Charity registration number 1119291
Company registration number 05475037 (England and Wales)
ACT FOR CHANGE
ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 OCTOBER 2024

ACT FOR CHANGE
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees
Mr D Johnson
Mr Marc Keidan
Natalie Machta-Joseph
Joanne Boddison
Mr Sean Clarke
(Appointed 8 January 2024)
(Appointed 8 January 2024)
Charity number
1119291
Company number
05475037
Principal address
17 Cannons Close
Radlett
Hertfordshire
United Kingdom
WD7 7ER
Registered office
17 Cannons Close
Radlett
Hertfordshire
United Kingdom
WD7 7ER
Independent examiner
Sobell Rhodes LLP
The Kinetic Centre
Theobald Street
Elstree
Borehamwood
Hertfordshire
Uniled Kingdom
WD6 4PJ
Bankers
CharitiesAid Foundation
25 Kings Hill Avenue
Kings Hill
West Malling
Kent
ME19 4JQ

ACT FOR CHANGE
CONTENTS
Page
Chairman's statement
Trustees, report
Statement of Trustees, responsibilities
10
Statement of financial activities
12
Balan￿ sheet
13
Notes to the financial statements
14-18

ACT FOR CHANGE
CHAIRMAN'S STATEMENT
FOR THE YEAR ENDED 31 OCTOBER 2024
Act for Change operates in a challenging landscape. Too many young people and families lack the supportive
network they desperately need. Their lived experiences grow increasingly complex. As both needs and service
delivery evolve, we must mobilise all our sectors. resources to achieve better outcomes for everyone-especially in
the face of increased funding constraints.
Act for Change has deployed its best efforts to gear up and provide innovative and collaborative ways of meeting
Ihat need. Following our comprehensive strategic review in 2023 with both intemal and external stakeholders, we
have consolidated our leamings and gained renewed strength. enabling us to establish an ambitious Strategic Plan
for 2025-2027 that addresses evolving needs.
Act for Change has tradilionally straddled the health and social care sector. We have seen a strong emphasis on
integrating social and health services and we continue to review the charity's operational structure to ensure line
management of all staff and students and their supervision is strengthened.
During 2025 we will redouble our efforts to embed our ethos and method across the Servi￿ to enable a more
integrated delivery.
We continue to seek and build complementary funding solutions independent of our Commissioners.
Throughout 2023-2024, we have expanded our partnerships within both Local Authority and Health sectors. We
Gontinue to play an active role in reshaping services toward more integrated care. strengthening the connections
between our services and partners.
As a learning organisation. Act for Change places training at the heart of our staff development and this is reflected
not least by the prominent role of training and research on our management team and the scheduling of our internal
Irainings and supervision for our staff.
None of this would have been possible without the commitment and dedication of our staff, volunteers, and
supporters. As Chair. l am deeply grateful for their hard work this year. I look forward to 2025. when we will further
integrate care across our communities, helping to narrow the gap and support society's most vulnerable members.
f7J•¥S7
Darren Johnson
Chaimian
Date: ......201.ou202S

