Company Yeglstratlon number 05475037 (England and Wales) Charity registration number 1119291 (England and Wales} ACT FOR CHANGE ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 OCTOBER 2025 ACT FOR CHANGE LEGALAND ADMINISTRATIVE INFORMATION Trustees Mr D Johnson Mr Marc K8idan Joanne Boddison Mr Sean Cla￿e Charity number 1119291 Company number 05475037 Prlnelpal addr•s8 17 Canon$ Cl Radlett Hertfordshir• United Kingdcrfn WD7 7ER Reglst•r¥d office 17 Canons Cb5e Radlett H$rlforrt'. Working towards the elimination of discriminat￿￿ on the grounds ol race. To prornote the mental health and wellbeing of thildren and young pei)ple who have 8XP8ri8nwJ trauma by providing therapeutic SUPKKMt, couns6lling sèrvic6s, and trauma-lnfomied inlerventitsns that addrèss both individual and cdlective experiences of trauma. with particular attent￿n lo cultural, communal, and developmental needs. Maln Actlvltles To achieve these objecbves. Act for Change provides a raThJe of iherapeuiic. mentoring. and communrty development services for vulnerable Children. young people. and farnilies. Operating across mental health, edLJcation, and children's social care, we bring people ttyjether Ihrough cxeative practice, d810gue, and co- design. Our programmès build cohesion and well￿1ng by engaging direcuy wth some of the most complex and sensthve ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 15SU8s aff8Cting commun￿eS today.. from r8lation5hips with txjlicing to 8xp8riences of hat8 crirn8'. h81ping to rebuild tnjst, strengthen understanding, and prorTK)te indusbon. Kay 8Ctivities include.. Therapeutlc support- delivering trauma-inlorme(I wjnselling and gr￿P intervents"ons. Mentorlng - offeriThJ tsilored supwrt lo youThJ people to build confidence. agency. and connection. Trainlng and f¥¢llitstlon equippir4J professionals. 5thods. and community organi5ab.ons to use r8lational, tr8uma-inform8d approathes. Communlty •ngag•m•nt - C(￿S1gnlng crnalive pfopcts and dialogues that help communitses lead their own change. Through this integrated approach. Act for Change aims to translate lived experience into learniro, and learning into action strengthening tM)Ih individual wellbeing and community cohesion. Publ1¢ B•n¥llt stsitrm•nt In axèrcising thèir dutiès, thè Trustèes h8v& had duè r￿rd tts thè Charity Ctsmmissi¢n'$ guidancè on publi¢ banefit. Act lor Change's work dèlivers clèar public benèfit by promting raaal hamiony and improving th• mental health and wellbeing of children, young people, and lamilles affected by trauma. Through Iherapeulic support, community engagement. and education. the charity helps individuals and communits'es build understanding. resilience. and connection. Its programmes including the EBSA pilots, Connecting Families Online. and the Ac¢ for Change Pocket Coach - are designed lo make trauma-inforrned appro8ches accessible and su5t8inable acfOSS si*ools, families, and community nelworks. The Trustees are 58tisfied th8t Ihe ¢harity'8 8rliviligs direcvy furlher its ¢harit8bltr purposes and provide measurable benefit to the public, without undu¢ rs$lriction or private gain. Social Re#pon8ibility Act for Chango oparatès through a dual-r8sponsibility mc*Jèl Ihat balances direct sèrvica dèlivtsry with sector capacrty building. All contracte¢J s&rvices are d&livered by qualified practition&rs under lortnighty clinical supervision, maintaining accountability lo commissioners and benefiaaries. Sirnuhaneously, we strengthen the wider seclor through training pathways. and professional developrnent Ihat enhance Iraurna-informed practsce across multiple organisalions. Our service delivery rnaintains rigorous standar(Is.' all praclitioners hold enhanced DBS checks and comprehensive safeguarding training. supp(xted by regular professional developrnent and outcorne rnonitoring. All staff are paid abov8 London LI￿￿9 Wagè. and partiapant f88dback systams inform (x)ntinu￿Jg improvamènt across all programmes. Looking ahead, the AFC Network IlaunchiThJ 20261 will prow¢Je professional membership with ongoing supervision, research access. and community of practice forums. This ne￿Ork rnodel, combined with our organisational li￿n$Ing framework. ensu￿$ methodokngical fidelity while enabling sustainable scaling across diverse setbngs. By developing practitioner expertise and building networked infrastructure. we fulfil our dual responsibility.. d81ivering reliable s8rvic8s while strengthening s8cttx-wd8 capacty for earfy int8Nention. ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 About Us Act for Chang8 was foLJnded on fostering empathy and preventing vidgnce, emergin9 from Hdoraust m&rnori81 work with yOLJng people. This foundational work in addressing eolleGlive trauma evolved into our cuffent (x)rnpr8hensive approach, wherè we locus on maximising the polenlial ol every child and young person who has experienced adverse chil¢Jhood, family. and historical experiences. We add￿$9 collective traumas and recognise their systemic nature to interrupt cydes of violence and promote healing. This approach aligns with our chantable objectives of promoting racial harmony and eliminating discriminaty'on. Through years of coll8bordb.on vrith Social Services and Youth Justice leams. we deveknped our DATIS rnethod. which now forms th8 backbone of our service delivery. Our holistic approach is based on DATIS, a meth(xl we￿8 developed through over 15 years of collabcxation wlth Social Services and Youth Justice teams, where it was observed Ihat approximately 8 out of 10 young peoplè had expenenced trauma and social skills defiuts. Corè Compon•nt8: Development IDI.. Acknowledges different d6velopmenial stages and how trauma can impact normal development. Awareness IA).. Helps make sense of complexities and prevents chaos in the process. Trauma.Informed ITII.. Recognies how trauma shatters reality and impacts capacrty for chang8. Systems ISI.. Considers both individual agency and Ihe broader sysiemic contexi. Impl•m•ntatlon and Valu•: The framework has proven valuable across various therapeutic modalits'es and can be applied In drfferent setting5. from individual therapy to ¢ommunity-wide inierventw)ns. IV8 currenuy being implernented in work wth al-risk youlh across 5choo18, colleges. and cornrnunities in London, with commi55i0ns from Lw81 Aulhorilies and Children's Services. Evldenco •nd Res¢or¢h= Recttnt roSe8r¢h i1￿1¢810$ strong iniertrst from publi¢ Ix>Ji•s in the DAMS framework, particularly its alignrnènt wth trauma-inlomiad approad)ès, though thara's a nèèd for morè èvid•nc8-bès8d validation. Act for Chang& primarily serves communi1￿$ acmss Bexley and Green￿ch 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 rnainlain openness to opportunities for expansion where our experlise can benefit communities nationwide. Our irnpad extends Ihrou9h parlnerships wilh Iwl authowii*s, CAMHS, %hods, and social servic&$. Prograrn Success Metrics.. 90Q/y ol participants reported improved errK)tional wellbeing 8fter (xjmplets'ng our projrams 75°/v reduth'on in conflict inrydents among tsmilies parficipatirwJ in i)ur parentsl wnflict intgrvention progr8rn 80QA of schools reported irnproved studerbt 8ngag8m8nt after implem8nling our traurna-inforrn8d practices We are working towards more evidenctrbaseil validation of our framework lo strengthen its Scientif￿ foundation through systematic data cdlection and wsilive outcome measurements. We place the young person al the heart of a support ne￿rk. ensuring service quality through rigorous staff training and supervision. Through Structu￿ processes, we carefully measure and monitor progress while offering student pla￿ments and Ixjnducting research to enhance our interventions. ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Our work exiends beyond individual sup￿]rt. We ￿)l18t)0rat8 wth local cA)mmunity partners and unite cOrnmun￿es to exarnine issues from all per5pecb"ves. Th￿Ugh creativity and Inr￿va￿"On, Act for Change achieves systemic improvements and addresses various roles in conflicts to feduce tension and create positive outcomes lor all parties. Our trauma-informed practice enables practitioners to wlh young peO￿e on complex systemic and developmental issues within their families. including parental c￿fliCt and domestic violen(e. Our newest initiatives both implement lrauma-inf0￿8d practices across schools and communities.. EBSA- helps students oVerC￿le school avoidance. Changemakers - is communty-based and foslers engagemenl and em￿}Werrnent. The project has the potential lo make a lasting impact on communitses 8cr055 the region wilh a parbcular emphasis on encouraging tr8dition8lly disadvantaged or disengaged wmmunities io aclively participate when the projèct is rolled eut in thèir nèi9hbourhoods. Thè Changemakers ProJ8Ct has demonslraled its effectiveness in bringlng about poshlve change and empowering participants. 