based upon affordability, performance and other internal and external factors”. The policy also contains a pay ratio cap for the CEO of five times the lowest paid FTE salary. The annual appraisals and salary review for the rest of the staff is carried out by the CEO and line managers, and any pay increase awarded must be approved by the Board.

Public benefit

The Trustees have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in setting the aims and objectives of the charity and its future plans. nurture uk is fully committed to providing public benefit across its full range of research data, in developing quality publications, providing quality training and in seeking to influence education policy.

The Quality Mark Award for schools endorsing

effective practice in nurture groups is widely sought. It is operated at a deficit, funded by surpluses in other activities, but made worthwhile by helping to set, encourage and maintain quality standards within establishments with nurture groups. Publications such as our International Journal of Nurture, newsletters and leaflets are freely available to read online.

Nurture groups have been in operation for over 45 years, with numerous evaluations evidencing their success. Pupils, parents, teachers and support assistants refer to nurture groups as an effective intervention strategy. Several government papers and reports have endorsed nurture group provision, including the Mental Health and Behaviour in Schools Report in 2014 and Estyn’s Attendance in Secondary Schools report, also published in 2014. In addition, Queen’s University Belfast in a study funded by the Department for Education for Northern Ireland in 2016 found nurture groups highly successful in improving outcomes for children and as having the potential to result in significant savings to the education system and even greater to society

Thanks

nurture uk has enjoyed another important year of growth in pursuing its objectives and the Trustees wish to express their thanks to the volunteers and staff for their continued hard work and commitment.

The Trustees also wish to extend their gratitude to all our members and supporters for their continued loyalty to nurture uk .

Auditors

Auditors Moore Kingston Smith LLP were reappointed in the year and have indicated their willingness to continue in office. They are deemed to be reappointed in accordance with section 487(2) of the Companies Act 2006.

Statement of Trustees Responsibilities

The Trustees (who are also directors of The Nurture Group Network Limited for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with the Companies Act 2006 and United Kingdom Accounting Standards, comprising FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” and applicable law (UK 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 the affairs

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.

of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. Under Company Law the trustees must not approve the financial statements unless they are satisfied that the requirement is met. In preparing these financial statements, the trustees are required to:

In so far as the trustees are aware;

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. This report and financial statements have been prepared in accordance with the special provisions available to small companies under Part 15 of the Companies Act 2006.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, Charities and Trustee Investment (Scotland) Act 2005 and Charities Accounts (Scotland) Regulations 2006. They are

The Trustees Annual Report on pages 1–19 and 29–31 were approved by the trustees on

and signed on their behalf by

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Annual Report and Financial Statements October 2020 – September 2021

Annual Report and Financial Statements October 2020 – September 2021

Independent Auditor’s Report to the Members and Trustees of the Nurture Group Network Limited

Opinion

We have audited the financial statements of Nurture Group Network Limited for the year ended 30[th] September 2021 which the Statement of Financial Activities (incorporating an income and expenditure account0, the Balance Sheet, the Cash Flow

Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial 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 Auditor’s Responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the 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 collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether 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.

Opinions on other matters prescribed by the Companies Act 2006

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

statements are prepared is consistent with the financial statements; and

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 identified material misstatements in the trustees’ annual report.

We have nothing to report in respect of the following matters where the Companies Act 2006, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Charities Act 2011 require us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 28, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the 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.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005, the Companies Act 2006 and Section 151 of the Charities Act 2011 and report to you in accordance with regulations made under those Acts.

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 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 noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements

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

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

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year for any changes that have been identified by management or by our own investigations and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council;

• based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. As well as specific audit testing, this included approaching accounting records with an inquisitive and sceptical mindset such that we examined items that were felt to be of interest or of higher risk in this area, and obtaining additional corroborative evidence as required.

To address the risk of fraud through management override of controls, we carried out the following work:

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company’s internal control.

• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006; and to the charity’s trustees, as a body, in accordance with Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005, and in respect of the consolidated financial statements, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body for our audit work, for this report, or for the opinion we have formed.

NOT YET SIGNED [Date] epnseon James Cross (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP, Statutory Auditor Devonshire House 60 Goswell Road London EC1M 7AD

16 June 2022

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

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The Nurture Group Network Limited Reference and Administrative Information

Charity Registrations:

The Nurture Group Network (NGN) Company Registration No. (England & Wales): 05562426 Registered Charity No. (England & Wales): 1115972 Registered Charity No. (Scotland): SC042703

Registered Office:

Insight House Riverside Business Park Stansted Mountfitchet CM24 8PL

Board of Trustees:

Alison Betts Jacqueline Brooks (resigned 31st July 2021) Michael Clifford (Hon. Treasurer) Chris Dean (appointed 5th May 2021) Nicola Hannam (Chair) Claire Hersey (appointed 5th May 2021) Angeliki Kallitsoglou Alan Leaman (Vice Chair) Catherine Pope (resigned 31st March 2021) Paul Pugh (appointed 5th May 2021) Bridget Robson

Life President:

Mark Turner

Chief Executive Officer:

Arti Sharma

Auditors:

Moore Kingston Smith LLP Devonshire House 60 Goswell Road London EC1M 7AD

Principal Bankers:

Barclays Bank Plc 128 Moorgate London EC2M 6SX

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Administrative Information

Annual Report and Financial Statements October 2020 – September 2021

nurtureUK National Office

t: 020 3475 8980 e: info@nurtureuk.org

@nurtureuktweets  nurtureuk /nurtureuk  nurtureuk

A registered charity in England and Wales (charity number: 1115972) and Scotland (charity number: SC042703).

www.nurtureuk.org