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT)
FOR THE YEAR ENDED 31 OCTOBER 2024
The Trustees present their annual report and financial statements for the year ended 31 October 2024.
The Trustees, who are also directors of the Charitable Company for the purposes of the Companies Act, have
pleasure in submitting the report and financial statements of the Charitable Company for the year ended 31
October 2023. The financial statements have been prepared in accordance with the accounting policies set out
on page 9 and comply with the Charitable Company's goveming document and requirements of the Slatement of
Recommended Practice Accounting and Reporting by Charities (FRS 102 SORP) issued in March 2015,
applicable UK Accounting Stsndards and the Companies Act 2006.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the
financial statements and comply with the Charity's [governing documentl, the Companies Act 2006 and
"Accounting and Reporting by Charities= Statement of Recommended Practi￿ 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).
Our Objectives
Mission
Our mission at Act for Change focuses on developing interventions that help children, young people, and their
families overcome trauma and build mental health resilience.
We are committed to the principles that underpin Every Child Matters.
We foster better access and engagement by providing youth-friendly seNices that respond to specific cultural.
communal, and developmental needs.
We empower local communities with tools and equip young people with the skills to create positive change at
crucial moments.
About Us
Acl for Change was founded on fostering empathy and prevenling violen￿. emerging from Holocaust memorial
work with young people.
This foundational work in addressing collective trauma evolved into our current comprehensive approach, where
we focus on maximising Ihe potential of every child and young person who has experienced adverse childhood.
family, and historical experiences. We address collective Iraumas and recognise their systemic nature to interrupt
cycles of violence and promote healing. This approach aligns with our charitable objectives of promoting racial
harmony and eliminating discrimination.
Through years of collaboration with Social Setvices and Youth Justice teams. we developed our DATIS method.
which now forms the backbone of our service delivery.
Our holistic approach is based on DATIS, a method we￿e developed through over 15 years of collaboration with
Social Services and Youth Justice teams, where it was observed that approximately 8 out of 10 young people
had eXperIen￿d trauma and social skills deficits.

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Core Components:
Development (D).. Acknowledges different developmental stages and how trauma can impact normal
development.
Awareness {A): Helps make sense of complexities and prevents chaos in the process.
Trauma-lnformed (Tl).. Recognies how trauma shatters reality and impacts capacity for change.
Systems (S).. Considers both individual agency and the broader systemic context.
Implementation and Value:
The framework has proven valuable across various therapeutic modalities and can be applied in
different settings, from individual therapy to community-wide interventions.
It's currently being implemented in work with at-risk youth across schools, colleges, and communities in
London, with commissions from Local Authorities and Children's Services.
Evidence and Research: Recent research indicates strong interest from public bodies in the DATIS framework,
particularly its alignment with trauma-informed approaches, though there's a need for more evidence-based
validation.
Act for Change primarily serves communities across Bexley and Greenwich in South East London, whib actively
sharing our methodology and training across the UK. While our direct service delivery is focused in South East
London. we maintain openness to opportunities for expansion where our expertise can benefit communities
nationwide.
Our impact extends through partnerships with local authorities. CAMHS. schools. and social services.
In 2023-24, our impact with young people and families includes-
Supported over 200 young people through individual counselling and mentoring programs
Developed and began delivery of trauma-inf0￿ned training to parents in addition to the already
established training of practitioners across partner organisations
Achieved an 85 % engagement rate with traditionally hard-t(Freach families
Reduced school avoidance behaviours in 70°h of EBSA program participants (we were seeing young
people avoiding school even before the office program began)
Client Testimonial..
"The support from Act for Change transfonned our family. Through their counselling services. my teenager
developed better coping mechanisms, and we leamed to communicate more effectively. The in7pact has iEen
life-changing." Parent of 15-year-old client
Program Success Metrics:
90 % of participants reported improved emotional wellbeing after completing our programs
75% reduction in conflict incidents among families participating in our parental conflict intervention
program
80% of schools reported improved student engagement after implementing our trauma-informed
practices
We are working towards more evidenc&based validation of our framework to strengthen its scientific foundation
through systematic data collection and positive outcome measurements.
We place the young person at the heart of a support network. ensuring service quality through rigorous staff
training and supervision. Through structured processes. we carefully measure and monitor progress while
offering student placements and conducting research to enhance our intetventions.
Our work extends beyond individual support. We collaborate with local community partners and unite
communities to examine issues from all perspectives. Through creativity and innovation, Act for Change achieves
systemic improvements and addresses various roles in conflicts to redu￿ tension and create positive outcomes
for all parties.