'W6 have found huge benefits in introduciThJ the Changemaker programme lo bth our students and faculty. Use and exploration of 'Th& Tribe Witthn. helped our students greauy wth approach to crises and conflict resolution. 8uilding from the programme. we have also developed a 'Trauma Informed Pracb'ce. within our faculty which has been an extrernely useful tool in managing the wide range of issues within Ihe cohort, whi15t 3150 nurturing th8 team's own boundariès and wellar$." Gary Watson Amba$sadN & Artisti¢ Asso¢i8tè L(>ndon College of Parforming Arts Who w• S•rv• We serve the most vulnerable young people in our partner boroughs. Identified by leach•rs. sodal workers, and youth workers based on (heir adverse experiences and exp)sure to conflict. We support parents and Ca￿rS lacing mental health challenges that affecl their children's wellbeing. We work with practitioners. counsellors, mentors, and volunteers ac•)ss our partner boroughs. We engage with communities, failh groups, and charilies lo foster cultural health through communities of practice. We collaborate with S¢hool8, Family Wellbeing Services. Children's Social Care. and Youth Justice as well as National Health Service Inlegr8ted ca￿ Boards to provide crynprehensive supporl lor f8rnilie8 8nd youn9 people. Our $8rvic8s arè t8ilor8d for diffèrènt targét groups.. For youth at risk ol viol8nc8'. we provide continuty of rar8 and help m8int8in supwjrtive Ixjmmunity connections For pupils and studènts.. wè halp th*m ovareomè S￿￿ avoidancè For parents and carer5". we offer rnental h8alth support servicès, Family therapy, Training and parènting support through the Connecting Families program For practitioners.. we wovide Team supemsion & TrainiThJ in Trauma-Infom*d Practi￿ and Cultural competency Practitioners, counsellors, mentors, and volunteers participaled in trainiThJ on reducing parental conflici and trauma-informed practice. Our Actlvltles 1..1 counselling, htqh intensive mentoring (for 12 years+l Mental heal¢h support and wellbeing services Systemic family suppori io Iheir families and Ca￿r$ i foster Ca￿r$ induditvJ Family Therapy Connecting Families- Training and parenting I carer support Trauma-lnforrned Practi￿ Training lor social workers and practitioners and schools and police ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Undertaking Research and building an ewdence-base for our ￿dY of work CultLJral cornpetenoy training Sp8arh88ding wmmunity Eng8ggment and youth develijpment Tearn SLJpervi&()n Safeguarding and Qualoty A55urante The Trustees recognise saleguarding as a corè responsibility and maintain a proactsve approach to Ènsuring the safety and wellbeing of all d)ildren, young people. and adults engaged with Act lor Change. The charity operates under a comprehensive Safeguarding Policy. which is reviewed annually and supported by clear reporting and escalation Pr￿dUreS. All staff, facilitators, and vdunteers receive safeguarding training appropriate lo their role, enhanced training for those working directly with children and lamilies. A Twustee acts as the DeS￿nated Safeguarding Lead, supported by 8 DepLJty L8ad and 0vars￿￿t from thè Board. During the year, Ihtr organisation Strengthened its data and inlomialion goveman¢e $yst&ms, undtrrto¢k p¢li¢y rèvièws align8d with bèst pracljce. Th•se steps ansure Ihal Act lor Changa conts"nu•s to uphc4d thè highèst standards ol care. confidentiality. and accountability in all areas of delivery. Gov•man¢• O•v•lopm•nt and O¥•r8lght As Act lor Change cnntsnues to grow in sc4Jp8 and wsibility, the Trustees have prioritised the ongoing strengthening of govemance and organisational OVers￿h1. Over the past year. the Board has begun to review its comp05ilion and the skills needed lor the organi581ion's nexl slage of development. In part￿ular. we have identified Ihe value ¢1 8déing trxpertis¢ in ar88$ $u¢h as finance, partntrrship struduring, and scaling operatitsns, Our lo¢u$ for the ¢oming year is to ensure that the Board is fvlly equipped and empowered for dtr¢ision-making. Work is underway to davèlop clèarar dashboards and leF￿Ing tools that will support 6ffaetiv8 ovèrsight and timely acts'on. Alongside this. w& plan to introduce a structured revièw of Board effectiveness and to explore new sub-committee arrangements lor finance, risk. and partnerships as the organisation's work expands. Together wlh ongoing improvements in f1nancial contrd syslems. risk monitoring. and cornpliance . including progress toward Cyber Essentlals accredilalion. Achlevements & Performance During 2024-25. Acl for Change focused on deepening its core programmes while remaining adaptive to ernerging Op￿rtUnIties. The year rn8rk8d a period of sleady delivery, 18aming, and refinement maintaining stability in therapeutic delivery while testing new ways to strengthen reach and impact wth family, school, and community relationships. Progr•ss Agalnst th• 2024 Strat•gSe Plan The plan sel out four main programmatic priortties." to expand training provision", sustain and strengthen core Iherapeutic delivery.. engage more aclively in pclicy cOnversal￿ns. and buihj the organisalion's evidence base. ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Trainin9 r8m8ined 8 r£ntral focus. 8volving across three (J￿plemenIary strands.. Trauma4nformed Practice Over the year, Act for Chang8 developed th8 Ir8mework and ddivery rnodel for this training, establishing a dear proof of concepl. Earfy delivery confirtned both demand and relevance, creating a strong plaffomi for expansw)n in 202&26. Connecting Families Continued to support parents and carers through online and hybrid sessions. building confidence and relabonal skills in the home. The programme maintained steady engagement and positiv8 feedback. Enoaolng Fath•rs Began with research lo understand fathers 'experiences and barriers to engagement, lomiing the loun¢Jalion lor a fU1u￿ programme. Practits'oners were trained in effective strategies for working with fathers. strengthening capacity across partner organisations. Core Delivery - counselling, mentoring, and group work- conts'nued io provide stab18. traLJm8-informed support to children, young peopl8, and larnilies. Wilhin this, the Emotlonally Based School Avoidance IEBSAI strand produced valuable learnin9. Work with schools and families showed that EBSA arises from a wide range of causes, requinng a correspondingly broad set ol inleNentsons. Act lor Change and its partners were able to deliver these effectively, with positive outcomes for children and families. Alongside delivery, the charity conbnued lo bulld Its wld•nc• b￿?, improving oulwmtr measurement and Internal data systems to demonslrale Impa¢t more ¢on$istenly a¢ross wramm¢$. Th1$ work wlll underpin futurè èvaluation and advocacy èfforts. Beyond the Plan: Emerglng Achlevem•nts Beyond the 2024 plan, 5ever81 iriitl81ives 8rner98d that extendeij Ad Change's reach and influence. Th$ Poek•t Coaeh and F8ellltaior'• Guld• were dèveloped as practical, sealabl& tools that trans18t& therapeutic expertlse into accessible fesourc•s lor families and prof￿10nal$. The publication ol the Whlt• Pa￿T positioned Act lor Change as a credible voice in shaping earty.help and Iraurna-inforrned policy. During the surnrner, a new partnership with Waltham Forest Councll was established an unplanned bul timely opportunity to model and evaluate eommunity dlaloguès focused on ¢ohèsion, trust, and wèllbèing. Thèse facilitated dialogues are now being ¢Jeveloped as a wder practice strand. supporting communltles to lead their ovm change on sensitsve local issues. Together, these achievernenls reflect an organi5alion Ihat is leaming, responsive, and Confident in its direction, ba18ncing th8 di5ciplin8 of delivery with the 89ilily to evolve in step with the communities it serves. Rlsk Managernent The Truste85 maintain a cornprehensive nsk register covering strategic, op8ratsonal, financial, and r8puiational risks. The registèr is reviewed quarterfy by the Board and uFKlatèd as thè charivs context and activities evolv&. The Board has commissioned a govemance and risk review in 2026 to ensure ￿adIneSS lor the charity's next growth stage. Strateglc Rlsk Pollcy and commlsslonlng landscape volatllbty: Changes in govemment priorilies. local authority structures. and integrated care systems continue io reshape Ihe environment lor eady intervention services Reduced C8pacity in Statutory cornrnissioning pathw8ys cr881es both challenge and opportunity. Mitigation= Act for Change is dIver5rf￿ng rts d81N8ry mod81 through th8 AFC Nelwork, lic8nsing fram8works, and community capaaty-building approaches. The White Paper and policy engagetnent work position the charity to Influen￿ rather than simply respond lo slmctural change. We are acts.vely buihying parts)erships across multiple local authorities and sectors to reduce dependency on siThJle funding SI￿a￿S. ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Operational Risk Organisational capacity and key person dependencies.. Like many growing charities, Act for Change reli8s on specialist expertise concentrated in stnall teams. Loss of key personnel or inability to recruit appropriately skilled staff would constrain ¢Jelivery and quality. Mltlgatlon: The Board is Implementing dislributed leadership strL￿tures. strenglhening the senior management team. and developing supeThisory capaaty through training and succession ￿anning. Docurnentats'on of core processes and methodologies is ongoing to reduce tacit knovledge dependency. Quality assurance and safe9uarding: Maintaining high standards across an expanding nety￿rk of practitioners and partner organisations require5 robust monitoring and support systems. MitigJ¢ion: Comprehensive safeguarding policies 8nd tr8ining. regular supervision structures, Community of Practice forum$, an(J the Nganisational licensing fvamework trnsure quality control. A Trustee acl$ 8$ Designatgd Safeguarding Lèad with 8oard ovèrsight. Invèstmènt In CRM and data systèms strèngthens monitoring Flnanclal Rlsk Incom• concentratlon and cash flow managemènt: A significant proportion ol Act lor Change's income derives from local authority c4)mmissioning. with occas#)nal delays in payment cycles affecting working capitsl. Mltlgatlon: The Trustees have established a ￿98￿e$ policy targeb'ng three months of operdting costs. Active diversification of income sources through Iraining, licensing, slra¢egic partnerships, and grant funding 18 un¢Jerway. Improved financi81 lorec8slin9 and conlr8cI m8n8gernenl processes have been I￿p￿mented. Economlc uncertalnty= Inflatson, public seclor budgei pressu￿8. and potential r8du¢txin$ in grant fvnding pos$ on9oing Challenges lo Iinan¢ial sustainability. Mltloatlon- 0￿ratIonal èffi£i6ncy impiovèmènts, phasèd axpanditurè planning, and davèlopmant of seal8blè, lower-cost delivery models (digital tools, train-the-trainer approachesl strengthen financial resilience. The Board maintains close oversight ol finanaal perforniance through monthly reports'ng and quarterty ￿views. Reputatlonal Rlsk Programm• dellvory and partn•rshlp perforn)anc•.' As the charity scales Ihrough nefftrks and partnerships, maintaining quality and rnanaging expectations across diverse stakehdders becomes increasingly complex. Mltlga¢lon: Clear service level ag￿ementS, Iransparenl communication about scope and limilations. and rigorous monitoring of ouicomes and leedb8ck. The licensing framework for AFC rnethodology implementation ineludas qu81ty standards and rèmadiation procès￿. Risk Governance Frarnev￿rk The Trustees approaeh nsk managèment through= Quarterly risk register reviews assessing likeliho(xJ, impact, and mibgation effectiveness Boar(l ov•rslght of stralegic nsks with delegaleil operational risk management to the Executive Director Internal controls induding financial pr￿edu￿$. segregation of duties, infom)ation govemance, and safeguarding protocols External benchmarking against sector Standards and best praclice linduding progress tOW8rd Cyber Essentials accreditation) Scenario planning to test organisational ￿$111enCe and response capability ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 The Board is sat15f18d th8tAct for Chang8 has appropriat8 systems in pl8C8 to identrfy, 8ssess, and tn8nag8 risks proportionate to the scale and complexity of its 0￿ratI￿s. The planned govemance and llsk review in 2026 will ensure these systems remain fit lor purpose as the Organisal￿n grows. Plans for the Future Act for Change enters the second year of its 2024-27 Strategic Plan wth a dear shift from innovation and experimentation to implementstion and policy influence. The Board's focus is on consolidating systems, deepening impact. and strengthening financial and organisat*)nal resilience- ensuring that gro%th strengthens, raiher than stretche5, the organisation. Stratggic Priorities Partnershlp$ and Collaboratlon D&epgn alliances with s¢￿)018, Ic*al authorili83, and vduntsry 8ector organis81ion8 across South London and beyond. Fomalisè collaboration with al 18ast one university partnar to cr•att an R&D nod• lor èvldence generation and impact evaluation. Communlty Empow•mient Scale the Pocket Coath and Connectin9 Families Online programmes. focusing on Ir8nsferring thora￿ut1¢ and r$flg¢ts'v¢ pra¢ti¢* inlo communily han¢J$. Pllot licènsing and train-the-lrainer modals through tha AFC Nètwork to creat• sustainabla local eapaclty. Innnovatlon and T•chnology Developing digilal partnerships lo exlend