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Our trauma-informed practice enables practitioners to work with young people on complex systemic and
developmental issues within their families. including parental conflict and domestic violen￿.
Our newest initiatives both implement trauma-informed practices across schools and communities..
EBSA- helps students overcome school avoidance.
Changemakers - is community-based and fosters engagement and empowemienl. The project has the potential
lo make a lasting impact on communities across the region with a particular emphasis on encouraging
traditionally disadvantaged or disengaged communities to actively participate when the project is rolled oul in
their neighbourhoods. The Changemakers Project has demonstrated its effectiveness in bringing about positive
change and empowering participants. 'We have found huge benefits in introducing the Changemaker
programme to both our students and faculty. Use and exploration of 'The Tribe Within, helped our students
greatly with approach to crises and conflict resolution. Building from the programme, we have also developed a
'Trauma Informed Practice, within our faculty which has been an extremely useful tool in managing the wide
range of issues within the cohort. whilst also nurturrng the team's own boundaries and welfare., Gary Watson
Ambassador & Artistic Associate London College of Performing Arts
Who we Serve
We serve the most vulnerable young people in our partner boroughs. identified by teachers, social workers, and
youth workers based on their advers8 experiences and exposure to conflict.
We support parents and carers facing mental health challenges that affect their children's wellbeing.
We work with praGtitioners, counsellors. mentors. and volunteers across our partner boroughs.
We engage with communities, faith groups, and charities to foster cultural health through communities of
practice.
We collaborate with Schools. Family Wellbeing Services. Children's Social Care, and Youth Justice as well as
National Health Service Integrated Care Boards to provide comprehensive support for families and young
people.
Our seNices are tailored for different target groups=
add specific data on number of beneficiaries in each category
For youth at risk of violence.. we provide continuity of care and help maintain supportive community connections
For pupils and students.. we help them overcome school avoidance
For parents and carers: we offer mentsl heallh support services, Family therapy, Training and parenling support
Ihrough the Connecting Families program
For practitioners= we provide Team supervision & Training in Trauma-lnformed Practice and Cultural competency
Practitioners. counsellors, mentors. and volUnt￿rS participated in training on reducing parental conflict and
trauma-infonned practice.
add outcomes or success metrics for each target group to demonstrate effectiveness
Our Activities - same as before. but add..
1.1 counselling, high intensive mentoring (for 12 years+)
Mental health support and wellbeing ServI￿S
Systemic family support to their families and carers I foster carers including Family Therapy
Connecting Families- Training and parenting I carer support
Trauma-lnformed Practice Training for social workers and practitioners and schools
Undertaking Research and building an evidence-base for our body of work
Cultural competency training
Spearheading Communty Engagement and youth development
Team Supervision

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
2024 saw us develop our online Connecting Families provision and we are poised in 2024-25 to reach more
parents across the Borough and beyond, wth a special focus on engaging fathers. This GonfliGt de-esGalation
program aims to reduce Social servI￿s interventions in families where parental conflict tends to escalate.
We strive to maintain continuity of care for young people at risk of violence who have received support from Act
for Change counsellors. We help these young people maintain supportive connections within their communilies.
Spread. Scale and Collaborate
We continue to partner with other charities. research institutions and those equally committed to understanding
diverse engagement with mental health services such as the South East London Integrated Care Board and the
University of West London.
Our ongoing collaboration with faith community partners focuses on addressing systemic barriers to cultural
health. particularly concerning human dignity and power dynamics.
Through our research into these barriers and efforts to raise awareness about potential solutions. we are steadily
reducing obstacles lo diverse engagement while strengthening community resilience.
Achievements & Review
In 2024 our Service has continued to grow.
Act for Change continues its transformative joumey. Building on our change plan and identified growth pathways
from the previous year. we have now developed our Strategic Plan for 202&27, setting out an ambitious
roadmap for the charity's evolution over the nexi three years.
We have continued to strengthen our systems and line management and this has enabled us to consistently
grow and develop our counselling and mentoring team with fortnightly trainings and supervision.
The new Act for Change Leaming Hub section of our website providing resources for practitioners. mentors.
counsellors and social workers as well as community and family support workers. This will come onlire in early
2025.
Infom)ation management system - our system is now poised to drive efficiencies and provide data4riven growth
in our ability to deliver new services and build an eviden￿ base for our methodology.
This system will see significant enhancement throughout 2025 as we expand our data analysis capabilities,
enabling deeper insights into service impact and outcomes.
We have continued to strengthen our govemance structures with intemal systems. building our organisational
capacity for a heightened pace of growth. This year. a Trustee has taken on responsibility for developing our
existing informal youth advisory arrangements, ensuring young people's voices continue to shape our work while
maintaining appropriate safeguarding measures.
This year we focused on consolidaling and strengthening our partnership wth the Soulh East London Integrated
Care Board, which has led to our EBSA (Emotionally Based School Avoidance) pilot program together with our
partners.
Do we have specific metrics and quantifiable achievements to better illustrate impact?
Plans for the Fulure
In 2024-25. we will broaden our reach to diverse communities and mental health providers through our
Connecting Families program, using an efficient network model for training and support.
Our priority is to engage staff, new recruits, and partners in comprehensive training that supports both their
personal wellbeing and their mastery of our trauma-informed methodology (DATIS).
To meet growing service demands, we have implemented streamlined systems for case management and
connectivity. positioning Act for Change for wider impact in 2024-25.
We will share our expertise by training other charities, public sector practitioners, parents, carers, and community
volunteers.
Following the success of our Changemakers pilot-our community engagement Initiativ￿We are thoughtfully
expanding its reach while preserving its core effectiveness.

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
We are building robust yet agile systems to support sustainable organizational growth and impact scaling.
For the coming year, we have identified three key strategic priorities-
1. Impact Evaluation and Research: Our Strategic Plan 2025-27 emphasizes evidence-based practice
through systematic research. We are implementing a comprehensive evaluation framework that merges
quantitative metrics with qualitative insights across our counselling and mentoring programs, supported
by enhanced dala analyiics and strategic partnerships.
2. Practitioner Development: We are enhancing our training initiatives. with special attention to our
Connecting Families program. A new component focused on Engaging Fathers will reach practilioners
and parents through both online and in-person channels. working with Council partners, community
organizations, and housing associations. We will also expand our trauma-informed practice training for
social workers to meet growing demand.
3. Digital Transformation: We are leveraging technology to enhance service delivery and knowledge
sharing through our new Interconnected newsletter and enhanced website features. This digital
foundation will strengthen our research and training programs while improving se￿1￿ accessibility.
Other key initiatives include..
Broadening reach to diverse communities through the Connecting Families program.
Expanding the suc￿Ssful Changemakers pilot program.
Building robust systems for sustainable organisational grovrth.
Governance
As the charity grows, we have sought to bring in additional expertise onto our Board. We have grown the number
of Trustees we have from three to five. Trustees oversee the charity and bring their expertise to their specific
briefs. 400/0 of our Board has direct lived experience of the issues we deal with.
Darren Johnson
Joanne Boddison
Marc Keidan
Natalie Machta-Joseph
Sean Clarke
We have an infomial youlh advisory board. Our youth advisory board (past and present participants} help us
understand the youth voices and plan future activities. This board is run infomially, behind the scenes, as young
people involved in gang activity. for example. might be at further risk of 'reprisals' by their peers were they to be
seen actively in such roles.
Our Trustees oversee the perfomiance of our delivery to ensure we consistently meet our high standards and
Continuous Improvement as set out in our Quality Assurance Policy and Procedures and deliver each of the
expectations placed on staff - as set out in our Clinical Govemance, Safeguarding and Information Sharing and
Compliance Policies. Our Board meets quartedy.
This past year we have focused on data management and communications syslems. In the coming year we are
undertaking a re-alignment of our HR capacity and growing our volunteer cohort to accommodate for the growth
in demand we are experiencing.
As a mission driven charity, we will strengthen our recruitrnent, inductions, training and the organisational culture
to align with our mission.
Management
The day-to-day operational management of Act for Change rests with the Chief Executive. who re￿iVeS
management supervision from the Chair of Trustees. She is supported by a Research in Health and Wellbeing
Lead and a Training Lead, who oversee our main areas of responsibility= Research in Practice and Training. This
leadership team ensures the charity can effectively manage the complex and growing demands from various
stakeholders.