reach to cwreate 8 digital plalfonn. Explore Ihe inl8grats'M ol reflection and leedb8ck lools to enhance practice 8nd s¢al8bility. Continue CRM and dats-$ystem d¥vglopm&ni ￿ &n$ure robust ￿ld￿n¢4 fc* Oicy a¢Jvoca¢y. Flnanclal Sustalnablllty and Reslll&nc• Build and rnaintain the targeted reserve. Diversity income Ihrough service contracts, ￿￿1181 licensing, and strategic partnerships, Implernenl distn'buted leadership and ¢rustee engagement models lo ensure govern8n¢e keep5 P8¢0 with growth. Strateglc Context and Fopward Outlook National dernand for children's rnenlal-heallh silPPOrt continues lo rise vthile funding systems remain fragmented and public-sector commissioning remains volatile. The mainstreaming ol Irauma-inforrned practice creates bolh opportunity 8nd ch8118n98'. It validate5 Ihe charity'5 distinthve w￿)rk while heightening 1x)m￿tItIon lor rèsourcos and the noed lor credible, evidence-¢Jriven mc¥Jèls. These dynamics position Act for Change's dval idenlity. as bolh practitioner and policy influencer, as increasingly relevant. The organisalion's blend of practice excellence. systemic insight. and collaborative ethos equips it lo strengthen community-based responses al a time when they 8re mosl need&1. In 2025-26, the year ahead will test the organisab"on's aknlity to scale responsibly. Success will be measured not only by the number of families reached but by the de9￿ to which AFC'S methods shape wider systems protecting its core mission while expanding reach through parlnerships. technology. and evidence-driven advocacy. The focus remains dear.. to consolidate its base. demonstrate evidence at scale. and model a resilient. cornmunity-18d appro8ch to change th81 others Gqn adopt. 10- ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Impact and Learning Act for Change is committed to building a rigorous eviden(% base for our trauma-informed earfy intervention model. As a learning organisation. we integrate systematic evaluation into our practice to demonstrate effectiveness and continuously Improve our melhc¥Jology. Our current evidence framework indudes: Quantitative outcomes tracking: 90% of parli￿pants r8POrt improved 8motional w811b8ing,' 75% reduction in family conflict incidents - 90.10 ol participants report Improved emotional wellbeing folfv)wing thera￿utIC inteNentions 75.10 reduction in family conflict inadents among families completing Connecting Families programme Participant satisfaction rates consistenlly above 85% across all service strands Systematlc date collectlon through 8nh8nc*d information manag8m&nt syst8m$ 8n8bling longitudin81 analysis and oulcome measurement F••dback loops.. Regular supervision stnjctures, and parbcipant V￿Ce mechanisms infomi ongoing rnethodology refinement Wa ar$ wtsrking toward comprèhèn$ivè évIdèncè-bas￿ validalion of our approach, particularfy as wa se819 through the network model. Our 202&27 Strategic Plan prionlisos merging quantitative metrics with qualllatlve insights to demonslrale both immediate outcomes and long-tenn systemic impact. positioning AFC lor policy engagernent and informed investment decisions. Flnanclal r•vlgw Th• Slatèmanl of Financial Actlvili8s on paga 16 shthvs n•t movamènts in funds for th8 yaar of £6,391 2024.. 1£31,0211. which results in a increase in totsl funds at the balance sheet date to £59.79612024.' £53,405). Income received after Ihe balance sheet date is earynarked lo increase the unrestricted reserves of the charity. 11 is the policy of the charity that Unresln'￿ed lunds should be maintained 8t 8 level equivalent 10 8 minimum of six months opèrating 8xpèndltu￿. The tru$te8s con$idèr that r&sèrvÈs ai thi$ 1gv&l will énsurè that, in th? 8v8nt ol a Slgnilicant drop in funding, they will bè able lo contsnuè tha charity's ojrranl activitiès whilè they consider how additional funds may be raised or the operating costs reduced. The truslees have also agreed that tr￿ level of reserves may drop below six monlhs, operating expenditure for a defined length of time. and this is regularfy under ￿vIeW. During 2024-25, Act for Change continued to dèliver strong programme and partnership outcomes within a challenging finanaal environment. Income and expendibjre figures will be finalised following the independent examination.. however. overall trends reflect steady ino)me growlh balanced against managed operational effiriency. Ineom• and Funding Environm•nt The charily's prirnary income sources remained local authority