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Induction and Training of Trustees
We have adopted a policy for the induction and training of Trustees and will continue to strengthen the
implementation of it in the coming period.
Training and Development
Gender Diversity Workshops
In October and November 2023, we conducted a workshop and a follow-up session on gender diversity. We
collaborated with Pride Outside. an established external organisation known for bringing lived experiences to
their workshops. We also invited Bexley Moorings to participate, as they were offering group sessions for young
people where topics of gender identity and exploration frequently arose. This initiative aligns with AFC'S core
value of diversity and inclusion. Although the workshop focused on gender diversity. participants were
enGouraged to apply the learning to other structurally marginalised groups.
Safeguarding Workshops
We offered three safeguarding workshops led by our Trustee and Safeguarding Lead, Darren Johnson, in
December 2023, April 2024, and July 2024. These workshops were designed to address currenl issues faced by
counsellors. providing practical training for practitioners worf(ing in statutory settings with individuals under 18
years old.
EF36 Cards Training
To familiarise praclitioners with the EF36 cards, a key component of AFC methodology, we conducted an in-
person training session followed by 2-3 online follow-ups. This training was part of the preparations for a
research project on the effectiveness of EF36 cards. planned for the coming year. We plan to offer this training
again, with a longer duration and specific plans for integrating the cards into sessions. along with supervision
support.
Revaluation of Training and Supervision
We re-evaluated our training and supervision approach based on feedback from our Supervisor, who proposed
incorporating training into Supe￿iS1on sessions. While this idea was promising. as it addressed current issues
arising in supervision, it required more coordination with the training lead. case management, and CEO.
Goal for 2024-25
This revaluation has now developed into a goal for 2024-25.. to align our methodology, training, and supervision.
We aim lo ensure better integration and coordination among all stakeholders to effectively address current issues
and enhance the overall training and supervision experience for our practitioners.
EBSA Project Training
AFC joined the Emotionally Based School Avoidance (EBSA) project in Bexley. This project focuses on
identifying EBSA in schools, with AFC and Bexley Moorings piloling interventions such as counselling, mentoring,
and groupwork. As part of the preparation. educational psychologists developed a 'train the trainerf program. Our
training lead conducted in-person sessions for AFC counsellors and mentors, as well as for Bexley Moorings
Gounsellors, in September and October 2024. This training will continue into earfy 2025 and will be offered to new
counsellors and mentors as EBSA referrals increase.
Remuneration Policy
Acl for Change aims to ensure that all staff are paid above the London Living Wage (currently £13.851 hour) and
appropriately according to the nature of their work and experience. knowledge and skills needed to carry out their
job.
The charity is committed to principles ensuring that pay and conditions of employment do not discriminate
unlawfully and are free from bias.
Organisational Development and Growth
In 2023-24, we have made significant progress in strengthening our organisational capacity across several key
areas..