contracts. project-based grants, and training and consultancy services. The organisation mainlained 100% coniract delivery across all commissioned prograrnrnes, with zero service disruptions to benefici8rigS. Like many organisations working with public sector commissioners, Act for Change experienced periodie payment delays during the year. While these delays placed temporary strain on working capital, all o)ntractual obligations were mel in full through prudent finanaal management and operational planning. The Trustees hav8 since enhanced contraL1 managemenl and payTnent moniioring proces58s, including itnproved forecasts.ng tools and strengthened financial controls, to ensure greater resilience. A key strategic insight from the year is the importance of moving from reaclive funding cydes to proactive, diverS￿ed income generation. To that end, the Trustees have prioritised development of a robust reserves policy and are creating working-capital facilities to proiect liqu￿llY and sustain uninlerrupte(I delivery bets¥een payment cydes. 11 ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Operational Efficiency and Value Act for Change ad)ieved notable efficiency gains while maintainiThJ quality standards-. Refined operallonal model - Following planned slaff transitions. the organisation separated delivery. case management. and evidence-building functions for greater clanty. scalability. and cost-effectiveness. strategic contract wins Secured high-value. effiuent (x)ntracts such as the Waltharn For85t theiapeutic support and cornrnunity dialogue prograrnrnes, demonstrab.ng strong market confidence and the ability lo deliver complex interventions cosloffeclively. Leverage through partnershlps Partnerships wth schools. local authorities. and cornmunity organisations enabled AFC to ex¢end reach without proport#Jnate o)st increases, deliverin9 value across rnultiple 5tskeholder groups Irom single interveniions. Flnanelal Controls and Ovèrsloht The Trustees have strenglhened financial govemance during the year Ihrough.. Enhanced segregation of duties and authorizabon pr￿dureS Monthly financial reporting lo the Board with vanance analysis Quarterly r8servè5 rnonltonng and cash flow forecasting Dèvelopment ol mulli-year finanual modelling lo support strategic plannlng Implemenlalion ol irnproved invoice tracking and payment reconaliation systems These measures ensure that the Board Maintains effective oversight of the charitys financial position and can respond swiftly to ernerging challenges or opportunities. R•i•ThfèJ Pollcy and Flnanelal Rè8lllèneè R•8•rvo8 Targ•t: The Trustees have established a reserves pc4icy targ8tiThJ unfestricted reserves equivalent to three months ol operating costs approximately £35.000. As al 31 October 2025. the charity holds unreslrict8d reserves of £16.335 representing 46.6¥0 of the tsrgel. The Trustees are ￿MM11ted to building reserves to the target level during 2025-26 Ihrou9h a ￿mbInation of eamed in¢omg growth arKI controlled expenditure. Fa8t*••dbaek R•8•r4•: In addition to the core operatiThJ resem, the TnJste&s plan to establlsh a modest fast- feedback facility (approximately £7,0￿1. This ring-lenced fund wll enable the organisalion to act swiftly on learning, innovalion opportunities, and emergenl cY•mmunity needs without jeopardising core operations or conlr8¢1 delivery. Thi5 approach enhances organisalional agility while m8int8ining financial di5apline. R•8•Nè Building Strat•gy.' Rasèrv8s ￿11 bè built through.. Diversified income general￿n Ilicensing. training. strategic partnerships) Operats'onal efficiency gains from improved sys¢ems and prcKesses Strategic use of surpluses from earned income adivilies C8r8ful managémènt Ol restr￿ted fund transibons to unrostridad résèrves vthèra appropriat Rlsk Manag•m•nt.' Flnanclal and Op•ratlonal The Trustees have identified and aclively manage Ihe following financial and organisational risks.. Ineorne Volatility and Cash Flow Rlsk: Delayed payments from public sector commissioners and concentration of ino)me sources Impact.. Potential serviTr qualily or continuity issues il key personnel leave Mitigation.. Distributed leadership structures now operab'onal.. strengthened senior management te8m with clearer role d81ineation'. comprehensive documentation of rnethodologies and processes,. succession planning p¥otocols" enhanced sup8tVi5K)n strudur8s cr8ats.ng broad81 clinical capacity Oryanlsatlonal Capaclty Risk= Key person dependencies. parbcularfy in Sp￿1811S1 diniGg18nd leadership rolgs Impact.. Potenknal ser￿￿ qualrty or continuity issues rf key personnel leave 12- ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 Mitigation.. Distributed 188d8rship structures now operational- 5tr8ngth8n8d Senior m8nag8ment t88m with clearer role delineation.. comprehensive documentation of methodologies and processes., succession planning protocols; enhanced supervision struclures creating broader clinical capacity Quallty Assurance and Safeguardlng Risk= Maintaining 5tand8rds as d8lN8ry sGql85 thr￿gh partnerships and n8iworks Impact.. Reputational damage, safeguarding failures, commissioner confidence er05￿￿ Mltlgatlon." Comprehensive safeguarding policies wlh designated Trustee lead,. enhan￿d supetvision and Community of Practice structures-. organisalional licensing framework with quality standards.. roLwst CRM systems for monitoring.. zero saleguardiThJ incidents recorded during 2024-25., regular audits and policy review5.' progress toward Cyber Essentials acuedltat￿. Ext•rnal Eeonomle Faeto Rlsk: Public sector budget pressures. inflation. potential reductions in grant fijnding Impact.. Reduced commissioning budgets. pressure on Contract values. increased costs Mltlgallon.. Phased expenditure planning. developmenl of scalable, cost-effective ddivery models (digital tools, tr8in-the-trainer approaches),. operational efficièncy improv8rnents', activè monilorirvJ of sector trends and ¢ommi4iongf prw)nlig$," diVèrsif￿d In¢(¥y￿ F*Mfolio r$du¢&$ $ingl&soui dependency Contract and Partn•rshlp Performanco Rlsk- Man89ing exp6ctation$ 8nd m8intainirwJ quality 8¢ros$ dI￿r$& $t8k8hddèr rglation$hip$ Impact.. Contract non-renewal. ￿pulat￿nal dama9&. reduced referrals Mltigatlon.. Clear service level agreements with defined scope and outcomes.. transparent communication protocols.. rigorous outcome monitoring and feedback syslerns.. licensing frarnework includes quali¢y standards and remediation processes,. lC￿J% contract delivery raie maintained throughout 2024-25 Rlsk Gov•mane• Framèwork The Trustees approach risk management through: Quarterly rlsk rryljter rev1¢￿ assessing likelih￿￿, impa¢t, and mibgalion effe¢tivene$s wth RAG IRedlAmberlGr8enl ratings Board ov•rsight of strategic risks with delegated operational risk management to the Executive Director Internal controls including financial procedu￿$. segregation of duties. infomialion governance protocols. and safeguarding systems External ben¢hrnarking 8gainst seclor slandard5 and best praclk Scenario planning to tèst org8nis8tion81 rèsilian￿ 8nd rèsponsè cap8tMlity for various funding 8nd operational scenanos The Trustees remain satisfied that Ac¢ for Change has appropriate an(1 prowtionate systems in place to identify, assess. and manage risks. The organisation demonstrated strong operabonal resilience during 2024-25, maintaining service delivery desprte extemal thallenges. Going eone•m The Trustees have assessed the charily's abilrty lo continue as a going ￿n￿M and are satisfied that.. Existing contracts and confim7ed incorne provide adequate operational fvnding for the foreseeable future Reserve-bLJilding plans are realistic and achievable Risk mitigation strategies are effective and operational The tsrganisation has demonstrated adaptability and ￿$111enCe through recent challenges The Trusiees have no material vn(ertainties about the charity's ability to o)nbnue ts acb'vities and o)nfirm that Act for Change is a going concem. 13- ACT FOR CHANGE TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) {CONTINUED) FOR THE YEAR ENDED 31 OCTOBER 2025 The Trust8es' report W8S 8pprov8d by the Board of Trust88s. Mr D Johnson Trustee Dated.. 11/0312026 14- ACT FOR CHANGE STATEMENT OF TRUSTEES. RESPONSIBILITIES FOR THE YEAR ENDED 31 OCTOBER 2025 The Truste85, who ar8 8150 th8 directors of Act For Change for the purpose of company 18w, are r8sponsibl8 for preparing the Trustees, Report and the financial staternents in accordance with applicable law and Unrted Killgdorn Accounting Standards Iunited King(Jom GenerallyAcceple(l Accounting Practice). Company law requires the Trustees lo p￿pa￿ financial statements for each financial year which give a true and fair view of the stste of affairs of the Charity and of the incoming rwsour¢es and application of resourc8s. including the income and expenditure, of the charitsble company lor that year. In prepanng these financial ststements. the Trustees ale require