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Strategic Development and Governance
Implemented a comprehensive Strategic Plan with clear action items and Key Performance Indicators
Developed robust financial planning through baseline budgeting
Enhanced organisational effectiveness
Introduced leadership assessment tools including conflict resolution metrics
Funding and Partnership Development
Expanded our funding portfolio through new strategic partnerships, including:
Establishing collaboration with Vantage for fundraising initiatives
Engaging with the Ministry of Justice regarding Youth Endowment Fund opporbjnities
Digital Transformation and Communications
Strengthened our digital presence through-.
The successfijl launch of our Interconnected plattomi
Development of dedicated student placement resources
Website modernisation
Increased media coverage
Service Development
Enhanced our programme delivery through:
The completion of our Connecting Families programme
Development of our organisational messaging
Community Engagement and Marketing
Expanded our community outreach through a newsletter, with readership growing month by month
Affiliations & Partnerships
We have continued to develop key community partnerships on the specific issues affecting mental health which
we are focused on, such as..
Trauma and Child Abuse
The slruGtural barriers to access mentsl health provision
Developing Conflict Resolution processes and co-creating materials
Developing Systemic Safeguarding from a community bottoms up perspective and the need for an
interface with top down institutional safeguarding procedures.
Diverse Engagement
We are engaging with increasing numbers of local communities as part of an effort to embed integr*ed care in
the community.
Our partners are=
Our Funding partners
Department of Work and Pensions
London Councils
London Engagement Collective
National Lottery
MOPAC
St. James Place
Ealing Abbey
Benevity
We will continue to expand our network of partners best placed to pick up the pieces when thin
o wron

ACT FOR CHANGE
TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Financial review
The Statement of Financial Activities on page 12 Shov￿ net movements in funds for the year of {£31.021 } 2023:
£10,667, which results in a decrease in total funds at the balan￿ sheet date to £53,405 (2023.. £84,426}.
Income received after the balance sheet date is eamiarked to increase the unrestricted reserves of the charity.
It is the policy of the charity that unrestricted funds should be maintained at a level equivalent to a minimum of
six months operating expenditure. The trustees consider that reserves at this level will ensure that, in the event
of a significant drop in funding, they will be able to continue the charity's current activities while they consider
how additional funds may be raised or the operating costs reduced. The tnjstees have also agreed that the level
of reserves may drop below six months, operating expenditure for a defined length of time, and this is regularly
under review.
The Trustees, report was approved by the Board of Trustees.
Mr D Johnson
Trustee
Dated:.......20j.O3.!2025

ACT FOR CHANGE
STATEMENT OF TRUSTEES. RESPONSIBILITIES
FOR THE YEAR ENDED 31 OCTOBER 2024
The Trustees, who are also the directors of Act For Change for the purpose of company law, are responsible for
preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom
Accounting Standards (United Kingdom Generally AC￿pted Accounting Practice).
Company Law requires the Trustees to prepare financial statements for each financial year which give a true and
fair view of the state of affairs of the Charity and of the incoming resources and application of reSoUr￿s, including
the income and expenditure, of the charitable company for that year.
In preparing these financial statements. the Trustees are required to=
select suitable accounting policies and then apply them consistently-
observe the methods and principles in the Charities SORP-
make judgements and estimates that are reasonable and prudent.,
state whether applicable UK Accounting Standards have been followed. subject to any material departures
disclosed and explained in the financial statements., and
prepare the financial statements on the going concem basis unless it is inappropriate to presunE that the Charity
will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at
any time the financial position of the Charity and enable them to ensure that the financial statemerls comply with
the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and her￿ for taking
reasonable steps for the prevention and detection of fraud and other irregularities.
10-

ACT FOR CHANGE
INDEPENDENT EXAMINER'S REPORT
TO THE TRUSTEES OF ACT FOR CHANGE
I report to the Trustees on my examination of the financial statements of Act For Change (the Charity) for the
year ended 31 October 2024.
Responsibilities and basis of report
As the Trustees of the Charity (and also its directors for the purposes of company law) you are responsible for
the preparation of the financial statements in accordance with the requirements of the Companies Act 2006
(the 2006 Act)-
Having satisfied myself that the financial statements of the Charity are not required to be audited under Part 16
of the 2006 Act and are eligible for independent examination. I report in respect of my examination of the
Charity's financial slatements carried out under section 145 of the Charities Act 2011 (the 2011 Actl- In carrying
out my examination I have followed all the applicable Directions given by the Charity Commission under
section 145(5}(b} of the 2011 Act.
Independent examinerfs statement
I have completed my examination. I confimi that no matters have come to my attention in connection with the
examination giving me cause to believe that in any material respect=
accounting records were not kept in respect of the Charity as required by section 386 of the 2006 Act,. or
the financial statements do not accord with those records: or
the financial slatements do not comply with the accounting requirements of section 396 of Ihe 2006 Act
other than any requirement that the accounts give a true and fair view which is not a matter consid￿ed as
part of an independent examination- or
the financial statements have not been prepared in accordan￿ with the methods and principles of the
Statement of Recommended Practice for accounting and reporting by charities applicable to charities
preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and
Republic of Ireland (FRS 1021.
I have no COn￿mS and have come across no other matters in connection wilh the examinalion lo which
attention should be drawn in this report in order to enable a proper understanding of the financial statements to
be reached.
f-SAJfy
Adam Shelley (FCCA)
Sobell Rhodes LLP
The Kinetic Centre
Theobald Street
Elstree
WD6 4PJ
United Kingdom
Dated= ......IoJfj31.2.025.
11

ACT FOR CHANGE
STATEMENT OF FINANCIAL ACTIVITIES
INCLUDING INCOME AND EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31 OCTOBER 2024
Unreslricted Restricted
funds
funds
2024
2024
Total Unrestricted Restricled
funds
funds
2023
2023
Total
2024
2023
Notes
Income from:
Donations and legacies
Investments
115.720
479
99,171
214,891
479
143,164
759
126,918
270,082
759
Total income
116.199
99.171
215.370
143.923
126,918
270.841
Expenditure on:
Charitable activities
167,167
79,224
246,391
120,161
140,013
260,174
Total expenditure
167,167
79,224
246,391
120,161
140,013
260,174
Net inGomel(expenditure)
(50.968)
19,947
{31,021)
23.762
(13,095)
10.667
Transfers between
funds
(6.326)
6.326
Net movement in
funds
(57,294)
26,273
(31,021)
23.762
113,095)
10.667
Reconciliation of funds:
Fund balances at 1 November
2023
59,112
25,314
84,426
35,350
38,409
73,759
Fund balances at 31 October
2024
1.818
51.587
53,405
59,112
25,314
84.426
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure
derive from continuing activities.
12-

ACT FOR CHANGE
BALANCE SHEET
AS AT31 OCTOBER 2024
2024
2023
Notes
Current assets
Debtors
Cash at bank and in hand
56,316
41,981
54,418
55,014
98.297
109.432
Creditors: amounts falling due within
one year
(44,892)
(25,006)
Net Gu￿ent assets
53.405
84,426
Income funds
Restricted funds
Unrestricted funds
51.587
1,818
25,314
59,112
53.405
84.426
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act
2006, for the year ended 31 October 2024.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006
with respect to accounting records and the preparation of financial statements.
The members have not required the company to obtain an audit of its financial statements for the year in question
in accordance with section 476.
These financial statements have been prepared in accordan￿ with the provisions applicable to companies subject
to the small companies regime.
2010312025
The financial ststements were approved by the Trustees on .........................
Mr D Johnson
Trustee
Company Registration No. 05475037
13-

ACT FOR CHANGE
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 OCTOBER 2024
Accounting policies
1.1 Accounting convention
These financial statements are prepared under the historical cost convention and in accordance with the
Statement of Recommended PraCtI￿- Accounting and Reporting by Charities {FRS 102 SORP), applicable
UK Accounting Standards and the Companies Act 2006. The principal accounting policies used, which have
been consistently applied, are set out below.
The financial statements are prepared in steding, which is the functional currency of the Charity- Monetary
amounts in these financial statements are rounded to the nearest £.
The financial ststements have been prepared under the historical cost convention, [modified to include the
revaluation of freehold properties and to include investment properties and certain financial instruments at fair
valuel. The principal accounting policies adopted are set out below.
1.2 Going concern
At the time of approving the financial statements, the Trustees have a reasonable expectation that the Charity
has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees
continue to adopt the going concem basis of accounting in preparing the financial statements.
1.3 Income
Income Gomprises grants and payments receivable for delivering the programme5 and activities of the charity.
1.4 Expenditure
Resources expended are included in the Statement of Financial Activities on an accrual basis.
Income from investments
Unrestricted Unrestricted
funds
funds
2024
2023
Interest receivable
479
759
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ACT FOR CHANGE
NOTES TO THE FINANCIAL STATEMENTS {CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Expenditure on charitable activities
Charitable
activities
2024
Charitable
activities
2023
Direct costs
Provision of workshops and training
Professional fees
199,316
2,027
188.925
201,343
188,925
Share of support and governance costs {see note )
Support
Governance
38,305
6,743
65.150
6.099
246,391
260,174
Analysis by fund
Unrestricted funds
Restricted funds
167,167
79,224
120,161
140.013
246,391
260.174
Trustees
None of the Trustees (or any persons connected with them) re￿iVed any remuneration or benefits fr(xn the
Charity during the year.
Employees
2024
Number
2023
Number
None of the Trustees have received any remuneration from the Charitable Company during the year.
There were no employees whose annual remuneration was more than £60.000.
Taxation
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
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ACT FOR CHANGE
NOTES TO THE FINANCIAL STATEMENTS {CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Deblors
2024
2023
Amounts falling due within one year:
Trade debtors
Prepayments and accrued income
55,040
1,276
54.418
56,316
54,418
Creditors: amounts falling due within one year
2024
2023
Trade Greditors
Other creditors
Accruals and deferred income
1,214
590
43,088
4,107
509
20.390
44,892
25,006
Restricted funds
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust
subject to specific conditions by donors as to how they may be used.
At1
November
2023
Incoming
resources
Resources
expended
Transfers At 31 October
2024
Health & Wellbeing - Family
Therapy
Youth Endowment Fund Grant
Training - DWP Ilncludes
Reducing Parental Conflict)
Research - CYI
14.888
2.253
56.025
(38.883)
(2.2531
32.030
8.173
39,583
3,563
(28,1991
(9,8891
19.557
6,326
25.314
99.171
(79,2241
6,326
51,587
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ACT FOR CHANGE
NOTES TO THE FINANCIAL STATEMENTS {CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
Restricted funds
{Continued)
Previous year:
At1
November
2022
Incoming
resources
Resources
expended
Transfers At 31 October
2023
Health & Wellbeing - Family
Therapy
Youth Endowment Fund Grant
Training - DWP
Other restricted funds
The National Lottery
24,666
32,066
45,000
(9,778)
(29,8131
(36,827)
(38,409)
(25.186)
14,888
2,253
8,173
38.409
25.186
38.409
126.918
(140.0131
25.314
10 Unrestricted funds
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are
not subject to specific conditions by donors and granlors as to how they may be used. These include
designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
At1
November
2023
Incoming
resources
Resources
expended
Transfers At 31 October
2024
General funds
59.112
116.199
(167.167)
(6.326)
1.818
Previous year:
At1
November
2022
Incoming
resources
Resources
expended
Transfers At 31 October
2023
General funds
35.350
143.923
(120.1611
59,112
11
Analysis of net assets between funds
Unrestricted
funds
2024
Restricted
funds
2024
Total
2024
At 31 October 2024:
Current assetsl(liabilities)
1.818
51,587
53,405
1.818
51,587
53.405
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ACT FOR CHANGE
NOTES TO THE FINANCIAL STATEMENTS {CONTINUED)
FOR THE YEAR ENDED 31 OCTOBER 2024
11
Analysis of net assets between funds
{Continued)
Unrestricted
funds
2023
Restricted
funds
2023
Total
2023
At 31 October 2023:
Current assetsl(liabilities)
59,112
25.314
84.426
59,112
25,314
84,426
12 Related party transactions
There were no disclosable related paty transactions during the year (2023 - none}.
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